Visit the Collins Center booth #500 at the Connect351 Trade Show on January 22nd and 23rd. We look forward to seeing you!
| | Director's Letter: New Year, Familiar Stormy Fiscal Seas | | |
“Should you identify a severe storm approaching, immediately cast overboard all equipment and cargo that you can lift without thinking too deeply about it.”
– No sea captain who survived as captain long enough to leave a memorable quote
Another fiscal storm is approaching local governments. We hear it from clients, we see it in the news, and we have read about it in the important new reports from the Massachusetts Municipal Association (MMA) on the Massachusetts-specific causes of the storm and MMA’s proposed solutions. (Thanks to MMA for providing the metaphor that we have now over-extended.)
As we have discussed in this newsletter before, improving efficiency is not the same as cutting spending. In fact, it is often the opposite. Becoming more efficient requires thoughtful upfront investment of time, focus, and (yes, unfortunately) dollars.
With the storm approaching (or, arguably, already here), we focus this newsletter on various ways the Center can support you as you weather it. This includes some relatively obvious types of work like a deficit reduction project that seeks to provide a menu of revenue enhancements and cost-cutting options for local policymakers to consider. It also includes some projects that may seem on the surface less relevant or even counter-intuitive during a fiscal crisis (e.g., compensation and classification studies), but that can make a big difference over time. Read the articles below to learn more.
At the same time, we know that it has been more challenging than usual this fiscal year for Massachusetts municipalities (and particularly small towns) to find resources for the work due to the lack of funding for the Community Compact grant programs, but we are hopeful that they will be restored in the coming fiscal year.
If you want to discuss a potential project or the Compact program further, please reach out to us at collins.center@umb.edu. Or come see us in person at the Connect351 Trade Show! We’re Booth 500, and we’ll be there the whole time. Please stop by.
Until then, may you have fair winds as we start out the new year!
| | Spending a Little Now to Understand and Be Able to Communicate Options for Saving Later: Financial Forecasts and Deficit Reduction Menus | | |
Many municipalities are facing not just a one-off budget challenge, but a structural deficit. If you are among them, understanding how that is likely to change in the coming years is critical. Yes, a current year budget crisis needs immediate solutions, but having some estimates for what is likely to happen next year and the year after may change or re-prioritize the set of solutions available for this year. What looks like the best solution for the immediate crisis may cause greater problems in the following years, particularly when combined with the need to explain cuts to the public. For that reason, a financial forecast is an essential tool. The Center has completed 29 financial forecasts for municipalities.
Once a forecast provides the multi-year understanding of the scope of the problem, an inventory of possible solutions becomes much more useful. And that’s where our deficit reduction options project can help. We can provide an external, objective look at what the potential options are to cut costs and/or increase revenues. We know that many municipalities have staff with the expertise to do this work, but they often lack the time. It can be helpful to have an outside entity doing the work to reduce the likelihood of accusations of bias.
In Fall 2025, the Center delivered a report to the Town of Dedham outlining a comprehensive menu of options to address a looming structural deficit first identified in a financial forecast two years earlier. Over several months, the project team analyzed Town operations, reviewed historical revenue and expenditure data, and developed potential strategies to reduce the deficit. The proposed options collectively exceeded the total shortfall projected for the coming years, allowing for informed community discussions about service priorities. To guide this process, the team facilitated multiple meetings with a Working Group composed of representatives from elected and appointed boards and key staff. With the Center’s report as a guide, the Working Group will collaborate with the community and policymakers to chart a path forward.
Learn more about the Dedham Deficit Reduction Project and access the full report here: www.mma.org/dedham-launches-project-to-address-fiscal-sustainability/
Reach out to us at collins.center@umb.edu if you want to know more about financial forecast or deficit reduction projects.
| | Spending a Little Now to Avoid Major Potential Personnel-Related Costs Later: Compensation & Classification Studies | | |
Your employees matter most, in so many ways. In the context of this topic, they matter both in terms of the critical work that your municipality does and because they account for the majority of your budget expenditures. Recruitment and retention of executive and highly technical personnel in the current labor market is challenging. The costs you will face in recruiting and training a new employee are high, as are often the costs of temporarily filling a vacant position with employees without the right training and experience.
One of the most effective and cost-efficient ways you can maintain workforce morale, improve employee retention, and provide efficient and cost-effective customer service while controlling costs is to evaluate your classification and compensation structure. Having updated job descriptions that accurately reflect your positions’ current roles and responsibilities helps streamline recruitment efforts when needed. They also serve as an evaluation tool and protect the municipality and employees with legal employment compliance. A comprehensive review of position classification ensures internal equity, and the compensation review process is a critical step to keep wages in line and competitive with the labor market.
It is hard to quantify the direct savings in this line of work. How do you accurately or efficiently measure the costs of avoided mistakes or valuable time not spent on recruiting, hiring, training, and integrating employees? Despite the lack of overt savings, the opportunity costs are impactful. During rough seas, it is not the time to lose exceptional team members that are dedicated to keeping you afloat.
Reach out to us at collins.center@umb.edu if you want to know more about compensation and classification studies.
| | Spending a Little Now to Better Track How You’re Spending the Rest (and What You’re Getting for It): CitiStat or Other Performance Management Approaches | | |
The CitiStat approach fell out of favor in Massachusetts around the Covid years, but it appears to be beginning a comeback. In addition to our support for Woburn’s WuStat (which has been operating continuously for 15 years), we are hearing of other cities expressing interest in starting or restarting CitiStat programs. Why? Simply put, when designed and run properly, CitiStat is a powerful tool to track spending, to surface problems before they grow too big, and to build collaborative and interdepartmental approaches to improving service delivery. If you feel like the information you’re getting from departments isn’t consistent, data-driven, or robust enough to control costs or maintain the level of services you want, a CitiStat approach would be a natural solution.
Because CitiStat has been out of the spotlight for so long, many public officials may have forgotten (or never known) what it is. According to former Professor Bob Behn, one of the gurus of the approach, at its most basic, CitiStat is “a series of regular, periodic meetings during which the [chief executive] and/or the [chief executive]'s top aides use data to discuss, examine, and analyze, with the individual director (and the top staff) of different city agencies, past performance, future performance objectives, and overall performance strategies.” That’s it. Pretty simple. If you want to read more about the concept generally, this article is a good place to start.
The Center has experience working with dozens of cities, towns, and other agencies to develop, launch, and operate CitiStat (or other performance management or general analytics) approaches. We can tailor the work to your needs and circumstances.
To take one example, the Center has been assisting the City of Woburn with its CitiStat program for over a dozen years. Mayor Michael Concannon has this to say about it: "In Woburn, the CitiStat approach we call “WuStat” has proven to be a valuable tool for generating regular data-driven discussions. During the monthly meetings, key performance metrics are discussed, and challenges are identified early so plans can be put in place to address them. We greatly value the constructive discussions the process fuels. We talk about future plans, collaboration between the departments and the Mayor’s Office, and avoid surprises during budget season. Woburn also uses data generated from the WuStat process to proactively inform residents of how the City is doing in providing essential services."
Reach out to us at collins.center@umb.edu if you want to know more about CitiStat or performance management or general analytics assistance.
| | Spending a Little Now: The Big Picture | | |
It’s hard to think about spending in the face of a deficit, but the reality is that the most effective way to become more efficient is not by simple cutting, but by investing – investing in people, updated technology or processes, clearer structures or communications, or better information about your circumstances and options. Whichever of those you need, we can help.
Reach out to us at collins.center@umb.edu if you want to know more.
| | Transforming Local Government Technology | | |
Is your municipality looking to modernize, but the budget for a major IT overhaul isn't there? The Community Compact IT Grant, a competitive grant program designed specifically to drive innovation and efficiency at the local level, is now open to eligible cities and towns in Massachusetts.
This program provides up to $200,000 to fund one-time capital needs for innovative IT projects. Whether you are looking to overhaul your infrastructure or implement new software, this grant covers:
- Technology Infrastructure & Software: Hardware and system upgrades
- Implementation Costs: Planning, design, installation, and initial training
Important Dates
Open now
Deadline: February 5, 2026 by noon.
Timeline: Projects must be completed within 18 months of the award.
Sample project ideas include digital accessibility compliance, website optimization, software implementation assistance, and more.
Read more about the Community Compact IT Grant here.
Reach out if you want to discuss projects: Contact the Public Innovation Design Studio and IT Practice at the Collins Center via email at brianna.sunryd@umb.edu or by filling out this form.
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The Collins Center is Hiring:
Join Our Finance Team!
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The Edward J. Collins, Jr. Center for Public Management at the University of Massachusetts Boston provides a comprehensive set of services to the Commonwealth’s cities, towns, school districts, and other public sector entities. The work of the Center is driven by its mission to improve the efficiency, effectiveness, governance, and accountability of government.
The Center’s Finance Practice seeks to fill an hourly position for an Associate with experience in municipal accounting, treasury, bookkeeping, or cash management to join its team. The position would provide direct technical assistance and consulting for a variety of municipal finance projects including budgeting, capital planning, financial forecasting, developing financial policies and procedures, and other finance-related projects.
The ideal candidate will have experience as an accountant or treasurer in a Massachusetts municipality within the past five (5) years, have deep, practitioner-level knowledge of Excel, and be willing to work up to 18.75 hours per week in a flexible, mission-driven setting.
To learn more or to submit a resume and cover letter for consideration, please contact Sarah Concannon, Director of Municipal Services, at sarah.concannon@umb.edu.
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Please visit the Collins Center website to view our current recruitment projects.
www.umb.edu/cpm/recruitments/
Current recruitment:
Town of Dedham - Building Commissioner
Starting Salary Range: $106,094 - $138,428 DOQ
| | Collins Center in the News | | | | |
Collins Center Facilitates Transition Process for Everett
Read the Everett Independent story here
Collins Center Supports Harwich Charter Review
Read the Cape Cod Chronicle article here
Strengthening Schools in Fall River
Read the Herald News article here
Commercial Growth Challenges in Plymouth
Read the Plymouth Independent article here
| | Working with the Collins Center is Easy | | |
Chapter 30B, the Uniform Procurement Act, does not apply to working with a state agency per MGL Ch. 30B Sec. 1(4). Because the Collins Center is a state agency, municipalities, school districts, and other public entities may contract directly with the Center without following a 30B-compliant process. Similarly, Massachusetts state agencies may enter into Interagency Service Agreements with the Center.
If you have questions or want to discuss potential projects, please contact Sarah Concannon, Director of Municipal Services, at sarah.concannon@umb.edu.
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