d8f4e08c-da62-4a77-b5f2-accf57f22f0a Master Plan for Windsor The Planning Board appointed the Master Plan Steering Committee in November 2021 to develop a Master Plan for the Town. After an extensive process—including a survey distributed throughout the Town and answered by nearly 20% of adult residents—the Plan is being finalized and anticipated to be released in late November 2022. Documents The Master Plan (Nov 2022) [pdf] Wild & Scenic Westfield River Stewardship Plan [pdf] Master Plan Survey Results [pdf] Related Services Related Boards & Departments Planning Board

18645a5e-3a49-4daf-9ed2-75dfd767c390 Highway Department Staff John Denno (Superintendent) highway@windsormass.com 413-684-3780 John Poplaski James Hyatt Luke Dodge Windsor Highway Department 2024 Route 9, Windsor, MA 01270 Route 9 Live Cam ! Or visit our weather station (external link) Hired by Select Board Description The highway department is responsible for maintenance of town roads - about 30 miles of paved roads, 25 miles of unpaved roads, and 5 miles of unmaintained roads. Maintenance includes plowing snow, tree removal, grading dirt roads, mud mitigation, mowing, drainage and culverts. Notably, this does not include Route 9. Information With a small crew and dozens of miles of rural roads, we all know how reliant Windsor is on having passable roads. The highway crew often works late nights, early mornings, and weekends to keep the roads open. But they prioritize the biggest roads with the most traffic and residents. While they aim to plow snow and respond to problems within 24 hours, the reality is that sometimes it takes longer. If you have a special need or there is an unusual circumstance, feel free to contact the Highway department, but please be patient. Mud in the spring can be particularly challenging. They are aware of wet areas, and are working on improving drainage, adding stone, etc. But the reality is that there is only so much that can be done for some roads. In 2021, the Select Board approved a new set of Snow Policies [pdf]. Permits Some kinds of work may require road related permits Driveway permit [pdf]: Required for installing driveway "aprons". $20 fee. Trench permit [pdf]: Required for digging trenches. $50 fee. Checks payable to "Town of Windsor" Road Closures and Construction These are the sections of roads are not plowed in the winter months. Signs will be placed at points of closure to alert drivers beyond that point. Back Dalton Rd. – From 120 Back Dalton to Dalton line (Wahconah Falls) Cemetery Rd. – From Windsor Jambs Rd. to Windigo Rd. High Street Hill (Between the 9’s) – From 661 High Street Hill to 522 High Street Hill High Street Hill - 1060 High Street Hill to Laflash Rd. Hill Cemetery Rd. – From Cemetery to Savoy Rd / 8A Humes Rd. - From 126 Humes Rd. to Nobody’s Rd. Nobody’s Rd. – From East Windsor Rd. to Crane Rd. Patterson Rd. - From 65 Patterson Rd. to Back Dalton Rd. Peru Rd. – From 1410 Peru Rd. to Peru Town line Shaw Rd. – From savoy Hollow Rd. to 1149 Shaw Rd. Schoolhouse Rd. – From 203 Schoolhouse Rd. to Windsor Bush Rd. Windigo Rd. – From Lower Jambs Rd. to Windsor Bush Rd. Windsor Road Map Related Services Road Maintenance

06ed3e79-95bd-4c0b-875b-7373bae8045c Planning Board Members Planning Board Ben Bederson , term through 2028 Barbara Connors , term through 2029 Mike Kintner , term through 2025 Doug McNally (Chair) , term through 2027 413-822-9337 frosthollowdouglas@me.com Peter Sternerup , term through 2029 Meetings Meetings posted at the Windsor Town Office and on the Website Calendar Planning Board elected for 5 year terms Description The Planning Board is granted power under State Law to influence the town's development, both physical and economic. Information Documents Form A Application [pdf] - For Approval Not Required (ANR) Division of Land Wild & Scenic Westfield River Stewardship Plan [pdf] Town Bylaws Available here Planning Board Agendas Planning Board Minutes Master Plan Steering Committee (now disbanded) The Planning Board appointed the Master Plan Steering Committee in November 2021 to develop a Master Plan for the Town. After an extensive process—including a survey distributed throughout the Town and answered by nearly 20% of adult residents—the Plan is now available. Read the Windsor Master Plan (November 2022) [pdf] Related Services Master Plan for Windsor

8e264af0-d4d6-418f-873a-e33ed70da580 Support for Aging in Windsor The Council on Aging tracks a number of service that may be helpful to those aging in Windsor. Home Modification Loans "Good Options for Independence" is a non-profit which operates a Home Modification Loan Program to assist homeowners in financing necessary adaptations to keep disabled or elderly family members in their homes and communities. Berkshire County residents should call the Pioneer Valley Planning Commission at 413-781-6045 and ask to speak with Shirley Stephens. You may also visit www.cedac.org/hmlp to learn more information, or watch a short video on the loan program. Heating Fuel Assistance The Berkshire Community Action Council, BCAC, oversees the federally funded fuel assistance program, running from November 1-April 30 each year. Detailed information to apply, including income guidelines (which are very generous) are available on the BCAC website. Call COA outreach 413-329-4364. Food Assistance Call COA outreach 413-329-4364. Related Services Related Boards & Departments Council on Aging

bda14f6d-427c-4181-b16c-2f59d80d6734 Windsor Finances FY23-27 Windsor Finance Committee Statement on the FY23 Budget and the FY23-27 Medium-Term Expenditure Framework For comparison, here is the Finance Committee's Statement on the FY22 Budget and FY22-26 Framework The proposed budget for next fiscal year (FY23) represents a departure from the medium-term framework we issued this time last year. We hope to be back on track in FY24. The main challenge we are facing is how to respond to inflation, especially as it affects employees’ wages and salaries, but also as it affects other expenses, notably energy. At the same time, the proposed budget for FY23 contains important new positions that will help ensure the continued provision of basic services. We are in a good financial position going into the new year, with about $812,000 in reserves (free cash plus stabilization balances) and we will draw on these assets during FY23 at least. Even if the money we are expecting from the Federal Connect America Fund and the broadband MLP operating surplus do not materialize for some unforeseen reasons, we would still be in a good financial position over the next five years with assets falling to just under $700,000 before beginning to rise again. Such an outcome would however require a fairly bare-bones capital program. Should these funds arrive in FY23, which we fully expect them to do (though too late to include in this budget), then our financial position will be much stronger, offering us a favorable set of opportunities. Taxes and State Aid and Total Expenditure and How to Pay For it All As in the past, the Finance Committee has targeted the total tax levy to increase no more than 3 percent (see attached charts and tables). If the number of households increases, as it has in the past, this would mean that the average single-family tax bill would rise by less. Local receipts in FY23 are projected to be notably higher than what we budgeted in FY22 while state aid (net of charges and other expenses such as overlay) is expected to fall. All told, we are projecting total revenue to increase by 2.8 percent to roughly $2.283 million. Total expenditure (including transfers to funds) is projected to increase 12.1 percent to $2.500 million, with much of the increase arising from the across-the-board salary increase, new positions, and capital spending. The gap between revenue and expenditure would be closed through $140,000 in new borrowing (for the fire department truck and the new school bus) and a $81,437 drawdown in financial reserves, which which are projected to remain above above $700,000 for the year. Inflation: wages and salaries We are recommending a 7.1 percent across-the-board wage/salary increase. When we compiled the FY22 budget, inflation had been averaging about 1.5 percent a year. The 2 percent across-the-board salary increase approved last year was meant to provide town employees with a positive, if modest, increase in the purchasing power of their paychecks. Actual inflation turned out to be much higher (how much higher depends on which price index you look at and over what period of time – more on this below) and the inflation-adjusted value of salaries in FY22 actually declined. The Finance Committee voted to recommend compensating employees for the loss of purchasing power of their FY22 salaries and add 2 percent on top of that for FY23. Our methodology was similar to that used by the Social Security Administration to adjust SS payments each year except we used the CPI for New England published by the Bureau of Labor Statistics and used a more recent 3-month period to calculate actual inflation. On this basis, we calculated actual inflation at 6.6 percent compared to the expected 1.5 percent. To this difference (5.1 percent) we added the usual 2 percent to arrive at the recommended 7.1 percent across-the-board increase. This adjustment (excluding the new positions discussed below) costs about $13,000 a year (compared to a 2 percent increase). New positions The Select Board and Finance Committee are recommending the addition of four new paid positions in FY23: a town administrator, a new full-time highway department worker, a fifth part-time police officer, and a library director. The first two positions come with full benefits. These four positions would cost $105,000 in the first year (including benefits). Other wage compensation adjustments Some town employees are paid by the hour (highway workers, police officers, bus driver, and others). In the past, the hourly rates and the annual appropriation were not directly linked. The annual appropriation acted as a “maximum” total compensation for each employee paid hourly. This is still the case, but in line with recommendations from the Department of Local Services, we are now constructing the annual appropriations from the bottom up; multiplying the hourly rate times the number of hours per year. Consequently, some budgeted amounts for hourly employees rise by more or less than 7.1 percent because we adjusted the number of hours up or down relative to FY22. Energy costs Fuel price are up sharply this year, as many are painfully aware. The average retail price of gasoline in Massachusetts was up 54 percent last March compared with a year earlier, the price of diesel was up 67 percent and the wholesale price of propane was up 46 percent. [ Massachusetts fuel prices from Energy Information Agency ]. The price of heating oil has also increased sharply, but the only building that will be consuming this fuel in FY23 will be the fire station as the town offices and town hall will be using electric air-source heat pumps. This means that our electricity consumption will rise and while we don’t yet know what will happen to electricity rates, we expect that the increase cost will not exceed the savings we realize from lower consumption of heating oil. The energy component of the FY23 budget is based on recent prices and we hope they come down soon but we have no way of knowing. Most of our fuel prices will get locked in by July through the Berkshire Regional Planning Commission bulk supply contracts, but we won’t know at what price until after the FY23 budget is approved. Capital spending Capital spending in FY23 incudes the historical building, a command vehicle and turnout equipment for the fire department, a new school bus, and a leaf blower for the highway department. The Medium-Term Expenditure Framework The medium-term forecast is premised on an annual 3 percent increase in the overall tax levy and a substantial increase in revenue arising from Windsor’s share of the Connect America Fund (CAF) and the annual operating surplus of the broadband MLP. We expect a total of about $850,000 from the CAF over the next five years, with a first disbursement of about $390,000 coming in FY23, though not in time for next year’s budget. We are also expecting about $85,000 a year from broadband operations. This would allow us to pursue a strategy of enhanced public services, a more ambitious capital improvement program, and/or lower taxes. The Master Plan process that is currently underway will help inform this decision-making. In addition to the capital expenditures in FY23 the medium-term framework includes spending for a new fire truck and a new police cruiser. The updated medium-term expenditure framework is reflected in the charts and table below. Related Services Related Boards & Departments Finance Committee

069c0016-9f4b-4dab-8471-b477dba0bc73 Staffing The Town of Windsor is run by a combination of paid staff and volunteers. The following information applies to all people working for Windsor, whether paid, elected or appointed, unless otherwise noted. Board & Committee Handbook April 2024 [pdf] Employee Handbook Dec 2023 [pdf] (for paid staff only) Windsor Oath of Office All people working for windsor whether paid, elected or appointed must adhere to this oath of office. "I solumnly swear to faithfully and impartially discharge and perform all the duties incumbent on me in accordance with the bylaws of the Town of Windsor and the laws of the Commonwealth of Massachusetts. I promise to own my office, using my talents to help Windsor be the best place it can be." Open Meeting Law All people working for windsor whether paid, elected or appointed must follow Massachusetts open meeting laws. Furthermore, each person is expected to take the following training. Training [external site] - Massachusetts maintains a website that provides training about the Open Meeting Law. Conflict of Interest Law The conflict of interest law, M.G.L. Chapter 268A, seeks to prevent conflicts between private interests and public duties, foster integrity in public service, and promote the public’s trust and confidence in that service by placing restrictions on what municipal employees may do on the job, after hours, and after leaving public service. In compliance with Section 27 of the law, every state, county and municipal employee shall, within 30 days of becoming such an employee, and on an annual basis thereafter , review this summary of the COI law prepared by the State Ethics Commission and sign the acknowledgment at the end of the summary and return it to the Town Clerk . In addition, all employees must complete the e-learning course provided by the State Ethics Commission . Municipal employees are required to take the course every other year for the duration of their employment. It provides an overview of the state conflict of interest law and the various issues you might encounter as a public employee. Recognizing and properly responding to a conflict of interest is a key element to maintaining the public’s confidence in government and in the integrity of the work we do as public employees. If, after taking this course, you have any questions or concerns, please do not hesitate to contact the State Ethics Commission. Upon completion, you must send the provided certificate of training to the Windsor Town Clerk. Employment Opportunities If the Town of Windsor has any employment opportunities, they will be listed here along with an application [Google Drive]. Related Services Related Boards & Departments

5be558ce-013f-4ab2-b2d5-b62a23b2d3ba Historical Commission Members Deb Balmuth (Chair) codebwindsor@gmail.com 413-684-4535 Dan Cohen Cathy Garcia Aimee Gelinas Susan Phillips scphillips@fastmail.fm Glenn Roy Jack Sobon Val Trela Meetings Monthly from April through November. Contact chair for details. Appointed by Select Board Description The Windsor Historical Commission is a town-appointed volunteer committee with the mission of preserving and promoting knowledge of the town's history. The Commission meets monthly from April through November, with special projects ongoing through the winter months. Additional volunteers are needed and are encouraged to contact the chair to find out how to get involved. The work of the Commission is supported primarily by volunteer fundraising with additional support from the town. Donations from individuals to support the work of preserving the town's history are welcome and appreciated. Information Current Projects The Historical Commission maintains a collection of archival materials, documents, and material artifacts donated by town residents. The materials are currently housed in several places, including the Historical House Museum (a town-owned building located next to the church on Route 9) and upstairs in the Town Hall. Since the museum does not have heat or water, it is open to the public periodically during the warmer months. The Commission is currently working on repairs and upkeep of the museum building, which houses a distinctive collection of dioramas depicting places and activities from the town's past, including stores, sawmills, factories, and other industries that are no longer in existence. The Commission has also begun to digitize the archival collections, including town publications, genealogical materials, and newspaper articles. The Commission holds an annual fall festival fundraiser and open house and invites speakers to share knowledge of various aspects of Windsor's history. Related Services

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