Budget
Town of Winthrop · from the Town's website · 243 pages · 9.7 MB
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Town of Winthrop
FY2026 Proposed Budget
July 1, 2025 - June 30, 2026
Town Manager
Anthony Marino
Budget and Finance Director
Sarah Johnson
Assistant CFO
Robert Powers
Town Council
Council President Jim Letterie
Vice President Hannah Belcher Councilor
at Large Max Tassinari
Councilor at Large Rob DeMarco
Councilor Pat Costigan
Councilor John Munson
Councilor Suzanne Swope
Councilor Joseph Aiello
Reader’s Guide
The purpose of this document is to communicate the Town of Winthrop’s fiscal year (FY) 2026
recommended budget in a useful format for citizens, elected officials, staff, and any other interested
parties. The information is presented in a user-friendly format that allows all readers to obtain
answers to specific funding questions. The Budget Message should assist the reader in
understanding the major aspects of the budget.
Document Organization
This budget document describes how the Town attempts to identify the community’s needs for
public services and the strategies by which it tries to meet those needs. We have organized this
document so that the readers can obtain essential information in a quick, accessible, and digestible
format. For those who wish to inquire in greater depth, we have provided greater detail.
Readers can find explanations about all appropriated funds, as well as the budget adoption process
and timeline. Financial summaries are presented to reflect all sources and uses of funds. The reader
can identify where all monies come from and how each fund uses those dollars. Additionally,
information is provided, showing the level of fund balance maintained and the annual impact of the
budget on those balances.
The Expenditure Budget Summary section contains information about the various funds at
the department level, including the budget appropriation for all Town departments.
The Town Departments section should help you identify by the department the following:
• mission statements
• goals and objectives
• accomplishments
• funded positions comparison for three years
The Capital Plan section includes information on capital projects and their financing methods.
Finally, the Appendices include supplemental data for the budget document. Included in the section
are items such as Reserves, Fund Descriptions and Balances, position summary, statistics, table of
abbreviations, and a glossary of terms.
How to Read Financial Data
Most data within this document is presented in fiscal year terms. The Town of Winthrop operates on
a fiscal year that runs from July 1 through June 30. Therefore, FY2026 is the period from July 1, 2025,
through June 30, 2026. All information is presented using a three-year comparison, which includes
FY26 actual expenditures and FY25 budgeted revenues and expenditures (thru 3-31-25). Anyone
interested in obtaining additional information concerning the Town of Winthrop’s Budget is
encouraged to contact the Town Manager’s Office at (617) 846 - 1705 or visit the Town’s website at
winthropma.gov.
Introduction
Our Government
Budget Summaries
Town Departments
Town of Winthrop
2026 Annual Budget
Table of Contents
Editors Note:
Click on the section below that
you wish to view.
Click on the link at the
bottom of any page to
return to the Table of
Contents.
EXECUTIVE OFFICE - Town Manager, Town Council , Town Attorney, MIS , Planning,
A ppeals Board, Planning Board
FINANCE: Accounting, Treasurer, Town Clerk, Assessing, Municipal Hearing
Human Resources
C onservation Commission
Police, Animal Control, E911 (Regional Dispatch)
Fire, Emergency Management
Public Works: Cemetery, Building Maintenance, Snow & Ice
Library
Inspectional Services Conservation
Clinical and Public Health Services
Council on Aging
Veterans Services
School
Debt
Enterprise Fund
Water & Sewer
Solid Waste
Rink
Parks & Recreation
Harbormaster
Capital Plan
Appendices
INTRODUCTION
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M E M O R A N D U M
TO: Town Council & Finance Committee
FROM: Anthony Marino, Town Manager
DATE: April 15, 2025
RE: Fiscal Year 2026 Budget Message
It is with great pleasure that I submit the proposed operating budget for Fiscal Year (FY) 2026 for the
Town of Winthrop. It has been my honor, as your Town Manager, to work with the Town Council, Finance
Committee, School Committee, School Superintendent, and all the department heads to prepare this
budget for the Town of Winthrop's consideration.
According to the Winthrop Charter, the Town Manager shall submit to the Town Council a proposed
balanced operating budget for the ensuing fiscal year with an accompanying budget message and supporting
documents.
This budget meets these requirements as it is balanced and honors the Town Council’s theme and mandate
of a conservative approach to both revenues and expenses. This budget also continues our commitment
to consolidation, maintaining a commitment to resident services, public safety, and public works, all of
which fit within the Council’s goals for the Town, and still maintaining a commitment to responsible
spending.
This budget message aligns with the Town Councils’ goal to increase transparency and goes well beyond
by improving communication with the public. In addition to those required sections, this budget message
also looks forward, providing insight into our long-term budget planning and identifying emerging issues
that may impact spending and municipal operations in the coming years.
Therefore, this budget message is separated into four major categories: Revenues, Expenses, Capital
Spending, and Long-Term Financial Planning. It represents a collaborative effort of all departments. We
are proud to submit this budget as it represents hours of work by all of our department heads and staff
members.
REVENUES
Fiscal Year 2026's revenues are forecasted responsibly and conservatively; given the rebound in the new
and used vehicle market we have level funded excise tax receipts for FY26. We continue to keep our
TOWN OF WINTHROP
OFFICE OF THE TOWN MANAGER
Town Hall, 1 Metcalf Square, Winthrop, MA 02152 Telephone: 617-846-1705
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receipts at levels designed to support continuous free cash. Our staff and Department Heads meet annually
before the revenue estimates are finalized, review each category and local receipt individually, and
discuss market trends, past performance, and anticipated activity, making each year's revenue projections
both a collaborative effort and producing a true and accurate estimate. Decision-makers and the public
continue to have a window to review, analyze, and question all categories of revenues and local receipts.
This budget is also posted and indexed on the Town's website, providing further access to our projected
spending of the people’s resources.
Our projections for State Aid are using the figures supplied on the Cherry Sheet for the Governor’s
proposed budget. However, if the state aid numbers come in lower than what we budgeted for, we have
already identified areas where we can cut and adjust the budget after the Town Council votes on it.
Overall, property tax revenue is projected to increase by the allowable 2 ½ percent in FY26, with an
increase in the estimate for new growth, the tax revenue that comes from new construction. The new
growth estimate of $350,000 has been reduced this year as we have caught up on the backlog of building
permits but accounts for the recent increase in new residential construction that we have experienced. We
anticipate that this number has stabilized and will be in this range as we move forward with increases as
larger housing projects are constructed. The recent override that was passed at the ballot on April 5, 2025
will increase our revenue by $3,500,000 with these funds designated to be used for the Winthrop Public
Schools.
Local receipts are projected to remain consistent with the last fiscal year. These figures are developed in
detailed consultation with our department heads and reflect an analysis of industry trends and historical
performance here in Winthrop. As a result, they will continue to be forecast well below actual proceeds
to provide a portion of the cushion that helps create a sustainable annual free cash figure.
This budget captures and fulfills the goals and requirements of the Town Council's conservative policies
for both revenues and expenses. It continues the practice of eschewing free cash as a funding source for
the Stabilization funds, an approach that has drawn praise from both our auditor and financial advisor.
Proof of this is last year’s increase in our bond rating from AA to AA+. This allows us to obtain lower
interest rates on future capital and infrastructure projects. This practice ensures a balanced budget funded
with recurring and not one-time revenues and is lauded by analysts and municipal finance professionals
alike.
Our Revenue Projections are shown below:
EXPENSES
This budget reflects a commitment to preserving our residents’ quality of life by providing and maintaining
adequate financial resources necessary to sustain a sufficient level of educational and municipal services.
It also responds to changes in the economy, governmental and non-governmental organizations' Revenue FY2025 FY2026 % Change
General Fund 61,205,014 $ 66,405,382 $ 8.50%
Enterprise Funds 14,356,613 $ 14,560,037 $ 1.42%
Capital Stab. 946,500 $ 888,000 $ -6.18%
Revolving Funds 209,874 $ 209,874 $ 0.00%
Total Revenue 76,718,001 82,063,293 6.97%
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priorities, and other changes that may affect our financial well-being. It fulfills the core value of supporting
education, public safety, and public works while balancing fiscal responsibility and fulfilling the Town
Council’s financial goals.
The FY26 budget:
• Continues to work within sustainable revenue sources and is balanced;
• Continues the use of the “Base Budget Document” for the Town of Winthrop. This budget is
designed to include all of the associated expenses for the town and school in each of the respective
budgets. By doing this, we establish a percentage of the budget that both the Town and the School
have available for use.
• The Town of Winthrop saw a nominal increase in Chapter 70, school state aid funding, for FY26.
However, with the passing of the school override of $3,500,000 for this year and the $1,400,000
to be placed in an educational stabilization fund for use in future fiscal years the School will meet
their budgetary needs for FY26 and beyond.
• Includes a fifteen point three percent (15.3%) increase for health insurance through GIC,
providing funding for the town's 85% share of the health insurance costs.
• Salary increases for union personnel are calculated at two- and one-half percent (2.5%) for FY26.
We are still negotiating contracts with five of our six unions; therefore we used the Fire Union
Contract increase for FY26. Non-union personnel will receive a two percent (2%) cost of living
adjustment (COLA).
• This general fund budget includes trash and recycling expenses totaling $400,000. This is
$200,000 less than last year as we look to reduce reliance on general fund monies to support this
enterprise fund. Our long-term goal will be to only include the cost for Town and School Trash
in the general fund budget and have the Solid Waste Enterprise Fund be self-sufficient. This is a
requirement of the Department of Revenue and concerns over the revenue in this fund were raised
by them during the Free Cash certification process.
• Includes a $60,000 subsidy or budget transfer for the Park and Recreation ($30,000) and the Rink
($30,000) enterprise funds. This recognizes the contribution that the Park and Recreation
program and the Ice Rink provide for the residents of Winthrop.
• Annual increases in our health insurance, charges from Northeast and Essex Technical Schools,
union contracts, building and vehicle insurance, and retirement and pension funding take up most
of our 2.5% tax increase per year. As a result, it is challenging to honor new staffing requests,
new software and upgrades, and other new initiatives. Moving forward, we will look at each
department and see if there are any reorganizations that we can put in place to maximize our
current staffing levels.
• The Harbormaster Office will have a change in the reporting structure, starting July 1, 2025, the
Police Chief will be the Harbormaster and will assign an officer to be the Assistant Harbormaster
to be on the water during the busy summer months. This is a common organizational structure
that will increase security at our Town Landing and inner harbor waters and increase our
opportunities for grant funding.
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A summary of the expenses is shown below:
CAPITAL SPENDING
Included in this proposal are the capital requests for FY26 and a new five-year capital plan. Each capital
proposal contains a detailed project sheet outlining the specifics of each proposed purchase. This year's
capital items are routine operational items and more considerable vehicle replacement expenses to be funded
primarily with Capital Stabilization Funds, Retained Earnings from the Sewer Enterprise fund, and Green
Communities Grant funds. This Capital Plan also takes a holistic approach to the Town and includes
larger projects that are on the horizon, including Stormwater repairs in several neighborhoods around
town that have experienced flooding, the replacement of the turf on Miller Field, and other climate
resilient projects that are on the horizon to inform the residents what the long-term Capital needs are for
the Town.
This Capital Plan is more comprehensive in FY26 as we have received our Facilities Needs Assessment
for all Town and School buildings from Brightly and our Water System Capital Plan from Woodard &
Curran. Lastly, Winthrop is a Green Community; therefore, we plan to offset our Weatherization Projects
and our HVAC and Heat Pump replacement expenses with their yearly competitive grant funding
program.
More details on the five-year capital plan are included in the Capital Plan section of this budget document.
LONG-TERM FINANCIAL PLANNING
The Town Council continues to make long-term financial stability and sustainability a priority. In addition
to their updated long-term Capital Planning goals, the Council has prioritized working within the Levy and
Proposition 2 ½. It guides how we decide which budget increases and which capital requests are honored.
• Balancing development and costs – With a recent surge of residential housing applications, the
pressures of providing roadways, clean water, and other municipal services, including education,
will become more acute. It will be essential to have a funding and service delivery program and
plan to insulate the Town from rising service delivery costs. Appropriations FY2025 FY2026 % Change
Town Departments 17,656,158 $ 18,553,057 $ 5.08%
School Department 36,141,803 $ 40,150,842 $ 11.09%
Non-Departmental 7,627,053 $ 7,701,483 $ 0.98%
Non-Appropriated 0.00%
Total General Fund 61,425,014 66,405,382 8.11%
Enterprise Funds 14,356,613 $ 14,560,037 $ 1.42%
Revolving Funds 209,874 $ 209,874 $ 0.00%
Capital Stab. 946,500 $ 888,000 $ -6.18%
Total Appropriations 15,512,987 15,657,911 0.93%
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• Infrastructure – With rising populations, the planning and implementation of infrastructure
amenities like roadway and sidewalk repairs, walking trails, and other non-traditional methods of
transportation will be vital moving forward. Investing in and looking for grant opportunities for
electric charging stations will need to be a priority over the next several years.
• Transparency – The Town's ambitious effort to open its books and provide detailed, accessible
information will soon be available on our website using Open Gov. We continue to work with
this vendor to present our financial information in a clear and concise format that will allow our
residents to look at and town expenses on a monthly, and annual basis.
• Health Insurance Costs continue to increase at a national average of 8-10% per year. Winthrop’s
health insurance increase came in at 10-17% this year, therefore, we will need to consider more
creative, cost-effective plans and engage the GIC and potentially other insurance carriers to ensure
we offer health insurance that provides quality coverage through sustainable health plans for our
employees. In addition, we will engage with the unions to reconstitute the insurance
subcommittee to look at all available health options to make educated choices as we move
forward.
• As we look to reduce our carbon footprint and move away from fossil fuels to heat our buildings,
increased capital expenditures to convert our Town and School buildings needs to be addressed,
and funding sources, other than the capital stabilization fund and free cash, will need to be
identified.
CONCLUSION
This budget represents many hours of hard work by several dedicated public servants and volunteers.
Many thanks to our department heads, finance staff, and numerous volunteers who collaborated on this
important work.
I look forward to detailed and engaging discussions with the Town Council and Finance Committee over
the next few months as we prepare to vote and fund the FY26 Budget at the June 17, 2025, Town Council
meeting.
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GUIDE TO THE
FY2026 BUDGET
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Guide to the FY2026 Budget
OVERVIEW OF THE ANNUAL BUDGET PROCESS
The Town of Winthrop operates on a fiscal year period of July 1st to June 30th each year. The
process of preparing the annual budget takes place over seven months each year. Below is a table
of the significant events that help shape the budget:
December • Operating & Capital Department budgets requested
January -
February
• Department budgets reviewed by Town Manager
• Budget review meetings held by Town Manager with departments.
• Town Manager and Chief Financial Officer (CFO) evaluate project requests
from the department for the Capital plan.
• Debt schedules and financial forecasts are updated to provide
context to the five-year capital plan.
March - April • Town Manager meets with subcommittees about Capital Plan and sends a
draft budget to the Finance Commission
• Budget & Capital Plan are presented at Spring Forum
May
• Budget and Capital Plan is presented to the Town Council
• Town Council and Finance Commission hold public meetings to review the
Budget and Capital Plan
June • Finance Commission submits Budget summary and recommendations to the
Town Council for their consideration.
• Town Council discusses and votes on FY26 Budget and Capital Plan
November - Departments are provided with their previously submitted five-year capital
requests for review, update, and the addition of the next fifth year.
December - Departmental operating budget requests are sent out to the Department Heads.
January - February - The Town Manager and CFO review budget requests and start to prepare
the Base Budget Document. The Town Manager meets with the School Superintendent during this
timeframe to review estimated revenue projections for the upcoming fiscal share and shared
expenses. The Town Manager and CFO also meet with the Department Heads to review their
Budget and Capital Requests.
March - April – Town Manager meets with the Capital Plan subcommittee about the Five-
Year Capital Plan and reviews upcoming requests. These meetings look to prioritize the Capital
Plan and add any new work that may have been identified during the previous Fiscal Year. The
Draft Budget and Capital Plan are presented during the Town Council Spring Forum.
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Guide to the FY2026 Budget
May – In accordance with the Town Charter, the General Fund Budget and Five-Year
Capital Plan are presented to the Town Council. The Town Council and Finance
Commission hold multiple meetings in May to review the budget and meet with a few
Department Heads for follow-up budget questions.
June – Finance Commission submits its budget summary and recommendations to the Town
Council for them to review before they deliberate and vote on the annual budget. The Town Council
votes on the Budget no later than 45 days after they receive it from the Town Manager.
HOW ARE TAXES CALCULATED?
In Winthrop, the tax rate is a function of the total revenues to be raised by real estate taxes
(Levy Limit) and levy exclusions.
What is a Levy Limit?
Proposition 2 ½ was enacted in 1980 to limit the property tax's reliance and give the voters a more
significant say in approving property tax increases. With inflation and certain costs routinely
pushing the cost of government beyond 2 ½% increases, the legislature provided voters the authority
to approve increases greater than 2 ½% , enabling them to consider and determine what kind of
community they want can afford. A general override to Proposition 2 ½ supports the operating
budget and requires a majority vote by ballot at the Town Election to pass. Town leaders are mindful
of the tax burden and do everything possible to avoid or limit general overrides while maintaining
essential services.
There are two components to the law:
1. A levy ceiling, or the maximum levy limit, is 2.5% of the taxable real and personal
property's full and fair cash value, as determined by the Town's assessors. This changes
as properties are added or removed from the tax roll and as market values change, but
Winthrop's Annual Tax Levy cannot exceed the Levy Ceiling.
2. A particular year's levy limit is calculated by increasing the previous year's limit by
2.5% and adding certified new growth and overrides. The new limit cannot exceed the
levy ceiling.
New Growth includes the additional property tax from new construction and additions to
properties, exempt real property returned to the tax roll and new personal property. In
Winthrop, we do estimate New Growth for the upcoming year very conservatively.
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Guide to the FY2026 Budget
This then becomes the base for calculating the levy limit for the next year. The Town's actual levy
can be any amount up to the limit. If the levy is below the limit in one year, the levy increase in the
following year could not exceed 2.5%. The difference between the levy and the levy limit is called
the excess levy capacity.
What are Exclusions?
Taxpayers may vote to fund debt for projects and choose to exclude these payments from calculating
the levy limit and, therefore, from the base upon which the levy limit is calculated for future years.
Unlike overrides, these Debt Exclusions or Capital Exclusions are temporary increases to the tax levy,
lasting the life of the debt or the capital project's duration. Exclusions require a majority vote on the
ballot and may increase the levy above the levy ceiling.
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COMMUNITY PROFILE
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Governmental Structure
The Winthrop local government consists of a 9-member Town Council with Town Council
President, a Town Manager, Assistant Town Manager, numerous town departments including
Public Safety and Public Works, and volunteer boards and commissions. The Town Council is
elected through local elections and members of local boards and commissions are appointed by
the Town Council President. The Town Manager is responsible for overall management and
administrative services of the Town and is selected for hire by the Town Council.
Town Council typically meets about twice per month, and twice per year, in the spring and fall,
there is a public forum to review town services and budgets. The two public forums are a
requirement of the Winthrop Town Charter.
Winthrop has a local Housing Authority, a 5-member board, appointed via election on town
ballot. The Winthrop Housing Authority is a State aided public authority and maintains 429
units across Town.
The Winthrop public school system services approximately 2,000 students across four schools.
There is a 7-member school committee consisting of the Town Council President and 6 voter
elected members.
Private Sector
The majority of Winthrop’s local business and commercial establishments are found in areas
zoned Business District A and Center Business District. These business areas primarily
include Shirley Street, Veterans Road, Revere Street, Pauline Street, Woodside Avenue, and
Main Street as well as many smaller streets that intersect them. Many of Winthrop’s
businesses are grouped together, which benefits residents by creating a convenient, walkable
concentration of businesses.
Winthrop recently completed a Center Business District infrastructure improvement project.
This project included utility updates, new paving and sidewalks, lighting, and landscaping.
Winthrop maintains CBD improvements as a high priority.
In 2024 there were 76 business and commercial establishments that submitted a business
license to the Town Clerk. The number of recorded business licenses has decreased over the
past years. In 2015 there were 120 recorded business licenses. In 2022 there were 80 recorded
business licenses.
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Community Statistics
Incorporated : 1852
Land Area : 1.6 Square miles
Population : 18,319 (census.gov)
FY2025 Tax Rate Per Thousand :
$10.32
FY 2024 Average Assessed Single-
Family Home Value : $697,309 (0.21%
value increase from FY2022.
FY2024 Average Single Family Tax
Bill :
$7,196.00 (1.16% increase from FY
2023)
County : Suffolk
Public Roads : Approximately 162
Private Roads: 59 (Winthrop Parking Clerk)
Workforce : 12,786 (census.gov)
Form of Government : Town Manager, 9-
member Town Council
Geography and Demographics
The Town of Winthrop is a peninsula with two points of entry, from East Boston along Saratoga
Street and from Revere along Winthrop Parkway. Winthrop is 1.6 square miles in land area. It is
flanked by Broad Sound, Belle Isle Inlet, and Boston Harbor. One unique feature that abuts
Winthrop is Belle Isle Marsh, the last remaining salt marsh in the Boston area. Belle Isle Ecology
Park, the Belle Isle Marsh Boardwalk, and the Mary Kelley Pavilion are located off of Morton Street
in Winthrop and provide the town with a natural and beautiful recreational resource. Another natural
resource that Winthrop has are many public beaches. While there are several beaches within
Winthrop to enjoy, the two major ones are Yirrell Beach and Winthrop Beach.
Winthrop is fortunate to have Massachusetts Bay Transportation Authority (MBTA) bus routes
(712, 713) travel throughout the town. The MBTA Bus Routes also connect residents to the MBTA
Orient Heights Blue Line station. Winthrop has a Town Landing Complex, located on Shirley
Street. The Town Landing Complex is managed by the Winthrop Harbor Master, and provides local
boaters with a boat ramp, pier, marina, and other services. Winthrop offers Ferry Services, running
on weekdays in warmer months, that gives residents access to Boston. The Ferry is also available
to private charters.
Winthrop’s resident population has seen a small increase since the 2010 Census. In 2010 the Town
population was estimated at 17,497 residents (census.gov). In 2022 Winthrop’s population grew
about 5.7%, to 18,510 residents. 4.6% of residents are under the age of five, 17.9% of residents are
under the age of eighteen, 57.4% of residents are between the ages of nineteen and sixty-four years
old, and 20.1% are sixty-five years old or older (census.gov).
The medium household income for Winthrop is $106,357 and 7.1% of Winthrop residents live
below the poverty threshold (census.gov).
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Winthrop is designated as a Minority and Income Environmental Justice Community by the State
of Massachusetts. This means that certain neighborhoods within Winthrop have “annual median
household income is 65 percent or less of the statewide annual median household income” and
“minorities make up 40 percent or more of the population” (mass.gov). Environmental Justice data
can assist with securing grant money to benefit Environmental Justice populations and other areas
of the Town.
Mass.gov, Executive Office of Energy and Environmental Affairs, Environmental Justice Populations in Massachusetts
Winthrop within the Region Municipality EJ Criteria Number of EJ Block
Groups
Total number of
Block Groups
% of EJ Block
Groups
Population in EJ
Block Groups
Total Population % of population in
EJ Block Grp
Winthrop MI 7 18 38.9 8480 19316 43.9
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Employment and Payrolls
The following table lists the major categories of employment, as well as income, in 2020, 2021,
and the first quarter of 2022. The most predominant business sector is the service providing
industry. Education and Health Services are the largest types of employers within Winthrop.
Calendar Year
Average
Industry 2023 2022 2021 2020 2019
Construction 231 229 232 204 247
Trade,
Transportation
and Utilities 271 283 281 264 255
Information 25 22 17 15 0
Financial Activities 122 114 125 119 121
Professional and
Business Services 119 112 94 96 106
Education and
Health Services 766 733 696 624 680
Leisure and
Hospitality 497 504 431 362 442
Other Services 154 134 138 119 157
Total Employment 2185 2131 2014 1803 2176
Largest Employers
Winthrop does not currently have data on the number of people that each business in Town
employs. Business licenses do not require this information. It is estimated that the businesses
that employee the most people are Nick’s Place restaurant, Winthrop Marketplace grocer,
Woodside Hardware Store, Belle Isle Seafood restaurant, and La Siesta restaurant.
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Budget Comparison
Revenues
Property taxes are a major source of revenue for the Town. The total amount levied is subject to
certain limits prescribed by law.
History 1
During the 1600s, the land area, now known as Winthrop, was referred to as Pullen Point, and the
land was primarily used for agriculture. In 1739 the region, today is known as Chelsea, Revere,
and Winthrop, was annexed from Boston, and the whole area became the Town of Chelsea and
evolved into a successful fishing region. In 1846 the land that is now Winthrop and Revere became
North Chelsea. In 1852 Winthrop was incorporated as a Town. Winthrop is named after John
Winthrop, a four-time Governor of the Massachusetts Bay Colony in the mid-1600s. The late
1800s brought railroad systems to Winthrop and the surrounding area. The railroad brought
population growth, and by 1890 Winthrop’s population grew to about 3,000 people. It was known
as a popular vacation destination and boasted over 50 hotels. As rail travel became less popular,
along with economic factors from World War II and the Great Depression, Winthrop saw a
reduction in tourism during the early to mid-1900s.
In the 1970s, Winthrop started to see a significant decline in population, decreasing by around
14% between 1970 and 2010. This, along with the popularity of other shopping centers and malls,
caused Winthrop’s local businesses to struggle and ultimately decline. This decline in businesses
also resulted in a decrease in local jobs. Winthrop is working to revitalize the downtown, bring
in a new commercial base, and assist existing businesses when possible.
1 Five Year Strategic Plan for Economic Development plan, November 2014.
https: //w w w.town.winthrop.ma.us/sites/g/files/vyhlif8421/f/pages/winthrop_strategic_plan_final_11-14-14.pdf General Fund Category 2021 2022 2023 2024
General Government 3,507,900 2,775,135 2,999,578 3,297,352
Public Safety 7,001,258 7,700,319 8,344,914 8,438,642
Education 23,147,433 23,704,292 24,973,676 26,486,993
Public Works 3,386,402 2,519,363 2,392,803 2,341,152
Human Services 399,817 491,942 460,648 514,631
Culture and Recreation 412,440 552,444 585,578 653,149
Fixed Costs 10,297,771 11,539,904 12,146,388 12,292,726
Intergov Assessments 897,898 933,250 1,071,577 1,296,304
Other Expenditures - 17,700 16,743 13,555
Debt Service 4,152,250 3,825,756 3,836,800 3,830,025
Total Expenditures 53,203,169 54,060,105 56,828,705 59,164,529
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TOWN CHARTER
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LINK TO WINTHROP
TOWN CHARTER
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BUDGET SUMMARIES
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ESTIMATED REVENUES REVENUE ESTIMATES FOR FY 2026 OPERATING BUDGETS
FY 2023 FY 2024 FY 2025 FY 2026
Description (Actual ) (Actual ) (Budget) (Budget)
Tax Levy
Prior Year Levy Limit 32,058,722 33,096,873 34,449,222 35,718,037
Amended Levy Limit
Add 2.5% 801,468 827,422 861,231 892,951
New Growth 236,683 511,960 407,585 350,000
School Override 3,500,000
Levy Limit 33,096,873 34,436,255 35,718,037 40,460,988
Approved Town Debt Exclusions - 807,900 809,400 809,900
Approved School Debt Exclusions 2,344,662 2,812,325 2,812,075 2,472,750
MAXIMUM LEVY INCLUDING OVERRIDES 35,441,535 38,056,480 39,339,512 43,743,638
Cherry Sheet 13,118,924 15,193,242 14,433,140 14,616,163
Total State Aid 13,118,924 15,193,242 14,433,140 14,616,163
Local Receipts (excludes Water & Sewer) 4,388,548 6,139,319 6,979,477 7,575,305
Other Available Funds 1,227,029.00 957,756.15 960,560.00 744,008.00
Cemetery Lots 39,522.00 39,522.00 39,522.00 39,522.00
Cemetery Perpetual Care 5,000.00 5,000.00 5,000.00 5,000.00
Maintenance Stabilization Fund 75,000.00 75,000.00 75,000.00
Regional 911 48,000.00 48,000.00 48,000.00 48,000.00
ARPA 450,000.00 225,000.00 - -
Free Cash to Schools 220,000.00
Indirect Costs to Town 684,507.00 565,234.15 573,038.00 576,486.00
Other - Transfer In - -
TOTAL RECEIPTS & AVAILABLE FUNDS 18,734,501 22,290,317 22,373,177 22,935,476
Maximum Allowable Levy 35,441,535 38,056,480 39,339,512 43,743,638
Total Receipts & Available Funds 18,734,501 22,290,317 22,373,177 22,935,476
Allowance for Abatement (200,000) (225,000) (225,000)
Cherry Sheet Offsets (39,753.00) (43,104) (49,384) (48,732)
TOTAL REVENUE 54,176,036 60,103,693 61,438,305 66,405,382
Return to Table of Contents Property Taxes 43,743,638.00
State Aid 14,616,163.00
Local Receipts 7,575,305.00
Other Funds 744,008.00
Allowance for Abatement &
Cherry Sheet Offsets (273,732.00)
TOTAL 66,405,382.00
REVENUE FUNDING SOURCES
Return to Table of Contents
BASE BUDGET
Available Revenue FY25 School FY25 Town FY25 Total
FY25 Base Operating Budgets 36,141,803 $ 58.84% 25,283,211 $ 41.16% 61,425,014 $
Total = FY25 Operating Budgets Council Vote June 2024 36,141,803 $ 58.84% 25,283,211 $ 41.16% 61,425,014 $
Base Expenditure Calculation FY26 School FY26 Town FY26 Total
Final FY25 Base Budget Above 36,141,803 $ 25,283,211 $ 61,425,014 $
FY25 Base Budget 36,141,803 $ 58.84% 25,283,211 $ 41.16% 61,425,014 $
Apportion additional FY26 Revenue 1,068,364 $ 58.84% 747,381 $ 41.16% 1,815,745 $
Offset Revenue to Town Change from FY25 to FY26 3,448 $ 3,448 $
Additional Revenue to Town (220,000) $ 220,000 $ - $
Back out FY25 Debt Exclusions (2,812,075) $ (809,400) $ (3,621,475) $
Add Back FY26 Debt Exclusions 2,472,750 $ 809,900 $ 3,282,650 $
April 2025 School Override Vote $3.5M 3,500,000 $ 3,500,000 $
FY26 Base Budget 40,150,842 $ 60.46% 26,254,540 $ 39.54% 66,405,382 $
FY26 Total Revenue Estimate 66,405,382 $
(Over)/Under 0 $
Town of Winthrop FY26 Base Budget Calculation FY26 Estimated Levy Actual FY25
FY25 Total Levy 35,718,037 $ 34,449,222 $
2 1/2% of FY25 Levy 892,951 $ 861,231 $
Estimated FY26 New Growth 350,000 $ 407,585 $ Actual
Apr. 2025 School Override Vote $3.5M 3,500,000 $
Estimated FY26 Levy Limit 40,460,988 $ 35,718,037 $
State Aid
Est. FY26 Cherry Sheet - Gov's 15,924,957 $
Gross Estimated FY26 Revenue from State 15,924,957 $
State Charges
Estimated FY26 Cherry Sheet Charges (1,308,794) $
Estimated FY26 Cherry Sheet offsets (48,732) $
Gross Estimated FY26 Charges from State (1,357,526) $
Net Estimated FY26 Revenue from State 14,567,431 $
FY26 Estimated Local Receipts 7,575,305 $
Allowance for Abatements (225,000) $ Level FY25
Total Estimated Receipts to Share 21,917,736 $
Other Revenue Direct To Offset Town Budget
Cemetery Lots (same amount in 22 - 24) 39,522 $
Cemetery Perpetual Care (same amount in 22 - 24) 5,000 $
Maintenance Stabilization Fund (same amount in 22 - 24) 75,000 $
Regional 911 (same amount in 22 - 24) 48,000 $
Indirect Costs to Town 576,486 $
Other Offset Revenue to Town 744,008 $
Estimated Receipts, Other Revenue Sources & Misc. Charges
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SUMMARY OF AVAILABLE REVENUE Estimated FY26 Levy Limit 40,460,988 $
Excluded Debt Service 3,282,650 $
Cherry Sheet, Estimated Receipts & Other Revenue 21,917,736 $
FY26 Total Revenue to share with Schools 65,661,374 $
Other Offset Revenue to Town 744,008 $
Total Revenue 66,405,382 $
Return to Table of Contents
FY24 TOWN EXPENDITURE CHART
FY24 TOWN MANAGER BUDGET SUMMARY BY DIRECTORATE
CHART OF GENERAL FUND BUDGET FY2024 FY2025 FY2026 Proposed
General Government 3,323,179 3,429,884 3,546,688
Public Works 2,681,835 2,708,709 2,777,505
Public Safety 8,678,979 9,043,658 9,404,336
Cultural and Human Services 1,162,811 1,160,848 1,187,811
Non-Departemental 7,513,293 7,627,053 7,701,483
Vocational Education 1,126,702 1,313,059 1,636,718
Subtotal Town 24,486,799 25,283,211 26,254,540
Total Education 35,121,803 36,141,803 40,150,842
Total General Fund 59,608,602 61,425,014 66,405,382
Solid Waste 2,060,282 2,018,541 1,991,670
Parks & Recreation 403,550 420,000 458,875
Rink 358,374 368,252 355,126
Harbormaster 361,433 307,910 297,279
Water 4,866,624 4,687,410 4,763,764
Sewer 5,944,967 6,550,762 6,693,323
Subtotal FY2024 Budget 73,603,832 75,777,889 80,965,419
Return to Table of Contents
CHART OF ENTERPRISE FUND BUDGETS
Return to Table of Contents
REVENUE BUDGET
SUMMARIES
Return to Table of Contents
REVENUE SUMMARY
There are four major categories of revenue that help fund the General Fund operating budget. They
are property taxes, local receipts, state aid and other financing sources. Within these categories,
overall available revenue is expected to increase by $4,980,368 from $61,425,014 to
$66,405,382or 8.1%. The large increase is due to the $3.5M, or 5.7%, override ballot vote passed
on April 5, 2025. The remaining increase was 1.48M or 2.4%.
Property Taxes
The property tax levy is revenue a community can raise through real and personal property taxes.
This is the largest and most reliable source of revenue for a municipality. The estimated tax levy for
FY26 represents approximately 65.9% of the revenue used to fund the budget. Property taxes are
levied on real property (land and buildings) and personal property (equipment). Statutorily the Town
is required to update the property values every five years and obtain certification from the
Department of Revenue that such values represent full and fair cash value. The Town completed this
process in FY23 and will begin the process again in FY28.
Proposition 2 ½ established two types of levy limits. The first is the levy ceiling. This is the amount
equal to 2.5% of the Town’s full and fair cash value of all taxable real and personal property. The
second is the levy limit. This is the amount the Town can levy each year. The levy limit can be equal
to or less than the levy ceiling.
The levy limit is calculated annually by the Department of Revenue. First, the previous year’s levy
limit is increased by 2.5%. Then an amount is added to represent new development in the tax base
based on the increased value. This is known as new growth. Once the levy limit has been determined,
the debt exclusions already voted and approved by the community are added for the current year.
The FY26 maximum allowable levy grew by $4.4M, including the $3.5M School override.
(See table below.) REVENUE ESTIMATES FOR FY 2026 OPERATING BUDGETS
FY 2023 FY 2024 FY 2025 FY 2026
Description (Actual ) (Actual ) (Budget) (Budget)
Tax Levy
Prior Year Levy Limit 32,058,722 33,096,873 34,449,222 35,718,037
Amended Levy Limit
Add 2.5% 801,468 827,422 861,231 892,951
New Growth 236,683 511,960 407,585 350,000
School Override 3,500,000
Levy Limit 33,096,873 34,436,255 35,718,037 40,460,988
Approved Town Debt Exclusions - 807,900 809,400 809,900
Approved School Debt Exclusions 2,344,662 2,812,325 2,812,075 2,472,750
MAXIMUM LEVY INCLUDING OVERRIDES 35,441,535 38,056,480 39,339,512 43,743,638
Return to Table of Contents
New growth can include increases in a property’s assessed value since the prior year due to
development or improvements, exempt real property returning to the tax roll, new personal
property and new subdivision parcels and condominium conversions. The value of the new
growth is calculated by multiplying the increase in the assessed valuation of qualifying
property by the prior year’s tax rate. It has been the Town’s practice to be conservative
estimating new growth during the development of estimated revenues.
A debt exclusion assesses additional taxes in excess of the levy limit for the payment of specific
debt service costs related to capital projects. The debt exclusion is a two-step process. First,
the debt exclusion must pass a two-thirds vote of the town Council. The second step is to
pass a majority vote by ballot. The ballot must state the purpose or purposes in which the
monies from the debt issue will be used. The additional amount for the payment of debt service
is added to the levy limit for the life of the debt only and therefore is considered temporary.
Please see the Debt Section for a more detailed explanation.
As noted above, the levy limit may be less than or equal to the levy ceiling. If the amount
appropriated by the community is less than the levy limit, there is excess levy capacity. This
is an additional amount that could have been raised in taxes but was not.
The Town Council has three options to shift the tax levy between property classes which affect
tax rates. They are a classified tax rate which will shift a portion of the tax levy from the residential
class to the CIP class (commercial, industrial and personal), a residential exemption which
exempts a portion of primary residents assessed value from taxation and a small business
exemption. The adoption of these options can affect the tax rates for each class of property. The
Town Council has historically voted a factor of one and kept the residential class and the CIP
class the same so there is no burden shifted to the commercial, industrial or personal classes.
The chart below reflects the changes in the tax rate by class for the past five years.
Local Receipts
The category of revenue considered for local receipts includes such items as motor vehicle
excise, boat excise, departmental fees, rental income, licenses and permits, fines and
forfeitures, investment income and miscellaneous income. During the development of the
estimated revenue for the ensuing year, each of these groupings is reviewed. The next step
includes highlighting any receipts that have fluctuated over the years or that appear to be not
on target for the current fiscal year. The final step includes a detailed discussion with the Town
Manager and all department heads to determine if these estimated are reasonable and attainable. FY 2023 FY 2024 FY 2025 FY 2026
Description (Actual ) (Actual ) (Budget) (Budget)
MAXIMUM LEVY INCLUDING OVERRIDES 35,441,535 38,056,480 39,339,512 43,743,638 DOR Code Municipality Fiscal Year Residential Open Space Commercial Industrial Personal Property
346 Winthrop 2021 12.68 12.68 12.68 12.68 12.68
346 Winthrop 2022 11.76 11.76 11.76 11.76 11.76
346 Winthrop 2023 10.70 10.70 10.70 10.70 10.70
346 Winthrop 2024 10.42 10.42 10.42 10.42 10.42
346 Winthrop 2025 10.32 10.32 10.32 10.32 10.32
Return to Table of Contents
Motor Vehicle Excise
Motor vehicle excise tax is authorized by Massachusetts General Law. The excise rate is $25
per thousand and is assessed on 90% of the vehicle’s value in the first year, 60% in the second
year,
40% in the third year, 25% in the fourth year and 10% for all remaining years. The value is
determined by the RMV using a formula based on a manufacturer’s list price and year of
manufacture. The Town in which a vehicle is principally garaged at the time of registration is
entitled to the motor vehicle excise tax. The commitments are prepared by the Registry of
Motor Vehicles and transmitted to the Town for printing and mailing.
The Registry of Motor Vehicles utilizes a tracking system that helps to ensure payment of
the motor vehicle excise tax. Individuals that do not pay the excise tax will be flagged and
will not be allowed to renew registrations and driver’s licenses until the tax has been paid.
The Town, through its Deputy Collector, notifies the RMV of the delinquent taxpayers.
Motor vehicle excise tax revenue can fluctuate depending on the economy. Residents may
decide to hold off purchasing new vehicles if the economy slows down. The chart below
shows the growth since 2011. Also, notice the drop because of Covid in 2021. 2023 also
had a slight decrease in collecctions.
Below is a table with the past four years of actual/budgeted collections and the current year
and FY26 budgeted revenue figures. FY24
Budget
FY2024
Actual
FY25
Budget
FY2025
(Actual as of
3/31)
FY26
Budget
Motor Vehicle Excise 2,050,000 2,359,890 2,130,000 1,541,508 2,250,000
Return to Table of Contents
Room Occupancy Excise
Room occupancy excise tax is authorized by Massachusetts General Law. The excise rate is 5.7%
and applies to room rentals of 90 days or less in hotels, motels, bed and breakfast establishments,
and lodging houses. Beginning in July of 2019, the room occupancy excise also applies to short-
term rentals of property for 31 days or less.
Meals Excise
Massachusetts imposes a sales tax on meals sold by or bought from restaurants or any restaurant
part of a store. The tax is 6.25% of the sales price of the meal. Additionally, the Town imposes a
local option meals excise on sales by a vendor of restaurant meals occurring within the Town. The
rate is 0.75% of the vendor’s gross receipts from restaurant meal sales, bringing the effective tax
rate on sales of meals to 7%.
Penalties & Interest
There are penalties and interest paid on all overdue taxes and excise bills. Interest rates for
overdue real and personal property taxes are 14%. If taxes remain unpaid and the account is
placed in a tax title status, the interest is increased and set at 16%. The interest rate for
delinquent excise taxes is set at 12% from the due date. State law sets the interest rates for the
above taxes.
If real and personal property taxes are not paid by May 1, in the year of the tax, a demand for
payment notice ($10) is sent to all delinquent taxpayers. Delinquent motor vehicle taxpayers
are sent a demand ($10), a warrant ($10), and notices from the deputy tax collector for a
warrant to collect ($12) and a fee if the collection process progresses to posting a notice at the
residence ($17). The deputy tax collector’s earnings come solely from delinquent penalty
charges.
There is no expense for the Town. Once a delinquent real estate account goes into a tax title
status there are numerous other fees added to the tax that is owed. Some of these costs include
legal fees, publishing costs and filing fees at the Registry of Deeds. FY24
Budget
FY2024
Actual
FY25
Budget
FY2025
(Actual as of
3/31)
FY26
Budget
Room Occupancy Excise 52,000 127,292 60,000 104,664 90,000 FY24
Budget
FY2024
Actual
FY25
Budget
FY2025
(Actual as of
3/31)
FY26
Budget
Meals Excise 160,000 263,983 200,000 234,020 225,000
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This is an area of receipts that we estimate conservatively to help create a surplus at year
end. This will assist in the creation of free cash for the following fiscal year.
Payment in Lieu of Taxes (PILOT)
Payment in Lieu of Taxes (PILOT) help replace lost property tax revenues that occur for
several exemptions to the property tax law. The main exemptions affecting the Town are, land
and buildings owned by the state or federal government, including authorities (e.g., the
Massachusetts Water Resources Authority [MWRA] and Massport). The amount received
from the MWRA & Massport are governed by long-standing agreements with each respective
agency.
Departmental Fees
Departmental fees include a variety of fees, permits, fines and licensing revenue that the
Town receives. Fees may include such items as copy fees, accident report fees, administrative
fees charged on police and fire details, transfer station fees, municipal lien certificate fees,
passport fees, planning board and conservation fees, which has increased slightly in FY26.. FY24
Budget
FY2024
Actual
FY25
Budget
FY2025
(Actual as of
3/31)
FY26
Budget
Penalties & Interest 63,400 139,142 110,000 99,499 128,600 FY24
Budget
FY2024
Actual
FY25
Budget
FY2025
(Actual as of
3/31)
FY26
Budget
PILOTs 2,795,119 2,845,116 2,917,358 2,911,781 3,089,576 FY24
Budget
FY2024
Actual
FY25
Budget
FY2025
(Actual as of
3/31)
FY26
Budget
Fees 258,000 372,058 350,000 236,887 355,000
Return to Table of Contents
Rental Receipts
The Town has several rentals agreements for space at the EB Newton building. This
includes; the Winthrop School of Performing Arts which offers dance and music lessons (3 rd
floor). CASA (Communities Against Substance Abuse): A free and fun safe space for middle
schoolers to drop-in after school to learn, hang out, and make new friends from
the Winthrop community (2 nd floor). CAPIC Headstart: A licensed daycare center offering
care and educational experiences (2 nd floor). Winthrop Parents Network: A program is to
promote early literacy, parenting education, developmental screenings, resources and
referrals for families with children birth to age 8 (2 nd Floor). And Photography by Maureen
(1 st Floor). FY25 actual is higher due to a $20k payment from the golf course lease.
Departmental Revenue
Departmental revenue is primarily from various fees including Parking Sticker payments, towing
services and R.M.V. Surcharges. Surcharge R.M.V. - This is the fee that is collected by the deputy
collector to remove the flag from the Registry of Motor Vehicle system so that an individual may
register a car or renew a license once a delinquent motor vehicle tax has been paid in full. The
deputy collector turns these funds over to the Town. The state then charges the Town an
assessment to recoup the funds.
Moving Violations - Non-parking offenses result in moving violation fines. Among the
violations included in this category are speeding, passing in the wrong lane, and failing to stop
at the traffic signal. These fines, collected by the District Court are distributed to the Town
monthly. FY24
Budget
FY2024
Actual
FY25
Budget
FY2025
(Actual as of
3/31)
FY26
Budget
Rentals 36,000 41,119 40,000 63,603 40,000 FY24
Budget
FY2024
Actual
FY25
Budget
FY2025
(Actual as of
3/31)
FY26
Budget
Departmental Revenue 51,700 78,117 60,000 67,176 70,700
Return to Table of Contents
Licenses & Permits
License revenue arises from the Town's regulation of certain activities (e.g., selling alcoholic
beverages). A person or organization pays a license fee to engage in the activity for a specified
period. The primary licensing agency in the Town is the Town Council.
Permits are also required when a person or business wants to perform a municipally regulated
activity (e.g., building, electrical, or plumbing services). The bulk of the permit revenue is
brought in through building permits, collected by the Building Department. All construction
and development in the Town must be issued a building permit based on the cost of
construction. The most common licenses and permits are briefly described on the following
pages.
Liquor Licenses - Under Chapter 138 of the General Laws of Massachusetts, the Town
is empowered to grant licenses regulating the sale of alcoholic beverages. License fees
vary depending upon the type of establishment, closing hours, number of days open, and
whether the license is for all alcohol or beer and wine. All licenses issued by the Town
Council, with the exception of short-term and seasonal liquor licenses, have a maximum
fee set by State statute.
Common Victualer - The common victualer license allows food to be made and sold
on the premises.
Entertainment - Entertainment licenses are issued for live performances, movie
theaters, automatic amusement machines, billiard tables, bowling alleys, and several
other forms of entertainment.
Building Permits – Building permits are issued to qualified individuals and companies to
do repairs, alterations, new construction or demolitions in the Town. The cost of permits is
based on the estimated cost of the project, or a set fee.
Electrical Permits – Electrical permits are issued to licensed electricians to perform
specific electrical work. The cost of the permit is dependent on the number of switches,
lights, alarms and other electrical components included in the job.
Plumbing Permits – Plumbing permits are issued to licensed plumbers to install and repair
piping for a specific job. The fee is based on the amount and type of work being done.
Weights & Measurers – Weights and Measures permits are issued for scales, gas
pumps and other measuring devices.
Town Clerk Licenses & Permits – The Town Clerk issues licenses and permits primarily
relating to marriages, births, deaths, business certificates and dog registrations.
Return to Table of Contents
The departmental fees have been increased over last year. We have made budget adjustments
based on the prior year’s actual revenue, an analysis of construction activity and collaboration
between department heads related to ongoing building projects in Town.
Fines and Forfeits
District Court Fines – These are fines assessed as a result of civil infractions and criminal
offenses. Subject to State law, a portion of motor vehicle violations fines resulting from
criminal convictions are collected by the District Court and forwarded to the Town of
Winthrop.
The fines and forfeits budget was increased in FY25due to higher collections and decreased
slightly in FY26.
Earnings on Investment
The investment of general town revenue is limited. The law requires that all funds of the Town
which are not required to be kept liquid for purposes of immediate distribution shall be
invested at the highest possible rate reasonably available while meeting the daily cash
requirements for the operation of the Town’s business.
The law limits investment options to Certificates of Deposit (CDs) with a maturity of less than
one year, Money Market Deposit Accounts, Repurchase Agreement with a maturity of less
than 90 days, Pooled Investment Fund operated under the authority of the State Treasurer, and
U.S. Treasury instruments or U. S. Government Agency obligation with a maturity of less
than one year. The investment decision must take into account, safety, liquidity and yield.
Investment earnings have fluctuated with the economy. The FY26 budget was increased due to
the increased collections in FY24 and FY25. Interest rates have remained high. We do expect
they will drop some in FY26 but the FY25 actual income as of Mar. 31st is still higher than
budgeted for FY26. FY24
Budget
FY2024
Actual
FY25
Budget
FY2025
(Actual as of
3/31)
FY26
Budget
Licenses & Permits 388,000 607,574 500,000 717,408 666,429 FY24
Budget
FY2024
Actual
FY25
Budget
FY2025
(Actual as of
3/31)
FY26
Budget
Fines and Forfeits 154,100 270,164 270,000 252,559 263,000 FY24
Budget
FY2024
Actual
FY25
Budget
FY2025
(Actual as of
3/31)
FY26
Budget
Investment Income 15,000 352,229 125,000 228,801 156,000
Return to Table of Contents
Medicaid Revenue
Revenue from Medicaid reimbursements, which have fluctuated over the past several
years due to changes in Medicare reimbursements.
Miscellaneous Revenue
Miscellaneous non-recurring revenue is primarily from reimbursements of prior year
revenue. FY24
Budget
FY2024
Actual
FY25
Budget
FY2025
(Actual as of
3/31)
FY26
Budget
Medicaid Reimbursements 100,000 285,915 165,000 103,589 200,000 FY24
Budget
FY2024
Actual
FY25
Budget
FY2025
(Actual as of
3/31)
FY26
Budget
Miscellaneous 120,000 109,343 41,412 97,819 41,000
Return to Table of Contents
SUMMARY OF LOCAL RECEIPTS FY24
Budget
FY2024
Actual
FY25
Budget
FY2025
(Actual as of
3/31)
FY26
Budget
Motor Vehicle 2,100,000 2,359,889.86 2,130,000.00 1,541,507.77 2,250,000.00
Meals Excise 200,000 263,982.70 200,000.00 234,019.59 225,000.00
Room Excise 60,000 127,292.38 60,000.00 104,663.96 90,000.00
Penalties and Interest 110,000 139,141.90 110,000.00 99,498.70 128,600.00
In Lieu of Taxes 2,795,119 2,845,116.48 2,917,358.00 2,911,781.00 3,089,576.00
Other Charges for Services -
Fees 350,000 372,058.07 350,000.00 236,886.87 355,000.00
Rentals 41,119 41,119.06 40,000.00 63,602.63 40,000.00
Departmental 60,000 78,116.80 60,000.00 67,175.87 70,700.00
Licenses & Permits 500,000 607,573.50 500,000.00 717,408.00 666,429.00
Fines and Forfeits 320,000 270,164.18 270,000.00 252,558.93 263,000.00
Investment Income 125,000 352,229.23 125,000.00 228,801.16 156,000.00
Medicaid Reimbursement 204,676 285,914.64 165,000.00 103,589.35 200,000.00
Miscellaneous 120,000 109,342.60 41,411.55 97,818.52 41,000.00
TOTAL LOCAL RECEIPTS 6,985,914 7,851,941 6,968,770 6,659,312 7,575,305
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State Aid
The state aid in which the Town receives is reported by the State on the Cherry Sheet. This is
named for the pink colored paper on which it was originally printed. The Cherry Sheet has two
parts. The first itemizes the revenues in which the Town will receive including direct school aid,
local aid and specific reimbursements and distributions such as aid to public libraries, veterans’
benefits and a number of school related items. The second itemizes the charges or assessments.
This will be explained in more detail under the appropriation section.
School Aid (Chapter 70) – Chapter 70 school aid is based on a complex formula that takes
into account: (1) statewide average cost per pupil; (2) local district pupil counts, with
weighing factors to reflect varying costs among programs such as special education or
vocational education, and (3) municipal fiscal “ability to pay” for education, as measured by
equalized valuation per capita as a percent of statewide averages. This revenue is received
monthly.
Unrestricted General Government Aid – These funds are unrestricted and can therefore
be used by the municipality for any municipal purpose. This revenue is received monthly.
Veterans’ Benefits – Under M.G.L. Chapter 115 Section 6, municipalities receive a seventy-
five (75) percent State reimbursement on the total expenditures made on veterans’ benefits.
The Ch. 115 benefits that the town expends has reduced in the last few years, so the
reimbursement has reduced as well. This revenue is received quarterly.
Exemptions: Veterans, Blind Person, Surviving Spouse - To reimburse the municipality for
property tax exemptions granted to qualifying veterans, blind person, surviving spouse and
elder person. This revenue is received annually after filing the required information with the
State. FY2023 Actual FY2024 Budget FY2025 Budget FY2026 Budget
Chapter 70 8,013,321.00 9,746,984.00 10,098,570.00 10,358,816.00 FY2023 Actual FY2024 Budget FY2025 Budget FY2026 Budget
UGGA 4,883,515.00 5,039,788.00 5,190,981.00 5,305,183.00 FY2023 Actual FY2024 Budget FY2025 Budget FY2026 Budget
Exemptions: VBS & Eldery 67,428.00 64,286.00 62,988.00 96,111.00
Return to Table of Contents
SUMMARY OF STATE AID FY2023 Actual FY2024 Budget FY2025 Budget FY2026 Budget
Exemptions: VBS & Eldery 67,428.00 64,286.00 62,988.00 96,111.00
Sub-Total Cherry Sheet Receipts 13,079,171.00 14,955,026.00 15,598,150.00 15,875,393.00
Cherry Sheet Offset Receipts
Public Library 39,753.00 43,104.00 43,157.00 48,732.00
Total Cherry Sheet Receipts 13,118,924.00 14,998,130.00 15,641,307.00 15,924,125.00
Cherry Sheet Charges
Special Education 6,161.00 0.00
School Choice Sending 19,645.00 49,116.00 77,376.00 107,810.00
Charter School Sending Tuition 428,076.00 503,307.00 750,994.00 658,255.00
Mosquito Control 18,255.00 18,351.00 19,043.00 19,347.00
Air Pollution Districts 6,049.00 6,055.00 6,206.00 6,274.00
Metropolitan Area Planning Council 10,788.00 10,724.00 10,992.00 11,126.00
RMV Non-Renewal surcharge 27,660.00 28,800.00 37,340.00 37,320.00
MBTA 446,050.00 448,811.00 461,295.00 468,662.00
Total Cherry Sheet Offsets & Charges 956,523.00 1,071,325.00 1,363,246.00 1,308,794.00
Total Net State Aid 12,162,401.00 13,926,805.00 14,278,061.00 14,615,331.00
Other
Funding
Sources
Other Funding Sources
Other Funding Sources
Capital Project Funds
The General Fund Capital Improvement Plan proposed for FY26 totals $962,000. Funding for
the General Fund Capital Plan will be provided from reserves within the Town’s Capital
Stabilization Fund, Free Cash and borrowing authorizations. Capital projects are required by
State law to be accounted for in a separate Capital Projects Fund. This requirement was made
for a cleaner presentation to segregate capital expenses from general fund operating expenses.
See the Capital Plan section for the specific requests for Capital Projects.
Special Revenue Funds
The Special Revenue Funds are used to account for revenue sources that are legally restricted for specific
purposes. The funds received by the Town are under the Control of the Town Manager as they pertain to
the general government and the School Committee as they pertain to the school department. Most funds
may be expended without further appropriation. Some require Town Council authorization to expend.
There are several sub-categories of special revenue funds. See below for the sub-categories.
Revolving Funds
These are used to account for receipts from specific activities that are used to cover the cost of
operating specific activities. The municipal and school operations have several revolving type
funds. The municipal activities require Town Council action, which approves a spending ceiling
every year. The school department revolving activities are under the School Committee’s
governance and do not require Town Council approval.
Receipts Reserved for Appropriation
Certain revenues collected by the town are restricted under State laws as to their use and require
the Town Council approval to expend. These must be kept separate from other receipts that are
credited to the General Fund.
Gifts
Gifts and grants must be kept separate from the General Fund operations and accounted for
within the Special Revenue fund structure (unless it is an Enterprise fund gift). Gifts are
accepted by the Town Council for municipal operations and the School Committee accepts gifts
for the school operations.
Grants
Federal, state and other grants must be accounted for separately for the General Fund and
Enterprise Fund grants are accounted for in the Enterprise Funds.
Other Funding Sources
The school department receives the largest portion of grants. The end of year audit has a specific
report with a listing of all Federal grants received by the Town and School. See below for the
FY25 Federal grant schedule.
SCHEDULE OF EXPENDITURES OF FEDERAL AWARDS:
Fok THE YEAR ENDED JUNE 30, 2004
Fedral Paw-Throagh Amwent Pamed
Amnemice Eresy Ideentine
Lintioue Neweboce Nembe
10553 U-M6 5. -_§. IZ
loss 13.346 - 1685
loss 13-346 - s2.297
10585 U-M6 = FIRY J
> 525,802
TOTAL CHELD NUTRITION CLUSTER... _— - - - . —_{[_ as
HIGHWAY SAFETY CLUSTER:
U.S. DEPARTMENT OF TRANSPORTATION:
Coal be Me al ak ae
Sexte and C Highway Safety 30600 = BIRAMIRSPWINTHROPXXXX 16.235
SPECIAL EDUCATION CLUSTER:
Pawed the Mamactranctts of | and
Sood bao
‘Speced Education Cirants to States (IDEA, Part Bp. oes Jenceteneneenee: 7 mon (240-000558-21104-0 346, - S77 ARS
Special Exhucation Cirants to Staten (IDEA, Pact 8). ceceeneeenneeeneneeee AMDT 240.694280.2003-0346 - 130,770
(COVID-19 - Special Education Grants to States (IDEA, Part Bi). - mon (2S2-58S441-MIDDO}46 = 13
‘Total Special Education Ciramts to States (IDEA, Part Bi)... - - - BASS
Specel Education Preschool Grants (IDEA Prexchoul). - es - Looe! Dal Moes46- 20103-03665 = 332
TOTAL SPECIAL EDUCATION CLUSTER 614.90
OTHER PROGRAMS:
US. DEPARTMENT OF TREASURY:
Decet
(COWID-19 - Corosavares State and Local Fiscal Recovery Fumi. este 21027 Not Applicatiic 414,503
PASS THROUGH PROGRAMS:
US DEPARTMENT OF THE INTERIOR.
‘Bameed Gereegh Gee Memnchoorets Execstive Office of Exreiremments! Aes |
(Clean Vowel Act - es or semenemeccens: seeeenee 18616 TOWNOPWINTHROPCWAF23 J 3
US. DEPARTMENT OF EDUCATION:
(Gaurd oa the Mamacbatls Does of Elmont ad
Sounder bition
Tithe f Grants to Local = - " e010 MNS-000549. 21104-0346, - 335,217
Tile f Grants to Local a #4010 0S.694250.2003.03.45 - 166
‘Tithe | Grants to Local Educational Agencies. ice... setenessenssemees O10 MOS-546595.20102-0346, - 15,397
Total Title {Grants to Local Beton Agenciet once... fe SS.)
Twenty-Fint Century Commenity Lessing Centers... - 287 p¥t-00082 7214-0346 - 50.000
‘Twonty-Fint Cestury Comenenity Lorsing Centers wae 4.287 44 soon. 2004.03.45 7 22
‘Twenty-Fine Century Comenenity Learsing Comber... = - . 4287 44-7824 )4- 204-046 - 15538
Twenty-Fint Century Commnenity Leasing Confers... a ‘4287 (645-70990-20103-0346 - S03
‘Twonty-Fine Century Commenity Lorzing Centers... oe 84287 644-6 7R097-2003-03485 2.978
‘Total Twenty-Faewt Contary Corenansty Learning Cercrs 131,600)
Enghoh Language Acqeintio GERM me _ 4365 180.000547.2004-0346 - 495
Eeatoh Language Acqenmtam (Pam . sevmnevomeoecnee 6S ‘190-694252-103-03.46 = $243
Total Empl Lanpuange Aceprintiom Grats oe esr
Supportieg Effecive lnverection State Cease - #4367 14e.690051-2003-0346 - 38125
Supporting E fleceve inwrection State Cranes seoceteneneenee: es eonceecees 367 ‘140-69425 1-03-0346 - 9467
‘Supporting Effective Instrection State Grants ............ - — moe 140-546597-2002-03.46 —_{__E—
Total Supporting Eficctive Instruction State Gr: . oe = 3.200
Saadet Seppert and Academe: Eerichiment Program ean 309-694253.2003.0345
Saadent Sepport and Academe Eerchment Program. - — . - MAM MPb-694253. 2003-0346,
‘Total Studest Support and Acadanic Enrchmest Program
(COWID-19 - Education Stabilisation Fund. asd 1LS-498771-2001 0346
COVID9- Fund. s.425U 119.585346-2002-0346
(COWID- 19 - Education Stabuization Fund mans ‘S2S-78194S.2004-0346,
Total COVID-19 - Education Stabiliration Fund.
TOTAL US. DEPARTMENT OF EDUCATION...
Other Funding Sources
State and Regional Grants
See below for listing of State and Regional grants awarded since 2021. Grant Name Grant Provider Grant Partner Grant Amount
Request
Match
Amount
Amount
Awarded Award Date
Project
Completion
Date
Project Description
Climate Zoning for Coastal
Communities w/ City of
Gloucester
Executive Office of Energy
and Environmental Affairs Gloucester, MA $50,300 85-100 hours
in-kind $50,300 9/1/20 May-22
Zoning/policy review and analysis,
develop policy recommendations,
educational outreach draft climate-
smart zoning policy.
Shared Streets & Spaces Grant
Program
MA Department of
Transportation n/a $40,000 n/a $40,000 4/1/21 Jul-22 Install new bus shelters or benches at
Town bus stops.
Municipal Vulnerability
Preparedness Program, Action
Executive Office of Energy
and Environmental Affairs MAPC, CAI Technologies $25,000 n/a TBD 10/1/19 Jul-21 Draft Flood Resilience Checklist and
Addendum
Municipal Vulnerability
Preparedness (MVP) program
Action Grant
Executive Office of Energy
and Environmental Affairs
Mystic River Watershed
Association
$145,307 (FY22:
$57,695; FY23:
87,612)
In-kind
$145,307
(FY22: $57,695;
FY23: 87,612)
7/1/21 Jul-23
Belle Isle Marsh: Evaluating Nature
Based Solutions to Protect Abutting
Communities and Critical Shorebird
Habitat from Coastal Inundation
CBD Façade Improvement
Program Technical Writing
Assistance
Department of Housing
and Community
Development/
Massachusetts One-Stop
for Growth
n/a $25,000 n/a $25,000 10/1/21 Jul-22
Technical and legal assistance to
draft/create a grant program to assist
business owners with cost of exterior
Mary Ellen Welch Greenway
Extension Mass Trails Civic Space
Collaborative $87,700 In kind $87,700 1/1/21 6/1/2023
Feasibility, soil testing, structure
identification to connect Winthrop to
So. Boston.
Green Communities Grant Department of Energy
Resources n/a $191,133 $191,133 1/22/23 6/1/2024
Weatherization in DPW, Police. Air
source heat pump in Police station.
New EV.
Solar Speed Sign Grant MADOT Shared Streets
and Spaces n/a $53,568 n/a $53,568 1/1/23 12/1/2023 Purchase and install 8 mobile solar
speed radar signs for Route 145.
Zoning Diagnostic MAPC Technical
Assistance Grants MAPC $20,000 n/a $20,000 7/1/22 7/1/2023
MAPC performed an analysis of the
current zoning to identify priority areas
for updates and areas that may need
additional information.
Municipal Vulnerability
Preparedness Program, Action
Grant
Executive Office of Energy
and Environmental Affairs
Mystic River Watershed
Assoc., Boston, Revere $150,000 $20,000 in-
kind 145,307 8/1/21 Jun-23
Belle Isle Marsh: Evaluating Nature
Based Solutions to Protect Boston’s
Mass Transit and Critical Shorebird
Habitat from Coastal Inundation
Hazard Mitigation Plan Update MA Energy Management
Agency NSORS/MAPC $27,000 $3,000 cash $27,000 7/1/23 9/1/2025 Update the Town Hazard Mitigation
Plan
3A/MBTA Communities
Technical Assistance
Executive Office of
Housing and Livable
Communities
TBD $48,500 n/a $48,500 12/1/23 12/1/2024
Provide technical assistance to provide
the Town will all necessary
data/mapping for MBTA Compliance.
Municipal Vulnerability
Preparedness Program, Action
Executive Office of Energy
and Environmental Affairs
Mystic River Watershed
Assoc. $291,076 In-Kind $291,076 Fall 2023 6/30/2024 Morton Street Flood Resilience (Phase
2)
Other Funding Sources Grant Name Grant Provider Grant Partner Grant Amount
Request
Match
Amount
Amount
Awarded Award Date
Project
Completion
Date
Project Description
Accelerating Climate Resilience MAPC NSORS (Chelsea and
Revere) $50,000 none $50,000 6/21/22 22-May
Social vulnerability assessment of the
North Suffolk region to ensure that
resilience and sustainability projects
benefit people most vulnerable to
climate impacts.
Zero Carbon Action Plan Community Compact
Cabinet
NSORS, Chelsea, Revere,
MAPC $160,000 none $160,000 6/21/22 Mar-23
The
Office is embarking on the creation of a
Zero Carbon Action Plan to reduce
emissions and enhance air quality.
North Suffolk Mass Saves
Program Mass Save NSORS (Chelsea,
Revere) $180,000 none $180,000 1/22/22 Dec-24
The Office will lead efforts throughout
the three municipalities to sign up
residents and small businesses in
environmental justice areas for free
energy audits and help them to take
advantage of the energy conservation
measures offered by the Mass Save
program.
North Suffolk EV Charging Station
Feasibility Study
Community Compact
Cabinet Weston and Sampson $110,000 n/a $180,000 6/1/23 Jun-24
Examine locations in the region that are
best suited for an EV charging station.
Analyze utilities, EV ownership, and
best practices to ensure sites are fully
utilized.
2025
Boston Metroploitain Planning
Organizations
Community Connections
Program Open 12/31/2024 Up to $650K
20% Match
identify 3
possible bike
rack types (need
3 quotes)
Bike/Pedestrian improvements,
complete streets, intersection/transit
improvements, bike racks, wayfinding,
signage, more
MassDOT Shared Streets & Spaces 11/12/2024 1/13/2025 up tp $250K
Bike/pedestrian infrastructure,transit-
supportive
infrastructure,improvements to public
spaces
Healy Driscoll-Administration Community Impact IT
Grant Program 1/6/2025 2/6/2025
One-time capital needs such as
technology infrastructure and/or
purchases of equipment or software.
Incidental costs related to the capital
purchase such as one-time planning,
design, installation, implementation
and initial training are eligible. Eeach
Healy Driscoll-Administration Municipal Fiber Grant
Program 3/10/2025 4/10/2025
Up to $250K
will be
considered.
Implementation of fiber optic networks
that connect remote municipal assets
for the purpose of improving municipal
operations and/or improving disaster
recovery and resiliency within
municipal government. Eligible costs
include one-time capital needs, such as
Municipal Vulnerability
Prepardeness-Office of
Energy & Environmental
Affairs
$81,455.00 10% match
MAPC Community Compact 8/19/2024
Rolling-until
funding is
exhausted
Communities will self-identify the best
practice(s) from the list on the
Community Compact website.
MAPC Technial Assistance
Program (TAP) 12/13/2024
Must idetify project practice: looking
into Emergency reposne trainings &
exercises. 2. Housing production
FEMA FY24 Assistance to Firefighters
Grant Workshop Program 12/20/2024 $ 291,600
Staffing for Adequate Fire
& Emergency Response
Program
$ 324,000
Fire Prevention & Saftey
Program $ 32,400
MAPC FY25 Mass Trails Grant 2/3/2025 $ 20,000
The proposed Winthrop Greenway
will connect the Mary Ellen Welch
Greenway to Winthrop, a seaside
Attorney General 2025 Call for Grant
Applications 3/27/2025 4/30/2025 $40-$125K
Office of Katherine Clark FY26 EDI Community
Project 4/1/2025 Redevelop the vacant Middle School-
relocate the ME Rink
MA Office on Disability Library Improvements $225,000 N/A $225,000.00 12/4/2024 Install new indoor and outdoor ramps
Office of Economic Development Community One Stop
Growth 1/24/2025 6/4/2025 up to $50K commitment
matching funds
Division of Conservation
Services, Executive Office of
Energy & Environmental Affairs
Cool Corridors Grant
Program FY25 May-25 Targeted tree plaintmg projects-heat
mitigation, walking routes, etc.
Other Funding Sources
Below is the breakdown by grant for the Public Health Department.
Public Health & Clinical Services Grant Programs
Funder Project Amount
MA DMH CIT Component $120,000
MA DPH Equitable Approaches to Public Safety $449,824.73
MA DPH COVID19 DV/SA Survivor Fund $149,956
HRIA Youth Mental Health Improvement Initiative $192,441
MA DPH Ending the HIV Epidemic $5,000
MA DPH Opioid Municipal Match Grant $50,000 Grant Name Grant Provider Grant Partner Grant Amount
Request
Match
Amount
Amount
Awarded Award Date
Project
Completion
Date
Project Description
Special Appropriation
Child Safety 2024 $ 30,000
Special Appropriation Post
Training 2024 $ 25,000
Body Camera Program 2023 $ 82,900
Police Highway Safety 2024 $ 19,941
Police Highway Safety 2025 $ 19,258
Federal Bullet Proof Vest
Program 2024 $ 17,000
State Funded bullet proof
Vest Program Pending 2024 $ 17,000
Child Safety Grant 2023 $ 4,089
Police Fiber Optics Grant 2024 $ 237,481
Reimbursement Bridge
Academy $ 28,382
SRF Loan
Rever St., Crest
Ave.,Water Distribution
system Improvements
FY24-FY25 $ 4,890,101 Town eligible for 26.5% forgiveness or
$1,295,876.77
SRF Loan Revere St. PRV Station
Improvements FY24-FY25 $ 1,633,750 Town eligible for 26.5% forgiveness or
$432,943.75
SRF Grant Lead Service Line
Inventory and Plan FY24-FY25 $ 475,000 100% of work reimbursed through SRF
Grant
Other Funding Sources
Revolving Funds
Tax Title Revolving Funds for Outside Legal Consulting, Legal Advertising and Postage.
Council on Aging Revolving Funds for Purchased Services, Professional & Technical,
Permanent Salaries and General Office Supplies
Pauline Street Revolving Funds for Part-Time Salaries, Electric, Heating & Bldg. Maint.
E. B. Newton Revolving Funds for Permanent Employees, Stipend, Electric, Heating Fuel,
Water/Sewer Use, Alarm, Repair and Maintenance of Bldg., Repair/Maint. Equipment,
Telecommunications, Internet Access, Structural, Cleaning Supplies, Property Insurance,
Reserve Fund, Improvements to Buildings and FY23 Roof Repairs.
Trust Funds
The town uses trust funds to account for assets held in a trust capacity. Normally, the principal
assets remain intact and the interest generated can be used in accordance with the terms and
conditions of the trust.
Return to Table of Contents
EXPENDITURE BUDGET
SUMMARIES
FY26 ACTIVE TOWN Employees
#of Town Monthly Cost | Employee Monthly Cost
Plan Vendor Plan Type Hind /Fam Employees Monthly Rate Total Monthly Cost (85%) (15%)
Warvard Pilgrim Access America PPO Individual Plan OES 1,438.62 | $ - $ - $ -
Harvard Pilgrim Access America PPO Family Plan ol 8 3,208.78 | $ = $ : $ -
Harvard Pilgrim Explorer POS Individual Plan 16] $ 1,187.97 [S$ 19,007.52 [$ 16,156.39 | $ 2,851.13
Harvard Pilgrim Explorer POS Family Plan 27| $ 2,941.06 |S 79,408.62 | $ 67,497.33 | $ 11,911.29
Harvard Pilgrim Quality LIMO. Individual Plan Al $ 885.63 |S 3,542.52 [$ 3,011.14 | $ 531.38
Harvard Pilgrim Quality HMO Family Plan 5} $ 2,252.51] S$ 11,262.55 | $ 9,573.17 | $ 1,689.38
Mass General Bigham Health Plan Complete HMO Individual Plan 10[ $ 1,091.46 [8 10,914.60 [ $ 9,277.41 | $ 1,637.19
Mass General Bigham Health Plan Complete HMO Family Plan 4] $ 2,884.58 |S 11,538.32 [ $ 9.807.57 [$ 1,730.75
Health New England LIMO. Individual Plan os 859.36 |S - $ = $ -
Health New England HMO Family Plan os 2,061.16 |S - $ - $ -
Wellpoint Total Choice Indemnity Individual Plan. Al S$ 1,754.60 [5 7,018.40 | $ 5,965.64 | $ 1,052.76
[Wellpoint Total Choice Indemnity Family Plan 3[s 3,399.83 | S 11,699.49 | $ 9,944.57 [$ 1,754.92
[Wellpoint PLUS PPO-Type Individual Plan 13] $ 1,092.03 [$ 14,196.39 [| $ 12,066.93 | $ 2,129.46
Wellpoint PLUS |PPO-Type Family Plan 16] 5 2,606.03 | $ 41,696.48 | $ 35.442.01 | $ 6.254.47
Wellpoint Community Choice [PPO-Type Individual Plan A$ 837.38 |S 3,349.52 [$ 2,847.09 | $ 502.43
Wellpoint Community Choice PPO-Type Family Plan ARS 2,081.29 J $ 4,162.58 | $ 3,538.19 [$ 624.39
(TOTAL MONTHLY 108 8 217,796.99 | $ 185,127.44 | $ 32,669.55
TOTAL ANNUAL COST EMPLOY YEE HEALTH INSUR. S$ 2,613,563.83 | $ 2,221,529.30 | $ 392,034.53
FY26 RETIRED TOWN Employees
Town Monthly Cost | Retiree Monthly Cost
Plan Vendor Plan Type Ind/Fam # of Retirees Monthly Rate ‘Total Monthly Cost (85%) (5%)
Harvard Pilgrim Access America PPO Individual Plan $ 1,438.62 [$ - $ : $ -
Harvard Pilgrim Access America PPO Family Plan $ 3,208.78 | 5 ie $ = $ =
Harvard Pilgrim Explorer POS Individual Plan 16] $ 1,187.97 |S 19,007.52 | $ 16,156.39 | $ 2,851.13
Harvard Pilgrim Explorer POS Family Plan 11] 8 2,941.06 | 8 32,351.66 | $ 27.498.91 | $ 4,852.75
Harvard Pilgrim Quality IMO. Individual Plan. is 885.63 |S 885.63 | $ 752.79 | $ 132.84
Harvard Pilgrim Quality HMO. Family Plan 8 2,252.51] $ - $ - $ -
Mass General Bigham Health Plan Complete HMO Individual Plan 2|$ 1,091.46 |S 2,182.92 | $ 1,855.48 | $ 327.44
[Mass General Bigham Health Plan Complete IMO amily Plan $ 2.884.58 [|S = $ - $ -
[Health New England HMO Individual Plan $ 859.36 [S$ - [Ss = | % s
Health New England IMO Family Plan $ 2,061.16 | $ i $ = $ i
Wellpoint Total Choice Indemnity Individual Plan. $ 1,754.60 [S$ = $ : $ :
Wellpoint Total Choice Indemnity Family Plan $ 3,899.83 |S bs $ = $ vs
Wellpoint PLUS |PPO-Type Individual Plan. $ 1,092.03 [$ = $ : $ g
Wellpoint PLUS PPO-Type (Family Plan ifs 2,606.03 | $ 2,606.03 | $ 2,215.13 [$ 390.90
{Wellpoint Community Choice PPO-Type Individual Plan $ 837.38 [8 - [5 - |3$ -
Wellpoint Community Choice PPO-Type Family Plan $ 2,081.29 | § -_ [$s - [8 =
‘TOTAL MONTHLY 31 § 57,033.76 | $ 48,478.70 [$ 8,555.06
TOTAL ANNUAL COST RETIREE HEALTH Ss 684,405.12 | $ 581,744.35 | 3 102,660.77
FY26 TOWN MEDICARE Retiree
Retiree Monthly Cost
Plan Vendor Plan Type Ind/Fam # of Retirees Monthly Rate Total Monthly Cost (15%)
Harvard Pilgrim Medicare Enhance Indemnity (Medicare Supplement 96] $ 468.22 |S 44,949.12 | $ 38,206.75 | $ 6,742.37
‘Tufts Health Plan Medicare Preferred HMO Medicare Advantage 2|s 391.19] 8 782.38 | $ 665.02 | $ 117.36
[Wellpoint Medicare Extension Indemnity Medicare Supplement 12| $ 476.33 [8 5,715.96 | $ 4.858.57 | $ 857.39
Health New England Medicare Supplement Plus Indemnity Medicare Supplement Oo} $s 470.71 | S - $ - $ -
(TOTAL MONTHLY 110 $s 51,447.46 | $ 43,730.34 [$ LTTAZ
TOTAL ANNUAL COST RETIREE MEDICARE Ss 617,369.52 | $ 524,764.09 | 3 92,605.43
Total Annual Retiree Health Cost
1,106,508.44
Return to Table of Contents
Return to Table of Contents
BUDGET SUMMARY
TOWN STAFFING SHEETS
Return to Table of Contents
Return to Table of Contents
BUDGET SUMMARY
INDIRECT COSTS
Indirect Departmental Costs’ [4.2.25
FY26 V2.
Position Name FY26 Salary [Town Ww/s Harbor Rink PER Trash School
Town Manager Anthony Marino. 221,610.00] 169,531.65 37,673.70[ 3,324.15 [3,324.15 | 3,324.15 4,432.20
17.0% 1.5%| 1.5% 1.5%| 2.0%|
Town Meneger Admin Leurisa Wojcik 81,600.00 75,888.00 4,080.00 816.00 - : 816.00
5.0%] 1.0%] 0.0%| 0.0%| 1.0%|
CFO Dylan Cook. 41,616.00 26,634.24 11,236.32 1,664.64 832.32 832.32 416.16
27.0%| 4.0%) 2.0%| 2.0%| 1.0%]
Finance Director [Sarah Johnson 97,056.84 68,425.07 19,411.37 [2,426.42 970.57 970.57 4,852.84
20.0%| 2.5% 1.0% 1.0%] 5.0%|
[Asst CFO Robert Powers 138,551.35 | 103,913.51 13,855.14 | 5,542.05] 3,463.78 | 3,463.78 8,313.08
10.0%] 4.0%) 2.5%| 2.5%| 6.0%|
Senior Accountant Diane Nalen 90,941.06 66,386.97 15,459.98 [| __2,728.23 909.41 909.41 4,547.05
17.0%) 3.0%) 1.0% 1.0%] 5.0%|
Payroll Specialist, Lori Umninski 67,386.79 51,887.83 6,738.68] 2,695.47 | 2,695.47 [2,695.47 673.87
10.0% 4.0%) 4.0% 4.0%) 1.0%|
[AP Clerk Finance Vacant 50,261.61 31,162.20 10,052.32] 4,020.93] 2,010.46 | 2,010.46 1,005.23 -
20.0%| 8.0%) 4.0% 4.0%) 2.0%|
[Council Auditor Richard Hingston’ 20,000.00 17,600.00 [direct billed 600.00 600.00 600.00 600.00
3.0% 3.0%| 3.0%| 3.0%|
Treasurer Brenden Carritte 116,732.82 61,868.39 35,019.85 | 5,836.64[ 2,334.66 | 2,334.66 9,338.63
30.0%| 5.0% 2.0%| 2.0%| 8.0%]
[Asst Treasurer Michele Balian 76,502.24. 54,316.59 15,300.45] 3,825.11] 1,530.04 [ 1,530.04 :
20.0%| 5.0% 2.0%| 2.0%| 0.0%|
Treasury Clerk - Principal Melissa Shee 46,445.91. 32,047.68 9,289.18 | _2,322.30 928.92 928.92 978.92
20.0%| 5.0% 2.0%| 2.0%| 2.0%|
Treasury Clerk - Principal Maria Coccimiglio 44,274.84 28,778.65 8,854.97 | 2,213.74 885.50 885.50 2,656.49
20.0%| 5.0%) 2.0%| 2.0%| 6.0%|
Treesury Clerk - Senior Patricia DiBenedetto 52,561.58 34,690.64 9,986.70[ 2,628.08] 1,051.23 [ 1,051.23 3,153.69
19.0% 5.0% 2.0%| 2.0%| 6.0%|
[Assessor Kathleen Hickey 100,000.00) 83,000.00 7,000.00 [5,000.00 - : 5,000.00
7.0% 5.0% 0.0%| 0.0%] 5.0%|
[Asst Assessor Vacant 65,000.00 55,770.00 3,900.00 [ 3,250.00 : : 2,080.00
6.0% 5.0% 0.0%| 0.0%| 3.2%|
[Assessing Clerk Marianne Brooks 42,882.23, 33,662.55 3,859.40 [4,288.22 : : 1,072.06
9.0% 10.0% 0.0%| 0.0%| 2.5%|
Assessing Clerk Jillian Kelley 42,835.83 34,688.20 3,859.40 [4,288.22 - : :
9.0% 10.024 0.0%| 0.0%| 0.0%]
Human Resource Director Stacy Calla 94,256.85 70,692.64 15,081.10] 4,712.84] 1,885.14 [185.14 :
16.0% 5.0% 2.0%] 2.0%| 0.0%|
Benefits Coordinator Beth Bailey 48,709.55 17,074.10 4,383.86 487.10] 1,461.29 [1,461.29 487.10 | 23,354.83
9.0%) 1.0%] 3.0% 3.0%] 1.0%]
Town Atty: James Cipoletta, 119,646.04 86,145.15, 23,929.21 2,392.92 | 2,392.92 |__ 2,392.92 2,392.92
20.0%| 2.0% 2.0%| 2.0%| 2.0%|
Mis David Lapenson, 63,928.05, 47,946.04 3,196.40 3,196.40 | 3,196.40 | 3,196.40 3,196.40
5.0%) 5.0%) 5.6% 5.0%! 5.0%!
Building Maintenence Richard Cifuni 98,440.38 80,916.84 8,663.91 1,968.81 | 2,953.21 | 3,937.62 a
9.0% 2.0%) 3.0%| 4.0%) 0.0%
DPW Director Steven Calle 162,762.66 | _ 162,762.66 |direct billed direct billed
DPW Admin’ 1,116,280.45 | 1,004,652.41 | __ 111,628.05
10.0%]
Total Indirect Departmental Costs 3,100,283.09 | 2,500,442.01 | 382,459.97 | 70,228.28 [ 33,425.48 | 34,409.88] 55,962.64 | 23,354.83
Enterprise 576,486
FY25 FY26 Funds
Sewer 221379.53 0.578066374 $ 221,087.25
Water 161586.06 0421933626 _$ 161,372.72
382965.59 $382,459.97
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TOWN DEPARTMENTS
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EXECUTIVE OFFICE
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EXECUTIVE OFFICE
EXECUTIVE OFFICE STATEMENT
The Executive Office of the Town of Winthrop is made up of the Town Council President and
the Town Manager. The Town Council is recognized by the General Laws of the
Commonwealth of Massachusetts as the chief elected officials with authority to enact rules and
regulations, establishing Town policies not otherwise governed by bylaw or statute. The Town
Council is composed of nine (9) members. The powers and duties of the Town Council President
and the Town Council include appointing the Town Manager, Town Council Clerk, and various
boards, committees, and commissions.
The Town Manager is responsible for managing the day-to-day operations of municipal
government as outlined in the Winthrop Charter. The Town Manager appoints and removes
department heads, subordinates and employees, and members of certain boards and
commissions. The Town Manager works closely with the Town Council President and Town
Council to develop and implement policies and goals for the efficient administration of the Town
Government.
ORGANIZATIONAL CHART
Town Council
President
Town
Manager
Asst. Town
Manager
Executive
Assistant
Department
Heads
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GOALS AND OBJECTIVES
• Continue to look at regionalization opportunities.
• Increased engagement with our elected Federal and State leadership to include our local
State Senator and Representative to resolve local issues and try to obtain additional grant
funding.
• Continue to create efficiencies in the Town Departments to streamline services.
• Develop and maintain working relationships with our local business owners and business
groups, including the Housing Authority and Winthrop Chamber of Commerce.
• Move the Harbormaster office under the direction of the Winthrop Police Department to
allow us to increase funding opportunities and better enforcement in the Winthrop Inner
Harbor.
ACCOMPLISHMENTS
• Successfully negotiated and presented to the Town Council a revised Memorandum of
Agreement for the Dispatch Center that added the City of Chelsea. This will provide
long-term savings for the Town of Winthrop.
• Finalized the Wage and Compensation study presented to the Town Council.
• Advertised and hired a new Assistant Town Manager, Cheryl McCormick, in charge of
Economic Development and Planning to replace the Planning Director.
• Finalized and implemented a ten-year agreement with Comcast to ensure that we
continue receiving monies for our PEG Access TV channels managed by Winthrop Cable
Access Television (WCAT). This new agreement includes Capital monies for equipment
upgrades at WCAT.
• Renegotiated a new five-year trash contract with Capital Waste that was signed by the
Town Council, ensuring that we receive competitive trash rates for the next five years.
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TOWN COUNCIL/TOWN MANAGERS OFFICE
The FY26 budget for the Town Council and the Town Manager’s office generally remains
consistent. The salary for the Town Manager will increase by two and one half (2.5) percent in
accordance with the contract negotiated with the Town Council, and the Executive Assistant
Salary will receive a COLA increase similar to other non-union personnel.
LEGAL
The legal budget includes the cost of in-house Town Counsel and the use of special counsel for
labor and tax title issues. This budget also includes part-time clerical hours to support our in-
house legal counsel.
PROGRAMS AND SERVICES
Town Council
• Policy Making
• Oversight
• Licensing
Town Manager
Collective Bargaining, Benefits & Insurance:
• Collective Bargaining & Labor Relations
• Worker’s Compensation claims management
• Wage Plan creation and maintenance
• Personnel regulations updates and maintenance
• GIC Health Insurance Liaison
• Property & Casualty Insurance
Financial Management:
• Develop, implement & oversee the town budget and spending
• Develop, implement & oversee the capital plan
• Forecast and coordinate fiscal planning
• Prepare the Annual Report
Procurement & Economic Development:
• Oversee procurement and provide guidance and assistance to all departments
• Coordinate with DPW Director and Facilities Manager on all construction and
renovation projects
• Manage and oversee public bidding
• Oversee partnerships with businesses & non-profits
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Administration & Licensing:
• Direct & coordinate all daily operations
• Provide citizen assistance & information
• Act as the primary point of contact for media
• Manage social media outreach
• Coordinate with State and National legislators
• Support and coordinate with Town Council
• Manage Committee appointments
• Oversee all licensing
PERSONNEL SUMMARY
Executive Office
Position FY24 FY25 FY26 Change
Town Manager 1 1 1 0
Assistant Town Manager 0 1 1 0
Executive Assistant 1 1 1 0
Total Full-Time Equivalents 2 3 3 0
FY26 PERSONNEL NOTES
Executive Office FTEs for the Executive Assistant and Assistant Town Manager are based on a
35-hour workweek. The Town Manager and FTEs are based on a 40-hour workweek.
Town Manager Recommended Budget
FY26 Operating Budget
110 - TOWN COUNCIL FY2024 FY2024 FY2025 FY2025 FY2026 FY2026 $
Account Number [Account Description Budget Actual Budget Actual 12/31/24 Dept Request |Town Manager Change Comments
0111051-511100 Personnel 26,000.00 24,050.37 26,000.00 13,433.54 26,000.00 26,000.00 - 0.00%
0111051-513200 Scheduled Event Overtime - - - -
PERSONNEL SUB-TOTAL: 26,000.00 24,050.37 26,000.00 13,433.54 26,000.00 26,000.00 - 0.00%
0111053-530200 Internal Audit 20,000.00 10,600.00 20,000.00 4,020.00 20,000.00 20,000.00 = 0.00%
0111053-530402 Legal Advertising 2,000.00 2,647.00 2,000.00 1,657.80 2,000.00 2,000.00 - 0.00%
0111053-530701 Conference Fees 1,500.00 265.00 1,500.00 1,500.00 - 0.00%
0111054-542300 Office Supplies 1,665.00 1,687.11 1,665.00 48.11 1,665.00 1,665.00 = 0.00%
0111057-573100 Professional Associations 250.00 245.00 275.00 40.00 275.00 275.00 - 0.00%
0111057-578100 Town Council Reserve 75,000.00 39,600.00 40,000.00 50,000.00 10,400.00 26.26%|
0111057-579100 Annual Software Licenses -
EXPENSES SUB-TOTAL: 98,915.00 15,179.11 65,040.00 6,030.91 65,440.00 75,440.00 10,400.00 15.99%)
[10 - TOWN COUNCIL TOTAL 124,915.00 39,229.48 91,040.00 19,464.45 91,440.00| 101,440.00 10,400.00 8.33%
T
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Town Manager Recommended Budget
FY26 Operating Budget
112 - TOWN MANAGER FY2024 FY2024 FY2025 FY2025 FY2026 FY2026 $ %
Account Numb [Account Description Budget Actual Budget Actual 12/31/24 Dept R Town Manager Change Change Commi
0111251-511100 Personnel 288,557.00 263,303.40 294,328.14 146,640.00 303,219.40 303,219.40 8,891.26 3.02%|
0111251-513250 Auto Exp -
0111251-514600 Longevity 950.00 950.00 950.00 950.00 950.00 950.00 - 0.00%
PERSONNEL SUB-TOTAL: 289,507.00 264,253.40 295,278.14 147,590.00 304,169.40 304,169.40 8,891.26 3.01%|
0111252-527400 Equipment Leases 3,250.00 4,012.28 4,000.00 1,915.50 4,000.00 4,000.00 - 0.00%
0111253-530400 Legal Services - #DIV/O!
0111253-530402 Legal Advertising 300.00 1,000.00 1,000.00 1,000.00 - 0.00%
0111253-530500 Consulting Services 4,000.00 2,988.00 6,000.00 4,788.00 6,000.00 6,000.00 - 0.00%
0111253-530701 Conference Fees = #DIV/o!
0111253-534400 Postage 400.00 115.15 600.00 116.82 600.00 600.00 - 0.00%
0111253-530702 Training Services 5,000.00 2,347.41 5,000.00 4,922.84 5,000.00 5,000.00 - 0.00%
0111254-542000 Employee Recognition 5,000.00 4,175.86 5,000.00 200.00 5,000.00 5,000.00 - 0.00%
0111254-542300 General Office Supplies 5,735.00 5,011.47 5,800.00 493.71 5,800.00 5,800.00 - 0.00%|
0111257-573100 Professional Associations 19,000.00 23,297.69 15,000.00 7,195.21 20,000.00 20,000.00 5,000.00 33.33%|
EXPENSES SUB-TOTAL: 42,685.00 41,947.86 42,400.00 19,632.08 47,400.00 47,400.00 5,000.00 11.79%|
112 - TOWN MANAGER TOTAL 332,192.00 306,201.26 337,678.14 167,222.08 351,569.40 351,569.40 13,891.26 4.11%
I
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Town Manager Recommended Budget
FY26 Operating Budget
131 - ASST TOWN MGR, PLANNING & GRANTS OFH FY2024 FY2024 FY2025 FY2025 FY2026 FY2026 $ %
Account Number Account Description Budget Actual Budget Actual 12/31/24 Dept Request |Town Manager Change Change
0113151-511100 Personnel 101,000.00 62,676.33 132,000.00 21,017.28 153,000.00 153,000.00 21,000.00
0113151-514600 Longevity - - #DIV/O!
PERSONNEL SUB-TOTAL: 101,000.00 62,676.33 132,000.00 21,017.28 153,000.00 153,000.00 21,000.00 -100.00%
0113153-530402 Legal Advertising 500.00 60.00 500.00 500.00 500.00 - -100.00%|
0113153-530500 Consulting 2,400.00 3,000.00 - 3,850.00 - - - #DIV/O!
0113153-534400 Postage 300.00 157.65 300.00 258.75 300.00 300.00 - -100.00%
0113154-542300 General Office Supplies 1,050.00 90.68 500.00 500.00 500.00 - -100.00%
0113156-569600 Other Governmental 42,553.00 33,553.00 18,000.00 18,000.00 18,000.00 - -100.00%
EXPENSES SUB-TOTAL: 46,803.00 36,861.33 19,300.00 4,108.75 19,300.00 19,300.00 - -100.00%
131 - PLANNING & GRANTS OFFICE TOTAL 147,803.00 99,537.66 151,300.00 25,126.03 172,300.00 172,300.00 21,000.00 -100.00%
|
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Town Manager Recommended Budget
FY26 Operating Budget
|
(51 - TOWN ATTORNEY FY2024 FY2024 FY2025 FY2025 FY2026 FY2026 $ %
Account Number Account Description Budget Actual Budget Actual 12/31/24 Dept Request |Town Manager Change Change
)115151-511100 Personnel 104,000.00 112,195.88 125,000.00 60,736.94 135,000.00 135,000.00 10,000.00 8.00%
PERSONNEL SUB-TOTAL: 104,000.00 112,195.88 125,000.00 60,736.94 135,000.00 135,000.00 10,000.00 8.00%
)115153-530400 Legal Services 80,000.00 102,041.25 90,000.00 8,457.50 100,000.00 100,000.00 10,000.00 11.11%
)115153-530700 Training Services 1,500.00 2,000.00 2,000.00 2,000.00 - 0.00%
EXPENSES SUB-TOTAL: 81,500.00 102,041.25 92,000.00 8,457.50 102,000.00 102,000.00 10,000.00 10.87%
(51 - TOWN ATTORNEY TOTAL 185,500.00 214,237.13 217,000.00 69,194.44 237,000.00 237,000.00 20,000.00 9.22%
Town Manager Recommended Budget
FY26 Operating Budget
155 - MIS DEPARTMENT FY2024 FY2024 FY2025 FY2025 FY2026 FY2026 $ %
Account Number Account Description Budget Actual Town Manager | Actual 12/31/24 Dept Request |Town Manager Change Change
0115551-511100 Personnel 61,450.00 61,448.14 62,679.00 31,338.58 63,932.58 63,932.58 1,253.58 2.00%|
0115551-514600 Longevity 1,025.00 1,225.00 1,225.00 1,225.00 1,225.00 1,225.00 - 0.00%
PERSONNEL SUB-TOTAL: 62,475.00 62,673.14 63,904.00 32,563.58 65,157.58 65,157.58 1,253.58 1.96%
0115552-523200 Alarm 800.00 420.00 840.00 105.00 840.00 840.00 - 0.00%
0115553-530702 Training Services 1,000.00 1,000.00 1,000.00 1,000.00 0.00%
0115554-542300 General Office Supplies 600.00 32.84 600.00 600.00 600.00 - 0.00%
0115557-579100 Software Annual License Co: 166,500.00 198,774.13 204,600.00 131,119.99 214,830.00 214,830.00 10,230.00 5.00%
0115558-587400 Replacement Computer Equipment - #DIV/0!
EXPENSES SUB-TOTAL: 168,900.00 199,226.97 207,040.00 131,224.99 217,270.00 217,270.00 10,230.00 4.94%
155 - MIS DEPARTMENT TOTAL 231,375.00 261,900.11 270,944.00 163,788.57 282,427.58 282,427.58 11,483.58 4.24%
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Town Manager Recommended Budget
FY26 Operating Budget
155 - MIS DEPARTMENT FY2024 FY2024 FY2025 FY2025 FY2026 FY2026 g %
Account Number Account Description Budget Actual Town Manager | Actual 12/31/24 Dept Request |Town Manager Change Change
0115551-511100 Personnel 61,450.00 61,448.14 62,679.00 31,338.58 63,932.58 63,932.58 1,253.58 2.00%|
0115551-514600 Longevity 1,025.00 1,225.00 1,225.00 1,225.00 1,225.00 1,225.00 - 0.00%
PERSONNEL SUB-TOTAL: 62,475.00 62,673.14 63,904.00 32,563.58 65,157.58 65,157.58 1,253.58 1.96%
0115552-523200 Alarm 800.00 420.00 840.00 105.00 840.00 840.00 - 0.00%
0115553-530702 Training Services 1,000.00 1,000.00 1,000.00 1,000.00 - 0.00%
0115554-542300 General Office Supplies 600.00 32.84 600.00 600.00 600.00 - 0.00%
0115557-579100 Software Annual License Co: 166,500.00 198,774.13 204,600.00 131,119.99 214,830.00 214,830.00 10,230.00 5.00%)
0115558-587400 Replacement Computer Equipment - #DIV/O!
EXPENSES SUB-TOTAL: 168,900.00 199,226.97 207,040.00 131,224.99 217,270.00 217,270.00 10,230.00 4.94%
155 - MIS DEPARTMENT TOTAL 231,375.00 261,900.11 270,944.00 163,788.57 282,427.58 282,427.58 11,483.58 4.24%
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Town Manager Recommended Budget
FY26 Operating Budget
425 - SHARED EXPENSES FY2024 FY2024 FY2025 FY2025 FY2026 FY2026 $ %
Account Number Account Description Budget Actual Budget Actual 12/31/24 DeptRequest | Town Manager Change Change Comments
(0142552-521100 Electricity 200,000.00 212,384.46 210,000.00 89,879.83 160,000.00 160,000.00 (50,000.00) -23.81%| street lights off plus $28k inflation
0142552-521200 Heat 15,000.00 11,379.12 18,000.00 2,732.78 22,000.00 22,000.00 4,000.00 22.22%
(0142557-578101 Energy Reserve 25,000.00 25,000.00 25,000.00 25,000.00 - 0.0056)
0142552-529200 Waste Removal Contract = #DIv/O!
(0142553-534100 Telecommunications 72,000.00 59,476.09 74,000.00 30,280.91 62,000.00 62,000.00 (12,000.00) -16.22%
0142553-534105 Cell Reimbursement 15,600.00 13,555.31 17,000.00 6,923.53 16,000.00 16,000.00 (1,000.00); -5.8856
0142554-548100 Fuel (Gas/Diesel) 108,000.00| 163,920.61 120,000.00 64,473.57 150,000.00 150,000.00 30,000.00 25.0056
0142557-574100 Property Insurance 639,681.00 403,477.48 574,500.00 755,035.75 614,715.00 614,715.00 40,215.00 7.00% | 75 Increase estimated for FY26
0142557-574101 Public Safety Medical Ins 1 107,415.00 98,251.00 110,000.00 100,259.00 110,000.00 110,000.00 - 0.0056
EXPENSES SUB-TOTAL: 1,182,696.00 962,444.07 | _1,148,500.00 | 1,049,585.37] 1,159,715.00 | 1,159,715.00 11,215.00 0.9856)
425 SHARED EXPENSES TOTAL | 1.182.696.00 | 962,444.07] 1,148,500.00 | 1,049,585.37| _1,159,715.00| 1,159,715.00| 11,215.00 | 0.9836
rr. ae
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Town Manager Recommended Budget
FY26 Operating Budget
910 - EMPLOYEE BENEFITS FY2024 FY2024 FY2025 FY2025 FY2026 FY2026 $ %
Account Number Account Description Budget Actual Budget Actual 12/31/24 DeptRequest | Town Manager Change Change Comments
0191051-517520 Group Ins-School = #DIV/O!
0191051-517920 Medicare-School : #DIV/O!
0191051-517100 Workers Compensation 32,000.00 43,744.60 50,000.00 239,015.00 53,500.00 53,500.00 3,500.00 7.00575 Increase estimated for FY26
0191051-517120 Workers Comp-School : #DIV/O!
0191051-517200 Unemployment 2,000.00 41,388.12 25,000.00 2,271.00 30,000.00 30,000.00 5,000.00 20.0036] MIIA will invoice for Unemployment service now
0191051-517220 Unemployment-School : #DIV/O!
0191051-517500 Retiree Health Insurance/Q 1,114,173.00| 1,118,994.80] 1,169,881.65 516,680.09] 1,257,622.77 | 1,360,048.73 190,167.08 16.2656] FY25 Actual s/b $1,255,816 plus8.35¢ inc.
0191051-517510 Group Ins Town 1,754,421.00 | 1,595,809.59] 1,930,057.48 797,490.00] 2,103,762.65 | 2,405,773.93 475,716.45 24.6556] Est. based on Feb enrollment & % Inc
0191051-517530 Police Fire Medical 35,000.00 20,818.00 35,000.00 7,637.31 30,000.00 30,000.00 (5,000.00) -14.29%
0191051-517910 Medicare-Town 154,081.00 171,249.66 175,000.00 112,634.99 200,000.00 200,000.00 25,000.00 14.2956] Underfunded in FY24 & FY25
EXPENSES SUB-TOTAL: 3,091,675.00 | 2,992,004.77 | 3,384,939.13 | 1,675,728.39| 3,674,385.42 | 4,079,322.66 694,383.53 20.51%
910 - EMPLOYEE BENEFITS TOTAL |_3,091,675.00 | 77 13 728.39 |__ 694,383.53 22.46%)
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Town Manager Recommended Budget
FY26 Operating Budget
911 - RETIREMENT FY2024 FY2024 FY2025 FY2025 FY2026 FY2026 $s %
Account Number Account Description Budget Actual Budget Actual 12/3: Dept Request | Town Manager Change Change
0191151-517700 Pension Appropriation 2,743,918.00 | 2,451,640.75] 2,564,414.00| 2,285,087.46] 2,130,960.00| 2,130,960.00 (433,454.00) -16.9056
0191151-517720 Pension - School - - - - #DIV/O!
EXPENSES SUB-TOTAL: 2,743,918.00 | 2,451,640.75 | 2,564,414.00 | 2,285,087.46] 2,130,960.00 | _2,130,960.00 (433,454.00) -16.9056
—eaaree 2,743,918.00 | 2,451,640.75 | 2,564,414.00 | 2,285,087.46 | 2,130,960.00 | _ 2,130,960.00 (433,454.00) -16.90%
Toss see eee T eee —---- —-—--= eee see —seeee - -
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FINANCE
FINANCE DEPARTMENT
MISSION STATEMENT
To provide the highest level of fiscal responsibility and quality financial information to the Town in
accordance with legal requirements, ethical financial practices, and current best practices. Administration and
Finance functions as the Town's fiscal stewards to support-informed decision-making and prudent
management of fiscal resources through continual enhancement of accurate and timely information, analysis,
and proactive management.
ORGANIZATION CHART
GOALS & OBJECTIVES
• Explore increased efficiencies and opportunities to streamline financial operations, with a focus on
improving the long-term financial stability of the Town.
• Review existing Town financial policies and procedures to strengthen internal controls. Provide focused
training to relevant Town staff.
• Protect and work to enhance the Town’s bond rating.
• Maintain Free Cash and other reserve accounts at levels consistent with best financial practices.
• Provide long-range financial planning to assist Town leadership to prioritize upcoming projects and planned
capital improvements.
ACCOMPLISHMENTS
• The Town recently achieved an upgraded bond rating, AA+. This is the second highest bond rating
available.
• Successfully completed the annual outside audit with no major findings.
• The CFO position is shared with the Schools and a Finance Director position was added for the Town.
Chief Financial
Officer
Finance
Director
Assistant Chief
Financial
Officer
Senior
Accountant
Payroll
Specialist
Accounts
Payable Clerk
SIGNIFICANT CHANGES IN BUDGET FY26
• Reduced personnel expense with new Town Finance structure.
• New 3-year audit contract
PROGRAMS AND SERVICES
PERFORMANCE MEASURES
• Process bi-weekly payroll (both Town & Schools)
• W-2's
Payroll
• Process bi-weekly account payable warrants (both Town & Schools)
• 1099's
Accounts Payable
• Budget (development and oversight)
• Annual Audit
• Financial Reporting
• Legal Compliance
• Insurance Claims/Management
• Grant Management
Financial Operations
• Processed bi-weekly payroll for approximately 417 School employees
• Processed bi-weekly payroll for approximately 208 Town employees
• Sent out W-2's to 310 Town & 600 School employees
Payroll
• Processed bi-weekly A/P for approximately $5,0418,0389 for School vendors in FY25, as of 3/31
• Processed bi-weekly A/P for approximately $29,915,500 for Town vendors in FY25, as of 3/31
• Sent out approximately 154 1099's to vendor who provided services
Accounts Payable
PERSONNEL SUMMARY
Position FTE Change
Chief Financial Officer 1.0 FTE 0
Finance Director 0.7 FTE 0
Assistant Chief Financial Officer 1.0 FTE 0
Senior Accountant 1.0 FTE 0
Payroll Specialist 1.0 FTE 0
Accounts Payable Clerk 1.0 FTE 0
Town Manager Recommended Budget
FY26 Operating Budget
135 - ADMINISTRATION & FINANCE FY2024 FY2024 FY2025 FY2025 FY2026 FY2026 $ %
Account Number Account Description Budget Actual Budget Actual 12/31/24 Dept Request |Town Manager Change Change
0113551-511100 Personnel 487,352.00 448,241.30 476,538.00 234,609.57 492,785.00 492,785.00 16,247.00 3.41%)
0113551-514600 Longevity 1,225.00 1,225.00 1,225.00 1,225.00 3,175.00 3,175.00 1,950.00 159.18%
PERSONNEL SUB-TOTAL: 488,577.00 449,466.30 477,763.00 235,834.57 495,960.00 495,960.00 18,197.00 3.81%)
0113552-527400 Equipment Lease 1,500.00 1,272.00 1,500.00 636.00 1,400.00 1,400.00 (100.00) -6.67%
0113553-530200 Audit 58,000.00 47,000.00 66,000.00 24,000.00 52,250.00 52,250.00 (13,750.00) -20.83%
0113553-530500 Consulting - #DIV/0!
0113553-530702 Training Services 3,500.00 2,811.38 4,000.00 808.81 4,400.00 4,400.00 400.00 10.00%
0113553-534400 Postage 250.00 145.52 250.00 2.90 250.00 250.00 - 0.00%
0113554-542300 General Office Supplies 1,500.00 1,847.11 1,500.00 765.15 1,500.00 1,500.00 - 0.00%
0113557-571001 In-State Mileage 325.00 250.00 250.00 (75.00) -23.08%
0113557-573100 Professional Associations 800.00 867.50 800.00 540.00 1,000.00 1,000.00 200.00 25.00%
0113557-579100 Software Annual License Co: 29,200.00 10,928.58 29,930.00 4,050.53 24,800.00 24,800.00 (5,130.00) -17.14%
EXPENSES SUB-TOTAL: 94,750.00 64,872.09 104,305.00 30,803.39 85,850.00 85,850.00 (18,455.00) -17.69%
135 - ADMINISTRATION & FINANCE TOTAL 583,327.00 514,338.39 582,068.00 266,637.96 581,810.00 581,810.00 (258.00) -0.04%|
| |
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TREASURER/ COLLECTOR
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TREASURER/COLLECTOR
MISSION STATEMENT
The office of the Treasurer/Collector holds responsibility for the receipt, investment, and
disbursement of all Town funds. This responsibility is undertaken while providing the utmost
level of customer service to the Town’s constituencies (i.e., taxpayers, employees, retirees, and
vendors). The office makes every necessary attempt, allowable under the Massachusetts
General Laws and the Town’s by-laws, to collect on past due accounts.
ORGANIZATIONAL CHART
GOALS AND OBJECTIVES
• The Town’s investment policy has not been updated since 2014. A goal for this year
will be to work with the Finance department to update the policy to reflect the current
market.
• As the staff has been completely filled out for the first time since FY 23, the office
will look to continue to train the new staff while also implementing more cross
training across the office to allow for a more efficient process across all services
provided by the office.
• The office will look to diversify investments further. As interest rates continue to
stay high, we will look to take advantage of the rates being offered by banks and
increase interest revenue for the Town.
Treasurer/Collector
Assistant
Treasurer/Collector
Collector Clerk Collector Clerk Treasurer Clerk
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• Given the nature of the duties of the office, there is not a large amount of change
that occurs between years in how the office functions. However, on a day-to-day
basis, the employees of the office interact with a significant number of members of
the public, as well as individuals who are acting on the behalf of the public. A core
goal of the office is to maintain a professional and courteous disposition during these
interactions, while simultaneously completing the tasks requested of us as efficiently
as possible. Continuing to operate in this manner is crucial to the functionality of the
office and is something that we take pride in. Maintaining this will always be an
objective of the office.
ACCOMPLISHMENTS
• The office is proud to announce that Michele Balian was promoted to the role of
Assistant Treasurer/Collector and that Patricia DiBenedetto was promoted to fill
Michele’s prior role as Treasurer Clerk. The office is now fully staffed for the first
time since FY 23.
• After developing a tailing policy in the prior year, the office has started the process
of tracking and eliminating outstanding tailings.
• The office worked with the Finance and Trash and Recycling departments to
implement a trash lien to the real estate bills for the first time. This will result in an
increase in collections of outstanding trash fees from prior years.
• Despite staffing shortages during the beginning of the year, the office has continued
to function at an efficient level. Payments have continued to be collected and
deposited timely in addition to a continued professionalism in customer service.
SIGNIFICANT BUDGET CHANGES
• The US Postal Office has announced an intention to continue to increase rates,
specifically in July 2025, without giving an actual percentage increase. For this reason,
I incorporated a 4% increase to the FY 26 Postage line.
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SERVICES
PERFORMANCE MEASUREMENT
Collections
• Responsible for the issuing of all real estate,
personal property, and excise tax bills
• Responsible for the collection of all bills
issued on behalf of the town including taxes,
water/sewer, and trash fees
• All past due bills are attempted to be
collected through the various means
provided by Mass General Laws (i.e. liens,
tax title)
• Tax Title accounts and foreclosure
proceedings are maintained and tracked in
the Collector’s Office
• Year end reports including outstanding
receivables
Treasurer
• Treasurer Office serves as the Town’s cash
manager and handles all monies belonging
to the Town
• Responsible for the disbursement of all
funds for payments owed including debt
service payments and vendor warrants
• Responsible for the closing and reconciling
of all books and accounts
• All payments received by various
departments throughout the Town are
turned into, deposited, and tracked in the
Treasurers Office
• Investment of the Town’s monies
• Year end reports including tax filings
• Management and tracking of monthly
insurance payments
Parking
• All in person applications for the parking
sticker are submitted through the Collectors
Office
• Residents with questions or issues regarding
the parking sticker are handled in the
Collector’s office
40%
20%
25%
5% 5% 5%
Treasurer Time
Cash Management
Interdepartmental Revenue
Monthly reconciliations
Insurance tracking
Monthly /Yearly Reporting
Debt Tracking
30%
15% 35%
20%
Collector Time
Resident Tax
Inquiries/Payments
Resident Sticker
Inquiries/Applications
Payment Posting
Payment Inquiries
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PERSONNEL SUMMARY
FY 24 FY 25 FY 26 Change
Treasurer/Collector 1.00 1.00 1.00 0.00
Assistant
Treasurer/Collector 0.00 1.00 1.00 0.00
Treasurer Clerk 1.00 1.00 1.00 0.00
Collector Clerk 1.00 1.00 1.00 0.00
Collector Clerk 1.00 1.00 1.00 0.00
Total Full Time
Equivalents 4.00 5.00 5.00 0.00
Town Manager Recommended Budget
FY26 Operating Budget
1145 - TREASURER/COLLECTOR FY2024 FY2024 FY2025 FY2025 FY2026 FY2026 $ %
A \b int Description Budget Actual d Actual 12/31/24 Dept Re Town Manager| Ch Ch
0114551-511100 Personnel 346,377.00 | 343,671.03 335,313.00 136,010.12 335,674.30 335,674.30 361.30 0.11%
0114551-514600 Longevity 3,075.00 3,075.00 2,125.00 2,125.00 2,125.00 2,125.00 : 0,00%|
}0114551-519600 Stipend - #DIV/O!
PERSONNEL SUB-TOTAL: 349,452.00 346,746.03 337,438.00 138,135.12 337,799.30 337,799.30 361.30 0.11%
(0114552-527400 Equipment Leases 6,000.00 4,370.76 6,000.00 3,197.88 6,000.00 6,000.00 : 0.00%|
(0114553-530402 Legal Advertising 1,800.00 120.00 1,800.00 1,800.00 1,800.00 - 0.00%|
0114553-530702 Training Services 1,400.00 1,400.00 1,400.00 1,400.00 - 0.00%|
0114553-534100 Telecommunications 860.00 559.91 860.00 245.26 860.00 860.00 : 0,00%|
(0114553-534104 Fax Lines 360.00 288.57 360.00 88.68 360.00 360.00 - 0.00%|
(0114553-534400 Postage 31,815.00 25,211.45 33,087.60 11,937.43 34,411.10 34,411.10 1,323.50
4,00%|:
(0114553-538100 Banking Services 6,000.00 5,172.15, 6,000.00 1,654.56 6,000.00 6,000.00 = 0.00%|
(0114554-542200 Paper Materials = #DIV/O!
0114554-542300 General Office Supplies 3,020.00 2,866.58 3,000.00 2,499.78 3,060.00 3,060.00 60.00 2,00%|
0114555-558600 Banking Supplies 2,734.00 : #DIV/0!
(0114555-558700 Materials 18,500.00 37,740.90 19,000.00 19,380.00 19,380.00 380.00 2.00%|
(0114557-571001 In-State Mileage 350.00 100.00 100.00 100.00 - 0.00%|
0114557-573100 Professional Associations 350.00 100.00 350.00 300.00 350.00 350.00 - 0.00%|
EXPENSES SUB-TOTAL: 70,455.00 76,430.32 71,957.60 22,657.59 73,721.10 73,721.10 1,763.50 2.45%
145 - TREASURER/COLLECTOR TOTAL 419,907.00| _423,176.35| _409,395.60| 160,792.71] 411,520.40| 411,520.40 2,124.80 0.52%
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TOWN CLERK
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TOWN CLERK
The Office of the Town Clerk is committed to providing quality services and information to the
community, visitors and our employees. The Town Clerk’s Office works in conjunction with all
departments, boards, committees and commissions and complies with state and local statutes.
DESCRIPTION OF MAJOR SERVICES:
Town Council - The Town Clerk is responsible as the Council Clerk for our Town Council.
Records – responsible for filing minutes & official postings of various boards and commissions;
maintaining and issuing certified copies of all births, deaths & marriages; maintaining Ordinances;
creating Annual street listing; creating Annual Report, tracking all appointments and resignations
of Town officials; maintaining and updating of annual town census, jury list, grave list.
Licenses – The Town Clerk’s Office is the administrative arm of the Board of License Commission.
Under the License Commission we issue the following licenses annually: liquor, common victualler
(food prep), taxi driver, inn holder, Xmas tree, transient vendor, laundromats, and used cars. We
also issue dog licenses, raffle permits and new business licenses. We report the Business License
information for every business to the Department of Revenue’s database annually as well as council
new business applicants.
Elections – conduct every aspect of running local, state and federal elections including processing
nomination papers, ballot preparation, training of election staff, preparation of polling locations,
election reporting and conducting voter registrations throughout the year, responsible for
maintaining voter’s list, daily maintenance of state database and online registration.
Ethics & Open Meeting Compliance– The Town Clerk is the designated liaison between the
Town of Winthrop and the State Ethics Commission. Distribution of mandated information and
online education is coordinated thru this office for all town employees and volunteers. Compliance
database is maintained and reported to the State.
Public Records Requests – The Town Clerk’s Office is the main depository for requests for public
information. The Office estimates between 100 to 200 requests a year are fulfilled for residents and
staff, via email, mail and hand delivery.
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GOALS AND OBJECTIVES
• Cross Training to all our employees. We believe that all employees in the Town Clerks Office
should be able to help any customer with any questions, whether they just listen and point in
the right direction or advise what department should be involved. Our training consists of not
only helping each other in our office but any office that works within the town that needs a
hand.
• Education…Education….Education….it is so simple to get within our own Charter, Town
Ordinances, Town Council Rules & Procedures… I have our employees review and
understand how this town works. This helps with so many outside questions, whether from
our own residents or outsiders that call for guidance.
• Our main goal is understanding each other and each other’s needs. We are together close to
40 hours a week and deal with after work problems. Together we have joined forces to
delegate certain areas. There are plenty of times that someone needs something on a Friday
or later on a night we are not open and each one of us have no problem fulfilling these needs.
We check with each other on who is available and 99.9% one of us goes out of their way to
help out.
• We should all be thankful to each and every person in our life, because they all have taught
us some unique lessons of life in their own way. This is true of our office staff. We learn off
each other.
ACCOMPLISHMENTS
• We have had several successful elections with one that nearly blew our machines up. It is not
an easy task to make sure all goes well and working with several different personalities can
make it difficult, but together we all seem to make it work smoother than expected!
• One of our major accomplishments is our office staff. The training of the new Principal Clerk
and Assistant Clerk has gone beyond successful. Training is complicated and confusing
enough but when you train people who really want to learn, it makes it so easy.
• We accomplished working more within an IT system than paper. Acting as administrators for
the Board of Appeals, Board of License and Planning Board there is a lot of paperwork that
needs to be filed and ready for residents inquiries. We make sure they are all on out Towns
Network for all to have access too. We’ve cut down on “old policies” of how things were
done and have saved several trees.
• We are working within our Election personnel to have more training and understanding of
Elections and hopefully to use our Poll Pads that the town purchased several years ago and
have not been used to their greatest extent.
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• We’ve reorganized our office space to utilize the best fit we can and made as open as possible.
A good work atmosphere helps with attitude.
SIGNIFICANT BUDGET CHANGES OR INITIATIVES
Our office is currently reviewing all Town Fees as they have not been updated. It is unfortunate
that some need to be increased but this is not our doing, we do not charge fees for the Town’s
economic growth but we need to be able to at least break even with supply and demand.
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PROGRAMS AND SERVICES
Town Clerk
Town Council
Records
Minutes Postings
Ordinances
Annual Street Listing
Annual Report
Town Census
Proof of Residency
Jury List
Grave List
Birth Certificates
Marriage Certificates
Death Certificates
Licenses
Liquor CV’s
Taxi Driver Taxi
Vehicles Inn
Holders Xmas
Tree
Transient Vendor
Laundromats
Used Car
Outside Seating
Brown Bag
Dog License
Elections
Conduct every aspect
of running local, state
and federal elections
Ethics & Open Meeting Compliance
Liaison between the Town of Winthrop and
the State Ethics Commission
Public Records Request
Main depository for requests for
Any public information
requested. Administrative Support
Board of Appeals
Board of License
Planning Board
All Town Committees
Town Council
Clerk to the Town Council
Town Manager Recommended Budget
FY26 Operating Budget
161 - TOWN CLERK FY2024 FY2024 FY2025 FY2025 FY2026 FY2026 $ %
Account Number Account Description Budget Actual Budget Actual 12/31/24 Dept Request |Town Manager Change Change
0116151-511100 Personnel 236,178.00 201,117.79 240,902.00 103,990.28 240,902.00 218,000.00 (22,902.00) -9.51%
0116151-512005 Election Personnel 25,000.00 26,494.26 26,800.00 25,657.96 25,000.00 25,000.00 (1,800.00) -6.72%
0116151-514600 Longevity 950.00 950.00 2,075.00 1,900.00 2,075.00 2,075.00 - 0.00%
0116151-519600 Stipend - #DIV/O!
PERSONNEL SUB-TOTAL: 262,128.00 228,562.05 269,777.00 131,548.24 267,977.00 245,075.00 (24,702.00) -9.16%
0116152-524101 Repair/Maint. Equip. 1,800.00 237.50 1,800.00 237.50 1,800.00 1,800.00 - ‘
‘
0.00%!
0116152-527400 Equipment Leases 1,600.00 - ‘
819.13 3,600.00 3,600.00 3,600.00 0.00%}!
0116153-530402 Legal Advertising 1,500.00 -
'
592.80 2,500.00 547.80 2,500.00 2,500.00 0.00%}!
0116153-530900 IT Services 7,000.00 6,991.76 7,000.00 1,008.00 7,000.00 7,000.00 - 0.00%
0116153-534400 Postage 13,000.00 9,069.01 15,000.00 12,849.34 15,000.00 15,000.00 - 0.00%
0116153-534500 Printing and Mailing Service: 3,600.00 - #DIV/O!
0116153-538201 Secure Document 960.00 -
0116157-573100 Professional Associations 305.00 225.00 500.00 165.00 500.00 500.00 - 0.00%
0116154-542300 General Office Supplies 3,800.00 2,281.68 3,800.00 358.08 3,800.00 600.00 (3,200.00) -84.21%
0116155-558700 Licensing /Permit Materials 400.00 40.00 400.00 (400.00) -100.00%
0116155-558800 Election Supplies 720.00 560.56 12,470.00 8,019.69 13,000.00 13,000.00 530.00 4.25%
0116155-558801 Town Clerk Supplies 18,000.00 20,348.99 19,950.00 4,127.29 20,000.00 22,000.00 2,050.00 10.28%
0116157-579100 Software Annual License Co’ 3,500.00 2,400.00 3,500.00 3,400.00 3,500.00 3,500.00 - 0.00%
EXPENSES SUB-TOTAL: 55,225.00 44,526.43 70,520.00 30,712.70 70,700.00 69,500.00 (1,020.00) -1.45%
161 - TOWN CLERK TOTAL 317,353.00 273,088.48 340,297.00 162,260.94 338,677.00 314,575.00 (25,722.00) -7.56%
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ASSESSORS
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ASSESSORS
MISSION STATEMENT
The Assessor’s Department is responsible for determining the value of real and personal
property for the purpose of taxation. Assessors are required to assess all property at its full and
fair market value as of January 1st each year. To accomplish this, they gather the pertinent
characteristics of each parcel of property and use the information to determine appropriate
valuation schedules for various classes of property. The Assessor’s Department is also
responsible for the administration of property tax data records and the maintaining of parcel
ownership data based upon recorded property transactions at the Registry of Deeds. The
Assessor’s also oversee billing for motor vehicle excise tax, statutory and local exemptions,
and abatements. Finally, the Assessor’s Office oversees the billing for excise on boats,
incorporating the Environmental Police List into the Town’s system.
*Restructuring the Assessor’s Office to include a full-time Assessor, full-time Assistant
Assessor and two full-time clerks.
ASSESSORS ORGANIZATIONAL CHART
Town Manager
Deputy Assessor
Assistant Assessor
2 Full Time Clerks
Finance Department
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FY26 GOALS AND OBJECTIVES
• Continue to cross-train staff with the goal of reducing silos so that anyone in the office
can jump in and help where needed. This will effectively broaden the knowledge of all
staff, as well as reduce the impact of the loss of institutional knowledge due to
upcoming retirement(s) or unexpected departures.
• Continue to find professional training opportunities for staff that are interested in
helping them grow professionally and encourage them to succeed, specifically,
obtaining the MMA designation from the MAAO.
• Continue to find ways to make the office more user-friendly for all, with a focus on
ESL taxpayers.
• Continue working on the office procedures manual (although this will always be a
living document).
• Continue to find ways to make the office run more efficiently and economically.
• Retain the Near Map GIS layer, which can be used by all city departments but will be
helpful to the Assessor’s Office due to changing detection technology and aerial
flyovers three times per year.
• Obtain monthly transfers and recordings from Suffolk Registry of Deeds and fadeout
usage of Warren Group data. This will eliminate ownership errors on property record
cards which we’ve recently become aware of and is a small-scale problem.
• Continue to cross train 1- clerk to participate in field inspection and data collection.
• Review all Exempt Properties to satisfy the DOR requirements.
FY25 SIGNIFICANT ACCOMPLISHMENTS
• Collected $407,585 in New Growth.
• Over 640 properties were inspected. Inspections were for building permits, sales,
taxpayer requests, abatements, and 10-year cyclical inspections.
• Received and processed 1271 permits into Vision.
• Reviewed, inspected, and processed 44 Real Estate/Personal Property Abatement
Applications with no ATB cases filed.
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• Sent out 3 mailings totaling 334 Income and Expense Forms (residential, commercial
and mixed use).
• Sent out 3ABC Forms to 6 Charitable Organizations.
• Processed 6 Auto Excise Commitments, billing 14,405 vehicles of which 426 were
abated.
• Reviewed and processed 165 Statutory Exemptions.
• Designed and implemented usage of a monthly permit report from Open Gov which
assists in maintaining up to date data, eliminating errors of missing permits and possible
new growth.
• Updated CAI Mapping and GIS to be consistent with the Commonwealth of Mass
Guidelines.
• Continued to cross-train staff that are interested in broadening their knowledge of
assessing. Clerks in process of or have completed Course 101 with the DLS.
• Participation in youth employment/senior employment programs was helpful with
special projects, specifically researching and cataloging archives and mailings.
• Clearing files no longer required to retain, significantly decreasing paper and file
cabinets.
• Correcting parcels with incorrect class codes.
• Created a cross-referenced database with the Treasurer’s Office, Harbormaster, and
Environmental Police that resulted in an annual increase in excise boat bills.
• Upon request, generated 38 Abutters Lists.
• Accomplished adding 170 missing photos to the corresponding property record cards.
SIGNIFICANT BUDGET CHANGES OR INITIATIVES
Increase full-time staffing to meet with our efforts in sustaining and encouraging continuous
improvement with increased productivity that will bring the most value to the Town.
This includes a full-time Assessor, full-time Assistant Assessor and 2 full-time clerks.
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PROGRAMS AND SERVICES
Deeds
Sales Verifications
Property Name Changes
Address Changes
Value Properties
Determine New Growth
Set Tax Rate
Assess Property Taxes
Abate & Exempt Taxes
Manage Overlay Account
Assess Local Excises
Issue Exemptions
Elderly Exemption
Blind Exemption
Surviving Spouse
Disabled Veteran
Exemption
Senior Work Off Program
Administer Excise
Motor Vehicle Excise
Boat Excise
Commitment Tax List
Abatements
Property
Auto
Boat
Department of Revenue
Division of Local Services
Supervise Local Taxation
and Finance
Monitor Revaluations
Certify Local Assessments
DOR Certified
Establish Assessment
Administration
Customer Service
Telep hone
Counter Walk-ins
Homeowners
Business Owners
Attorneys
Realtors
National Grid
Abutters
Lists/Labels
Permits
Permit Inspections
Additions
Condo Conversions
Demolitions
Improvements
Alterations
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PERFORMANCE MEASURES
The Assessing Department pie chart demonstrates how Assessing time is divided among the
major functional areas over a year.
ASSESSORS OFFICE DUTIES TOWN OF WINTHROP
5%
5% 5%
Valuation 75.%
10%
75%
Taxpayer Services 10.%
Data Entry 5.%
Research 5.%
Personal Property 5.%
The Town Manager appoints the Deputy Assessor to oversee the daily operations of the
Assessor’s Office. The Council appoints the Board of Assessors (3 members). The Assessors are
required by Massachusetts Law to list and value all real and personal property, 5600+ accounts.
The valuations are subject to ad valorem taxation on the assessment roll each year. Assessed
values in Massachusetts are based on “full and fair cash value”, or 100 percent of fair market
value.
Assessors are required to submit these values to the State Department of Revenue for certification
every five years. In the years between certification, Assessors must also maintain the values. This
is done so that the property taxpayer pays his or her fair share of the cost of local government, in
proportion to the amount of money the property is worth, on a yearly basis rather than every three
years.
Building permits and lot splits are viewed and updated yearly for growth by the Assessor. Real
Estate and Personal Property Abatements are analyzed by the Assessor and reviewed and acted
upon by the Board of Assessors. Real Estate Exemptions are also analyzed by the Assessor and
reviewed and acted upon by the Board of Assessors.
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The Assessors are required to annually assess taxes in an amount sufficient to cover the State
and Local appropriations chargeable to the Town. These taxes assessed will include State and
County assessments which have been duly certified to the Board and local appropriations
voted by the Town Council.
Yearly Assessors are updated with all changes in municipal laws and must attend seminars
and courses to keep their designations current. The Assessment systems within the Assessor’s
Office are constantly being updated and various training seminars and workshops must be
attended yearly to keep up with the system changes.
In addition, the Assessing Staff administers the Motor Vehicle and Boat Excise taxes.
Assessors must yearly verify a list of boats habitually moored or docked within its borders.
Listings from the Massachusetts Environmental Police, individual Yacht Clubs and Marinas
and the Harbor Master lists are verified and complied and committed to the Collector
numbering 900+ excise bills. The Motor Vehicle list comes directly from the Registry of
Motor Vehicles with 11,000+ accounts yearly. Both Motor Vehicle and Boat excise tax bills
are committed to the Collector and any abatement must be processed through the Assessor’s
Office.
The Assessor’s office also keeps track of and issues Exemption Forms to include elderly,
blind, surviving spouse and veterans. Abatements are made to those who qualify for an
exemption and for those participating in the Senior Work Off Program.
Staff in the Assessor’s Office also provide certified abutters lists as well as information,
research, materials, and related assistance to all boards, committees, commissions, and the
public. Daily and monthly approval of permits as well as monthly entry of Deeds.
Some of the Assessing Departments duties include telephone work, counter walk-ins and
questions from but not limited to property owners, business owners, attorneys, realtors,
National Grid, USPS, surveyors, boat owners and any other source that may have a question
regarding Real Property, Personal Property, Motor Vehicle and Boat Excise Tax.
Also, the Assessing Department works with and provides information to the Tax Office,
Building Department, DPW and any other department that may need our assistance to ensure
that we provide and maintain good customer service and a quality of work product to and for
the Town of Winthrop.
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July 1 Fiscal Year begins
1 st Quarter preliminary tax bill issued.
(The first of two equal amounts; estimated
tax bills are based on the PRIOR fiscal year
taxes).
August 1 1 st Quarter preliminary tax due
Personal exemption renewal applications
mailed.
September Residential exemption applications mailed
to new owners who purchased property in
previous calendar year.
October 1 2 nd Quarter preliminary tax bill issued (the
second of two equal and preliminary tax
bills based on PRIOR fiscal year taxes).
November 1 2 nd Quarter tax due*
Late December – January 1 Tax Rate set and 3 rd Quarter actual tax bill
issued (bill reflects the actual value and tax
rate for fiscal year
January 1
January 1 –
February 1
Property Tax Assessment Date for the
following fiscal year. Abatement
application filing period begins.
Filing period for certain personal
exemptions begins (Elderly, Blind, Surviving
Spouse, Disable Veteran, etc.).
February 1 3 rd Quarter tax due* Abatement filing
period ends. Applications for certain
exemptions filing deadline*
February – May Review of Abatement and exemption
applications – Notice of Decision mailed.
March 1 Owners of taxable Personal Property must
file Form of List. Final date for charitable
organizations for file Form 3ABC
May 1 4 th Quarter tax due
June 30 Fiscal year ends
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PERSONNEL SUMMARY
FY2025 FY2026 Changes
Assessor 1 Part Time Aug-
Jun
1 Full Time Full Time
Assistant Assessor 1 1 0
Clerk, Senior 1 1 2 Full Time to
optimize
effifiency
Part Time Assistant Clerk 1 0 -1
Consultant 2 3 1
Board of Assessors 3 3 0
PERSONNEL NOTES
FY2026 – The following is based on restructuring the Assessor’s Office.
Assessor – (Benefit eligible)
Assistant Assessor – (Benefit eligible)
2 Clerks – Full time (Benefit eligible)
Consultant – Hours vary by need (No benefits)
Town Manager Recommended Budget
FY26 Operating Budget
141 - ASSESSING FY2024 FY2024 FY2025 FY2025 FY2026 FY2026 $ %
Account Number Account Description Budget Actual Budget Actual 12/31/24 Dept Request |Town Manager Change Change
0114151-511100 Personnel 242,404.00 210,699.76 249,920.00 123,084.90 257,240.60 257,240.60 7,320.60 2.93%)
0114151-514600 Longevity 2,450.00 2,450.00 1,175.00 1,175.00 1,225.00 1,225.00 50.00 4.26%||
PERSONNEL SUB-TOTAL: 244,854.00 213,149.76 251,095.00 124,259.90 258,465.60 258,465.60 7,370.60 2.94%)
0114152-527400 Equipment Leases 700.00 684.00 700.00 342.00 700.00 700.00 - 0.00%
0114153-530500 Consulting 35,704.00 39,875.00 37,900.00 19,250.00 72,360.00 72,360.00 34,460.00 90.92%li
0114153-530702 Training Services 3,000.00 3,000.00 3,000.00 3,000.00 - 0.00%
0114153-534400 Postage 800.00 544.38 800.00 148.35 800.00 800.00 - 0.00%
0114154-542300 General Office Supplies 1,900.00 1,829.70 1,900.00 633.80 2,000.00 2,000.00 100.00 5.26%!
0114557-571001 In-State Mileage 300.00 300.00 300.00 - 0.00%
0114157-573100 Professional Associations 848.00 175.00 848.00 486.00 1,000.00 1,000.00 152.00 17.92%
0114157-579100 Software Annual License Co: 25,379.00 25,583.59 30,037.00 25,087.00 36,522.00 36,522.00 6,485.00 21.59%
0114158-585107 Vision Software Upgrade Cost - #DIV/0!
EXPENSES SUB-TOTAL: 68,331.00 68,691.67 75,485.00 45,947.15 116,682.00 116,682.00 41,197.00 54.58%
141 - ASSESSING TOTAL 313,185.00 281,841.43 326,580.00 170,207.05 375,147.60 375,147.60 48,567.60 15.51%)
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MUNICIPAL HEARING
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MUNICIPAL HEARING
MUNICIPAL HEARING OFFICE MISSION
The primary mission of the Municipal Hearing Office is the fair adjudication of fines and fees
resulting from the issuance of parking tickets and non-criminal citations in the town and
maintaining records of tickets and citations issued and their final dispositions. The MHO is also
responsible for the periodic review, development, and maintenance of fine structures for parking
tickets and non-criminal citations as well as the ordinances that govern the violations. The MHO
processes administrative appeals and conducts hearings for parking violations in accordance with
MGL Ch. 90 on all written appeals received within the time frame permitted by law. The office
also holds hearings when appeals are requested for non-criminal citations in accordance with the
provisions of MGL Ch. 40U which allows the town to hold hearings on all non-criminal citations
issued under that chapter as well as those issued in accordance with MGL Ch. 40, sec. 21D. The
department works in conjunction with the Winthrop Police Department, Harbormaster’s
Department, and Housing Authority on addressing parking issues. The department also works
with Inspectional Services, the Harbormaster’s Department, the Animal Control Officer, Health
Department, the Winthrop Police Department and any other department or agency with the
authority to issue a non-criminal citation to address those violations. All non-criminal violation
appeals are heard by the Town of Winthrop.
ORGANIZATIONAL CHART
Town Manager
Parking Hearing Officer /
Municipal Hearing Officer
Return to Table of Contents
GOALS AND OBJECTIVES
• Continue to fairly adjudicate disputes and hearings related to parking violations and non-
criminal citations.
• Implement a revised schedule for hearings to cut down on wait times.
• Work with other departments to define a process with the courts to follow-up on unpaid
citations issued in accordance with MGL Ch. 40, sec. 21D.
ACCOMPLISHMENTS
• Continued to identify conflicts between town ordinances and signage or practices so they
can be resolved.
• Revised appeal processing to improve response times
• Assisted the Treasurer/Collector and Police Department in revising the issuance of some
special parking permits. Working with the Town Manager to further revise the issuance
of certain permits by other departments.
SIGNIFICANT BUDGET CHANGES OR INITIATIVES
• Requesting level funding of the processing services line. This line is a shared expense
with the Tax Office which covers the cost of data entry and processing for parking tickets,
printing and mailing of late notices, automated application of late fees and RMV marks
for non-payment, as well as access for both departments to the system used to view and
maintain these records. The costs are based on the number of tickets written and entered
into the system. The cost is increasing slightly due to the addition of handheld electronic
ticket printers which will improve the efficiency of issuance overall and rely less on
handwritten tickets going forward. This request for level funding is an attempt to avoid
potential cost overruns in this line. Depending on the number of tickets written, it still
may be possible to need a transfer late in the year.
• Requesting level funding of the office supply line. This line was once just over $2,200
as opposed to where it fell to and where it is today. It is hoped that the requested amount
will cover the needs of the office even in the face of continued increases in the cost of
supplies.
Return to Table of Contents
• Requesting $250 for an Otter AI subscription at the recommendation of the Assistant
Town Manager. This service will assist in the transcription of meetings and hearings,
cutting down on the time needed to review the recordings manually.
• Requesting $4151 to the Paper Materials line to pay for parking ticket stock. Even with
the addition of the handheld machines, we still need to maintain a stock of traditional
tickets. This will pay for a reduced order with a recent quote. This cost is being moved
to this line from where it used to reside.
• Requesting a 10% increase in the Licensing Permit Materials line and that this line be
removed from this budget and be added to the Treasurer/Collector’s budget. This was
intended to be used to pay for parking tickets and non-criminal citations to be written,
however, it has been used to pay for Resident Parking Permits, leaving this department
without the necessary funds for ticket stock. Since the resident parking program is under
the purview of the Treasurer/Collector’s office by ordinance, this line should be in their
budget if it is being used for that expense.
Return to Table of Contents
PROGRAMS AND SERVICES
Non-Criminal Late
Notices, Fees, & Liens
Periodically run report
of past due non-
criminal citations
Add late fees
when required
Create and send
appropriate late
notices to violators
Annually prepare a list
Public Inquiries
Respond to inquiries
related to parking,
enforcement
efforts, ordinances
and
Municipal Hearing Office
Appeals & Hearings
Process administrative
(written) appeals of
parking tickets
Hold hearings upon
request when an
administrative appeal
is denied
Process appeals of
non-criminal citations
issued under MGL
Ch. 40U and CH. 40,
sec. 21D and hold
hearings as necessary
Draft and send appeal
and hearing decisions
Enter all appeal and
File and Data
Management
Update information in
parking and citation
databases when errors
or omissions are found
Ensure non-criminal
citations are entered in
the database by the
issuing departments or
enter them if needed
Maintain and add
functionality to the
non-criminal citation
database as needed
Maintain required file
Laws & Ordinances
Periodically
recommend ordinance
changes based on
issues facing the
community related to
parking and non-
criminal enforcement
Periodically review
fine amounts and
recommend changes if
appropriate
Notify departments
when conflicts are
found between
ordinances and
signage, compliance,
or processes and
recommend solutions Assistance to Other
Departments
Work with issuing
departments to resolve
issues related to
parking & non-
criminal enforcement
Respond to
department & board
requests for ordinance
information and
reports on
enforcement activity
Work with issuing
departments to locate
violator information
when needed
Parking
Review resident complaints about parking issues
and pass on to enforcing departments if necessary
Printed Materials &
Digital Media
Replenish ticket &
citation stock for
issuing departments
Print necessary
placards for Police &
Harbormaster as
authorized by
ordinance
Periodically redesign
placards, permits,
tickets, citations, and
other printed matter
and digital media
Transportation Safety Advisory Committee (TSAC)
Serve as the Parking Department representative on
the committee and current chair
Inform the Town Manager of requests for agenda
items or pass on to the appropriate department if
found to be an operational issue
Draft agendas based on items approved for
committee review by the Town Manager or referred
by the Town Council
Return to Table of Contents
PERFORMANCE MEASURES
Performance measures for the Municipal Hearing Office are difficult since any workloads dependent
on the issuance of tickets and citations will vary depending on both the number of violations issued
by the enforcing departments as well as overall compliance by the public. While the town obviously
collects revenue based on the fines for the violations, the tickets and citations are also supposed to
be educational by informing the violators that they did something that needs correction. Additionally,
the collection of fines is also conducted by a separate department, leaving most measurements
available actually reflecting the work of the issuing and collecting departments rather than the
Municipal Hearing Office.
This chart demonstrates how time is generally divided among the duties and tasks of the Municipal
Hearing office over the course of a year. This division of time among these areas remains relatively
consistent with usually only minor changes from year to year and some overlap in the categories a
particular task may fall into. On the occasions where the workload in a particular category is lighter
than usual, that time is used to work on other tasks, duties, or programs that need additional attention.
Parking ticket appeals and responding to public inquiries & correspondence take up the largest
portion of the office’s time followed by providing assistance to other departments, boards, and
committees and work on issues for the Transportation Safety Advisory Committee.
Parking Appeals &
Hearings
24%
Non-Criminal Citation
Appeals & Hearings
8%
Public Inquiries &
Correspondence
15% TSAC
11%
Ordinance Work
5%
File & Data
Management
8%
Assistance to other
Departments, Boards, &
Committees
15%
Printed Materials &
Digital Media
7%
Other Parking Related
Work
7%
Work of The Municipal Hearing Office
Return to Table of Contents
This chart shows the number of parking tickets issued each year, the number of parking appeals
processed in the same time frame, and the percentage of tickets that are appealed. In FY 2020, 3,002
tickets were issued and 342 were appealed, for a 11.39% appeal rate. In FY 2021, 2,948 tickets were
issued and 345 were appealed, for an 11.7% appeal rate. In FY 2022, 3952 tickets were issued and 437
were appealed, for a 11.06% appeal rate. In FY 2023, 5242 tickets were issued and 615 were appealed,
for a 11.73% appeal rate. In the first half of FY 2024, 2,950 tickets were issued and 259 were appealed,
for a 8.78% appeal rate so far.
For clarification, this is based on the number of tickets issued, not violations. The difference is that one
ticket can be issued for multiple violations.
PERSONNEL SUMMARY
FY 2024 FTE FY 2025 FTE FY 2026 FTE CHANGE
Hearing Officer 0.54 0.54 0.54 0.00
Total Full Time Equivalents 0.54 0.54 0.54 0.00
PERSONNEL NOTES
FTEs are based on a 35-hour work week and are benefit eligible. The Hearing Officer is a
19 hour per week position which is not benefit eligible.
7.50%
8.50%
9.50%
10.50%
11.50%
12.50%
13.50%
14.50%
0
1000
2000
3000
4000
5000
6000
7000
8000
CY 2020 CY 2021 CY 2022 CY 2023 CY 2024
Parking Tickets Issued vs. Appeals Processed
Parking Tickets Issued Parking Appeals Processed Percentage of Tickets Appealed
Town Manager Recommended Budget
FY26 Operating Budget
I I
293 - MUNICIPAL HEARING OFFICE FY2024 FY2024 Fy2025 FyY2025 FY2026 FY2026 $ %
Account Number Account Description Budget Actual Budget Actual 12/31/24 DeptRequest | Town Manager Change Change Comments
0129351-511100 Personnel 21,495.00 21,472.62 21,925.00 11,561.78 22,363.50 22,363.50 438.50 2.00%
0129351-514600 Longevity 637.86 637.86 #DIV/O! new line added
0129351-519600 Stipend - - #DIV/O!
PERSONNEL SUB-TOTAL: 21,495.00 21,472.62 21,925.00 11,561.73 22,363.50 23,001.36 1,076.36 4.91%
0129353-530701 Conference Fees = = : = #DIV/O!
0129353-530800 Processing Services 23,500.00 15,625.00 24,500.00 6,570.00 24,500.00 24,500.00 - 0.0036
0129353-534200 Internet Access - #DIV/O!
0129353-534400 Postage 1,400.00 741.61 1,400.00 34.88 1,400.00 1,400.00 : 0.0056
0129354-542200 Paper Materials - #DIV/O!
0129354542300 |General Office Supplies 1,400.00 1,338.28 1,400.00 404.71 1,400.00 1,400.00 : 0.00%)
0129355-558700 Licensing Permit Materials 5,925.00 5,886.50 4,961.00 5,173.78 4,961.00 4,961.00 - 0.005%
0129357-571001 In-State Mileage 100.00 100.00 100.00 100.00 : 0.0056
EXPENSES SUB-TOTAL: 32,325.00 23,591.39 32,361.00 12,183.37 32,361.00 32,361.00 > 0.00%
0129358-587400 _ | Replacement Computer Eq) 1,450.00 1,450.00 - - #DIV/O!
CAPITAL SUB-TOTAL: 1,450.00 - - - - - #DIV/0!
MUNICIPAL HEARING OFFICE TOTAL 55,270.00| 46,514.01] 54,286.00 | 745.15| 54,724.50] 55,362.36 1,076.36 1.985)
rr
Return to Table of Contents
HUMAN RESOURCES
Return to Table of Contents
HUMAN RESOURCES
DEPARTMENT DESCRIPTION
The Department of Human Resources provides leadership, direction and support to town
departments. The department is responsible for administering employee benefit programs,
coordinating and delivering townwide training and workforce development opportunities,
and market driven compensation management system and providing for the consistent and
uniform administration of collective bargaining agreements. The Department of Human
Resources monitors compliance with established safety standards, administers drugfree
workplace programs, and ensures fair and equal treatment of employees and applicants.
DEPARTMENT MISSION
The mission of the Department of Human Resources is to promote and support
organizational excellence through effective human resources programming administered in
an environment that embraces diversity, quality customer service and professional
development.
GOALS AND OBJECTIVES
Targeted efforts to reduce workers’ compensation costs will continue to be a priority. We
will continue to work collaboratively with our managed care organization, and town
departments to aggressively manage workers’ compensation and injury leave claims. Efforts
to improve injured workers’ medical treatment and return employees safely to work will
include employee accident and injury reporting procedure training as well as comprehensive
claims management and transitional work programs.
Optimize onboarding. Effective onboarding is an ongoing process that requires continuous
evaluation and improvement. Collect feedback from new employees about their experience,
track progress, and make changes as needed. Take a data-driven approach by measuring
performance metrics such as employee retention, productivity, and engagement.
Incorporate more SMART goals – Specific, Measurable, Achievable, Relevant and Time.
Reinforce employee feedback provides constructive and inspirational feedback. It helps each
employee to hear an affirmation of their contributions and value to an organization. This
specific and positive feedback can raise satisfaction at work, which may help increase
productivity levels.
The Human Resources Department will continue to focus on fair and equitable treatment of
employees and applicants consistent with town policies and The Equal Employment
Opportunity (EEO)
Return to Table of Contents
Continue to modify job descriptions and review accuracy to make certain that all
descriptions list up-to-date job duties, job requirements, physical lifting standards, and
FLSA status. Risk management needs to be actively engaged in job descriptions and review
job functions that eliminate future claims.
Continue to employ IT technology and policies into the Human Resources Department,
which will enhance service, communications, and productivity throughout the Town. This
will assist in maintaining best practices and allow Human Resources to be more effective in
delivery to our established departmental needs.
SIGNIFICANT BUDGET CHANGES OR INITIATIVES
Request for a 6% increase and Title change for the Benefits Coordinator position. This
position has grown and taken on more responsibility. In addition to Benefits the position
also helps with numerous Human Resources functions.
ACCOMPLISHMENTS
Strengthened rapport/working relationships with department directors and management in
the following area: reporting of accidents, incidents involving employees; providing written
backup documentation/write-ups for employee disciplinary actions/terminations;
consistency in employee evaluation process; communications on handling employee issues
within departments; better cooperation and assistance in employee investigations.
Successfully lowered our unemployment and had employees out on long term workers comp
claims return to work.
PROGRAMS & SERVICES
Human Resources oversees all Health insurance, life insurance, Dental insurance, Disability
insurance, Workers comp and Unemployment benefits for Town and School employees. The
Human Resources department assists in union negotiations by gathering information and
data.
Return to Table of Contents
ORGANIZATIONAL CHART
PERSONNEL SUMMARY
FTE FY2024 FY20254 FY2026 CHANGE
Human Resources Director 1 1 1 0
Benefits Coordinator 1 1 1 0
TOTAL FTE: 2 2 2 0
Human
Resources Director
Benefits
Coordinator
Return to Table of Contents
WINTHROP POLICE
DEPARTMENT
Return to Table of Contents
POLICE
DEPARTMENT MISSION STATEMENT
“Dedicated to providing the highest degree of balanced law
enforcement service for the Town of Winthrop while
maintaining traditions of fairness, professionalism, and
integrity.”
POLICE ORGANIZATIONAL CHART:
Return to Table of Contents
WPD GOALS AND OBJECTIVES
• Improve the balance of enforcement and community engagement to fulfill our obligation
to provide professional quality policing services to the community and improve the
quality of life in our neighborhoods.
• Improve our partnerships with public health and the school department to provide
services for those in need and a safe learning environment.
• Improve the environmental and cultural working conditions within the Winthrop Police
Department
• Improve and sustain an internal training program for defensive tactics, active shooter,
and de-escalation skills.
• Improve the physical and environmental conditions within the police station.
WPD ACCOMPLISHMENTS 2024
• In our efforts to establish a self-sustaining training program. Several officers have
completed training and are certified to train in firearms, taser, CPR, defensive tactics, and
active shooter.
• Completed the first Phase of ALEERT Active Shooter training with the Federal Air
Marshalls.
• Improve the environmental working conditions with a clean-up remodel of the Main
Control Room and The Main hallway.
• Continue to build confidence within the community through non-enforcement related
activities.
• Established regular staffing for traffic enforcement through grant funding.
Return to Table of Contents
SIGNIFICANT BUDGET CHANGES OR INITIATIVES
Advocate for capital improvement line item to repoint the masonry and repair trim on the exterior
of the building one side a year.
PROGRAM AND SERVICES
The department will continue to strive to provide a balance of police services to the community
through enforcement and non-enforcement related activities.
PERFORMANCE MEASURES
The department will continue to use data driven initiatives to deploy investigative resources,
patrol resources, and traffic enforcement. The department will utilize the annual report to develop
responses to any criminal activity that presents itself and to hold ourselves accountable.
Town Manager Recommended Budget
FY26 Operating Budget
'210- POLICE DEPARTMENT FY2024 FY2024 FY2025 FY2025 FY2026 FY2026 $ %
[AccountNumber __|Account Description Budget Actual Budget __|Actual 12/31/24 DeptRequest | Town Change Change Comments
0121051-511100 _ [Personnel 2,930,346.00 | 2,654,560.34] 2,983,823.00| 1,517,794.59| 3,043,499.46 | 2,921,934.06 (61,888.94) -2.0756| Longevity and Detective Stipend now in new line
0121051-511101 _|ParkingEnforcementPersoq 42,351.00 42,351.00 3,185.04 42,351.00 42,351.00 : 0.00%
0121051-513100 _|Overtime 419,073.00 | 583,958.79] 450,000.00 173,939.13] 485,000.00| 450,000.00 : (0.0056| Level Fund OT
0121051-514200 _| Educational Credits 48,500.00 43,000.00 - - - - aDIV/o!
Night Differential 158,210.26 | 158,210.26] 158,210.26 New Line Item
Detective Stipend 45,374.00 40,000.00 40,000.00 New Collective Bargaining
0121051-514500 | Holiday 146,346.00 | 130,037.98] 141,097.00 58,487.92| 144,624.00| 144,624.00 3,527.00 2.5056)
0121051-514600 __| Longevity 46,868.00 98,128.84] 101,192.81| 104,933.48| 107,556.81| 107,556.81 6,364.00 6.2956
(0121051-514700 [Quinn Bill 250,000.00 | 191,359.25] 330,000.00| 190,299.83] 388,009.90| 388,009.90 58,009.90 17.58%
0121051-519300 | Uniform Allowance 30,600.00 27,050.00 32,300.00 23,550.00 33,000.00 33,000.00 700.00 2.1756)
PERSONNEL SUB-TOTAL: 3,914,084,00 | 3,728,095.20| 4,080,763.81| 2,084,189.99| 4,447,625.43| 4,285,686.03| 204,922.22 5.025%
0121052-521100 _| Electricity 22,050.00 13,084.71 22,050.00 5,710.20 22,050.00 22,050.00 : 0.00%
0121052-521200 _ [Heating Fuel 21,000.00 9,086.25 21,000.00 616.36 21,000.00 21,000.00 - 0.0056
0121052-524100 __|Repair/Maint Buldings : #DIV/o!
0121052-524106 _|Repair/MaintenanceofVe] 20,000.00 13,399.13 20,000.00 6,205.10 22,000.00 22,000.00 2,000.00 10.00%
0121052-527400 __|Equipment Leases 3,228.00 4,333.96 4,282.00 2,197.68 4,800.00 4,800.00 518.00 12.10%
0121052-529001 _ | Cleaning Services 10,500.00 7,587.11 10,500.00 1,505.27 10,500.00 10,500.00 : 0.00%
0121053-530400 __| Legal Services 10,000.00 25,229.92 20,000.00 7,615.00 20,000.00 20,000.00 : 0.005
0121053-530702 _| Training Services 40,322.00 45,709.22 50,000.00 18,613.24 50,000.00 50,000.00 - 0.005 | Mandatory trainings and specialized training
0121053-530300 __|ITServices 33,000.00 50,163.24 45,600.00 33,736.35, 55,000.00 55,000.00 9,400.00 20.6156)
0121053-534100 _|Telecommunications 9,000.00 8,434.88 9,000.00 2,481.18 10,000.00 10,000.00 1,000.00 11.11%
0121053-534103 _| Cell Phones - Town Owned 13,050.00 3,015.03 13,050.00 5,546.52 13,500.00 12,000.00 (1,050.00) “8.05%
0121053-534104 __ | Fax Lines, 2,050.00 821.75 2,050.00 359.43 2,050.00 2,050.00 - 0.0036
0121053-534200 _| Internet Acess 3,328.00 7,136.27 7,785.24 8,000.00 8,000.00 214.76 2.76%
0121053-534400 __ [Postage 1,250.00 548.85 1,250.00 584.00 1,250.00 1,250.00 : 0.0056
0121053-538201 _| Secure Document Destruct! 2,500.00 680.94 2,500.00 2,500.00 2,500.00 - 0.0056
0121054-542300 _ |General Office Supplies 7,000.00 8,144.22 8,000.00 4,665.68 10,000.00 9,000.00 1,000.00 12.50%
0121054-548200 | Automobile Parts 10,000.00 8,432.43 10,000.00 5,264.94 11,000.00 11,000.00 1,000.00 10.00%
0121054-549200 __ Regional Lockup 10,160.00 6,450.00 10,160.00 2,850.00 10,200.00 9,000.00 (1,160.00)|_-11.425
0121055-558100 __ | Public Safety Supplies 17,000.00 14,981.13 17,000.00 9,782.94 18,500.00 18,500.00 1,500.00 8.8256
0121055-558401 | Uniforms 12,000.00 5,214.15 12,000.00 1,316.95 12,500.00 12,500.00 500.00 4.1736
0121057-573100 _| Professional Associations 10,000.00 7,306.00 10,000.00 8,422.88 12,500.00 10,000.00 - 0.0056
0121057-579100 _|SoftwareAnnuallicenseCq 13,500.00 11,638.08 13,500.00 13,255.76 15,500.00 15,500.00 2,000.00 14.81%
EXPENSES SUB-TOTAL: 276,938.00 | 251,997.33] 309,727.24| 130,729.48] —_332,850.00| 326,650.00 16,922.76 5.46%
0121058-58710020_|FY20 Replacement Vehicle - - #DIV/o!
0121058-587100 [Replacement Automobiles : : #DIV/O!
CAPITAL SUB-TOTAL: - - - - - - - #DIV/o!
210 - POLICE DEPARTMENT TOTAL 4,191,022.00 | _3,980,092.53| _4,390,491.05 | 2,214,919.47| _4,780,475.43 | _4,612,336.03| 221,844.98 5.05%|
Town Manager Recommended Budget
FY26 Operating Budget
|
292 - ANIMAL CONTROL FY2024 FY2024 Fy2025 Fy2025 FY2026 FY2026 $ %
AccountNumber |Account Description Budget Actual Budget Actual 12/3: Dept Request | Town Manager Change Change
0129251-511100 Personnel 51,962.00 51,961.52 53,001.24 26,497.47 54,326.00 54,326.00 1,324.76 2.5056
0129251-514600 Longevity 725.00 725.00 725.00 725.00 950.00 225.00 31.0356] U
PERSONNEL SUB-TOTAL: 52,687.00 52,686.52 53,726.24 26,497.47 55,051.00 55,276.00 1,549.76 2.88%
0129252-524101 Repair/Maint Equipment 500.00 40.00 500.00 500.00 500.00 - 0.0056
0129252-524106 Repair/Maintenance of VeH 3,000.00 3,048.46 3,000.00 2,048.36 3,000.00 3,000.00 - 0.0056
0129253-530101 Medical Services 400.00 400.00 400.00 400.00 - 0.0056
0129253-530701 Conference Fees - - #DIV/o!
0129253-530900 ITServices 400.00 400.00 400.00 400.00 - 0.0056
0129255-558401 Uniforms 850.00 793.39 850.00 84.00 850.00 850.00 - 0.0056
0129255-558900 Miscellaneous Supplies 720.00 584.36 720.00 126.15 720.00 720.00 - 0.00%
EXPENSES SUB-TOTAL: 5,870.00 4,466.21 5,370.00 2,258.51 5,870.00 5,370.00 - 0.0056
292 - ANIMAL CONTROL TOTAL 58,557.00 57,152.73 59,596.24 28,755.93 60,921.00 61,146.00] 1,549.76 2.60%
es
Town Manager Recommended Budget
FY26 Operating Budget
l I
290 - REGIONAL DISPATCH FY2024 FY2024 FY2025 Fy2025 FY2026 FY2026 $s %
Account Number |Account Description Budget Actual Budget Actual 12/31/24 DeptRequest | Town Manager Change Change Comments
[ 0129056-569500 Regional Dispatch 420,750.00 355,280.08 441,787.50 219,559.06 375,000.00 375,000.00 (66,787.50) -15.1256| Decrease of Costs Due to Chelsea Joining MNRECC
EXPENSES SUB-TOTAL: 420,750.00 355,280.03 441,737.50 219,559.06 375,000.00 375,000.00 (66,787.50) -15.1256
(2eOsREslon al DISPATCH TOTAL 420,750.00 355,280.08 441,787.50 219,559.06 375,000.00 375,000.00 (66,787.50) -15.12%6|
Return to Table of Contents
WINTHROP FIRE DEPARMENT
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WINTHROP FIRE DEPARTMENT
MISSION STATEMENT
The Winthrop Fire Department is dedicated to protecting the
citizens of Winthrop from fires and other emergency situations
both natural and manmade and responding to these medical
emergencies in an efficient, professional manner.
We are committed to providing and delivering these services through
continuing training and education of both fire and department
personnel and members of the community, by rigorous code enforcement and by maintaining
an open, cooperative relationship with all other town departments and members of the
community .
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ACCOMPLISHMENTS
1. The first significant accomplishment I would like to recognize is the Department’s
response to the 4-Alarm fire at 91 Veteran’s Rd, April 21,2023. The fire was in an
occupied, 63 unit apartment building. The initial responding units were faced with
heavy smoke and fire showing from the third floor, extending to the fourth floor.
Multiple calls for trapped victims on both the fire floor and fourth floor. Multiple
rescues were made over ground ladders and by aerial ladder. Multiple alarms were
struck for mutual aid from surrounding communities. After the fire was extinguished,
the building was uninhabitable and over 100 occupants would need to be relocated. I
am very proud of the way multiple town departments came together to support the
displaced, by assisting with immediate and longer term needs.
2. During the last year we, as a department, have made a conscious effort to increase our
regional presence. We have significantly increased our participation in multi-
jurisdictional, multi-disciplinary training and exercises. Several members of the
Department participated in regional table top exercises sponsored by MEMA, focused
on regional response to hazardous materials incidents and evacuation exercises. We
have several members who have completed Hazardous Materials Technician level
certification training and are in the process of being assigned to the State Hazardous
Materials Response Team. We also have one member currently enrolled in Spec Ops
Confined Space Rescue training, with the goal of being assigned to the Massachusetts
Task Force 1. We continue to work with our UASI partners on ASHER (NFPA 3000).
3. In collaboration with our Public Health Department, we have secured funding for,
and are in the process of implementing, a comprehensive “wellness” program for all
Firefighters, with the hope of expanding it to all First Responders. Funded by a grant
obtained by the Health Department, “Cordico Wellness” is an app that gives our
Firefighters and their family members, on demand access to confidential, relevant
and effective wellness resources, for both physical and mental health.
4. In last year's "Goals and Objectives" I stated that one of our Goals for FY24 was to
increase the Department's commitment to the school SAFE and Senior SAFE programs.
Student Awareness of Fire Education (SAFE) is a grant program to local fire
departments that puts trained firefighters in classrooms to conduct fire safety education
in grades pre-k through 12. Senior SAFE is a grant program funded through the FSC
cigarette program. It provides funding to educate older adults in fire safety and the
unique fire risks to this age group. This past year we added three fully trained members
to our SAFE team and they are actively engaged with both the town's Day Care
facilities as well as the school system.
Town Manager Recommended Budget
FY26 Operating Budget
I
220- FIRE DEPARTMENT FY2024 FY2024 FY2025 FY2025 FY2026 FY2026 $ %
Ne Actual Budget _|Actual 12/31/24 Dept Ri Town Manager| ___Change Change
0122051-511100 [Personnel 2,805,942.00 | 2,677,134.98] 2,945,000.00 1,414,363.61| 3,062,789.52 | 3,062,789.52] 113,350.00 2.5% increase; $73,625 paramedic
increase($6,198.53 x 4) $19,370.40
HazMat Tech increase ($3,874.08 x5))
3.85% | $19,370.40
0122051-511103 | SickTime 18,000.00 26,500.00 18,000.00 10,700.00 78,000.00 18,000.00 : 0.0036| anticipated sick time payout at retirement
0122051513100 [Overtime 249,600.00 | 284,510.63| 254,592.00| 167,068.56] 300,000.00| — 300,000.00 45,408.00 17.8456| 2.596 increase $6,364 ; CBA8 man minimun shift x3 mo's
0122051-514200 _ [Education Credits 6,000.00 4,530.00 6,000.00 405.00 6,000.00 6,000.00 : 0.0036
0122051-514300 [Educational 33,000.00 30,162.00 30,000.00 37,954.00 ‘40,000.00 40,000.00 10,000.00 33.33%
0122051-514500 _ [Holiday 124,800.00 | 131,173.51] 133,659.80 48,820.85] 137,000.00] 137,000.00 3,340.20 2.50%¢| 2.556 increase
0122051-514600 [Longevity 950.00 950.00 950.00 - 950.00 - o
PERSONNEL SUB-TOTAL: 3,237,342.00 | 3,154,961.12| 3,388,201.80| 1,681,262.02| 3,623,789.52 | 3,564,739.52] 176,537.72 5.21%
0122052-521100 _ [Electricity 9,606.00 6,358.51 9,000.00 3,016.80 9,000.00 9,000.00 - 0.00%)
0122052-521200 __|Heating Fuel 14,091.00 16,463.85 16,303.20 3,364.27 16,308.20 1,909.20 : 0.0056
0122052-524100 _|Repair/Maint Buildings 12,565.00 17,320.47 20,000.00 3,037.46 20,000.00 20,000.00 - 0.00%]
0122052-524101 __[Repair/Maint Equipment 5,324.00 6,212.62 5,300.00 1,257.20 5,300.00 5,300.00 - 0.00%
0122052-524106 _|Repair/Maintenance of Vel} 54,000.00 64,524.31 54,000.00 26,597.47 54,000.00 54,000.00 : 0.0056
0122052-527400 | Equipment Leases 1,200.00 38.83 1,200.00 550.00 1,200.00 1,200.00 - 0.00%]
0122053-530701 _| Conference Fees 2,500.00 2,000.00 2,000.00 2,000.00 - 0.0036
0122053-530702 _|Training Services 50,000.00 38,391.16 44,050.00 1,924.00 44,000.00 44,000.00 (50.00) 0.115)
0122053-534100 __|Telecommunications 14,465.00 7,463.71 13,000.00 3,316.13 13,000.00 13,000.00 - 0.00%)
0122053-534103 _|Cell Phones - Town Owned - #DIV/O!
0122054-542300 __ |General Office Supplies 1,004.00 1,112.31 1,000.00 242.88 1,000.00 1,000.00 - 0.00%)
0122054-545100 _ [Cleaning Supplies 2,200.00 2,273.63 2,640.00 919.26 2,640.00 2,640.00 - 0.00%)
0122055-550200 _| Preventative Medical Supp! 6,050.00 5,736.89 5,000.00 1,812.82 5,000.00 5,000.00 - 0.00%)
0122055-558102 __|Fire Prevention Supplies 3,450.00 1,294.70 3,000.00 211.09 3,000.00 3,000.00 : 0.0056
0122055-558401 [Uniforms 44,700.00 34,671.66 40,000.00 19,293.92 40,000.00 40,000.00 : 0.00%)
0122057-571101 _ | In-State Tolls 1,000.00 852.30 800.00 130.65 800.00 800.00 - 0.00%)
0122057-573100 _| Professional Associations 7,500.00 5,560.00 7,000.00 6,862.50 7,000.00 7,000.00 : 0.0036
0122057-579100 [Software AnnuallicenseCq 22,000.00 22,619.84 23,000.00 19,374.92 23,000.00 23,000.00 : 0.0056
EXPENSES SUB-TOTAL: 251,655.00 | 230,900.79] 247,899.20 91,911.37] 247,849.20| 247,849.20 {50.00)] 0.0256
0122058-58710020 |FY20 Replacement Vehicled - - #DIV/O!
0122058-587100 _| Replacement Automobiles - - #DIV/O!
CAPITAL SUB-TOTAL: - - - - - - - ‘#DIV/O!
220 - FIRE DEPARTMENT TOTAL 00 | _3,636,101.00 | 4.85%
Town Manager Recommended Budget
FY26 Operating Budget
291 - EMERGENCY MANAGEMENT FY2024 FY2024 Fy2025 a eayad FY2026 FY2026 $ %
Account Number Account Description Budget Actual Budget Actual 12/3: Dept Request | Town Manager Change Change
0129152-521100 Electricity 2,500.00 656.41 3,000.00 265.59 3,000.00 3,000.00 - 0.0036
0129152-521200 Heating Fuel 3,200.00 3,531.02 4,000.00 880.45 4,000.00 4,000.00 - 0.00%
0129152-523200 Alarm 240.00 240.00 240.00 - 0.0056
0129152-524106 Repair/Maintenance of Veh 2,500.00 199.93 - - #DIV/O!
0129153-530702 Training Services 1,000.00 - - #DIV/O!
0129153-534100 Telecommunications 3,000.00 2,123.82 2,000.00 867.84 2,000.00 2,000.00 - 0.00%
0129153-534200 Internet Access 3,000.00 2,458.80 3,000.00 1,024.50 3,000.00 3,000.00 - 0.0036
0129154-542300 General Office Supplies 750.00 750.00 (750.00) -100.00%
0129155-558401 Uniforms 600.00 600.00 (600.00) -100.00%
0129157-579100 Software Annual License Cost - #DIV/O!
EXPENSES SUB-TOTAL: 16,550.00 8,969.98 13,590.00 3,038.38 12,240.00 12,240.00 (1,350.00) -9.93%
291 - EMERGENCY MANAGEMENT TOTAL 16,550.00 8,969.93 13,590.00 3,038.33 12,240.00 | __12,240.00] (1,350.00) 9.93%
Return to Table of Contents
DEPARTMENT OF
PUBLIC WORKS
Return to Table of Contents
DEPARTMENT OF PUBLIC WORKS
HIGHWAY DIVISION - CEMETERY DIVISION - BUILDING MAINTENANCE DIVISION
MISSION STATEMENT
The Department of Public Works conducts a variety of services vital to the community of
Winthrop. These services include the maintenance of streets, sidewalks, street signs,
streetlights, trees, sewers, water distribution, storm drains, public grounds, beaches,
cemeteries, and municipal buildings. Service also includes the oversight of the curbside
trash and recycling contract, and general engineering and public safety assistance as needed
in coordination with other Town departments. We strive to conduct our work in a cost
effective, safe, and professional manner. We are committed to achieving high quality,
effective, and responsive results with every service we provide.
DESCRIPTION OF SERVICES:
The Department of Public Works’ (DPW) operational structure consists of activities
funded by the general fund and those funded by two enterprise accounts. In total the
department consists of 34 full-time employees and 5 part-time / seasonal employees.
There are currently 6 vacant full-time positions. The portion of the department funded
with general funds includes the Highway, Cemetery, and Building Maintenance
divisions. These divisions represent about 50% of the total work force. The enterprise
accounts fund the Water, Sewer and Solid Waste divisions.
The Director of Public Works is responsible for the Public Works department’s overall
operation. On the management level the Operations Manager, Facilities Manager, two
Highway Superintendents, a Cemetery/Grounds Superintendent, and a Solid Waste
Manager assist him. The Director is responsible for staffing, budgeting, program
development, project planning, emergency management, and compliance with all
applicable local, state, and federal laws and regulations. The Operations Manager
oversees the Director’s priorities and daily assignments, helps administer the permitting
program, conducts and monitors division safety training and assesses equipment and
material needs. The Facilities Manager coordinates and oversees the custodial duties, the
maintenance schedule of all Town and School owned building equipment, and all special
projects that occur within the town owned facilities. The Highway and Grounds
superintendents assist with the assignment of work and oversee the daily progress. The
Solid Waste Manager oversees the curb-side trash and recycling contract, monitors and
educates residents and businesses on proper waste and recycling disposal procedures and
assists the Director with the trash fee billing program.
DPW ORGANIZATIONAL CHART
Return to Table of Contents
Return to Table of Contents
DPW HIGHWAY DIVISION
DESCRIPTION OF SERVICES:
The Public Works Director is responsible for the overall management of the Highway Division
including licensing, regulatory reporting, staffing, procurement, and public works project oversight.
The Operation’s Manager and the Highway and Grounds Superintendents assist the Director with the
daily operations of the department. The Operations Manager assigns and oversees the Director’s
priorities, administers the permitting program, conducts and monitors department safety training and
assesses equipment and material needs. The Highway and Grounds Superintendents assist with
assignment of work and oversee the daily progress.
Highway Division responsibilities include drainage, street and sidewalk repair, beach cleanup and
maintenance, sign installation and maintenance, traffic controls, traffic lights, street lighting, snow
plowing, snow removal and salting operations, and the maintenance of all Town vehicles and
equipment. Additionally, the department is responsible for the operation of the Town’s fueling station
and service garage. The Highway Division is also responsible for maintaining the Town’s public
spaces which include 10 parks, 8 parcels of land/rights of way, 8 municipal building grounds, 3 school
grounds, 4 athletic fields, 2 public beaches, as well as, the care and management of approximately
2,550 public shade trees.
The overall FY26 budget request for the DPW Highway Division is $40,536 (3.54%) over the FY25
adopted budget primarily due to contractual pay increases associated with the Labor and Clerical
contracts, additional overtime needs, continued material escalation, and increased costs associated
with contracted services.
All requested increases are outlined below:
FY25 FY26
Expenditure Line Adopted Submitted
Personnel 521,431 541,967
Contract services 125,000 135,000
Public Infrastructure Supplies 95,000 100,000
Yard Waste Removal 50,000 55,000
Return to Table of Contents
DPW CEMETERY DIVISION
DESCRIPTION OF SERVICES:
The Cemetery Division is under the supervision and control of the Director of Public Works. The
Director is responsible for staffing, procurement, budgeting, and the department’s overall operation
of the four municipal cemeteries. Both the Operations Manager and the Cemetery & Grounds
Superintendent assist the Director with the department’s daily obligations. The Operation’s Manager
assesses staffing, equipment, and material needs, in addition to overall progress. The Superintendent
is responsible for the daily operations, including balancing the workload, maintaining permanent
records, and the response to requests for service. The Department also works closely with family
representatives and funeral homes to make burial arrangements and brokering the sale of land and
burial plots.
The majority of the department’s workload is associated with interments and our stewardship of over
twenty acres of land that make up the Town’s four public cemeteries. This includes the cutting of the
lawns, hedge trimming, weeding, tree pruning, and manicuring of the cemetery grounds.
Additionally, the Department is responsible for the management and organization of the Town’s drop
off facility for yard waste. The yard waste facility is open two days per week from April through
December and accepts residential yard waste and small branches.
The FY26 budget request for the Cemetery Division is $37,082 (13.2%) over the FY25 adopted
budget primarily due to contractual pay increases associated with the Labor and Clerical contracts,
the addition of a purchased services expenditure line, and continued material escalation of
groundskeeping supplies. The new request for the purchased services line is to fund vendor costs
integral to Cemetery Operations. These costs are associated with assistance for interments/dis-
interments, dirt management and haul-out, and the installation of headstone foundations. These
purchased services expenses continue to hit the Highway budget which simply can no longer absorb
these increasing cemetery operation expenses.
All other line items in the Cemetery budget remain level funded from FY25. The increases are
outlined below:
FY25 FY26
Expenditure line Adopted Submitted
Personnel 210,880 219,152
Longevity 1,473 2,533
Tree Warden Stipend 8,000 10,000
Groundskeeping Materials 11,500 15,000
Purchased Services Unfunded 25,000
Return to Table of Contents
DPW BUILDING MAINTENANCE DIVISION
DESCRIPTION OF SERVICES:
The Building Maintenance Division also falls under the direct supervision and budgetary control of
the Director of Public Works and is managed daily by the Facilities Manager. This division is
responsible for the custodial services and maintenance of the Town Hall, Library, Police Station and
Auxiliary Police Garage, the Public Facilities Building, the Senior Center, the Ferry Terminal, and
the EB Newton Cultural Center, as well as, assisting the School Department’s Operations Manager
with identifying and managing the maintenance and cleaning needs at all school buildings. The
Building Maintenance staff consists of the Facilities Manager, a Custodial Foreman, a Building
Maintenance Foreman, a full-time maintenance technician, and one part-time evening custodian. The
Facilities Manager oversees hired contractors and is also responsible for purchasing stock and
supplies, creating custodial and maintenance schedules, identifying capital needs, and overseeing
work quality.
The overall budget request for FY26 for the Building Maintenance Division has increased by $19,806
(3.6%) over FY25. This increase is primarily due to contractual pay increases associated with the
Labor and Clerical contracts, continued increases in purchased services, and material escalation costs.
All other line items in the Building Maintenance budget remain level funded from FY25. The
increases are outlined below:
FY25 FY26
Expenditure line Adopted Submitted
Personnel 312,219 323,775
Longevity 2,200 3,150
Natural gas 16,830 17,330
Purchased Services 130,000 135,000
General Supplies 45,000 46,350
Cleaning Supplies 16,500 16,950
Return to Table of Contents
DEPARTMENT OF PUBLIC WORKS
GOALS & ACCOMPLISHMENTS
FY26 Departmental Goals for the three General Fund Divisions include:
• The replacement of another 2,500 square yards of damaged concrete sidewalk town-wide
• To continue to improve ADA compliancy at all sidewalks and street crossings
• To re-surface 2.5 miles of deteriorated asphalt roadway
• To plant 50 additional public shade trees town-wide
• To prioritize, engineer and fund the needed drainage improvements throughout the town
• To continue to restore and improve our public water access points, our public walkways,
and our coastal seawalls
• Continue to utilize our new Facility Management software to prioritize scheduled building
maintenance needs and reduce costs associated with emergency repairs
Prior year accomplishments:
• Replaced 2,500 square yards of damaged concrete sidewalk
• Re-surfaced 40,000 square yard of deteriorated asphalt roadway
• Planted 50 public shade trees
• Restored 250 linear feet of deteriorated seawalls
• Replaced 650 linear feet of deteriorated iron fencing at the Town’s Cemetery
‘Town Manager Recommended Budget
FY26 Operating Budget
[420 - DEPARTMENT OF PUBLIC WORKS FY2024 FY2024 FY2025 FY2025 FY2026 FY2026 $ %
Number Description Budget Actual Actual 12/31/24 Dept Town Change
[0142051511100 [Personnel 499,535.00] 303,409.73] 521,431.36] 156,662.77] 542,777.00] 542,777.00 21,345.64 COLA's, Contractual increases for union
4.09%] employees, and contractual license pay
[0142051513100 | Overtime 35,000.00 34,500.84 40,000.00 28,452.61 40,000.00 40,000.00 - 0.00%[FY25 Storm drain pumping & vacancies causing work thru lunch
[0142051514600 _ Longevity 2,000.00 2,687.50 2,500.00 3,187.50 2,500.00 3,200.00 700.00 28.00% | updated
0142051514201 License/Certification 10,250.00 3,905.38 10,250.00 1,934.00 10,250.00 10,250.00 - 0.00%]
[0142051519300 [Uniform Allowance 13,000.00 5,407.30 13,000.00 327.92 13,000.00 13,000.00 : 0.00%]
[0142051519600 _|Stipend 42,500.00 45,625.77 42,500.00 21,865.91 42,500.00 42,500.00 - 0.00%]
PERSONNEL SUB-TOTAL: 602,285.00 | 395,536.52] 629,681.36 | 212,430.71] 651,027.00| _ 651,727.00 22,045.64 3.50%
[0142052-521100 _ [Electricity 18,375.00 9,454.32 18,375.00 3,577.42 18,375.00 18,375.00 - 0.00%)
(0142052521104 | Street Lights 57,750.00 39,727.54 57,750.00 18,089.63 57,750.00 47,750.00 (10,000.00)} -17.3256
[0142052-524107 Repair/Maint of Infrastructy 110,000.00| _278,379.15| —125,000.00| —179,529.30| —135,000.00| —_ 135,000.00 10,000.00 8.00% Increased prevaing wage costs
[0142052524200 _| Electrician Services 56,500.00 43,762.81 56,000.00 21,650.32 56,000.00 56,000.00 - 0.00%]
[0142053530702 _| Training Services 10,000.00 8,325.00 10,000.00 220.00 10,000.00 10,000.00 - 0.005]
(0142053538300 _| Police Details 30,000.00 29,932.50 30,000.00 16,360.00 30,000.00 30,000.00 - 0.00%]
[0142053534101 _|Telecommunications 2,700.00 668.63 2,700.00 256.48 2,700.00 2,700.00 - 0.005]
[0142053534103 | Cell Phones 6,000.00 3,979.11 6,000.00 1,755.41 6,000.00 6,000.00 - 0.00%]
(0142053534400 | Postage 1,000.00 234.28 1,000.00 158.43 1,000.00 1,000.00 - 0.005]
[0142054542300 _| General Office Supplies 4,050.00 3,826.11 4,050.00 2,331.82 4,050.00 4,050.00 - 0.00%]
[0142054543700 _| Vehicle Maint Supplies 35,000.00 25,914.84 35,000.00 9,781.67 35,000.00 35,000.00 - 0.005]
[0142054546300 _ | Groundskeeping Materials, 20,000.00 12,539.20 20,000.00 6,117.50 20,000.00 20,000.00 : 0.00%]
[0142054546301 _|Groundskeeping-School (3,950.68) - #DIV/O!
10142055-553100 _ | Public Infrastructure Suppli| 90,000.00 80,821.55 95,000.00 33,096.30| 100,000.00 | _ 100,000.00 5,000.00 5.2656 Increased material & supply costs
[0142057-579100 _| Annual Software License 3,250.00 3,250.00 3,250.00 3,250.00 3,250.00 3,250.00 - 0.00%]
EXPENSES SUB-TOTAL: 444,625.00 | 536,864.36] 464,125.00] 296,174.28] 479,125.00] 469,125.00 5,000.00 1.08%
[0142058588178 | FY20 Loader - - #DIV/0!
[0142058588179 FY20 Backhoe - - #0IV/O!
(0142058588180 | FY20 Dump Truck - - #DIV/O!
(0142058581200 | Yard Waste Removal 50,000.00 59,600.00 50,000.00 35,600.00 55,000.00 55,000.00 5,000.00 Increased hauling & removal cost for
yard waste debris / Quantities are also
10.00%] increasing
CAPITAL SUB-TOTAL: 50,000.00 59,600.00 50,000.00 35,600.00 55,000.00 55,000.00 5,000.00 10.00%]
—————————E ———————————————————————————————— aa —__|
a
Town Manager Recommended Budget
FY26 Operating Budget
[491 - CEMETERY DEPARTMENT FY2024 Fv2024 FY2025 FY2025 FY2026 FY2026 $ %
|Account Number |Account Description Budget Actual Budget Actual 12/31/24 Dept Request | Town Manager Change Change Comments
0149151-511100 Personnel 200,206.00} 182,713.97] 210,879.57 88,487.26] 219,151.56| 212,541.46 1,661.89 0.01 |COL’s.contractual increases for union
employees, and contractual license pay
(0149151-513100 _|Overtime 19,000.00 | _16,708.36 19,000.00 6,397.73 19,000.00 19,000.00 : :
(0149151-514201 _ |License/Certification 1,000.00 1,000.00 1,000.00 1,000.00 : :
(0149151-514600 _ |Longevity 1,473.00 1,583.33 1,473.00 2,533.33 2,533.33 2,596.66 1,123.66 0.76 [Contractual obligation
(0149151-519300 [Uniform Allowance 2,800.00 2,054.48 2,800.00 830.87 2,800.00 2,800.00 : :
0149151-519600 Stipend 8,000.00 7,999.94 8,000.00 $923.07 10,000.00 10,000.00 2,000.00 0.25 |The current ree warden stipend is
insufficient to attract and retain
qualified personnel
PERSONNEL SUB-TOTAL: 232,479.00| _211,060.08| 243,152.57 99,172.26| 254,484.89| 247,938.12 4,785.55 0.02
. Currently the Highway division is
0149151-525200 _—_| Purchased Services subsidizing all cemetery contract service
- - - 20,000.00 20,000.00 20,000.00 expenses
(0149153-530702 | Training Services 5,000.00 4,900.00 5,000.00 5,000.00 5,000.00 : :
0149154546300 |Groundskeeping Materials 11,500.00 2,710.00 15,000.00 5,445.00 15,375.00 15,375.00 375.00 0.03 | Increased material costs
0149155-553900 _|Misc Supplies 15,000.00 |" _14,658.75 15,000.00 13,000.00 15,375.00 15,375.00 375.00 0.03 [Increased material costs
(0149157-579100 [Annual SoRtware License 3,250.00 3,250.00 3,250.00 3,249.91 3,250.00 3,250.00 : :
EXPENSES SUB-TOTAL: 34,750.00 25,518.75 38,250.00 21,694.91 64,000.00 59,000.00 20,750.00 0.54
491 - CEMETERY DEPARTMENT TOTAL |} —267,229.00 |_236,578.83 | _281,402.57 | _120,867.17] __318,484.89 | _ 306,938.12 25,535.55 9.07%)
Town Manager Recommended Budget
FY26 Operating Budget
192 - DPW BUILDING MAINTENANCE FY2024 FY2024 FY2025 FY2025 FY2026 FY2026 $ %
Account Number __|Account Description Budget Actual Budget _| Actual 12/31/24 Dept Request |Town Manager| Ch ch @
0119251-511100 Personnel 296,978.00] 248,372.96] — 312,219.07| 127,075.90] 323,300.00| 323,300.00 11,080.93 3.55%| COLA'S: Contractual increases for union
employees. And contractual license pay
0119251-513100 Overtime 8,000.00 4,152.62 8,000.00 4,107.33 8,000.00 8,000.00 - 0.00%|
0119251-514201 License/Certification 5,250.00 5,250.00 223.00 5,250.00 5,250.00 - 0.00%)
0119251-514600 Longevity 2,200.00 2,200.00 2,200.00 3,150.00 3,150.00 3,150.00 950.00 43.18%| Contractual obligation
0119251-519300 Uniform Allowance 4,500.00 3,152.81 4,500.00 1,491.70 4,500.00 4,500.00 - 0.00%)
0119251-519600 Stipend 10,000.00 10,000.38 10,000.00 5,000.19 10,001.00 10,001.00 1.00 0.01%|
PERSONNEL SUB-TOTAL: 326,928.00| 267,878.77| _342,169.07| _141,048.12| _354,201.00| 354,201.00 12,031.93 3.52%
0119252-521200 Natural Gas 16,830.00 21,476.54 16,830.00 1,904.79 17,330.00 17,330.00 500.00 2.97%)Anticipated utility rate increase for natural gas
0119252-524100 Repair/Maint Bldgs Purch Svl_120,000.00| 117,107.80] 130,000.00 65,286.37] 135,000.00| 135,000.00 5,000.00 3.85%| Prevailing wage increases
0119254-543900 General Repair/Maint Suppl! 44,000.00 39,092.61 45,000.00 11,621.93 46,350.00 46,350.00 1,350.00 3.00%|Increased material & supply costs
0119254-545100 Cleaning Supplies 16,500.00 13,296.30 16,500.00 9,488.26 16,950.00 16,950.00 450.00 2.73%|Increased material & supply costs
0119257-579100 [Annual Software License Co 3,250.00 3,250.00 3,250.00 3,250.00 3,250.00 3,250.00 - 0.00%
EXPENSES SUB-TOTAL: 200,580.00| _194,223.25| 211,580.00 91,551.35| _218,880.00| _ 218,880.00 7,300.00 3.45%
192 - DPW BUILDING MAINTENANCE TOTAL 527,508.00| _462,102.02| _553,749.07| __232,599.47| __573,081.00| __573,081.00 19,331.93 3.49%|
T
Town Manager Recommended Budget
FY26 Operating Budget
423 - SNOW & ICE
FY2024 FY2024 FyY2025 Fy2025 FY2026 FY2026 %
Account Number Account Description Budget Actual Budget Actual 12/3: Dept Request | Town Manager Change
0142351-512120 Snow/Ice Manpower - 28,126.46 - 6,309.42 #DIV/O!
PERSONNEL SUB-TOTAL: - 28,126.46 - 6,309.42 - - #DIV/O!
#DIV/O!
0142355-553201 Snow Removal Supplies 135,000.00 101,244.51 135,000.00 2,825.13 135,000.00 135,000.00 0.0056
EXPENSES SUB-TOTAL: 135,000.00 101,244.51 135,000.00 2,825.13 135,000.00 135,000.00 0.00%
423 -SNOW & ICETOTAL 135,000.00 129,370.97 135,000.00 9,134.55 135,000.00 135,000.00 0.0036
|
Return to Table of Contents
WINTHROP PUBLIC
LIBRARY
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WINTHROP PUBLIC LIBRARY & MUSEUM
MISSION
The Mission of the Winthrop Public Library & Museum is to provide free public library service to
all citizens of Winthrop. The Library will provide a wide range of print and non-print media for
recreational and personal development. The Library will also preserve and provide access to a
Museum collection covering both history and art in the community.
ORGANIZATIONAL CHART
GOALS AND OBJECTIVES
• Due to the retirement of our Assistant Director that position has been changed to an
Executive Assistant and currently in the process of being filled. It is an integral position at
the library and will be important goal to find the right person and train them for the role.
• Begin renovating the basement areas to make room for makerspace and private study areas.
This will be a long process extending over a 2-3 year period.
• Continue to maintain an accessible collection, staying on top of purchasing and weeding.
• Implement a Hot Titles to boost circulation numbers and better respond to patron needs. A
“Hot Title” is normally a book or other material that only go out for a week and is not
holdable or requestable, and will not travel to other libraries.
Return to Table of Contents
ACCOMPLISHMENTS
• At the time of writing this report a handicapped ramp is
being built in the Children's Room. This is the first step
in fixing a number of major access issues for the
library. We look forward to improving several of these
issues in the coming year.
• We've added streaming video as one of our many
library resources. Kanopy is an app that can be installed
on mobile devices and TV streaming devices alike.
Access 10s of thousands of titles with a library card.
• Over the past 5 years staff have managed to weed over
10,000 volumes from the collection, over and above the
natural purchasing/weeding cycle. Staff have used the
extra space to shift books and adjust shelves to make
materials more accessible. This has led to much more
open stacks and improved the patron experience exponentially.
• The Children’s Room has begun to host MakerSpace Days, which are very popular. We’ll
be working towards making this a permanent offering over the next couple years.
SIGNIFICANT BUDGET CHANGES OR INITIATIVES
As presented at the Fall Forum, the Library’s material budget is now close to 50% going towards
digital resources, including ebooks, eaudiobooks, databases and other online resources. We’ll be
working harder in the coming year to inform patrons about these resources and how to use them.
We are also in the middle of upgrading our media outlets in the Hazlett Room, expanding them in
the Children’s Room and Bergman Room.
Return to Table of Contents
PROGRAMS AND SERVICES
PERFORMANCE MEASURES
This year’s circulation number remain mostly unchanged from the previous year though Overdrive
is up 50% and Ill has increased by a little under 10%
Circulation Numbers
Format Adult YA Child Total
Audio 965 2 224 1,191
Books 20,177 4,119 38,338 62,634
Materials in electronic format 13 10 9 32
Miscellaneous 5 0 0 5
Print Serials 202 0 19 221
Video 3,061 3 452 3,516
TOTAL 24,423 4,134 39,042 67,599
Overdrive Circulation (Libby)
Format Adult YA Child Total
eBook 5,441 790 2,508 8,739
Audiobook 3,976 269 561 4,806
Magazine 0 0 0 1,464
Total 9,417 1,059 3,069 15,009
Full Report
Programming
Storyhours
Crafting
Bookgroup
Homework Help
Circulation
Reference
Collection Development
Material Processing
Technology
Assistance
Scanning/Faxing
Printing/Copying
Email / Internet
MS Office
Library Databases
Libby (ebooks/eaudio)
Cataloging/Processing
Preservation
Digitization
Rotating Art & History Displays
Misc.:
Charlie Cards
Museum Passes
Tax Forms
Copier Service
WIFI
Room Bookings
Adult Children’s
Museum Services
Service
s
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InterLibrary Loans
ILLs (includes Network Transfers, Commonwealth Catalog, and ILLs.)
Received 9,441
Provided 19,314
PROGRAMMING NUMBERS
Total number of LIVE programs: 43
Total attendance at LIVE Adult programs: 689
Total number of LIVE programs for YA: 124
Total attendance at LIVE YA programs: 225
Total number of LIVE programs for School Children Aged 6-11 held: 99
Total attendance at LIVE School Children's Aged 6-11 programs: 2,303
Total number of LIVE programs for Young Children Aged Birth – 5: 160
Total attendance at LIVE Young Children Aged Birth – 5 programs: 3,577
Total number of LIVE programs for General Audience/All Ages: 3
Total attendance at LIVE General Audience/All Ages programs: 860 (this includes the Library’s
125 th anniversary)
PERSONNEL SUMMARY
FY2023 FY2024 FY2025 CHANGE
610 Library Director 1 1 1 0
Assistant Director .7 .7 0 -.7
Executive Assistant 0 0 .85 .85
Children’s Librarian 1 .95 .85 -.1
Young Adult Librarian 1 .7 0 -.7
Children’s Librarian II 0 0 1 1
IT/Local History Librarian 1 1 1 0
Circulation Supervisor 1 1 1 0
Circulation Assistant 1 1 1 0
Library Assistants 2.49 2.63 2.1 -.53
610 Total Full Time
Equivalents
9.19 8.98 8.8 -.18
PERSONNEL NOTES
More change in Children’s led to a shifting of hours and the YA Librarian becoming a Children’s
II. The Assistant Director has changed to an Executive Assistant position.
Town Manager Recommended Budget
FY26 Operating Budget
(610-LIBRARY FY2024 FY2024 FY2025 FY2025 FY2026 FY2026 $ %
A Number _|Ac Description Budget Actual Budget _|Actual 12/31/24 DeptRequest | Town Change Change ce
(0161051-511100 | Personnel 425,880.00| 409,965.13] 431,575.00| 214,592.58] 440,998.33| 443,998.33 12,423.33 Amount includes Holiday Pay, Step
Increases, and $12,000 towards a Part
Time Library Laborer/Custodian position
2.8836] (Custodian =$14,470.59)
0161051-514600 __| Longevity 2,825.00 2,081.00 1,187.85 1,187.85 527.14 527.14 (660.71)| -55.625s| Down to one employee.
PERSONNEL SUB-TOTAL: 428,705.00 | 412,086.13] _432,762.85| 215,780.43] 441,525.47| 444,525.47 11,762.62 2.7256
0161052-521100 [Electricity 8,400.00 4,868.74 7,000.00 2,124.73 7,000.00 7,000.00 : 0.00%
0161052-521200 [Heat 12,600.00 10,368.73 12,000.00 1,773.15 12,000.00 12,000.00 : 0.00%
0161052-523200 [Alarm 600.00 420.00 600.00 600.00 600.00 : 0.005
0161052-524100 _| Building Maintenance 1,000.00 1,150.75 1,000.00 285.00 1,000.00 1,000.00 : 0.005
0161053-530701 _| Conference Fees : #DIV/o!
0161053-534400 __| Postage : #DIVv/o!
0161053-534100 Telecommunications 2,350.00 2,399.52 2,350.00 1,229.23 2,350.00 2,350.00 - 0.00%
0161054542300 _ |General Office Supplies 16,650.00 14,796.38 16,650.00 8,604.35 16,650.00 16,650.00 : 0.00%
0161054545100 _| Cleaning Supplies - #IVv/o!
0161055-558501 Library Materials 90,000.00 87,391.42 90,400.00 33,390.77 30,000.00 $0,000.00 (400.00) $95,197.77 magic number for state
certification. Other resources will be
-0.4456] used to cover the difference.
0161057-571001 In-State Mileage 200.00 200.00 - - (200.00)|" -100.00%
0161057-573100 _| Professional Associations 500.00 75.00 500.00 500.00 500.00 - 0.00%
0161057-579100 _|Software-Noble 53,632.00 59,632.00 62,329.43 62,313.55 63,544.00 63,544.00 1,214.57 1.95%
EXPENSES SUB-TOTAL: 191,932.00] 181,102.54] _193,029.43| 116,326.78] _193,644.00| 193,644.00 614.57 0.325%
Si SHERARYTOTAL 620,637.00| 593,148.67] 625,792.28 | 332,107.21] 635,169.47 | 638,169.47 12,377.19 1.98%] The magic number for state certification
Return to Table of Contents
DEPARTMENT OF PUBLIC
HEALTH AND CLINICAL
SERVICES
Return to Table of Contents
DEPARTMENT OF PUBLIC HEALTH AND CLINICAL SERVICES
MISSION STATEMENT
The mission of the Winthrop Department of Public Health and Clinical Services is to improve the
quality of life for all who live, work and play in our community by ensuring safe environments;
preventing injury and illness; while also encouraging positive physical and mental health.
ORGANIZATION CHART
GOALS & OBJECTIVES
• Increase access to health and social services offered directly in Winthrop.
• Identify further opportunities to enhance the quality of life of individuals and families.
• Continue to develop and expand data collection methods that integrate multiple local, state,
and national databases through automated extraction techniques related to substance use
disorder, mental health indicators, intimate partner violence, and social determinants of
health.
• Increase community recognition of programs offered through WDPH&CS.
• Create a robust newsletter to report out qualitative and quantitative metrics each quarter.
• Conduct a Community Health Needs Assessment with at least 500 respondents.
Director
Behavioral Health
Peer Recovery
Supervisor
Peer Recovery
Coach
Mental Health
Clinical Supervisor
Mental Health
Clinician
DV/SA advocate
Resource
Coordination
Resource
Coordinator
Resource Navigator
Infectious Disease/
Emergency
Management
Regional Public
Health Nurse MRC
Public Health
Program Manager
Return to Table of Contents
ACCOMPLISHMENTS
• The Winthrop C.L.E.A.R. Program mentored 2 police departments regarding ways to
integrate peer recovery coaching in public safety models.
• Awarded grant funding to improve data collection and integration methods related to
substance use disorder, mental health, and community violence through the CDC Foundation
and the American Public Health Association.
• Presented the Winthrop Public Health and Safety model at multiple national conferences and
meetings.
• Added a second licensed mental health clinician, primarily focused on youth.
SIGNIFICANT CHANGES IN BUDGET FY26
We are facing budget instability due to grant funding ending which for some programs has been
anticipated and others have been abruptly ended. The WDPH&CS stands to be without
approximately $700,000 in grant funding in FY26. This will substantially impact the services we
provide to the community.
PROGRAMS AND SERVICES
Return to Table of Contents
PERFORMANCE MEASURES
Immunizations
The WDPH&CS aims to serve the immunization needs of the community. We have seen a decline
in demand for Flu vaccines this season and were unable to offer COVID-19 vaccines due to cost and
availability. The strength of the services delivered by the WDPH&CS lie in our connection to more
vulnerable residents such as those with lower SES and homebound residents.
0 500 1000 1500 2000 2500 3000
CY19
CY20
CY21
CY22
CY23
CY24
Vaccine Administered by Year
FLU COVID19
Return to Table of Contents
Winthrop C.L.E.A.R. Program
The Winthrop Community and Law Enforcement Assisted Recovery (C.L.E.A.R.) Program has
expanded throughCY24 with the additional of a youth mental health clinician. We continue to see
increases in follow up referrals from our public safety data. In CY23, our Outreach Officer flagged
458 public safety calls that were non-criminal, and could be served by the C.L.E.A.R. Program. In
CY24, that number increased to 523. We also trained 3 additional WPD officers to conduct
outreach in order to increase out capacity to connect those in need to available services.
In CY24, the WDPH&CS Social Worker connected with 85 new clients for a total of 341 client
interactions which include in-person meetings, phone calls and follow-ups. We also added an new
youth mental health clinician in August 2024 to our program.
42
97
203
206
178
142
383
313
275
458
523
0 100 200 300 400 500 600
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
# Follow Ups by WPD
15 17 15 17
25 29
23 26
31 30
38 39
19 22 20 20
35
15
25 28
35 36
41 45
Social Work Program CY24
# Total Clients # of Total Client Interacts
Return to Table of Contents
The Resource Coordination Program within the WDPH&CS focuses on social determinants of
health, or those factors such as housing, food access, socio-economic status, that have the potential
to impact overall health positively or negatively. The Resource Coordination Team is made up of a
Resource Coordinator (1.0 FTE) and a Resource Navigator (1.0 FTE). Overall, the Resource
Coordination Team worked with 383 residents and had 426 total client interactions .
The Peer Recovery Program within the WDPH&CS works with individuals who are experiencing
substance use disorder, along with their family and friends. The role of a Peer Recovery Coach
(PRC) is to facilitate access to recovery services based on the needs expressed by the client. The
WDPH&CS had 1 Peer Recovery Specialist (1.0 FTE) and a second PRC has since been added in
FY24. The path to recovery is rarely linear and often involves intensive cycles of work with each
client. In CY24, the Peer Recovery Program served over 160 individuals.
39
14
21
37
45 48
23
31 34 36
30
25
39
22 25
39
46
51
32 35 36
41
35
25
Resource Coordination Program CY24
# Total Clients by Month # of Total Client Interacts
24
27
30
4 4 5 6 8
12 13 15 15
28 29
16
6 8 8
14
18
24 26 26
30
Peer Recovery Program CY24
# Total Clients # of In Person Client Meetings
Return to Table of Contents
PERSONNEL SUMMARY
Position FTE Change
Director 1.0 FTE 0
Public Health Program Manager 1.0 FTE 0
Peer Recovery Specialist 1.0 FTE 0
Peer Recovery Coach 1.0 FTE Hired FY24
Community Resource Navigator 1.0 FTE 0
Community Resource
Coordinator
1.0 FTE 0
Domestic Violence Case
Manager
0.5 FTE Hired FY24
Town Manager Recommended Budget
FY26 Operating Budget
510- CLINICAL SERVICES PUBLIC HEALTH FY2024 FY2024 FY2025 Fy2025 FY2026 FY2026 $s %
Account Number [Account Description Budget Actual Budget Actual 12/3 Dept Request | Town Manager Change Change
0151051-511100 Personnel 171,142.00 147,848.05 172,467.67 85,458.39 175,917.02 175,917.02 3,449.35 2.0056
0151051-511102 Peer Recovery Coaches 20,000.00 24,778.31 20,000.00 12,912.77 20,400.00 35,000.00 15,000.00 75.0036] ¢
0151051-514600 Longevity 1,500.00 950.00 1,500.00 2,075.00 2,075.00 2,075.00 575.00 38.3356
PERSONNEL SUB-TOTAL: 192,642.00 173,576.36 193,967.67 100,446.16 198,392.02 212,992.02 19,024.35 9.81%
0151052-527400 Equipment Leases 2,400.00 1,740.00 2,400.00 870.00 1,800.00 1,600.00 (800.00) -33.33%)
0151053-530520 Clinical Contract Service 1,440.00 300.00 1,440.00 1,440.00 1,440.00 - 0.0056
0151053-530701 Conference Fees 2,500.00 1,142.43 2,400.00 500.00 2,400.00 2,400.00 - 0.0036 |
0151053-534104 Fax Lines - #DIV/O!
0151053-534400 Postage 266.32 - #DIV/O!
0151054-542300 General Office Supplies 2,200.00 2,105.22 2,200.00 739.88 2,200.00 2,200.00 - 0.0056
0151055-550200 Preventative Maintenance 9,400.00 7,610.09 9,400.00 9,400.00 9,400.00 - 0.0056)
0151056-569600 Regional Health Collaborat| 9,000.00 8,000.00 9,000.00 4,240.00 - - (9,000.00) |
-100.0056]
0151057-573100 Professional Associations 670.00 400.00 670.00 530.00 530.00 (140.00) -20.9056)
EXPENSES SUB-TOTAL: 27,610.00 21,564.06 27,510.00 6,349.88 17,770.00 17,570.00 (9,940.00) -36.13%
510 - CLINICAL SERVICES PUBLIC HEALTH TOTAL |__ 220,252.00 | __195,140.42]| _ 221,477.67 106,796.04] _216,162.02 230,562.02 9,084.35 4.10%)
Return to Table of Contents
INSPECTIONAL SERVICES
Return to Table of Contents
Department of Inspectional Servic es
MISSION STATEMENT
The mission of the Department of Inspectional Services is to enforce the building and
zoning code, health enforcement, to protect public health and the environment, promote
sanitary living conditions through the enforcement of state and local regulations,
including the State Sanitary Code, State Environmental Code, and Board of Health
Regulations along with local and state building codes.
INSPECTIONAL SERVICES ORGANIZATIONAL CHART
GOALS AND OBJECTIVES
• Educate our customers about the state codes and ordinances to follow.
• Digitize all our property folders/ records.
• To work side by side with the Assessors Department to correct and obtain
certificates of occupancies for all existing structures, and the updating of all records
to coincide with each other.
• Preparing for new Air B&B ordinance, train for the ADU state mandated housing
code
• Continuing to closely work with all departments that have jurisdiction
Town Manager
Anthony Marino
Chief Building
Inspector
Russ Sanford
Building Clerk
&Conservation AgentThe text goes on. The rest is in the file.