Board of Finance - Minutes - 03/04/2026

FIFTEEN ROPE FERRY ROAD
PHONE: 860-442-0553
WATERFORD, CT 06385-2886 walatfordc RRs.
= £9
= 3S
5 Wm
1 BS
S oc aa
\ 5 38
N2n88
2 =, Om
Board of Finance Weadnédday, Marah 4792926
Budget Hearing Minutes Town Hall Auditytium @popm
Present: Chairman Glenn Patterson, Bill Sheehan, Michael Rocchetti, Robert Tuneski, Joseph Filippetti, Ann
Peabody, Jerry Fischer
Elected: Rob Brule, First Selectman
Staff: kimberly Allen, Finance Director; Betsy Ritter, Ethics Committee Chair; Dani Gorman, Human Services
Administrator Youth & Family Services & Senior Services; Terry Wheeler, Assistant Director Senior
Services; Heidi McSwain, Human Services Coordinator Youth & Family Services & Senior Services;
Meaghan Lineburgh, Senior Services Assistant; Joseph Trelli, Program Coordinator Youth Services; Mindy
Stone, Administrative & intake Specialist; Ryan T. McNamara, Director Recreation & Parks, Timothy
Cieplik, Program Coordinator Recreation & Parks; Nolan Clack, Program Coordinator; Rebecca Hall,
Admin Assistant Finance Office/BOF Recording Secretary
Other: Jennifer Muggeo, Director of Health, Ledge Light Health District (Conservation of Health); Karen
DeSantis, Director of Home Care Services (Public Health & Nursing Services)
1. Establishment of a quorum and call to ord
3.
A quorum was established and a call to order was established at 7:00pm, March 2, 2026
Public comment:
a. Helen Kwasniewski of 227 Sloomingdale Rd, Quaker Hill submitted a written comment to the Board of
Finance regarding her opinion on the budget and were read by Chairman, Glenn Patterson. The written
comment is attached to these minutes.
‘An opening statement regarding the budget process was made by Glenn Patterson, Chairman.
Standing Motion: was made by Bill Sheehan and seconded by Joseph Filippetti to waive motions to consider the
budget by series and tentatively act on the bottom line budget requests for FY26/27. Michael Rocchetti will
make the motion on all budgets and Joseph Filippetti will second the motion.
Vote: 7-0-0 Motion: Passed
Ethics Commission Budget:
Motion by Michael Rocchetti and seconded by Joseph Filippetti to approve the Ethics Commission budget
request for FY26/27 in the total amount of $900 designated by the Series Subtotals above.
ince member Michael Rocchetti attached to these minutes.
Letter submitted by Board of
Vote: 5-2-0 No: Rocchetti, Tuneski Motion: Passed

Board of Finance Budget Minutes — March 4, 2026
Page 2
4
5.
Conservation of Health Budget:
Motion by Michael Rocchetti and seconded by Joseph Filippetti to approve the Conservation of Health budget
request for FY26/27 in the total amount of $160,368 designated by the Series Subtotals above.
Vote: 7-0-0 Motion: Passed
Public Health & Nursing Services Budget:
Motion by Michael Rocchetti and seconded by Joseph Filippetti to approve the Public Health & Nursing Services
budget request for FY26/27 in the total amount of $17,280 designated by the Series Subtotals above.
Vote: 7-0-0 Motion: Passed
Miscellaneous Social Grants:
Motion by Michael Rocchetti and seconded by Joseph Filippetti to approve the Miscellaneous Social Grants
request for FY26/27 in the total amount of $122,825 designated by the Series Subtotals above.
Vote: 7-0-0 Motion: Passed
Youth and Family Services Budget:
Motion by Michael Rocchetti and seconded by Joseph Filippetti to approve the Youth and Family Services
budget request for FY26/27 in the total amount of $292,078 designated by the Series Subtotals above.
A supplemental data packet for the budget was submitted to the Board of Finance and is attached to these
minutes.
Vote: 6-1-0 No: Sheehan
Senior Citizens Budget:
Motion by Michael Rocchetti and seconded by Joseph Filippetti to approve the Senior Citizens budget request
for FY26/27 in the total amount of $528,682 designated by the Series Subtotals above.
A supplemental data packet & additional data sheet for the budget was submitted to the Board of Finance and is
attached to these minutes.
Vote: 6-1-0 No: Sheehan Motion: Passed
Recreation & Parks Budget:
Motion by Michael Rocchetti and seconded by Joseph Filippetti to approve the Recreation & Parks budget
request for FY26/27 in the total amount of $1,608,405 designated by the Series Subtotals above,
Vote: 7-0-0 Motion: Passed

Board of Finance Budget Minutes - March 4, 2026
Page 3
10.
Adjournment:
Motion by Robert Tuneski and seconded by Michael Rocchetti to adjourn the Budget Meeting of the Board of
Finance at 8:25pm.
Vote: 7-0-0 Motion: Passed
Respectfully submitted,
Bill Sheehan), Rebecca L Hall, Secretary
Attachments: (1) Helen Kwasniewski Public Comment
(2) Letter from Michael Rocchetti regarding Ethics Commission
(3) WYFS Program Growth, Trends and Analyst for WYFS Afterschool Programs
(4) Program Growth, Trends and Analyst for WSS
(5) Human Services Data and Trends FY23 to FY25

BOF Budget Hearing
March 4, 2026
Helen Kwasniewski
ETHICS COMMISSIONS:
The chairperson as well as chairperson to these sub-committees should be make
sure that there is NO CONFLICT OF INTEREST with ALL boards and sub-
committees. Let’s be pro-active period.
SENIOR SERVICE:
This department is out-of-control, keep hiring friends/family instead of the staff
doing MULTI-TASK. Senior Service has hiring a café manager and his assistance
but yet they keep catering to local restaurants. Why? We are a VERY WASTEFUL
TOWN. Also I feel that the director is not for this job. For example; there was a
senior service van driver that passed a school bus while the FLASHING RED
LIGHTS were on AND went on the sidewalk thank GOD that student was picked
up by their mom. That van driver, director and office support technician (who
schedule the vans) all should have been FIRED period. Everybody knows you stop
when the school bus has the flashing red lights on.
Rec and Park:
Why is rec and park actually GIVING MONEY to out-of-towners to play at
Quaker Hill fields?
Park and rec, senior services, youth and families, and the library all have the same
events/programs WHY. Are all these events/program PROFITABLE!
IN CLOSING:
Lurge this board NOT to approve these current budget. They are all wasting
taxpayers money and I urge the BOF not to contribute to there wasteful spending.
Thank you!

To the members of the Ethics Commission,
Thank you for offering a public hearing on the Ethies complaints filed on May 7® and May 15%. Probable cause for this
hearing was determined on September 8, Would you please share the timeline from when everyone received the
complaint to when a determination was made? If 8 complaints were received in May, why didn’t the commission meet
until July? I would think that receipt of any complaint would prompt a special meeting and prevent some of the political
commentary seen about this happening right before an election.
Much of the discussion from the Respondents on Tuesday, October 7 focused on the process of budget hearings of the
RTM. The content of the budget process and discussion is irrelevant to this complaint. Glenn Patterson, who is not
named as a specific witness, was allowed to speak to the transfer of funds from operating to capital. There was no public
‘comment, and his insight was not relevant to the question at hand. Why wasn’t the Moderator (who was also present)
asked about the process of the RTM and/or allowed to comment on the validity of some of the Respondents’ comments
about the RTM?
Similarly, you questioned the Complainant about sharing the Advisory opinion. The Majority Leader shares that
information with the caucus. Does the Minority Leader do the same? Why wasn’t that question asked? Again, why
didn’t you ask the opinion of the Moderator? It is not the responsibility of the Majority Leader to share that opinion on
the floor of the RTM. It is also not the responsibility of the Majority Leader to stop a vote in process. Attomey Avena’s
advice about voting is included in the May 11, 2020, RTM meeting held via Zoom around the 1:58:30 mark (transcript
attached). One of the Respondents claimed they only voted because they didn’t agree with the process and the vote was
contentious. Clarification from Moderator would have helped explain there are other ways to voice disagreement with the
process than voting on budgets where one usually abstains.
A question was repeatedly raised by Paul Helvig about the qualifier of “substantial”. One of the Respondents was a
Substitute Paraeducator and not part of a Bargaining Unit at the time of the vote. This person was subsequently hired as a
Full Time Paraeducator. Was the hire based on merit as a Paraeducator, or was some level of preference shown because of
this person’s position on the budget? An across-the-board abstention from all employees would essentially prevent this
perceived conflict. In my opinion, this is a clear example of what the Complainant was referring to when stating that the
intent of filing this violation was to protect all Town employees who choose to serve in volunteer elected positions.
During your deliberations prior to the public hearing, you determined that there was probable cause to substantiate these
violations. All Respondents stated the information inchided in the complaints was accurate. That information includes
that they violated specific sections of the Ethics Ordinance. All Respondents have admitted that they did vote on the BOE
budget, and they are all BOE employees. Three of them have a pattem of abstaining. There is discussion that happens on
the floor of the RTM. At any time, these Respondents had the opportunity to share their displeasure with the process.
Participation in that discussion is encouraged. Voting yes or no is a conflict.
In an effort to protect all of our elected volunteers and Town employees, I ask that you uphold your determination of
probable cause. I honestly don’t understand why it is so hard to just abstain on the budgets you or anyone else living in
same house may benefit or be penalized by voting or not voting. Yes, [say penalized because other employees who want
to abstain could be viewed as not supporting their boss like others who vote. I believe at the very least this commission
should advise to abstain from votes involving their employer. Just as town attorney did with his statement to the RTM in
May of 2020 (again transcript attached). I was also on the RTM when the town attomey made the statement and I’m
available for questions if needed.
Respectfully submitted,
Michael Rocchetti

Transcription is taken from an AI service and edited by listening to the recording of the meeting.
Avena: Okay folks, this is Town Attorney Rob Avena. Before there's any substantive votes, I just wanted to
state that I have got several requests this week to go over voting procedures within the general budget of the
town, both on the Board of Ed side and all town agencies. We have a wonderful RTM, and it's made up of many
members. We don't have any rules that require that any town employees or any Board of Education employees
not serve on the RTM. Over the years, we've had policemen, we've had firemen, and I understand we have also
‘school teachers who work in the Board of Education. I just want to go over again that the way we have done it
in the past, and I can go over the ethics standards in the Town, is that there are these sub-motions that directly
reflect the individual budget that you may or may not be compensated by.
‘The second vote is the general vote at the end of this session on the entire budget of the town, in which many
issues are intermingled. The way we have traditionally approached it is, if it is more than likely possible that
you're facing a bit of a personal conflict when you attempt to vote on the sub-budget that directly relates to your
employment or that of a near relative or family member. I know some of you are new this year, so I wanted to
g0 over that. It is a personal decision of the the member, the body, as a whole, cannot instruct you. I do try to
advise people on an individual basis as to what that conflict can entail. I would advise that in a traditional sense
that when you're in the sub-budget process, you not exercise and you can abstain voting. It does not mean that
you have to abstain from entering into the debate. That’s called a recusal. You're not required to recuse yourself
from the entire debate. You are, in certain instances, required to abstain from if that matter appears to be a
personal conflict. So, with those instructions, that will carry through for the entire four days you go over every
‘budget and sub-budget in the Town. If you're particularly affected by that sub budget, I would recommend
abstention the very end of the budget process when they're all commingled, you're rather distant at that point,
from any involvement, and you can cast a vote for the general total town budget of the Town of Waterford. I
hope that's so. With those admonitions, I would ask that you begin the first substantive vote of the town budget
tonight. And I'll answer questions.
(Comments by Nick Gauthier unrelated to this discussion were removed for purposes of this transcrip!)
Dembek: Mike Bono, I think you raised your hand during the town attorney's comments.
Bono: Yes. Mr. Avena, being a new member of the RTM, I have a question. I hope you can help me. out with a
simple yes or no because that was kind of I was a little confused at your statement there. Is there a case for an
ethics violation if you vote on a budgetary matter affects your personal financial interest?
Avena: Yes, we do have an ethics ordinance in town. It's section 2 50 of our chapter of ordinances. The issue of
whether or not someone has ethically violated by voting in their personal interest has to be advanced to that
commission. And it is only the commission's decision determines whether or not there's been an ethical conflict
that occurred. The sections that I am referring to tonight are from those ethical ordinances. they're basically
saying that if you have an immediate connection to your vote, it's different than whether it's a distant connection
to the vote. And that's up to the ethics commission to decide that distinction. Generally speaking, if you are
voting and a general group of which you are part of will or not benefit, that's part of the consideration. In other
words, there is no easy answer, but I have always traditionally taken the position, as J do on every board,
including our planning and zoning commission, that when in doubt, when you think you have any personal
interest involved, abstaining is perfectly fine. That's why we've got more than like three members on every
board. So, abstaining is a fine action to take in certain instances. And | try to advise people individually if they
contact me.

WYFS Program Growth, Trends and Analyst for WYFS Afterschool Programs
Light Blue — Maximum Capacity: Represents the maximum number of partipants each program can accommodate, based on factors such as available space, stafing levels and instructor preferences.
‘This ine helps us understand the program's fll potential and whether we are operating near capacity Tracking this metric allows us to identify when additional resources might be necessary to expand
compared toitt maximum capacity, Understanding actual encellment trends helps us assess whether we are meeting community needs arf agjustments to promotion, scheduling, or resources are re-
auired,
waitsted participants.
I Red ~ Abandoned Carts: indicates programs added to 8 RecDesk cart but not fully registered. This metric highlights interest levels, even if it doesn't translate directly to enrollment, and provides in-
sights nto potential barriers to completion, such as cost, timing, or thatthe program i already ful. Analyzing abandoned cart data can guide improvements in program design or the registration process to
Trends Analysis Winter 2025 to Winter 2026:
‘A comparison between Winter 2025 and Winter 2026 shows clear growth in both program variety and overall participation. WYFS expanded its offerings to
include more creative, technology, and enrichment opportunities alongside its popular Oungeons & Dragons programs, allowing the department to reach a
Enrollment remains strong, with most programs filling near capacity and several generating waitlists. Programs such as Girls on the Run, LEGO STEAM, and
multiple D&D groups saw particularly strong demand, indicating continued interest in both physical activity and collaborative, creative programming.
Waitlist and abandoned cart data also highlight additional community interest beyond confirmed enrollments. In some cases, programs filled quickly or
families explored multiple options before finalizing registrations. Additionally, certain programs demonstrated flexibility in meeting student needs, such as
the Winter 2026 High School D&D program, which expanded slightly to support students seeking social connection opportunities.
From 2024 to 2026, WYFS afterschool programming has shown steady growth In both participation and program variety. Many programs consistently
operate at or near capacity, with waitlists indicating continued demand from families.
Core programs such as Dungeons & Dragons and LEGO STEAM remain highly popular, while the offsite Art Around Town programs held at the elementary
schools have shown immense popularity, quickly filling and generating strong interest. Overall, the data suggests increasing community engagement and
highlights opportunities to expand high-demand offerings.

Current
Winter
Session
2026
Enrolment,
Waitlist,
and
Abandoned
Numbers
by
Program
Winter
Program
Enrolment
and
Demand
Number of Participants
$
+
per
a
request
from
the
Guidance
Dept.
at
WHS
we
were
able
to
add
two
additional
students
to
our
High
School
0&0
Program
that
had
a
social
emotional
need
to
find
peer
connections.

Enrollment,
Waitlist,
and
Abandoned
Numbers
by
Program
Abandoned
Number of Participants

Number of Participants
Spring
Session
2025
Enrollment,
Waitlist,
and
Abandoned
Numbers
by
Program
Spring
Program
Enrollment
and
Demand
mm
Max
Enrollment
Ws
&

Graph
Key:
Light
Blue
~
Maximum
Capacity:
Represents
the
maximum
number
of
participants
each
program
can
accommodate,
based
on
factors
such
as
available
space,
staffing
levels,
and
instructor
preferences.
This
line
helps
us
understand
the
program's
full
potential
and
whether
we
are
operating
near
capacity.
Tracking
this
metric
allows
us
to
identify
when
additional
resources
might
be
necessaryto
expand
offerings
the
program's
effectiveness
and
demand
compared
to
its
maximum
capacity.
Understanding
actual
enrolment
trends
helps
us
assess
whether we
are
meeting.
|
needs
or
if
adjustments
to
promotion,
scheduling,
or
resources
are
required.
Green
~
Waitlist:
Reflects
the
number
of
parents
who
placed
their
child
on
a
waitlist
when
a
program
was
already
full.
Waitlists
are
an
important
tool
for
gaug-
ing
unmet
demand
and
help
us
prioritize
which
programs
might
benefit
from
expansion.
Although
rare,
withdrawals
can
occasionally
provide
an
opportunity
to
doned
cart
data
can
guide
improvements
in
program
design
or
the
registration
process
to
better
capture
this
interest.
Over
the
last
year,
the
graphs
reveal
consistent
growth
in
enrollment
across
all
seasons,
with
actual
enrollment
(Royal
Blue)
steadily
approaching
maximum
capacity
(Light
Blue)
in
several
programs.
Waitlist
numbers
(Green)
have
fluctuated
but
remain
significant,
particularly
in
the
Fall
and
Winter
sessions,
suggesting
unmet
demand.
Abandoned
cart
data
(Purple)
shows
interest
exceeding
enrollment,
particularly
during
peak
seasons,
indicating
possible
barriers
such
as
timing
conflicts,
The
afterschool
programs
have
experienced
clear
growth
over
the
past
year,
demonstrating
increased
community
engagement
and
demand.
Waitlist
and
abandoned
cart
metrics
indicate
untapped
potential,
signaling
an
opportu
expansion
or
process
improvements.
These
trends
highlight
the
program's
success
in
fostering
participation
while
identifying
areas
for
resource
allocation
to
meet
rising
demand
effectively.

Winter
Session
2025
Enrollment,
Waitlist,
and
Abandoned
Numbers
by
Program
175
15.0
12.5
10.0
78
Number of Participants

univer oF rar ueIpares
Fall
Session
2024
Enrollment,
Waitlist,
and
Abandoned
Numbers
by
Program
mw
‘wan
Abandoned
Programs

Spring
Session
2024
Enrolment,
Waitlist,
and
Abandoned
Numbers
by
Program
Max
Enrollment
mmm
Abandoned
Number of Participants

Winter
Session
2024
Enrollment,
Waitlist,
and
Abandoned
Numbers
by
Program
16
Max
Enrolment
1
er
mm
Abandoned
12
10
Number of Participants
Programs

a Green ~ Maximum Capacity: Represents the maximum number of participants each program can accommodate, based on factors such as available space,
|
|
stating
levels,
and
instructor
preferences.
This
line
helps
us
understand
the
program's
full
potential
and
whether
we
are
operating
near
capacity.
Tracking
this
E)
metric
allows
us
to
identify
when
additional
resources
might
be
necessary
to
expand
offerings.
the
program's
effectiveness
and
demand
compared
to
its
maximum
capacity.
Understanding
actual
enrollment
trends
helps
us
assess
whether
we
are
meeting
community
needs
or
if
adjustments
to
promotion,
scheduling,
or
resources
are
required.
:
Reflects
the
number
of
parents
who
placed
their
child
on
a
waitlist
when
a
program
was
already
full.
Waitlists
are
an
important
tool
for
gauging
unmet
demand
and
help
us
prioritize
which
programs
might
benefit
from
expansion.
Although
rare,
withdrawals
can
occasionally
provide
an
opportunity
to
enrol
Across
FY25,
Waterford
Senior
Services
programs
continued
to
show
strong
and
consistent
participation
across
all
categories.
Education
programs
saw
the
some
of
the
most
consistently
filled
programs,
with
most
classes
operating
near
capacity
throughout
the
year.
Games
and
leisure
programs
continued
to
waitlists.
Overall,
participation
trends
show
that
programming
remains
highly
valued
by
the
community
and
is
frequently
operating
close
to
maximum
The
data
indicates
that
Waterford
Senior
Services
is
operating
at
a
very
high
level
of
activity.
Most
program
categories
consistently
filla
large
percentage
of
available
spots,
and
several
programs
exceed
capacity
or
develop
waitlsts.
This
level
of
utilization
suggests
that
current
space
and
scheduling
availability
are
ing
factors.
Staff
continue
to
expand
programming
to
meet
demand,
but
many
offerings
are
already
near
full
enrollment,
demonstrating
both
Compared
to
previous
years,
FY25
shows
substantial
growth
in
both
the
number
of
programs
offered
and
the
total
number
of
participants
served.
In
particular,
educational
programming
expanded
dramatically
while
maintaining
high
enrollment,
and
fitness
and
leisure
programs
continued
to
operate
near
capacity.
Despite
the
increase
in
available
program
spots,
utilization
rates
remain
very
strong,
indicating
that
demand
for
senior
programming
continues
to
rise.
This
growth
reflects
an
increasingly
active
and
engaged
senior
community and
reinforces
the
need
for
additional
space
and
resources
to
support

|] mm Enrolled
| Sm Waitlist

WSS Health and Fitness FY25
Waterford Senior Services Fitness programs continue to be in high demand, supporting both physical health and emotional well-being. Fitness programs aim to improve
balance, muscle mass and strength, flexibility and joint health. Our classes increase social interaction, lead to better quality sleep and improve mental health. Participation
increases heart health, bone health, aids chronic disease management and assists weight management. Exercise has been shown to boost the immune system. Regular
exercise is linked to increased life expectancy and a higher quality of life. Active older adults tend to have better overall health and are more likely to remain independent.
Fitness Program Capacity vs Enrollment vs Waitlist by Season
500
400
Count
200
100

meets
the
eye,
bingo
is
never
just
bingo.
Staff
can
check
in
with
our
seniors
on
a
variety
of
issues,
and
take
steps
for
early
intervention.
Games & Leisure Program Capacity vs Enrollment by Season (Updated)
==a Spots
160
140
220
100
60
20
‘Winter
Spring

WSS
Trips
FY25
We
offer
a
variety
of
travel
opportunities
including
shows,
museums,
eateries,
and
popular
destinations.
They
promote
an
active,
engaged
lifestyle,
improve
health,
and
provide
meaningful
experiences.
Many
of
our
trips
are
designed
with
educational
elements,
allowing
seniors
to
explore
new
cultures,
history,
and
geography.
Waterford
in
ming,
ensuring
that
older
adults
can
enjoy
travel
experiences
without
the
challenges
that
might
come
ina
new
experience
can
elevate
mood,
leading
to
greater
happiness
and
life
satisfaction.
with
traditional
travel.
Our
group
tours
enhance
feelings
of
community.
Engagi
Trips
Program
Capacity
vs
Enrollment
vs
Wai
200
175
150
125
100
Count
75
50
25
Winter
Spring
Summer
Fall

Program
Growth,
Trends
and
Analyst
for
WSS
|:
staffing
levels,
and
instructor
preferences.
This
line
helps
us
understand
the
program's
full
potential
and
whether
we
are
operating
near
capacity.
Tracking
this,
metric
allows
us
to
identify
when
additional
resources
might
be
necessary
to
expand
offerings.
Royal
Blue —
Actual
Enrollment:
Shows
the
number
of
students
who
successfully
enrolled
and
participated
in
each
program.
This
line
is
essential
for
measuring
the
program's
effectiveness
and
demand
compared
to
its
maximum
capacity.
Understanding
actual
enroliment
trends
helps
us
assess
whether
we
are
meeting
‘community
needs
or
if
adjustments
to
promotion,
scheduling,
or
resources
are
required.
Red —
Waitlist:
Reflects
the
number of
parents
who
places
their:
ist
when
a
program
was
already
full.
Waitlists
are
an
important
tool
for
gauy
unmet
demand
and
help
us
prioritize
which
programs
might
benefit
from
expansion.
Although
rare,
withdrawals
can
occasionally
provide
an
opportunity
to
enroll
Trends
Analysis:
Across
the
datasets,
there
is
a
clear
trend
of
increasing
spots
and
enrolled
participants
over
time,
reflecting
growing
interest
and
demand
for
the
programs.
For
example,
spots
increased
from
70
in
Winter
2024
to
463
in
Winter
2025
in
one
dataset,
while
enrolled
participants
grew
from
59
to
433
during
the
same
period.
Additionally,
utilization
rates
(%
Filled)
consistently
remained
high,
ranging
from
the
mid-80s
to
100%,
ce
Fall
2024
showing
complete
capacity
and
forming
waitlists.
Winter
seasons
often
reflect
lower
%
Filled
during
mid-season
data
collection,
emphasizing
the
need
to
consider
final
figures.
This
growth
highlights
the
program's
success
and
the
Overall
Growth
Analysis:
The
data
demonstrates
consistent
overall
growth
in
both
spots
and
enrolled
participants
across
all
seasons,
indicating
the
program's
increasing
popularity
and
effectiveness.
Spots
expanded
significantly,
as
seen
in
one
dataset,
from
70
in
Winter
2024
to
463
in
Winter
2025,
and
enrolled
participants
increased
from
59
to
433
within
the
same
timeframe.
Other
datasets
show
similar
trends,
such
as
spots
growing
from
58
in
Spring
2024
to
110
in
Fall
2024,
with
corresponding
enrolment
reaching
full
capacity
by
Fall
2024.
The
steady
in
Summer
and
Fall
seasons,
underscores
the
growing
demand.
These
patterns
reflect
the
program's
al

Waterford
Senior
Services
has
increased
the
number
and
types
of
programs
offered
to
reflect
the
informational
needs
of
our
senior
community.
Educational
programs
in-
clude
Stress
Reduction
Classes,
Medicare
Workshops,
Health
Information
related
to
Aging
(i.e.
Blood
Pressure,
Hearing,
Nutrition)
and
Safety
Information
(i.e.
First
Aid,
Fall
Prevention,
Scam
Prevention},
Advance
Directives,
Estate
Planning
and
Probate,
as
well
as
Continued
Learning
and
Growth
education
(i.e.
Story
Writing,
Technology)
Spots,
Enrolled,
and
Waitlist
per
Season
Winter
Spring
200 Fall
100
0

WSS
Health
and
Fitness
Waterford
Senior
Services
Fitness
programs
continue
to
be
in
high
demand,
supporting
both
physical
health
and
emotional
well-being.
Fitness
programs
aim
to
improve
balance,
muscle
mass
and
strength,
flexibility
and
joint
health.
Our
classes
increase
social
interaction,
lead
to
better
quality
sleep
and
improve
mental
health.
Participation
increases
heart
health,
bone
health,
aids
chronic
disease
management
and
assists
weight
management.
Exercise
has
been
shown
to
boost
the
immune
system.
Regular
(ed
to
increased
life
expectancy
and
a
higher
quality
of
life.
Active
older
adults
tend
to
have
better
overall
health
and
are
more
likely
to
remain
independent.
Spots,
Enrolled,
and
We
350
300
250
Sots
wold
watt
wie’
320
30885
200
soring
z
Serine
3433081488
2
8
summer
a
unmer
395
28228
fal2024
3162931998
100
winet
330
318998
50
2
‘Summer
2024
“Winter
2025

WSS
Leisure
and
Games
Waterford
Senior
Services
offers
a
variety
of
games
to
appeal
to
all
abilities,
and
we
find
they
offer
numerous
benefits
beyond
entertainment.
Seniors
maintain
mental
and
physical
health,
build
relationships,
and
enjoy
fulfilling,
active
lifestyles.
Staying
connected
reduces
feelings
of
isolation
and
loneliness,
fostering
teamwork,
communica-
tion,
and
shared
experiences
in
a
fun
environment
where
the
focus
is
on
enjoyment,
which
can
reduce
feelings
of
boredom
or
depression.
Our
programs
are
more
than
meets
the
eye,
bingo
is
never
just
bingo.
Staff
can
check
in
with
our
seniors
on
a
variety
of
issues,
and
take
steps
for
early
intervention.
Spots,
Enrolled,
and
Wait
400
Data Set
350
Seoton
Spots
Envlled
waist
RULED
300 Spring
250 415378 0k
5
8
200
365
68S
2025
«290-2650
2D
150
100
50
L
Winter
2024
Spring
2024
‘Summer
2024
Fall
2024
Winter
2025
Season

WSS Trips
We offer a variety of travel opportunities including shows, museums, eateries, and popular destinations. They promote an active, engaged lifestyle, improve health, and
provide meaningful experiences. Many of our trips are designed with educational elements, allowing seniors to explore new cultures, history, and geography. Waterford
Senior Services trips are designed with mobility and accessibi
in mind, ensuring that older adults can enjoy travel experiences without the challenges that might come
with traditional travel. Our group tours enhance feelings of community. Engaging in a new experience can elevate mood, leading to greater happiness and life satisfaction.
Count
100
80
60
40
20
Spots, Enrolled, and Wai
[== Spots
ist per Season
*
‘Season Spots Enrolled Waitlist. FILLED
‘Spring
2024 «58458
Fall
2024 «1011028200
Spring 2024
i

Human Services Data and Trends FY23 to FY25
Human Services Program Usage by Fiscal Year (Excluding Food Bank)
——— | HUMAN SERVICES _FY23 FY24 FY25
Fics energy Assistonce T
coo | P24 (Per Household) 204 | 198 | 201
mam £25 | 7
Renters Rebate
is (Per Household) 175 | 165 | 171
§ 400 Emergency Funds
8 ler Household) 29 | 35 | a3
3 |
5 Farmers Market |
2 (er Individual 98 |. | 101
ite Food Bank 2,28|2,60
too (Pecindviduoy ___—(| 7 | 5 [3,264
° (Per inividual) 476 | 601 | 675
oo wo” es? a oe
es “ os
ae we? oe ot “i
ot os As oo
Food Bank Utilization by Fiscal Year
Bri
3000
32 2800
5
8
33
3 2600 2
2400
2
Fv23 FY24 FY25
Food Bank utilization has increased steadily over the past three fiscal years. In FY23, the Food Bank served 2,287 individuals, rising
to 2,605 in FY24, and reaching 3,126 individuals in FY25. This represents an increase of approximately 37% over two years, indi-
cating a significant rise in demand for food assistance within the community. The consistent year-over-year growth suggests that
more households are relying on food support services, likely reflecting broader economic pressures such as rising food costs,
housing expenses, and financial instability. The Food Bank continues to serve as a critical safety net for residents facing food inse-
curity.