TOWN OF GLASTONBURY

Transcription

TOWN OF GLASTONBURY

TOWN OF GLASTONBURY
Vision Statement
Building on over 300 years of tradition and heritage, Glastonbury continues to balance the preservation of
its natural resources with the evolving needs of our community.
Through positive community partnerships, careful planning, and professional management, we are
committed to the highest levels of responsive and equitable service, integrity, and fiscal responsibility.
Ongoing innovation, regional cooperation, and effective leadership will ensure that Glastonbury will
always be a great place to live, learn, work and do business.
The Glastonbury Story
Glastonbury, covering some 53 square miles on the east bank of the Connecticut River 11 miles south of
Hartford, is one of the largest towns in the state. Originally, it was part of Wethersfield.
By 1653, enough families lived here to be granted permission by Connecticut Colony’s General Court to
hold military training days. However, it was another 40 years before the east-side dwellers, wanting their
own church, petitioned for separation from Wethersfield. Township status was granted in 1693.
From the start, Glastonbury was an agricultural community, growing corn like the Indians before them.
Orchards were soon added, and subsistence farming became a way of life. Today, apple and peach
orchards flourish on Matson Hill.
In colonial days, many saw mills and grist mills were built along Roaring Brook and Salmon Brook, which
coursed through the Town from the eastern uplands. Because Glastonbury is a river Town, ship building
and shipping throve. In the 19th and early 20th centuries, factories, some known worldwide, provided
local employment.
Housing development on a large scale reached out to all corners of the Town. New schools were built,
and new roads, including Route 2 and 17, helped increase the modest 1940 population of 6,635 to a
record 27,901 by 1990.
The Town in 1959 changed its long-established Selectman-Town meeting Government to adopting a
Council-Manager and Board of Finance form. Today, as from the first, many townspeople volunteer their
time for the betterment of the community.
Written by Marjorie G. McNulty-Town Historian
Page 19
REVENUES
Revenues for the Town of Glastonbury are generated from various sources.
Property Taxes
Licenses and Permits
Intergovernmental Revenues
Charges for Services
Other Revenues
Transfers In from Other Funds
Use of Fund Balance
FY2008/09
Proposed Budget
Percent of
Proposed Budget
$115,053,739
$922,100
$7,654,613
$1,600,363
$2,804,301
$1,563,041
$2,550,000
87.1%
.7%
5.8%
1.2%
2.1%
1.2%
1.9%
Revenues to support the Adopted 2008-09 general fund operating budget total $132,148,158
representing an increase of $6,375,132 or 5.07% over the 2007-08 adopted budgeted revenues.
Property Taxes - Per Connecticut State Statues, property taxes for municipalities in Connecticut are
limited to taxes levied on residential and commercial real estate, motor vehicles and commercial personal
property. The Town will implement revaluation effective with the 10/1/2007 grand list and the 2008/09
budget. While not yet finalized the Grand List is estimated at $4.074 billion. All things being equal to the
10/1/2006 grand list, growth is estimated at 1.7%.
Through the use of reminder notices, tax warrants and a collection agency, the Revenue Collector’s office
has consistently maintained a collection rate of better than 99% over the last ten years, with an average
of 99.5% for the last five. The Adopted budget assumes a 99% collection rate to determine the current
tax revenue to be generated.
Licenses and Permits - This category includes revenues collected for Building Inspection Fees, Town
Clerk Fees, Engineering Fees, Refuse Permit Fees, Health Licenses and Fire Marshal fees. As noted
throughout the budget document various fees are reported at the division level as Non Tax Revenues.
License and Permit Fees are estimated at $922,100 representing a slight increase over the previous year.
The major revenue source in this category is Building Inspection Fees estimated at $700,000.
Intergovernmental Revenues - Revenue of $7,654,613 is anticipated from various State and Federal
grants. This is an increase of $2,168,007 from the previous year primarily due to the anticipated increase
in the Education Cost Sharing (ECS) grant.
Other grants included in this category include reimbursements on tax freeze programs for the elderly and
disabled, payments in lieu of taxes, education entitlements, Mashantucket/Pequot casino revenues and
other grants for various departments.
Charges for Services - Major revenues in this category, in excess of $250,000, include:
•
Town Clerk Recording and Conveyance fees in the amounts of $255,300 and $575,000, respectively.
Most of these fees are set by state statute and cannot be amended by the municipality. Recording
fees are $43 for the first page, and $5 for each subsequent page or portion thereof, of each document
recorded in the land records.
•
Solid Waste Tip Fees in the amount of $295,000 generated through permit fees acquired from the
users. Permits are based on a pay as you go concept or a permit for recurring entrance to the
transfer station with certain restrictions.
Page 20
REVENUES
•
Parks and Recreation Program Fees, budgeted in the amount of $204,063, is generated from fees
and charges to participants in Town sponsored recreation programs and user fees charged to groups
or individuals reserving Town owned facilities. Annually, the Town Council approves a schedule of
fees applicable to programs and activities. The activities include basketball, gymnastics, music and
arts camps, softball and many others. There is a change in accounting for certain Park and
Recreation programs and activities. Beginning in July 2008 the accounting of approximately
$810,000 in programs will be transferred to a Special Revenue fund. This will provide the ability to
monitor and account for revenues and expenses by program and activity provided by the department.
This change accounts for the significant decrease in General Fund revenues compared to the
2007/08 adopted budget.
Other Revenues - Major revenues in this category, in excess of $250,000, include:
•
Interest on Investments, accounted for in the Accounting division, is estimated in the amount of
$800,000 generated through the investment of idle funds of the General Fund. The Town utilizes a
consolidated cash concept approach to maximize its investment earnings. The Town participates in
two investment pool groups, money market funds and solicits bids on certificates of deposit when
appropriate. One of the pools, the State administered Short-Term Investment Fund (STIF) produced
an average yield for the Town of 5.50% in 2006/07. Interest rates have declined significantly over
the last couple of months and as a result the Town has conservatively used an assumed rate of
return of 2.25% to estimate investment income for 2009.
•
Employee Health Insurance Reimbursements accounts for the employee share of health insurance
premiums. The Town’s share of health insurance premiums is accounted for within each department
and division budget. For FY2008/09 an estimate of $1,020,220 is anticipated for employee health
reimbursements.
Transfers In from Other Funds – This revenue accounts for the Transfer In from the Water Pollution
Control Fund. User fees are set by the Water Pollution Control Authority following an annual review of
operating and capital costs. The revenues are credited to the Sewer Operating Fund and when actual
costs are recognized Transfers In are made to the General Fund. The proposed amount for FY2009 is
$1,558,041
Revenues are reflected throughout the budget document on an activity/program basis where applicable.
Below is a five year history of major revenues, in excess of $250,000, by activity/program
REVENUES BY PROGRAM/ACTIVITY
FY2005
ACTUAL
FY2006
ACTUAL
FY2007
ACTUAL
FY2008
ADOPTED
FY2009 PERCENT
ADOPTED CHANGE
Taxes - Current Levy
88,676,152 94,311,029 101,902,346 109,539,397 113,244,739
Building Inspection Fees
1,001,525 1,153,165
1,136,450
700,000
700,000
Accounting - Investment Inc.
642,199 1,385,948
2,115,892
1,500,000
800,000
Town Clerk
1,087,387 1,351,737
1,131,935
902,800
902,800
Insur/Pension/Claims Reim
725,993
767,511
935,146
994,912
1,060,220
Water Pollution Control
1,189,040 1,244,999
1,443,447
1,454,810
1,563,041
Refuse Disposal
457,226
600,380
629,574
551,000
502,650
Parks and Recreation
736,220
838,826
931,379
941,500
239,063
Debt Service
745,015
709,340
623,764
383,481
196,020
Education
5,671,821 5,976,376
6,258,615
4,619,807
6,959,447
Page 21
3.38%
0.00%
-46.67%
0.00%
6.56%
7.44%
-8.77%
-74.61%
-48.88%
50.64%
TOWN OF GLASTONBURY
Recognitions
National
The U. S. Environmental Protection Agency’s ENERGY STAR has been earned by the Town of
Glastonbury for Superior Energy Efficiency. Commerical buildings that rate in the top 25 percent of
facilities in the nation for energy efficiency may qualify for the ENERGY STAR.
State
Glastonbury was awarded designation as a “Connecticut Releaf Community by the Urban Forest Council
from 2003-2007.
Regional
Hartford Magazine rated 28 Greater Hartford communities under categories including education,
economy, and quality of life. Glastonbury was ranked as the number one community in the large Town
category (population more than 25,000) and received the third highest score among all 28 communities.
General Government
Connecticut Interlocal Risk Management Agency (CIRMA) recognized Glastonbury for their Safety and
Health Committees outstanding commitment.
Public Safety
Police Department received its sixth National Accreditation Award from the Commission on Accreditation
for Law Enforcement Agencies. In 1986, the agency was first in the State of Connecticut to be nationally
accredited.
Physical Services
Highway Division received statewide recognition for its successful Workers’ Compensation Loss Control
program.
Human Services
Riverfront Community Center was awarded national accreditation through the National Institute of Senior
Centers. Glastonbury is one of only seven centers in Connecticut to become nationally accredited and
joins 140 other seniors centers nationally who achieved this status.
Leisure/Culture
Glastonbury was awarded a “Big Wheel” award by the Central Connecticut Bike Alliance for its efforts to
develop a bicycle master plan making Glastonbury a bicycle friendly community.
Page 22
GENERAL GOVERNMENT
General
Government
18
2008
Town
Manager
2
2008
18
2009
Human
Resources
2
2009
3
2008
Facilities
Maintenance
3
2009
13
2008
13
2009
NOTE: Number in box represents full-time staffing.
DG
BL
.4
%
IL
Y
NC
M
OU
DE
NC
A
W
TO
AC
FACILITIES
MAINTENANCE 61%
5%
TOWN MANAGER 13%
HUMAN RESOURCES
17%
FY2006
ACTUAL
EXPENDITURES
Personal Services
Supplies
Services & Charges
Capital Outlay
TOTAL EXPENDITURES
1,263,385
38,701
901,021
40,625
2,243,732
FY2007
ACTUAL
1,312,774
39,908
943,095
31,009
2,326,787
Page 23
FY2008
ADOPTED
FY2009
ADOPTED
1,375,862
61,725
1,071,639
39,758
2,548,984
1,413,326
55,965
1,141,052
103,930
2,714,273
PERCENT
CHANGE
2.72%
-9.33%
6.48%
161.41%
6.48%
GENERAL GOVERNMENT
Town Council
Activities, Functions and Responsibilities
The Town Council is the Charter designated legislative body of the Town. The nine members of the Council
are elected for two year terms by elections held in November of odd numbered years.
The principal programs, services and activities offered by this division are:
•
•
•
•
•
•
Adopting the annual Operating and Capital budgets
Appoints Town officials and citizens to various local and regional boards, commissions and agencies
Enacts ordinances and resolutions necessary for the proper governing of the Town’s affairs
Serves as Zoning Authority
Establishes policies and measures necessary to promote the general welfare of the Town and the general
health and well-being of its citizens
Represents the Town at official functions.
Successes & Accomplishments
2007
•
•
•
•
•
•
•
•
•
Goals & Priorities
2008/2009
Enacted amendments to Elderly Tax Relief
Ordinance to provide additional tax relief to
qualifying older and long-term residents.
Authorized 20 infrastructure care, maintenance and
improvement projects totaling $5.5 million under the
Capital Improvement Program.
Endorsed comprehensive update to Plan of
Conservation and Development and established
working subcommittee to integrate Plan with
Building-Zone Regulations.
Authorized funding to take advantage of significant
community donations to allow timely completion of
high school synthetic turf and running track
improvement project.
Authorized successful November 2007 referendum
on $4 million appropriation and bond authorization
under Reserve for Land Acquisition and
Preservation
Approved Town acquisition of various land and
property acquisitions totaling approximately 100
acres.
Approved funding plan for Wastewater Treatment
Plant project and authorized bidding and
construction.
Approved
amendment
to
Building-Zone
Regulations-PAD involving open space dedication.
Authorized option for sale of approximately 13 acre
Gateway parcel for continued economic
development.
•
•
•
•
•
•
•
•
•
•
Page 24
Enact amendments to Capital Improvement
Criteria to effectively balance infrastructure needs,
funding and public comment.
Approve increase in annual Capital Reserve
Transfer to effectively respond to infrastructure
needs of growing community.
Consider and take action to approve sale and
development of town-owned Gateway land.
Continue to acquire land for riverfront access,
open space, recreation and municipal needs.
Review and prioritize proposals under Capital
Improvement Program. Implement by policy
action.
Review and adopt annual Town, Education and
Debt & Transfer budget.
Consider and enact, as applicable, ordinances,
regulations and policies.
Act as Zoning authority and take action as
appropriate on zoning related mattes. Adopt, as
applicable, recommended changes to BuildingZone Regulations to complement Plan of
Conservation and Development.
Consider Municipal Center concept for Academy
complex, funding alternatives and possible
November 2008 referendum.
Provide funding authorization for continued
energy efficiency and clean, renewable energy
initiatives.
GENERAL GOVERNMENT
Town Council
Personnel and
Expenditure Summary
EXPENDITURES
Personal Services
Supplies
Services & Charges
Capital Outlay
TOTAL EXPENDITURES
FY2006
ACTUAL
FY2007
ACTUAL
FY2008
ADOPTED
FY2009
ADOPTED
PERCENT
CHANGE
13,448
4,994
96,530
0
114,972
12,453
2,725
96,717
0
111,894
17,250
7,175
113,607
0
138,032
17,250
7,175
118,054
0
142,479
0.00%
0.00%
3.91%
0
3.22%
FY2007
ACTUAL
22
30
48
17
3
11
31
ACTIVITY INDICATORS
Regular Meetings
Public Hearings
New Business Topics
Old Business
Zoning Public Hearings
Special Reports
Consent Calendar Topics
Page 25
FY2008
(EST)
22
25
45
15
4
15
25
FY2009
(EST)
22
25
45
15
4
15
25
GENERAL GOVERNMENT
Town Manager
Office of the Chief Executive of Town administration, responsible for general management of the Town's
operations.
•
•
•
•
•
•
•
•
Overall executive management responsibility for municipal government operations
Budget preparation, administration and fiscal management
Employee and labor relations
Grants and contract administration
Land acquisition
Policy recommendation and implementation
Communications with citizens and public
Project management
2007
•
•
•
•
•
•
•
•
•
•
Goals & Priorities
2008/2009
Negotiated purchase of 5 parcels totaling
approximately 100 acres. 2 year total approximately
350 acres.
Initiated Town web page redesign to improve
customer service, information availability, reduce
costs and improve efficiency and effectiveness.
Continued work to place Glastonbury in leadership
position involving energy efficiency and alternate
energy initiatives.
Negotiated approved option for sale of 13± acre
Gateway parcel for 43,000+ s.f. Class A medical
office structures. $1.5 million land sale revenue.
Managed successful Capital Program involving 40±
projects and $196 million infrastructure investment.
Developed financing plan to allow Wastewater
Treatment Plant project to proceed despite
uncertainty in Clean Water Funding.
Reaffirmed Town’s AAA bond rating through
presentation to Standard & Poor’s.
Issued report outlining successful initiatives to
implement efficiency, effective and cost saving
improvements.
Presented Municipal Center concept for reuse of
Academy complex.
Continued analysis of comprehensive prospective
pension changes and participated in state-wide task
force to identify options for health insurance cost
reductions.
•
•
•
•
•
•
•
•
•
•
•
Page 26
Continue work to successfully market and develop
balance of Town owned Gateway land.
Develop selected option for Academy building
reuse and prepare for potential referendum.
Negotiate land and property acquisitions as
authorized.
Identify options and develop recommendations for
possible prospective changes to Town pension
plan.
Establish Glastonbury as municipal leader in
energy conservation and alternate, clean energy
initiatives.
Continue successful management of Town’s
Capital Improvement Program and develop plan to
fully align infrastructure needs with funding levels.
Complete “best practice” analysis of one or two
Town operating areas.
Provide efficient and effective management
support to Town Council and others as applicable.
Continue system-wide initiatives to provide the
highest levels of effective and responsive services
in a highly cost effective manner.
Work with Council and TP&Z subcommittee to
integrate updated Plan of Conservation &
Development with Zoning Regulations.
Complete Traffic Analysis and implement
improvements to Town Center area in accordance
with funding approvals.
GENERAL GOVERNMENT
Town Manager
Personnel and
Expenditure Summary
FY2006
ACTUAL
PERSONNEL
Full Time
Part Time
FTE
EXPENDITURES
Personal Services
Supplies
Services & Charges
Capital Outlay
TOTAL EXPENDITURES
FY2007
FY2008
ACTUAL ADOPTED
2
0
2
201,533
12,331
82,492
0
296,356
2
0
2
208,686
11,397
87,313
1,252
308,648
ACTIVITY INDICATORS
Town Council Regular Meetings
Evening and Weekend Business Meeings
and Commitments
Town Council Agenda Topics
Capital Program - Number of Projects
Public Referendum
Land & Property Acquisitions - Number of Sites
Page 27
FY2009
ADOPTED
2
0
2
218,272
16,450
116,370
0
351,092
PERCENT
CHANGE
2
0
2
224,761
16,450
116,768
0
357,979
2.97%
0.00%
0.34%
0.00%
1.96%
FY2007
ACTUAL
22
FY2008
(EST)
22
FY2009
(EST)
22
80
182
40
1
5
75
130
40
1
4
75
130
40
1
4
GENERAL GOVERNMENT
Human Resources
The mission of the Human Resources Department is to administer all of the human resources related services
and programs for the Town of Glastonbury’s full-time and part-time employees and administer the health
insurance benefits for retirees.
The principal programs, services, and activities offered by this division are:
•
•
•
•
•
•
•
•
•
Recruit and test for all vacant positions.
Ensure proper compensation and classification for all positions in the Town’s structure.
Advises and counsels department directors and staff on employee related matters.
Updates and administers the Town’s benefits programs.
Provide appropriate programs for training and developing employees.
Work to maintain good employee relations.
Handles labor relations and contract administration.
Updates and interprets employee handbook, labor contracts, and Federal, State and local laws impacting
employment.
Keeps retirees apprised of changes in health benefits as offered by the Town.
2007
Goals & Priorities
2008/2009
•
Completed Customer Service training to all Town
employees.
•
Completed the “Clean Enrollment” program
throughout open enrollment thus eliminating
duplications in health insurance coverage and
costs. Estimated annual savings of $28,092.
•
Completed and distributed the Glastonbury Update
Town newsletter.
•
Completed and distributed Town’s Annual Report.
•
Successfully completed the following bi-monthly
supervisory training for supervisors and directors:
¾
¾
¾
¾
¾
Customer Service
Building Effective Teams
Supreme Court Law Updates
Reasonable Suspicion
Adjusting to Change in Changing
Environment
•
Finalize an analysis of all work stations in the
Town to ensure an ergonomically sound work
environment, thus reducing potential lost work
time.
•
Implement an electronic conversion
employment application tracking system.
•
Continue an ongoing review and analysis of
Town Health Plan to determine cost saving
initiatives.
•
Conduct meetings with insurance negotiator and
representatives to develop a town-wide wellness
program in an effort to reduce insurance rates
and workers compensation claims
•
Review and update Employee Handbook.
•
Continue bi-monthly supervisory training for
supervisors and directors. Training sessions
include:
¾
¾
Page 28
of
Coaching Skills: Helping Employees
Improve Performance.
The Ethics of Managing & Leading Others
GENERAL GOVERNMENT
Human Resources
Personnel and
Expenditure Summary
PERSONNEL
Full Time
Part Time
FTE
EXPENDITURES
Personal Services
Supplies
Services & Charges
Capital Outlay
TOTAL EXPENDITURES
FY2006
ACTUAL
FY2007
ACTUAL
FY 2008
ADOPTED
FY 2009
ADOPTED
3
2
4
3
2
4
3
2
4
3
2
4
193,424
9,103
143,452
345,979
PERFORMANCE MEASURES
Number of Workers Compensation Claims
Total Cost of Workers Compensation Claims
Number of Employee Programs/Training
Sessions (per month minimum)
Number of Days to Certify Qualified Candidates
for full time positions. (days from test date)
Workers' Compensation Loss Ratio Less than
Breakeven of .66
219,148
13,905
131,859
2,587
367,499
230,950
22,500
166,767
2,838
423,055
GOAL
<20
<$5,000
ACTIVITY INDICATORS
Number of Applications for Full Time Employment
Reviewed
Total Number of Participants in Training Sessions
for Fiscal Year
Average Number of Participants Per Training
Session
Number Full Time Budgeted Positions
Number of Full Time Budgeted Vacancies
at any time
Number of Full & Part Time Recruitments per year
(Parks & Recreation seasonal not included)
Page 29
PERCENT
CHANGE
241,106
14,500
190,441
13,500
459,547
4.40%
-35.56%
14.20%
375.69%
8.63%
FY2007
ACTUAL
64
$124,502
FY2008
(EST)
40
$25,000
FY2009
(EST)
35
$25,000
2
22
23
28
<20
15
15
14
0.55
0.55
0.55
0.55
538
715
800
339
650
650
24
254
25
252
30
252
5
5
6
27
30
25
GENERAL GOVERNMENT
Facilities Maintenance
The mission of the Facilities Maintenance Department is to provide comprehensive operations and maintenance
management of all municipal buildings and facilities to ensure cost effective operations, high quality customer
service, and exceptional working environment. Manage all capital building construction projects for the Town and the
Board of Education.
•
•
•
•
•
Manage all utilities and communications services and accounts valued at over $1,500,000, annually, for all Town
Departments.
Perform in-house maintenance, repair, custodial services, and improvements for over 270,000 square feet of
facilities.
Manage over 25 facilities services and consultant contracts, annually.
Manage an average of $15 million of construction, annually.
Provide staff support to the Public Buildings Commission.
2007
•
•
•
•
Goals & Priorities
2008/2009
Executed over $22 million in capital projects
including:
¾ Completion of GHS project. Received over $13.5
million in grant payments from State and
$148,000 in energy rebates from CL&P.
¾ Completion of Elementary School project.
Received over $7.9 million in grant payments
from State and $168,000 in energy rebates from
CL&P.
¾ Procurement and installation of GHS Technology
Hardware.
¾ Replacement of GHS gymnasium floor and
bleachers.
¾ Completion of all masonry repairs to GHS.
Executed various in-house projects to better serve
citizens and staff including:
¾ Improvements to Town Hall including relocation
of mail room.
¾ Installed video surveillance systems in Town Hall,
Fleet Maintenance, Transfer Station, and Bulky
Waste facilities.
¾ Installed air conditioning in Teen Center.
¾ Renovations to Youth & Family Services offices
and customer support areas.
¾ Extensive repairs to revenue generating Cider
Mill and Desmond House properties.
Participated with CRCOG in implementation of Job
Order Contracting initiative. Served as test location
for evaluation of process.
Enrolled Town and Education facilities in Demand
Response program to reduce peak demand on grid
and provide approximately $60,000 in payments to
Town over 15 month life of program
•
•
•
•
•
•
Page 30
Complete administrative close-out of GHS and
Elementary School projects
Manage improvements to Town Hall including
renovation of public bathrooms and relocation of
television broadcast console.
Manage improvements to Academy C wing to
accommodate relocation of Information Technology
Department from Town Hall and Facilities from
Wastewater Treatment Facility.
Complete Energy Audit and implement
recommended Energy Conservation Measures and
other facility and practice improvements, as
budgets allow
Complete Facilities Condition Assessment of BoE
Elementary Schools and Town facilities
Continue to identify and implement cost effective
energy initiatives including:
¾ Alternative energy sources
¾ CT Clean Energy Communities program
objectives
GENERAL GOVERNMENT
Facilities Maintenance
Personnel and
Expenditure Summary
PERSONNEL
Full Time
Part Time
FTE
EXPENDITURES
Personal Services
Supplies
Services & Charges
Capital Outlay
TOTAL EXPENDITURES
FY 2006
ACTUAL
FY2007
ACTUAL
FY2008
ADOPTED
FY 2009
ADOPTED
12
4
14
13
9
17.4
13
9
16.9
13
9
16.7
849,699
12,273
508,338
40,625
1,410,935
Utility Costs ($/SF)
Custodial Costs ($/SF)
Custodial Quality (1 to 5)
Number of Workplace Incidents
Number of Lost Days
PERCENT
CHANGE
872,488
11,881
537,548
27,171
1,449,088
909,390
15,600
585,170
36,920
1,547,080
930,209
17,840
623,094
90,430
1,661,573
2.29%
14.36%
6.48%
144.93%
7.40%
GOAL
3.86*%
1.83
5.00
0
0
FY2007
ACTUAL
3.64%
1.59
3.81
4
0
FY2008
(EST)
3.75%
1.62
4.00
2
0
FY2009
(EST)
3.86%
1.66
4.30
2
0
1,887
$22,645
270,000
1,850
$4,000
270,000
1,850
$2,000
270,000
ACTIVITY INDICATORS
Number of Work Orders
Capital Improvement Program Execution (000)
Square Feet of Facilities Managed
*While utility costs are increasing, the Town is benchmarking Town Hall energy consumption in order to
evaluate effectiveness of energy conservation measures.
Page 31
GENERAL GOVERNMENT
Academy BCD
The Town Council continues to discuss future uses of Academy School. A portion of the classrooms are
currently being utilized for storage by the Town and Board of Education.
The Parks & Recreation Division conducts various programs throughout the school. The activities include the
Teen Center, basketball, gymnastics, and exercise programs, as well as, the new GLAD/coffee house
programs. Planning is underway to relocate the Town Information Technology and Facilities Maintenance
Departments to Academy C wing. The Town has assumed the utilities costs and maintenance for the
structure.
Personnel and
Expenditure Summary
EXPENDITURES
Personal Services
Services & Charges
Capital Outlay
TOTAL EXPENDITURES
FY2006
ACTUAL
FY2007
ACTUAL
FY2008
ADOPTED
FY2009
ADOPTED
PERCENT
CHANGE
5,281
70,209
0
75,490
0
89,658
0
89,658
0
89,725
0
89,725
0
92,695
0
92,695
0.00%
3.31%
0.00%
3.31%
Page 32
COMMUNITY DEVELOPMENT
To wn
M anager
Co mmunity
Develo pment
18
2008
Co mmunity
Develo pment
6
2008
6
2009
18
2009
Fire
M arshall
B uilding
Inspectio n
5
2009
5
2008
Health
Department
2
2009
2
2008
5
2008
5
2009
NOTE: Number in bo x represents full-time staffing.
Health
28%
Community
Development
33%
Fire Marshal
13%
Building
Inspection
26%
FY2006
ACTUAL
EXPENDITURES
Personal Services
Supplies
Services & Charges
Capital Outlay
TOTAL EXPENDITURES
1,196,490
45,563
394,659
0
1,636,712
FY2007
ACTUAL
1,194,810
35,665
418,260
19,893
1,668,627
Page 33
FY2008
ADOPTED
FY2009
ADOPTED
1,275,440
57,800
477,843
18,620
1,829,703
1,322,988
29,260
494,360
7,860
1,854,468
PERCENT
CHANGE
3.73%
-49.38%
3.46%
-57.79%
1.35%
Community Development
Management of the Town’s land use, health and building activities including long range planning, zoning,
building inspection, environmental protection, economic development, health services, and fire prevention and
enforcement services. Staff services are provided to boards and commissions with land use and building
responsibilities. Key commissions served are the Town Plan and Zoning Commission, Town Council (Zoning
Authority), Conservation Commission, Economic Development Commission, and the Historic District
Commission.
Principal responsibilities of this division are:
•
•
•
•
•
Statutory review of all residential, commercial, and municipal development projects
Coordination and development of various planning documents and new/revised land use regulations
Provision of environmental protection services in conjunction with new development and guidance on
the preservation of Town-wide natural resources
Historic preservation services
Administrative and fiscal management of the department’s four divisions
2007
Goals & Priorities
2008/2009
•
Authored and adopted by the Town Plan and
Zoning Commission; 2007-20017 Plan of
Conservation and Development.
•
Provision of sound and thorough guidance to
Commissions responsible for the approval of a
variety of land use matters.
•
Provided sound and thorough guidance to
commission responsible for the approval of a variety
of land use matters.
•
Implementation of various land use and regulatory
measures in accordance with Plan of
Conservation
and
Development
policy
recommendations.
•
Completed draft of new subdivision regulations that
encourage design creativity and more efficient
public infrastructure.
•
Adoption of new subdivision regulations that
encourage design creativity and more efficient
public infrastructure.
Continued master planning for significant
development activities within the Town-owned
Gateway Employment Area.
•
Implementation of new economic development
activities within the Gateway Employment Area.
•
Page 34
Community Development
Personnel and
Expenditure Summary
FY2006
ACTUAL
PERSONNEL
Full Time
Part Time
FTE
EXPENDITURES
Personal Services
Supplies
Services & Charges
Capital Outlay
TOTAL EXPENDITURES
REVENUES-Non Tax
Required from Taxes
FY2007
ACTUAL
6
0
6
6
0
6
404,136
10,769
130,539
0
545,444
46,019
499,425
FY2008
ADOPTED
6
0
6
FY2009
ADOPTED
PERCENT
CHANGE
6
0
6
416,399
8,001
140,462
12,889
577,751
23,354
554,397
431,572
10,380
155,432
2,620
600,004
25,000
575,004
446,038
8,190
160,767
0
614,995
18,000
596,995
3.35%
-21.10%
3.43%
0.00%
2.50%
-28.00%
3.82%
GOAL
FY2007
ACTUAL
FY2008
(EST)
FY2009
(EST)
<30
100%
100%
100%
100%
N/A
25%
75%
8
54
10
10
45
20
10
40
25
30
115
30
90
25
75
Complete Administrative Review Meeting for New
Development Proposals (Days from Date of
Submission)
Implement Regulatory Changes as
Recommended by the 2007-2017 Plan of
Conservation and Development
ACTIVITY INDICATORS
Subdivision Applications Approved
Special Permit Applications Approved
Wetland Permit Applications Approved
Commission Subcommittee Meetings/
Workshops Held
Building Permit Plans Reviewed
Page 35
Building Inspection
Enforcement of building, electrical, plumbing, and heating codes and the issuance of permits for and the
inspection of projects during construction, and the issuance of certificates of occupancy. The Building
Inspection division also handles zoning and building complaints, conducts investigations and issues necessary
cease and desist orders and makes joint inspections with the Fire Marshal.
The principal responsibilities of this division are:
•
•
•
•
Building plans review
Building permit issuance and building inspections
Code enforcement
Administration of the Zoning Board of Appeals
2007
Goals & Priorities
2008/2009
•
Provided timely and efficient permit review and
inspection services.
•
Continue to provide timely and efficient permit
review and inspection services.
•
Introduced online swimming pool safety information.
•
Enhance computer applications as software
improvements become available.
•
Initiated study of online permitting for basic work
projects.
•
Implement online permitting for basic work
projects, i.e. roofing, siding, window replacement.
Participation by 25% of eligible users is an initial
goal.
•
Implement the use of alternative fuel vehicles for
department
•
Provided continued inspection and consultation
services for the high school and elementary school
projects.
Page 36
Building Inspection
Personnel and
Expenditure Summary
FY2006
ACTUAL
PERSONNEL
Full Time
Part Time
FTE
EXPENDITURES
Personal Services
Supplies
Services & Charges
Capital Outlay
TOTAL EXPENDITURES
REVENUES-Non Tax
Required from Taxes
FY2007
ACTUAL
5
0
5
5
0
5
303,031
7,131
114,924
0
425,086
1,153,165
(728,079)
FY2008
ADOPTED
5
0
5
311,744
4,852
126,479
2,242
445,317
1,136,050
(690,733)
FY2009
ADOPTED
PERCENT
CHANGE
5
0
5
322,773
6,860
139,006
0
468,639
700,000
(231,361)
333,850
6,410
139,212
2,620
482,092
700,000
(217,908)
3.43%
-6.56%
0.15%
0.00%
2.87%
0.00%
-5.81%
Non tax revenue is generated by building permit fees for commercial, industrial and residential construction.
Effective July 1, 2003, the fee is $17/$1,000.
Building Inspections Completed on Receipt of
Permittee's Request (days)
Licensing/Training Seminars Attended by Staff
to Maintain Licensing in Accordance with
Statutory Requirements
Implement Use of Online Permitting
GOAL
FY2007
ACTUAL
FY2008
(EST)
FY2009
(EST)
<2
98%
98%
98%
36
25%
36
N/A
36
N/A
36
25%
1,024
53
209
1,000
60
175
950
60
160
ACTIVITY INDICATORS
Building Permits Issued
Zoning Board of Appeals Applications Received
Certificate of Occupancy Permits Issued
Page 37
Fire Marshal
The primary responsibility of the Town of Glastonbury Fire Marshal’s Office is the enforcement of the
Connecticut Fire Safety Code, the Connecticut Flammable and Combustible Liquids Code, The Connecticut
Oil Burning Equipment Code, The Connecticut Gas Equipment and Piping Code, the Connecticut Liquefied
Petroleum Gas and Liquefied Natural Gas Code, the Connecticut Fireworks and Special Effects Code, and the
Explosives Regulations as prescribed by Connecticut General Statutes. The goal of the Office is to provide a
community which is reasonably safe from the ravages of fire, smoke and panic. Successful elements of risk
reduction methods include: enforcement, public education, planning and investigation.
Principal responsibilities of this division are:
•
•
•
•
•
•
•
•
•
Investigation of the cause and origin of fires and explosions
Inspection of public buildings, manufacturing facilities and establishments which use, store or manufacture
hazardous materials
License inspections of Day Care Centers, Health Care Occupancies, Residential Board and Care
Facilities, and establishments that serve liquor
Conducts Code Consultation inspections for architects, design engineers, developers and property owners
Conducts Certificate of Occupancy inspections
Inspects transportation vehicles used in conjunction with flammable liquids and gases
Issues blasting permits
Conducts fire prevention training programs – fire extinguishers, evacuation drills, equipment safety –
distributed public service announcements and press releases
Serves as the Local Open Burning Official
2007
Goals & Priorities
2008/2009
•
Completed inspection program objective of
assembly occupancy facilities of 50 or more
people.
•
Completed inspections
establishments.
•
Conducted fire prevention training programs at all
licensed commercial day care establishments.
•
Continued to provide inspection services for major
ongoing projects including Nayaug Elementary
School, Eric Town Square, and Somerset Square
expansion.
•
Completed objective to accomplish certificate of
occupancy inspections within five work days after
permittee's request – 100%.
•
Conducted three major fire investigations: Addison
Road – VFW; New London Turnpike – Buck’s
Corner Shopping Center; Marlborough Road –
Arbor Acres/Aviagen.
for
food
•
Continue to provide plans review and inspection
services for development projects.
•
Continue to provide timely certificate of
occupancy inspections within five working days.
•
Continue to annually inspect an increasing
number of food service and assembly
occupancies.
•
Enhance computer applications as software
improvements become available.
service
Page 38
Fire Marshal
Personnel and
Expenditure Summary
FY2006
ACTUAL
PERSONNEL
Full Time
Part Time
FTE
EXPENDITURES
Personal Services
Supplies
Services & Charges
Capital Outlay
TOTAL EXPENDITURES
REVENUES-Non Tax
Required from Taxes
FY2007
ACTUAL
2
0
2
2
0
2
153,220
4,332
52,505
0
210,057
1,339
208,718
FY2008
ADOPTED
2
0
2
FY2009
ADOPTED
PERCENT
CHANGE
2
0
2
159,103
3,564
56,314
3,510
222,491
6,292
216,199
166,815
5,300
60,534
3,500
236,149
750
235,399
170,780
5,000
62,974
2,620
241,374
750
240,624
2.38%
-5.66%
4.03%
-25.14%
2.21%
0.00%
2.22%
GOAL
FY2007
ACTUAL
FY2008
(EST)
FY2009
(EST)
100%
100%
100%
100%
30
63
33
30
14
37
45
5
10
10
5
10
10
154
120
120
Certificate of Occupancy Inspections
Completed within 5 Work Days
Fire Prevention Training Programs Conducted
with Highest Priority to Preschool, Kindergarten,
and Senior Assembly Occupancies
ACTIVITY INDICATORS
Fire Incident Investigations Completed
Commercial
Residential
Other
Assembly Occupancy Inspections Completed
at Facilities Occupied by 50 or more Persons
Page 39
Health
The Health Division mission is to protect the public health by identifying health problems, monitoring health
status, investigating health problems and hazards, educating citizens on health issues, insuring the provision
of health services, and enforcing health laws and regulations.
The principal responsibilities of this division are:
•
•
•
•
Environmental health programs including well water, on-site sewage disposal, inspection of the
Town’s 150± food service establishments, lead poisoning, and housing
Disease surveillance and communicable disease follow-up
Screening and immunization of high risk groups
Develop responses to public health emergencies, both natural and intentional
2007
Goals & Priorities
2008/2009
•
Provided outreach to restaurants, day cares, youth
sports, and the community at large to adopt policies
regarding healthy foods and snacks for children.
•
Update and more widely distribute “Glastonbury
Grown” brochure in an effort to encourage more
healthy eating choices.
•
Reviewed land use proposals with a perspective on
creating environments which encourage healthy
living choices.
•
Partner with private nursing provider to expand
influenza immunization activities, resulting in cost
savings to Town.
•
Established upgraded application process for on-site
sewage disposal system repairs.
•
Identify and develop means to address special
needs populations during public health and other
emergencies.
•
Investigated economically sound automated
procedures that can reduce paper and streamline
record keeping.
•
Introduce automated operations that can improve
efficiencies in a cost effective manner.
•
Issued Food Service Licenses as follows:
Class I – cold food
29
Class II – prepackaged food
11
Class III – prepare & serve < 4 hrs
39
Class IV – prepared & serve > 4 hrs 78
Page 40
Health
Personnel and
Expenditure Summary
FY2006
ACTUAL
PERSONNEL
Full Time
Part Time
FTE
EXPENDITURES
Personal Services
Supplies
Services & Charges
Capital Outlay
TOTAL EXPENDITURES
REVENUES-Non Tax
Required from Taxes
FY2007
ACTUAL
6
1
6.5
5
1
5.5
336,104
23,330
96,690
0
456,124
137,125
318,999
FY2008
ADOPTED
FY2009
ADOPTED
5
1
5.5
5
1
5.5
307,565
19,248
95,004
1,252
423,069
113,144
309,925
354,280
35,260
122,871
12,500
524,911
113,800
411,111
GOAL
FY2007
ACTUAL
FY2008
(EST)
FY2009
(EST)
80%
75%
80%
80%
20%
20%
139
140
140
1,077
1,075
1,075
164
265
265
Complete Septic System Plan Reviews
Within 5 Working Days
Reduce Restaurant Re-inspections of all 157
Food Service Licensed Establishments
<20%
ACTIVITY INDICATORS
Well and Septic Permits Issued
(including Repairs)
Routine Inspections (Septic Installation,
restaurants)
Complaint Inspections (Housing Code Matters,
Accumulation)
Page 41
22%
372,320
9,660
131,407
2,620
516,007
101,290
414,717
PERCENT
CHANGE
5.09%
-72.60%
6.95%
-79.04%
-1.70%
-10.99%
0.88%
Page 42
ADMINISTRATIVE SERVICES
Town
Manager
Administrative
Services
Financial
Administration
8
2008
8
2009
25
2009
Revenue
Collection
Property
Assessment
Accounting
4
2008
25
2008
4
2009
5
2008
5
2009
4
2008
4
2009
Town
Clerk
4
2008
4
2009
NOTE: Number in box represents full-time staffing
FINANCIAL
ADMINISTRATION 16%
INSURANCE & PENSION
46%
ACCOUNTING 6%
WN
TO
EXPENDITURES
Personal Services
Supplies
Services & Charges
Capital Outlay
TOTAL EXPENDITURES
1,548,020
102,175
3,142,027
82,315
4,874,536
8%
FY2006
ACTUAL
K
ER
CL
REG OF
VOTERS
PROBATE CT
LEGAL SERV
7%
PROPERTY
RE
V.
ASSESSMENT 9%
CO
LL
EC
TIO
N
8%
FY2007
ACTUAL
1,614,217
102,435
3,211,024
91,093
5,018,769
Page 43
FY2008
ADOPTED
FY2009
ADOPTED
1,741,413
126,041
3,403,783
75,560
5,346,797
1,769,536
149,726
3,679,297
39,990
5,638,549
PERCENT
CHANGE
1.61%
18.79%
8.09%
-47.08%
5.46%
Financial Administration
The responsibilities of the Director of Finance include the direct supervision of five division heads, with a total
of 26 personnel. The director is also staff liaison for the Town Manager to the Board of Finance and the
Insurance Advisory Committee.
• Compiles Operating and Five-Year Capital Improvement Plan (CIP) for the Town Manager's review.
• Implements renewal and procurement of the Town's and Education's insurance coverage in coordination
with the Agent of Record and recommendations of the Insurance Advisory Committee.
• Prepares financing plan for funding capital projects
• Schedules bond issues in accordance with CIP and prepares Official statements for bond issuance
• Meets with rating agency’s to attain rating for bond sales
• Oversees and monitors Pension Investment manager
Purchasing
• Process purchase requisitions/orders to acquire goods and services
• Process Requests for Quotations, Bids and Requests for Proposals
• Contract Administration
• Develop and maintain Purchasing Policy & Procedures
Information Technology
• Maintain efficient communication network for all systems.
• Install PC workstations, printers, system servers and network devices.
• Act as advisor and technical support for departmental system enhancements
• Act as advisor and technical support for Town Web Page
2007
•
•
•
•
•
•
•
•
•
•
•
Goals & Priorities
2008/2009
Revised 2007/08 budget format and received
Government Finance Officers Association (GFOA)
Distinguished Budget Award for the document
Received Pension Advisory consultant review report
and implemented recommended changes to
investment strategy and actuarial assumptions.
Implemented cash management improvements
through advancements in banking technology based
on Cash Management Request For Proposal (RFP)
Exceeded $50,000 in internet sales of surplus
equipment since November 2006
Installed Wi-Fi network at Town center green
Hired consultant to review and redesign Town web
site to provide 24/7 customer service options
Hired actuarial consultant to review Town pension
plans and recommend design alternatives as
appropriate to control future costs
Revised Capital Improvement Program criteria
policy effective with the 2008/09 budget
Converted to active directory and Outlook/Exchange
Centralized password management and improved
network security
Initiated new procedures and policies to reduce
energy consumption used by computer hardware
•
•
•
•
•
•
•
•
•
Page 44
Retain GFOA Distinguished Budget Presentation
Award and continue with improvements to the
budget format
Review feasibility of utilizing procurement cards
and develop recommendations and plan for
implementation based on results of review.
Expand utilization of the Purchasing web page to
include bid awards and tabulation
Continue expansion of fiber optic network
Continue to review and implement power saving
features available with newer computer systems
and include energy use guidelines in purchase
recommendations
Provide education and training on the use of
technology to expand use of document
management tools
Continue to oversee and manage web redesign
project to incorporate more e-commerce
functionality with all Town departments
Coordinate and oversee the issuance of
$7,500,000 of general obligation bonds in May,
2008
Coordinate “going green” initiatives for Town
purchases of supplies and materials.
Personnel and
Expenditure Summary
PERSONNEL
Full Time
Part Time
FTE
EXPENDITURES
Personal Services
Supplies
Services & Charges
Capital Outlay
TOTAL EXPENDITURES
REVENUES-Non Tax
Required from Taxes
FY2006
ACTUAL
FY2007
ACTUAL
FY2008
ADOPTED
FY2009
ADOPTED
8
1
8.6
8
2
8.6
8
2
9.2
8
1
8.5
494,268
25,460
189,761
51,787
761,277
0
761,277
PERCENT
CHANGE
520,804
22,938
232,684
35,941
812,368
45,730
766,638
590,078
29,675
251,299
40,640
911,692
50,000
861,692
592,229
37,300
271,522
29,880
930,931
50,000
880,931
0.36%
25.70%
8.05%
-26.48%
2.11%
0.00%
2.23%
GOAL
FY2007
ACTUAL
FY2008
(EST)
FY2009
(EST)
Annual
12
13
14
>8%
<10%
Aaa
AAA
12.7%
8.6%
Aa1
AAA
13.0%
8.9%
Aa1
AAA
13.0%
8.5%
Aa1
AAA
20
35
40
20
45
16
42
340
349
51
14
55
350
350
50
15
55
350
300
GFOA Distinguished Budget Award
Number of Years Received
Undesignated Fund Balance as a Percent of
Actual Expenditures
Debt Service as a Percent of Actual Expenditures
Bond Ratings: Moody's
Standard and Poor's
Average Turnaround Time (in days) to Resolve
Computer Requests for Assistance (CRA's)
ACTIVITY INDICATORS
Number of Bids Issued
Number of Requests for Proposal Issued
Number of Quotes Issued
Number of Computer Workstations
Computer Requests for Assistance (CRAs) Resolved
Page 45
Accounting
The Accounting Division’s mission is to administer cash management, accounts payable, and payroll
responsibilities to provide complete, timely, and accurate financial information to Town management to assist
in decision making.
•
•
•
•
•
•
Prepare the year-end comprehensive annual financial report
Produce monthly budget and other financial reports for management and other policy boards
Manage cash flow and invest idle funds to maximize interest income
Review internal controls to ensure that proper controls are in place and control procedures are being
followed.
Process biweekly payroll and issue all disbursements in a timely manner
Administer the accounts receivable billing system
2007
•
•
Goals & Priorities
2008/2009
Awarded the Certificate of Achievement for
Excellence in Financial Reporting. This is a key
factor to maintain the Town's high bond rating in
order to receive lower interest rates on issued
bonds.
Implemented Positive Pay procedures with
primary bank to help prevent fraudulent
disbursements from occurring.
•
Tested and implemented upgrade to financial
accounting system.
•
Initiated procedures for decentralized time and
attendance for two major departments.
•
Conducted accounts payable and year end
training sessions with Town departments to
facilitate the 2007 year end closing and reporting
process.
•
Monitored cash balances and investment
opportunities to ensure that Town funds were
invested at the best rate. Achieved significant
investment earnings in excess of budgeted
estimates.
•
Retain the Certificate of Achievement for
Excellence in Financial Reporting.
•
Establish trust fund or other funding mechanism
for post-employment benefits other than
pensions by June 2009.
•
Increase electronic payments to vendors by 10%
by December 2008 thereby reducing the cost of
producing checks and the risk of lost or stolen
checks.
•
Full implementation of decentralized time and
attendance by June 2008.
•
Continue to monitor investment opportunities
and alternatives to maximize earnings during a
period of declining interest rates.
Page 46
Accounting
Personnel and
Expenditure Summary
PERSONNEL
Full Time
Part Time
FTE
EXPENDITURES
Personal Services
Supplies
Services & Charges
Capital Outlay
TOTAL EXPENDITURES
REVENUES-Non Tax *
Required from Taxes
FY2006
ACTUAL
FY2007
ACTUAL
FY2008
ADOPTED
FY2009
ADOPTED
4
0
4
4
0
4
4
0
4
4
0
4
213,463
223,651
238,335
10,991
11,333
12,850
68,627
77,842
86,168
2,178
15,796
2,620
295,259
328,622
339,973
1,385,948 2,115,892
1,500,000
(1,090,689) (1,787,270) (1,160,027)
248,542
12,100
84,117
0
344,759
800,000
(455,241)
PERCENT
CHANGE
4.28%
-5.84%
-2.38%
-100.00%
1.41%
-46.67%
-14.83%
*Non-tax revenue is generated by investing the Town's idle cash. Interest Income resulting from investing idle
funds of the General Fund has been maximized by utilization of a consolidated pooled cash concept. The
Town participates with two investment pool groups and solicits bids on certificates of deposit when
appropriate. One of the pools, the State-administered Short-Term Investment Fund (STIF) produced an
average yield for the Town of 5.50% at June 30, 2007. Changes are reflective of the global market and we are
estimating an average yield of 3.50% for the fiscal year 2008/2009.
Financial Statement, State and Federal
Single Audits Completed in a timely manner
Annual Audits Completed with No Significant
Findings
Vendor Payments (electronic)
Maintain Cash Management Deposit Time (days)
ACTIVITY INDICATORS
Payroll Checks Issued
Direct Deposit Advices
Vendor Payments (Checks)
Page 47
GOAL
FY2007
ACTUAL
FY2008
(EST)
FY2009
(EST)
Nov 30
Nov 20
Nov 15
Nov 15
Yes
300
1-2
Yes
226
3-10
Yes
250
1-2
Yes
270
1-2
4,525
7,345
6,955
4,600
7,400
7,000
4,650
7,400
7,000
Property Assessment
The primary responsibility of the Assessor’s Office is to ensure that all taxable property located within the
Town is discovered, identified, and equitably valued in accordance with the Connecticut General Statutes.
The result of these efforts is the creation of the annual Grand List. The Grand List serves as the foundation of
the property tax system which is the primary source of revenue used to finance Town services.
•
•
•
•
•
•
•
•
Discover, list and value all real estate, personal property and motor vehicles
Administer state and local exemption programs
Maintain records of property ownership for all real estate and personal property
Maintain map identification system for all real estate parcels
Disseminate information to the general public concerning various public records maintained by this office
Serve as liaison to the elected Board of Assessment Appeals
Coordinate all activities related to the 5 year property revaluation
Assist in the defense of assessments in the State’s court system
2007
Goals & Priorities
2008/2009
•
Collected and compiled the second year income
and expense survey for all commercial properties.
•
File the Town’s re-valued grand list by February
28, 2008.
•
Issued change notices for the October 1, 2007
town-wide revaluation.
•
Assist the Board of Assessment Appeals with their
revaluation hearings and facilitate the completion
of the hearings by May 15, 2008.
•
Utilized new technologies including remote access
to Vision Appraisal’s data base and tablet
technology to assist in the completion of the
revaluation.
•
Reduce the Coefficient of Dispersion statistic to
less than 9% for the revaluation grand list (2007)
and decrease the Price Related Differential to less
than + 1% of 100% neutral.
•
Reduce the percentage decrease in the
revaluation grand list resulting from taxpayers’
appeals of their revalued assessments to less
than .8%
•
•
Utilized the Town’s intranet to facilitate the deedupdate process and assisted the Engineering
Department in modifying and improving the Town’s
GIS website.
Completed the sales verification program for
residential sales through the October 1, 2007
revaluation date.
Page 48
Property Assessment
Personnel and
Expenditure Summary
PERSONNEL
Full Time
Part Time
FTE
EXPENDITURES
Personal Services
Supplies
Services & Charges
Capital Outlay
TOTAL EXPENDITURES
FY 2006
ACTUAL
FY 2007
ACTUAL
FY 2008
ADOPTED
FY 2009
ADOPTED
5
1
5.5
5
1
5.5
5
1
5.5
5
1
5.5
269,610
10,209
107,998
0
387,817
280,887
10,756
120,074
0
411,717
316,960
14,100
144,081
12,500
487,641
GOAL
<25
2,400
FY2007
ACTUAL
27
2,482
FY2008
(EST)
30
2,700
FY2009
(EST)
27
2,400
52,127
686
316
52,200
700
275
52,300
690
275
Time Lag in Processing Deeds (in days)
Grand List Adjustment/Corrections
ACTIVITY INDICATORS
Taxable Grand List Accounts
Elderly Applications Processed
Town Clerk Maps Reviewed and Processed
Page 49
323,412
14,100
148,739
0
486,251
PERCENT
CHANGE
2.04%
0.00%
3.23%
-0.29%
Revenue Collection
The mission of the Collector of Revenue’s Division is to assist in maintaining the stability of the Town by
ensuring the timely billing collection and recording of all revenues through the diligent application of State
Statutes, regulations and other enforcement aids, while assisting the public in understanding the taxation
process and procedures and maintaining an effective and cordial relationship with the general public.
•
•
•
•
•
•
Process real estate and property tax bills for the Town’s 32,985 residents.
Coordinate with the State Motor Vehicle Department the processing of motor vehicle tax bills for
approximately 35,000 registered vehicles.
Work with the Sanitation Department to collect data and process 5,540 bills for sewer use annually.
Acts as the central processing office for revenue from all Town departments.
Enforces delinquent collections of taxes.
Handles incoming and outgoing mail for all departments.
2007
Goals & Priorities
2008/2009
•
Achieved a collection rate of 99.6% for the year
ended June 30, 2007.
•
Assumed responsibility for mail processing center
and enhanced procedures for incoming and
outgoing mail.
•
Implemented Lock Box collection for the July 1,
2007 billing which allows for the deposit of tax
payments into the Town’s bank accounts on the
same day it is received.
•
Implemented remote deposit capture (RDC) for
deposit of checks. Process scans checks to a file
which is transmitted for deposit directly to the
Town’s bank account.
•
Provided alternative payment options via third
party vendor to include e-pay or direct payment
from checking or savings account.
•
Achieve a collection rate over 99%.
•
Provide taxpayer payment history via access on
the Town web site.
•
File the Uniform Commercial Code (UCC) lien
on-line with Secretary of State Office by 2008.
•
Copy and fax from staff’s desk by 2008.
•
Provide current tax information via internet.
•
Enhance the design of the revenue collection
web page.
Page 50
Revenue Collection
Personnel and
Expenditure Summary
PERSONNEL
Full Time
Part Time
FTE
EXPENDITURES
Personal Services
Supplies
Services & Charges
Capital Outlay
TOTAL EXPENDITURES
FY2006
ACTUAL
FY2007
ACTUAL
FY2008
ADOPTED
FY2009
ADOPTED
5
0
5
5
0
5
4
1
4.5
4
1
4.5
262,679
28,519
136,082
0
427,280
240,720
28,777
136,998
17,913
424,409
246,170
32,501
136,212
0
414,883
GOAL
98.0%
99.5%
60.0%
FY2007
ACTUAL
97.5%
99.6%
n/a
FY2008
(EST)
98.0%
99.5%
57.0%
FY2009
(EST)
98.0%
99.5%
60.0%
950 accts
7,759
5,991
31,056
2,094
5,421
259
975 accts
8,000
6,000
32,000
2,150
5,425
260
1,000 accts
8,000
6,000
32,500
2,200
5,425
260
Sewer Collection Rate
Tax Revenue Collection Rate
Lock Box Collections (excluding Escrow)
ACTIVITY INDICATORS
Number of Credit Card Transactions processed
Revenue Collection-Non Escrow (billed)
Revenue Collection - Escrow (billed)
Number of Motor Vehicle Accounts
Number of Personal Property Accounts
Number of Sewer Bills Issued
Number of Tax Liens
Page 51
254,722
39,601
144,761
0
439,084
PERCENT
CHANGE
3.47%
21.85%
6.28%
-5.83%
_____________________________________________ADMINISTRATIVE SERVICES
Town Clerk
The mission of the Town Clerk’s Office is the timely, efficiently and accurately processing, according to
applicable state and local laws, of documents preserving past and present vital information required to ensure
a sound-functioning government while being ever mindful of neutrality and impartiality, rendering equal,
courteous service to all. Being one of the most visited offices, this office provides the professional link
between the citizens, the local governing bodies, and the boards, commissions, committees & agencies of
town government.
• Land and Map Recordings and State Conveyance Tax Return Processing
• Certifying Copies of Land & Vital (Birth, Marriage, Civil Union, Death) Records
• Election Preparation and Administration
• Absentee Ballot Issuance and the Qualifying of Petitions
• Dog, Marriage, Civil Union and Sporting License Issuance
• Liquor Permit and Trade Name (DBA) Filing
• Notary Public Services, Registration and Authentication
• Voter Registration and Voter Identification Card Issuance
• Aircraft and Veteran Discharge Registration
• Repository of Contracts, Agreements, Budgets and Annual Reports
• Index, Maintain and Preserve for Public Access Various Filings and Public Records
2007
•
•
•
•
•
•
•
Goals & Priorities
2008/2009
Continued reorganization of all vaulted permanent
records. Concentrated on conducting a survey of all
board & commission records and reorganized writs
& claims filing and property map cabinets.
Coordinated production of ethics videos in May
2007 with Town Attorney, Ethics Committee & Town
Staff for Town board & commission & employee
training.
Completed land records re-indexing preservation
project grant, applied for in April 2006 for an
approximate index timeframe of October 1952 to
February 1960.
Successfully orchestrated server and numerous
workstation replacements in July 2007 with minimal
disruption in customer service.
Applied for necessary grant funds in April 2007 to
continue preservation project approved by the St of
CT Public Records Administrator. Commenced
work in August 2007 when grant funds received.
Implemented program for daily upload of financial
totals directly into financial system.
Commenced processing and scanning of meeting
notices, agendas and minutes for security purposes
though our counter recording module
•
•
•
•
•
Page 52
Continue reorganization of all vaulted permanent
record storage to include map cabinet and
cabinet/shelving replacement for Vital Records to
comply with Federal and State law.
Continued work on new web site with the focus
being format, content and more electronic access.
Commence with Level 1 option of eRecording for
land records with a projected implementation date
of July 1, 2008.
Commence with the next phase of land records
re-indexing preservation project with State grant
funds applied for in April 2007 and available for
use in August 2008.
Initiate application process for April 2009 grant
funds for preservation project approved by State
of CT Public Records Administrator with
administration of grant to take place in FY
2009/2010.
_____________________________________________ADMINISTRATIVE SERVICES
Town Clerk
Personnel and
Expenditure Summary
FY2006
ACTUAL
FY2007
ACTUAL
FY2008
ADOPTED
FY2009
ADOPTED
PERCENT
CHANGE
PERSONNEL
Full Time
4
4
4
4
Part Time
1
1
1
1
FTE
4.8
4.8
4.8
4.8
EXPENDITURES
Personal Services
238,073
247,571
256,600
253,501
-1.21%
Supplies
13,054
13,911
15,040
16,040
6.65%
Services & Charges
177,066
176,456
186,874
191,208
2.32%
Capital Outlay
28,349
21,443
15,510
10,110
-34.82%
TOTAL EXPENDITURES
456,542
459,381
474,024
470,859
-0.67%
REVENUES-Non Tax *
1,351,737 1,131,935
902,800
902,800
0.00%
Required from Taxes
(895,195)
(672,554)
(428,776)
(431,941)
0.74%
*Non tax revenues are generated from conveyance tax and recording fees from the land record filings. Most
fees are set by state statute and cannot be amended by the municipality. Recording fees are $43 for the first
page, and $5.00 each subsequent page, or portion thereof, for each document recorded. Effective 10/1/2005,
an additional 30.00 per qualified document has been charged: $1.00 is designated for Town records
preservation, $3.00 for local capital improvement projects and $26.00 is forwarded to the State for the land
protection, affordable housing and historic preservation fund. Recorded documents include deeds, mortgages,
liens, assignments, releases, etc. Sporting licenses and vital statistics fees are also included.
GOAL
95%
100%
100%
FY2007
ACTUAL
95%
100%
100%
FY2008
(EST)
96%
100%
100%
FY2009
(EST)
90%*
100%
100%
100%
100%
98%*
92%*
85%
78%
78%*
78%*
Land Record Recording - Documents
9,474
- Pages
40,495
Land Record Certificates
449
Property Map Recordings
195
Dog Licenses Issued - Individual / Kennel
2,418 / 7
Sporting Licenses & Permits/Liquor Permits Issued
876 / 47
Vital Records Receive and Processed
838
Vital Licenses Issued - Marriage/Civil Union
129 / 6
Burial / Cremation / Disinterment Permits Issued
154 / 55 / 1
Notary Registrations / Required Notarizations
93 / 268
Absentee Ballots Issued for Election Events
1,427
*Anticipate that significant federal election activity may impact this percentage/number.
8,500
40,000
450
300
2,400 / 10
875 / 50
840
130 / 10
140 / 50 / 1
90 / 300
650
8,500
40,000
450
300
2,400 / 10
875 / 50
840
130 / 10
140 / 50 / 1
90 / 300
2,100*
Land Recordings Returned Within 21 Days (Std 30)
Land Record Audit Done By Statutory 12/31 Deadline
Absentee Ballots Mailed Within Statutory 24 Hours
Historic Document & Farmland Preservation and
Marriage License & Civil Union Surcharge Reports
Submitted by Statutory Deadlines
Conveyance Tax Returns Mailed to the Department
of Revenue Services by Statutory 10 Day Deadline
ACTIVITY INDICATORS
Page 53
Registrars of Voters
The mission of the Registrar of Voters Office is to manage all elections’ processing in the Town of Glastonbury
by ensuring the accuracy of the voters’ registry and preparedness of the election officials and voting
machinery, in accordance with CT State Statutes, per the Administration of the Secretary of the State.
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Process all new voter applications and communicate acceptance to voters
Maintain updated voter registry with address/name/party changes and authorize removals of voter
privileges and communicate same to voters
Post required registry lists, prior to elections, per Statute for voter review and/or change
Maintain State mandated elections’ activities per the Secretary of the State‘s Official Calendar
Coordinate publication of all public notices regarding voter registration/elections, per SOS requirements
Coordinate with Town departments and Secretary of the State for conducting all elections
Train and supervise all election officials in accordance with State Statutes governing voters’ rights
Supervise Tabulator Technicians in maintaining battery back-ups, and certification of 19 tabulators and
their memory cards for pre-election certification.
Supervise Tabulator Technicians delivery and pick-up of polling equipment to all polls. Instruct
technicians to deliver sealed tabulators and ballots to each polling location on election day and receive
same sealed tabulators at end of election night
Maintain an inventory of voting machines according to State Statute criteria for voter population
Manage all aspects of supervised absentee ballot voting at designated institutions
Meet with Polling place Moderators, examine and proof their returns at the end of election.
Report results to Head Moderators and Secretary of State
Provide public service to political parties for voter list information as requested
Provide public customer service for voter list information as requested per FOI Laws
Conduct annual Canvass of Electors per national change of address service (NCOA) system updates
2007
•
•
•
•
•
•
•
•
•
•
Goals & Priorities
2008/2009
Conducted annual canvass of voters beginning
March 8, 2007 and ended May 1, 2007
Conducted high school registration on May 24,
2007; enrolled 115 HS students
Conducted Municipal Election, November 6, 2007
with a 33% Voter turnout.
Introduced new Optical Scan Tabulators to voters.
Registrars/Deputies attended ROVAC and
Secretary of the State's meetings and training.
Conducted weekly training sessions for over 90
poll workers in October 2007. Sent approximately
60 poll workers to extensive training by the
Secretary of the State in August 2007.
Held Optical Scan voting machine demonstrations
for the general public at the Library, Church
meetings, Riverfront Community Center, Town
Hall Meetings,
Implemented on October 1 new election laws
Reviewed and condensed voter files in January.
Completed elimination of election/voter records, per
State of CT Records Retention in May, 2007
•
•
•
•
•
•
•
•
•
•
Page 54
Conduct annual canvass of voters January 2
through May 31, 2008
Conduct high school voter registration session
between January and May 2008.
Conduct Presidential Primary (separate
Republican and Democratic), February 5, 2008.
Plan for Glastonbury Referendum and/or
Federal Primary Election
Registrars and Deputies attend ROVAC and
Secretary of the State's meetings and training.
Train poll workers on new improvements to
voting procedures on Election Day
Implement Registrar of Voters’ increased
responsibilities as adopted on October 1, 2007.
Improve end of Election Day wrap-up of
Moderator’s Returns with results to Head
Moderator & to the Secretary of State.
Implement new election related laws adopted by
the CT State Legislature and/or Congress.
Review and condense voter and election files
starting January 2, 2009
Registrars of Voters
Personnel and
Expenditure Summary
EXPENDITURES
Personal Services
Supplies
Services & Charges
Capital Outlay
TOTAL EXPENDITURES
FY2006
ACTUAL
FY2007
ACTUAL
FY2008
ADOPTED
FY2009
ADOPTED
PERCENT
CHANGE
69,926
6,115
8,561
0
84,602
100,584
7,481
15,182
0
123,247
93,270
8,500
13,787
4,290
119,847
97,130
17,210
26,000
0
140,340
4.14%
102.47%
88.58%
-100.00%
17.10%
GOAL
90
FY2007
ACTUAL
91
FY2008
(EST)
90
FY2009
(EST)
90
2
2
6
1
0
21,266
*
33%
*
*
2
2
6
2
1
21,500
*
*
78%
50%
2
2
6
2
1
22,500
*
45%
*
*
Hire, Train and Certify Election Officials
ACTIVITY INDICATORS
Number of: Registrars
Deputy Registrars
Tabulator Technicians
Number of: Elections (includes Primaries)
Referendum
Number of: Eligible Voters
Percent Voting: Gubernatorial
Municipal
Presidential
Primary Presidential
* Not Applicable
Page 55
Legal Services
The Town Attorney represents the community in law suits when it is not defended by our insurance company's
legal counsel. The Town Attorneys are appointed by the Town Council. Currently, the Town is represented by
Shipman & Goodwin and Updike, Kelly & Spellacy.
•
•
•
Provides opinions relative to questions on Charter and Town Code
Interprets municipal Code or State Statutes
Defends the Town as necessary in legal matters
EXPENDITURES
Services & Charges
TOTAL EXPENDITURES
REVENUES-Non Tax
Required from Taxes
FY2006
ACTUAL
FY2007
ADOPTED
FY2008
ADOPTED
FY2009
ADOPTED
292,749
292,749
2,838
289,911
302,525
302,525
14,092
288,433
200,000
200,000
12,000
188,000
225,500
225,500
12,000
213,500
Page 56
PERCENT
CHANGE
12.75%
12.75%
0.00%
13.56%
Probate Court
The Probate Court is established by State Statute to service the citizens of the Town of Glastonbury.
Glastonbury Probate Court is continuing its tradition of dealing with a variety of matters on behalf of our
community with diligence and concern.
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Decedents’ estates
Conservatorships: voluntary and involuntary
Guardianships
Temporary custody
Termination of parental rights
Guardianships of the estate of a minor
Compromise of claims
Adoptions
Emancipations
Commitment of mentally ill
Commitment of persons who are drug and/or alcohol-dependent
Matters involving persons with mental retardation
Trusts
Marriage Waivers
Name change
Custody of the remains
Passport Services
Personnel and
Expenditure Summary
EXPENDITURES
Supplies
Services & Charges
Capital Outlay
TOTAL EXPENDITURES
FY2006
ACTUAL
FY2007
ACTUAL
7,827
3,334
0
11,161
7,237
4,024
0
11,261
Page 57
FY2008
ADOPTED
10,675
3,950
0
14,625
FY2009
ADOPTED
10,675
3,950
0
14,625
PERCENT
CHANGE
0.00%
0.00%
0.00%
0.00%
Insurance/Pension
The Town maintains a central Insurance/Pension division to account for activity related to Workers’
Compensation, Casualty/Property/Liability insurance, life and disability insurance and employee related
costs for health insurance and pensions. All employer costs applicable to fringe benefits, i.e. health
insurance, social security, Medicare and pension, are accounted for in each department’s budget.
The Insurance Advisory Committee reviews the various insurance requirements for Casualty/Liability and
Workers’ Compensation insurances and monitors the procurement process.
They make
recommendations to the Town Manager and Town Council as specified in the Charter and Town Code.
The Director of Finance acts as liaison to the committee and as Risk Manager for the Town.
Casualty/Property/Liability insurance is serviced through H.D. Segur Insurance of Cheshire who
negotiates and coordinates on behalf of the Town the annual renewal through a competitive quote
process. The renewal for primary coverage has been awarded to Connecticut Interlocal Risk
Management Association (CIRMA), a risk pool, since July 1, 2001.
H.D. Segur services the Town’s Workers Compensation coverage through CIRMA. In an effort to reduce
incidents and losses experienced several years ago, the Town embarked on a comprehensive safety
program to address the issues causing the incidents. This program has proven to be very successful
resulting in a decrease in workers compensation premiums and loss experience modification rates.
The health/life insurance coverage for employees is offered through Anthem Blue Cross/Blue Shield and
ConnectiCare, the HMO alternative. All health insurance is serviced through HRH Consulting who
negotiates and coordinates the annual renewal for these benefits. Included in this budget is the
employee premium share, as well as, health benefit costs for Housing Authority employees and retirees.
The same amount is included in Non Tax Revenue as Employee Health Insurance Reimbursement.
Pension costs, as defined above, are included in each individual department or division budget. The
pension fund is administered by Prudential Retirement for asset management, administrative functions,
and actuarial services. The Town employees and Education non-instructional staff are in the same
pension program. Pension costs have increased due to lower than anticipated pension fund investment
earnings over the last few years.
2007
Goals & Priorities
2008/2009
•
Implemented recommendations of Pension
Advisory consultant through re-allocation of
assets.
•
•
Hired Actuary to review Town pension plan and
make recommendations for alternative plan
designs to reduce Town’s liability.
•
•
•
•
Page 58
Review actuarial consultant recommendations
for alternative pension plan design including
feasibility of program changes and develop plan
for implementation.
Continue with safety program and risk
management programs to reduce workers
compensation exposure.
Evaluate all employee benefit programs for cost
reducing enhancements and plan redesign as
applicable.
Fully fund OPEB contribution by 2009
Complete trust for Other Post Employment
Benefits (OPEB) in accordance with GASB#45.
Insurance/Pension
Expenditure Summary
FY2006
ACTUAL
EXPENDITURES
Training & Dues
Casualty Insurance
Employee Related insurance
Pension
OPEB Reserve
Claims/Services/Retro Charges
Programs/Professional Services
Capital Outlay
TOTAL EXPENDITURES
REVENUES-Non Tax *
Required from Taxes
0
511,208
1,552,275
25,014
0
66,729
2,623
0
2,157,849
767,668
1,390,181
FY2007
ACTUAL
0
426,531
1,618,169
18,414
0
56,727
25,398
0
2,145,239
935,146
1,210,093
FY2008
ADOPTED
FY2009
ADOPTED
2,700
440,600
1,746,612
19,100
100,000
60,000
15,100
0
2,384,112
994,912
1,389,200
2,700
464,200
1,870,120
27,080
125,000
60,000
37,100
2,586,200
1,060,220
1,525,980
PERCENT
CHANGE
0.00%
5.36%
7.07%
41.78%
25.00%
0.00%
145.70%
0.00%
8.48%
6.56%
9.85%
* Non tax revenue is generated from employee health insurance reimbursements, insurance policy credits
and claims reimbursements. The Town anticipates receiving $1,060,220 for FY2008/2009. Insurance
credits and claims reimbursements are estimated to be $40,000 and employee health reimbursements
$1,020,220. Workers Compensation costs of the Water Pollution division are funded by an estimated
$20,000 transfer from the Sewer Operating Fund.
Workers Compensation Experience
Modification Factor
Pension Contribution (% of Payroll)
Pension Plan Funded Ratio - % Funded
(As of 1/1)
Percent of Required Contribution
ACTIVITY INDICATORS
Casualty Insurance (annual cost)
Health Insurance Rate Increases
Anthem Blue Cross/Blue Shield
ConnectiCare
Dental
Page 59
GOAL
FY2007
ACTUAL
FY2008
(EST)
FY2009
(EST)
<.90
<10%
0.82
8.9%
0.80
8.5%
0.80
9.6%
100.0%
100%
94.5%
100%
95.0%
100%
98.0%
100%
$420,314
$443,210
$464,200
3.5%
11.3%
1.8%
13.4%
8.6%
-1.0%
10.7%
13.0%
8.5%
Page 60
PUBLIC SAFETY
Town
Manager
Public
Safety
77
2008
77
2009
Police
75
2008
Fire
75
2009
2
2008
2
2009
VOL. AMBUL. &
CIVIL
PREPARED.
1%
FIRE
10%
POLICE
89%
FY2006
ACTUAL
EXPENDITURES
Personal Services
Supplies
Services & Charges
Capital Outlay
TOTAL EXPENDITURES
5,541,429
188,176
2,324,956
564,715
8,619,277
FY2007
ACTUAL
5,991,771
183,995
2,452,572
297,632
8,925,971
Page 61
FY2008
ADOPTED
FY2009
ADOPTED
6,077,261
192,149
2,810,736
332,035
9,412,181
6,193,309
195,349
3,076,807
340,195
9,805,660
PERCENT
CHANGE
1.91%
1.67%
9.47%
2.46%
4.18%
PUBLIC SAFETY
Police
The Police Department is responsible for the Town's overall public safety. It is the only element of Town
Government staffed and operating 24 hours a day, 365 days a year. Its communications center provides
dispatching for all Town’s emergency services. The Police Department places primary emphasis on
prevention of crime, traffic safety and the early identification and elimination of public safety hazards. Its
officers maintain a highly visible presence and the capacity to respond and investigate a wide variety of
emergencies and police related incidents. Police officers are the Town's first medical responders. They work
closely with the schools, other units of Town Government and community groups in active outreach and
prevention efforts directed to youth and seniors. The Department also participates in several regional
initiatives that provide added specialized police services such as narcotic investigation, hostage negotiation,
SWAT and under water rescue and/or recovery.
•
•
•
•
•
•
Processing all requests for emergency assistance through 911
Dispatching police, fire and ambulance personnel
Responding to roughly 1,500 medical calls each year
Investigating approximately 850 motor vehicle accidents and 1,600 criminal incidents per year
Maintaining full-time school resource officers at the middle and high schools
On the average, process 1,000 animal control cases each year
2007
•
•
•
•
•
•
Goals & Priorities
2008/2009
Completed the acquisition and upgrade of the low
band equipment for the Town’s Public Work’s Radio
System.
Achieved State and National reaccreditation for the
second and sixth time respectively.
Implemented
the
Automated
Fingerprint
Identification System (AFIS) to electronically receive
and transmit fingerprints for analysis.
Converted defibrillators carried in all patrol units to
the new bi-phase models.
Re-staffed the Department’s Traffic Unit and
increased traffic enforcement and accident reduction
activities.
Implemented an Identify Theft package to assist
victims of that form of crime.
•
•
•
•
•
•
•
Page 62
Acquire and implement the software revisions
necessary to interface the Police Department
Records Management system with Town GIS
mapping capabilities.
Establish a secure area for safely storing and
protecting impounded vehicles.
Create added space for the secure storage of
evidence.
Complete renovations of the Patrol roll call/report
writing areas.
Implement the first of two competent rapidly
deployable watercrafts for joint Police and Fire
use in rescue and recovery on the Connecticut
River.
Focus internal development efforts toward
succession planning for instructor and special
assignment areas.
To establish a more suitable computer lab and to
increase evidence storage and protection for
cyber-crime investigations.
PUBLIC SAFETY
Police
Personnel and
Expenditure Summary
PERSONNEL
Full Time
Part Time
FTE
EXPENDITURES
Personal Services
Supplies
Services & Charges
Capital Outlay
TOTAL EXPENDITURES
REVENUES-Non Tax
Required from Taxes
FY2006
ACTUAL
FY2007
ACTUAL
FY2008
ADOPTED
FY2009
ADOPTED
75
76
75
2
76
75
3
76.5
75
4
77
5,137,859
94,174
1,987,887
222,999
7,442,919
363,615
7,079,304
5,575,624
99,504
2,095,960
208,592
7,979,680
603,470
7,376,210
5,640,037
100,484
2,414,135
252,700
8,407,356
218,000
8,189,356
5,742,476
103,684
2,638,099
266,510
8,750,769
70,000
8,680,769
1.82%
3.18%
9.28%
5.46%
4.08%
-67.89%
6.00%
FY2007
ACTUAL
13.9
32.0
2:58
4:49
13
105
FY2008
(EST)
15.5
33.2
2:58
4:29
6
50
FY2009
(EST)
13.8
30.5
2:58
4:39
0
0
1,626
463
19,846
1,547
1,039
859
129
1,600
505
20,128
1,616
1,032
928
170
1,572
461
20,037
1,535
1,031
856
119
Crime Rate (Per 1000 population)*
Percent of Part I Crimes** Cleared by Arrest***
Answer Time-E911 (Seconds)
Emergency/Priority 1 Response Time (Min)
Number of Lost Days
GOAL
<14
>30
<3:00
<4:30
0
0
ACTIVITY INDICATORS
Alarm Dispatches
Total Part 1 Crimes**
Total Calls for Service/Complaints
Total Medical Calls
Total Animal Calls
Total Motor Vehicle Accidents
Accidents Involving Injury
*National Average = 44.3
**FBI's Uniform Crime Index for Major Crimes
***National Average - 15.8
Page 63
PERCENT
CHANGE
Page 64
PUBLIC SAFETY
Volunteer Ambulance
The Volunteer Ambulance Association provides 24-hour emergency services coverage to all residents and
occupants of Glastonbury.
•
•
•
•
•
•
Encourages and supports community educational services
Conducts public relations with community to encourage wide community participation.
Furnishes and maintains three ambulances. All were funded by the Association and are maintained in
accordance with State, Federal and industry standards.
Provides backup support for structure fires and mutual aid situations.
Participates in drills for mass casualty situations and drills on a regular basis with Glastonbury Fire
Department.
Provides standby first aid services to community services, e.g., Apple Festival, concerts, etc.
2007
•
•
•
•
•
•
Goals & Priorities
2008/2009
Taught full EMT-Basic class in the spring of 2007.
Taught CPR classes in accordance with new
American Heart Association standards.
Staffed second ambulance during peak hours
Monday through Friday.
Purchased additional (third) ambulance. This has
decreased down time of the service due to vehicle
maintenance and/or repairs.
Sponsored Youth Child Identification Program.
Reimbursed town $46,200 ($14,900 utilities, diesel
fuel, $18,900 Cmed, $2,700 radio service contract,
$3,300 building maintenance.)
•
Adopt electronic system for patient care run
forms.
Continue to evaluate staffing requirements.
Continue to evaluate needs and requirements to
increase level of service to paramedic.
Continue to provide quality EMT-Intermediate
level emergency medical services to the Town of
Glastonbury.
Improve recruiting and retention of volunteers.
Continue to teach full EMT-Basic Classes on an
annual basis.
Continue to teach CPR classes and EMT
refresher classes.
Full EMT-Basic class scheduled for spring of
2008.
•
•
•
•
•
•
•
Personnel and
Expenditure Summary
EXPENDITURES
Personal Services
Services & Charges
Capital Outlay
TOTAL EXPENDITURES
REVENUES-Non Tax
Required from Taxes
FY2006
ACTUAL
FY2007
ACTUAL
FY2008
ADOPTED
FY2009
ADOPTED
PERCENT
CHANGE
30,000
23,603
0
53,603
21,346
32,257
30,000
27,025
0
57,025
24,545
32,480
30,000
24,250
0
54,250
25,000
29,250
30,000
27,000
0
57,000
27,000
30,000
0.00%
11.34%
0.00%
5.07%
8.00%
2.56%
Page 65
PUBLIC SAFETY
Fire Department
The Board of Fire Commissioners is responsible for providing, maintaining, and regulating the fire department.
The Board is bipartisan and consists of six members elected for six years on a rotating basis.
The principal programs, services and activities offered by the Board of Fire Commissioners are:
•
•
•
•
•
To provide adequate fire and rescue protection for the Town
Organize personnel structure
Staff and train an effective fire department
Plan and recommend the acquisition of apparatus, equipment and facilities
Provide appropriate assistance in emergencies and disasters
The principal programs, services and activities offered by the Fire Department are:
•
•
•
•
•
•
•
•
•
Protect life and property
Provide adequate fire and rescue protection
Provide fire suppression
Technical rescue service
Public fire education
Pre-fire planning
Fire prevention activities
Hazardous materials incidents
Mitigation of natural and manmade disasters
2007
Goals & Priorities
2008/2009
•
Developed a comprehensive program for formal
qualification protocols and training for Fire
Apparatus Driver/Operators.
The program
includes specific skill sheet documentations for
each type of fire apparatus and a Standard
Operating Procedure for training requirements.
This was completed on October 16, 2007.
•
Prepared for an audit by the State of Connecticut
Occupational Safety and Health Administration
(OSHA). The department has researched
applicable OSHA regulations, developed a
required training matrix, and has implemented
necessary Standard Operating Procedures. The
audit will be completed in 2008.
•
Develop and implement Standard Operating
Procedures and appropriate training for
responding to Mass Casualty Incidents. In
cooperation with the Glastonbury Volunteer
Ambulance Association, the Glastonbury Police
Department, and the State of Connecticut
Department of Emergency Management and
Homeland Security; the department will integrate
local planning with regional and statewide
protocols. This project will be completed by
November 2008.
•
Implement a program to utilize computer mobile
data terminals in selected fire apparatus. The
department will install and maintain three “Fire
Captain Computers” to provide local command
and control; and to create communication
interoperability with all fire departments and
Communication Centers in the Capital Region.
This project will be completed by September
2008.
Page 66
PUBLIC SAFETY
Fire Department
Personnel and
Expenditure Summary
PERSONNEL
Full Time
Part Time
FTE
EXPENDITURES
Personal Services
Supplies
Services & Charges
Capital Outlay
TOTAL EXPENDITURES
REVENUES-Non Tax
Required from Taxes
FY2006
ACTUAL
FY2007
ACTUAL
FY2008
ADOPTED
FY2009
ADOPTED
2
0
2
2
0
2
2
0
2
2
0
2
361,070
93,783
307,067
339,621
1,101,541
4,395
1,097,146
373,147
84,438
325,046
85,905
868,536
2,458
866,079
393,724
91,400
365,582
76,090
926,796
4,000
922,796
406,833
91,400
404,594
73,685
976,512
4,000
972,512
Average Response Time in Minutes
Insurance Service Rating
Fire Training Hours
Number of Lost Days
GOAL
6-8
4/9
7,000
0
0
ACTIVITY INDICATORS
Emergency Incidents
Structure Fires
Volunteers Firefighters
Page 67
PERCENT
CHANGE
3.33%
0.00%
10.67%
-3.16%
5.36%
0.00%
5.39%
FY2007
ACTUAL
6.00
4/9
6,802
0
28
FY2008
(EST)
5.75
4/9
7,000
0
0
FY2009
(EST)
6.00
4/9
6,900
0
0
955
127
130
990
108
132
975
120
132
PUBLIC SAFETY
Civil Preparedness
The Office of Civil Preparedness (Emergency Management) coordinates all emergency activities in times of
manmade or natural disasters. The Emergency Management Director's stipend as well and
telecommunications charges are compensated for at a rate of 50% reimbursement to the Town, by the Federal
Government, via the State Government.
The program, services and activities by this office are:
•
•
•
•
•
•
•
•
•
•
Plans for manpower, equipment and community needs for town emergency situations
Updates information, regulations and training
Conducts monthly testing of the Town's warning sirens
Provides information to citizens for emergency situations via its disaster telephone 652-7578
Provides information to citizens for public safety and emergency situations on1570 AM
Maintains an up to the date mobile telecommunications van that is equipped to operate in the field
for command and control services as a backup to the Town's main telecommunications system
Has on hand, radiological monitoring devices to meet homeland security concerns
Maintains involvement with Federal, State, Regional and Local Public Safety and Homeland Security
Emergency Management organizations, for the protection of the citizens of Glastonbury
Provides informational sessions for various local organizations, business and citizens
Maintains association with several civic organizations and businesses
2007
•
•
•
•
•
•
Goals & Priorities
2008/2009
Maintained viable Civil Preparedness, Emergency
Management & Homeland Security Program
Recognized Federally as a "Storm Ready Town"
by the National Weather Service
Participated in the “Telecommunications Upgrade”
Senior Staff has completed Federal Government
requirement for National Incident Management
System (NIMS).
Provided and installed United States Weather
Alert Radios in all Glastonbury Schools, as well as
the Board of Education and the Bus Yard.
Continued to provide onsite telecommunications to
Parks & Recreation Department, Santa’s Run, as
well as the yearly Apple Fest and the Summer
Music Series, for the protection of the citizens
attending these events. This effort provides hands
on training, for the Emergency Management Staff
•
•
•
•
•
•
•
•
Page 68
Maintain viable Emergency Management and
Homeland Security Program
Work closely with State Department Emergency
Management Homeland Security (DEMHS)
Committees: State Interoperable, CT Police
Chiefs, Interstate Police Officers, State Police
Alumni, CT Police Officers, CCROG Emergency
Planning, Emergency Planning Mgrs Assoc.,
Glast. LEOP, FCC Regional Planning for
700MHZ, 800MHZ,& 4.9 GHZ, Brainard Field
Noise Abatement Comm
NIMS & other staff training, to accept Fed funds.
Implement equipment improvements and
training for enhancements
Continue monthly testing of the Town Public
Warning Siren System
Continue involvement in the Town's telecommunications system
Maintain up to date awareness in Emergency
Management and Homeland Security via the
Director and Staff attending seminars and
training given by Local, Regional, State, and
Federal resources
PUBLIC SAFETY
Civil Preparedness
Personnel and
Expenditure Summary
FY2006
ACTUAL
EXPENDITURES
Personal Services
Supplies
Services & Charges
Capital Outlay
TOTAL EXPENDITURES
REVENUES-Non Tax
Required from Taxes
FY2007
ADOPTED
12,500
219
6,399
2,095
21,213
6,240
14,973
Page 69
13,000
52
4,541
3,135
20,728
6,843
13,885
FY2008
ADOPTED
13,500
265
6,769
3,245
23,779
7,150
16,629
FY2009
ADOPTED
14,000
265
7,114
21,379
7,469
13,910
PERCENT
CHANGE
3.70%
0.00%
5.10%
-100.00%
-10.09%
4.46%
-16.35%
Page 70
PHYSICAL SERVICES
Town
Manager
Physical Services
46
2008
Engineering
12
2008
12
2009
46
2009
Fleet
Maintenance
Highway
23
2008
23
2009
11
2008
11
2009
HIGHWAY
59%
FLEET
MAINTENANCE
20%
ENGINEERING
21%
FY2006
ACTUAL
EXPENDITURES
Personal Services
Supplies
Services & Charges
Capital Outlay
TOTAL EXPENDITURES
2,925,838
336,878
1,561,780
298,563
5,123,059
FY2007
ACTUAL
2,849,727
365,441
1,651,938
222,186
5,089,292
Page 71
FY2008
ADOPTED
FY2009
ADOPTED
3,023,163
443,840
1,845,160
240,195
5,552,358
3,114,794
486,250
1,909,324
290,540
5,800,908
PERCENT
CHANGE
3.03%
9.56%
3.48%
20.96%
4.48%
PHYSICAL SERVICES
Engineering
The Engineering Division is responsible for the review of all proposed developments to determine
compliance with design standards and to analyze effects on existing streets, storm drainage, sanitary
sewers, and other Town infrastructure. The principal programs, services and activities offered by this
Division are:
•
•
•
•
•
•
•
Inspection of construction items that will become part of the Town’s infrastructure.
Provide in-house design services for roads, storm drainage, sanitary sewers, sidewalks, recreational
facilities, and other infrastructure.
Technical and secretarial support to the Water Pollution Control Authority.
Receive inquiries, perform inspection, and initiate action in response to citizen questions/notifications
regarding traffic controls, drainage system, and road conditions.
Maintenance of Town-wide mapping and performance of recurring inspections of Town infrastructure.
Maintenance of the Town’s web-based Geographic Information System (GIS), which allows for public
access to a wide range of infrastructure and assessment information.
Administration and implementation of the Town’s Stormwater Management Plan.
2007
Goals & Priorities
2008/2009
•
Completed design and construction of a new
water main on Chestnut Hill Road to service
Hopewell School and Fire Company No. 3.
•
Surveyed and prepared maps for 85 acres of
property to support recent Town property
purchases, including a 63-acre parcel on
Chimneysweep Hill Road and a 22-acre parcel
on Matson Hill Road.
•
•
Developed preliminary plans for Smith Middle
School multi-use trail and initiated review process
with local wetlands commission and Northeast
Utilities.
Continued implementation of goals set for the
EPA-mandated Phase II Stormwater Program,
which is directed at improving the quality of
stormwater entering our streams and rivers. This
year’s work included inspecting 240 storm drain
outfalls for signs of illicit discharge; continuing
efforts toward mapping all Town storm drain
outfalls; completing the final phase of storm drain
marker installation; and development of an
updated training program for Town staff
regarding stormwater pollution awareness.
•
Bell Street Bridge:
Continue construction
administration and inspection for this bridge
replacement project such that substantial
completion is achieved in calendar year 2008.
•
Addison Road Bridge: Complete design and
obtain Federal, State and local permits for
bridge rehabilitation/replacement to allow for
possible construction in 2009 construction
season.
•
Miscellaneous Sidewalk Program: Implement
design and construction for more extensive
sidewalk miscellaneous sidewalk program based
on increased funding allocation and new
sidewalk prioritization program underway with
the Town Council.
•
Smith Middle School Property Multi-Use
Path: Complete design and obtain Federal
permits for the proposed multi-use path to allow
for possible construction in the 2009
construction season.
Page 72
PHYSICAL SERVICES
Engineering
Personnel and
Expenditure Summary
PERSONNEL
Full Time
Part Time
FTE
EXPENDITURES
Personal Services
Supplies
Services & Charges
Capital Outlay
TOTAL EXPENDITURES
REVENUES-Non Tax
Required from Taxes
FY2006
ACTUAL
FY2007
ACTUAL
FY2008
ADOPTED
FY2009
ADOPTED
13
0
13
12
1
12.5
12
1
12.5
12
0
12
779,712
11,325
280,116
9,470
1,080,623
142,372
938,251
802,104
15,038
297,527
18,658
1,133,327
33,173
1,100,154
ACTIVITY INDICATORS
Sales Revenue
Right-of-Way Permits Issued
Sanitary Sewer Permits Issued
Certificate of Occupancy Inspections
Call Before You Dig Requests Processed
New Town Road Accepted (Miles)
Value of Capital Improvement Projects Managed
Average Monthly GIS Website Visitors
Page 73
PERCENT
CHANGE
827,291
18,500
333,742
36,620
1,216,153
27,000
1,189,153
837,707
18,500
342,127
16,500
1,214,834
28,000
1,186,834
1.26%
0.00%
2.51%
-54.94%
-0.11%
3.70%
-0.20%
FY2007
ACTUAL
$8,740
306
116
135
2,484
1.4
$1.8M
6,100
FY2008
(EST)
$7,000
300
90
140
2,400
1.0
$1.6M
6,500
FY2009
(EST)
$7,000
300
90
140
2,400
1.0
$1.5M
6,500
PHYSICAL SERVICES
Highway
The Highway Division is responsible for maintenance, repair, and construction relative to streets, drainage
systems, sanitary sewers, traffic controls, sidewalks, and other features of the Town’s infrastructure system.
Overall maintenance and construction is accomplished through the use of in-house labor and equipment working
in conjunction with contractual entities. Resolution of pertinent inquiries and service requests from citizens is also
coordinated by the Highway Division.
The principal programs, services, and activities offered by this Division are:
•
•
•
•
•
•
•
Snow and ice removal during winter storm events.
Street sweeping and roadside mowing.
Preparation and administration of the Town street paving program.
Catch basin cleaning and sanitary sewer main flushing.
Joint operation of the Bulky Waste sand and gravel operation.
Maintenance of Town-owned traffic signals, application of all pavement markings, and installation of all
regulatory/advisory traffic signage.
Maintenance and construction of the Town’s extensive storm drainage system.
2007
•
Goals & Priorities
2008/2009
Completed Fire Co. 2 parking lot/drainage improvement project that included an upgraded drainage
system, grading, paving, and site work. Additional
projects throughout the Town included asphalt
parking lots at Blackledge Falls and Glastonbury
High School. Staff participation in the GHS Track
and Field and Eastbury Pond projects also resulted
in substantial cost savings.
•
Maintained an aggressive Road Overlay Program
that included eight miles of 1½” asphalt overlay and
an additional two miles of Micropave, a 5/8” asphalt
slurry that provides an asphalt-like appearance at a
fraction of overlay cost.
•
Utilized newly formed “Traffic Control Committee” to
identify and assess multiple traffic control, signage,
and signal upgrade priorities.
Quarterly motor
vehicle accident reports are reviewed and utilized
.
•
Recognized by Connecticut Interlocal Risk
Management Agency (CIRMA) and the University of
Connecticut, Technology Transfer Center for the
development and sustained efforts of an effective
safety and training program.
•
Begin initial phase of Town-wide traffic signal and
pedestrian crosswalk upgrade.
Include ADA
compliant upgrades, increase back-up and timing
capabilities.
Complete installations on select
signals and crosswalks by December 15, 2008.
•
Continue refinement of winter pre-treat/anti-icing
program expanded to include the use of new
technologies as a means of providing additional
resource and reduction of materials or manhours.
Collect and maintain data allowing comparison to
past year’s operations. Issue report by April 30,
2009.
•
Complete limited geometric and drainage
improvements to Country Club Road east of
Woodland Street. Complete work as approved by
November 1, 2008.
•
Maintain the Division’s recognized active and
effective safety-first culture through training and
daily discussion.
Page 74
PHYSICAL SERVICES
Highway
Personnel and
Expenditure Summary
PERSONNEL
Full Time
Part Time
FTE
EXPENDITURES
Personal Services
Supplies
Services & Charges
Capital Outlay
TOTAL EXPENDITURES
FY2006
ACTUAL
FY2007
ACTUAL
FY2008
ADOPTED
FY2009
ADOPTED
23
1
23.5
23
1
23.5
23
1
23.5
23
1
23.5
PERCENT
CHANGE
1,410,050
315,775
976,606
281,935
2,984,366
1,330,610
339,360
1,021,562
177,642
2,869,174
1,448,572
413,990
1,156,299
175,225
3,194,086
1,509,394
454,490
1,205,476
242,620
3,411,980
4.20%
9.78%
4.25%
38.46%
6.82%
Lane Miles Resurfaced
Treated Road Salt/Lane Mile
Snow Removal within 8 hours of storm cessation
Spring Street Sweeping Completion within 4 weeks
Number of Lost Days Due to Injury
GOAL
25
.06 ton/mile
100%
4 wks
0
0
FY2007
ACTUAL
20
0.07
100%
4 wks
0
0
FY2008
(EST)
25
0.07
100%
4 wks
0
0
FY2009
(EST)
25
0.06
100%
4 wks
0
0
n/a
3,000
23,577
2,541
40,000
3,000
40,000
3,000
ACTIVITY INDICATORS
Road Miles Plowed
Catch Basins Cleaned
Page 75
PHYSICAL SERVICES
Fleet Maintenance
The Fleet Maintenance Division is responsible for providing all routine preventive maintenance and repair
work on the Town’s fleet of over 300 pieces.
The principal programs, services and activities offered by this Division are:
•
•
•
•
•
•
•
Provide all routine, unplanned, and mandated maintenance on the Board of Education school bus fleet.
Provide detailed specifications for new vehicle and equipment purchases by the Physical Services
Department as well as other Town departments.
Administer a computerized fleet management and cost-tracking system.
Maintain environmental compliance for the garage facility and fluid handling processes.
Provide technical guidance to other Town departments relative to vehicle-related decisions and
purchases.
Ensure compliance with State of Connecticut vehicle emission program.
Install all emergency equipment in new police cruisers providing a state-of-the-art police vehicle.
2007
•
•
•
•
Goals & Priorities
2008/2009
Researched the qualitative benefits and cost
efficiency of using fully-synthetic engine oil.
Converted the Allison automatic transmissions in
new vehicles to fully-synthetic oil.
Installed ground speed spreader controls on new
snow/ice removal equipment, thereby controlling
application rates of the treated salt product.
Continued use of B-20 bio-diesel fuel in nonemergency response vehicles and initiated the
use of B-5 bio-diesel for fire and ambulance
vehicles.
Updated warning lights on new vehicles to L.E.D.
which requires less electrical power to operate,
reducing the need to idle vehicles during use.
•
•
•
•
•
•
Page 76
Coordinate installation of compressed natural
gas filling equipment at the Riverfront
Community Center. Coordinate purchase of
CNG vehicles and obtain training necessary to
properly maintain said vehicles.
Electronically distribute monthly reports to user
departments, reducing preparation/delivery time
and paper usage.
Evaluate the out-sourcing of preventive
maintenance and specialty maintenance on
various types of vehicles due to the high usage
of certain vehicles and the limited size of the
Town’s repair facility. Evaluation to include
cost, vehicle downtime, and quality of work.
Report to be issued to the Town Manager.
Install back-up cameras in 15% of heavy
construction and senior transport vehicles.
Implement use of synthetic oils in entire fleet,
reducing consumption of traditional oils and
increasing vehicular fuel efficiency by as much
as 2%.
Coordinate purchase, installation and ongoing
monitoring of GPS-based vehicular location
devices.
PHYSICAL SERVICES
Fleet Maintenance
Personnel and
Expenditure Summary
PERSONNEL
Full Time
Part Time
FTE
EXPENDITURES
Personal Services
Supplies
Services & Charges
Capital Outlay
TOTAL EXPENDITURES
FY2006
ACTUAL
FY2007
ACTUAL
FY2008
ADOPTED
FY2009
ADOPTED
12
4
14.9
11
4
13.98
11
4
13.9
11
4
13.9
736,075
9,778
305,058
7,158
1,058,069
717,013
11,042
332,849
25,887
1,086,791
747,300
11,350
355,119
28,350
1,142,119
767,693
13,260
361,721
31,420
1,174,094
PERCENT
CHANGE
2.73%
16.83%
1.86%
10.83%
2.80%
GOAL
FY2007
ACTUAL
FY2008
(EST)
FY2009
(EST)
95%
95%
85%
72%
90%
80%
92%
85%
0.17
0.30
25.0
0
0
0.15
0.28
18.7
10
0
0.17
0.30
19.0
0
0
0.17
0.30
20.0
0
0
Fire/Ambulance and Vans-maintenance/passenger)
265
266
266
Number of Vehicles in Board of Education Fleet
(Buses, passenger vans, maintenance and
equipment vehicles)
Road Miles Traveled by Town Fleet
Road Miles Traveled by Board of Education
Average Fleet Age (Industry Average 6.5 years)
90
1,112,110
909,129
10.2 years
92
1,100,000
1,000,000
10.0 years
92
1,100,000
1,000,000
9.8 years
Percentage of on-time Preventative Maintenance
Sedans
Cruisers
Operating & Maintenance cost per mile
Sedans
Cruises
Non-Police Sedan Fuel Efficiency (mpg)
Number of Lost Days Due to Injury
ACTIVITY INDICATORS
Number of Units in Town Fleet (Sedans, trailers,
equipment, trucks-light/medium/heavy, Police/
Page 77
Page 78
SANITATION
Town
Manager
Sanitation
13
2008
13
2009
Water
Pollution
9
2008
Refuse
Disposal
9
2009
4
2008
4
2009
WATER
POLLUTION
64%
REFUSE
DISPOSAL
36%
FY2006
ACTUAL
EXPENDITURES
Personal Services
Supplies
Services & Charges
Capital Outlay
TOTAL EXPENDITURES
757,056
56,465
1,199,283
94,684
2,107,488
Page 79
FY2007
ACTUAL
917,006
53,976
1,249,654
21,377
2,242,013
FY2008
ADOPTED
FY2009
ADOPTED
858,810
68,665
1,380,822
25,810
2,334,107
891,307
61,720
1,489,096
7,620
2,449,743
PERCENT
CHANGE
3.78%
-10.11%
7.84%
-70.48%
4.95%
SANITATION
Water Pollution
The Water Pollution Control Division is responsible for all aspects of the Town’s municipal sanitary sewage
system to insure the protection of public health and compliance with Federal and State discharge permit
requirements.
The principal programs, services, and activities within this division are:
•
•
•
•
•
•
•
Provide effective treatment of wastewater flows at the Water Pollution Control Facility (WPCF)
Operation and maintenance of the WPCF and eight (8) remote pumping stations to insure 24/7 operation.
Provide processing and treatment of septage waste generated by septic tank pumping within Town.
Administer wastewater user fees and billing system including setting of rates.
Coordination and processing of sewer user bills with the Revenue Collection office.
Provide monitoring and enforcement of regulated discharges for industrial/commercial users.
Provide staff support to the Water Pollution Control Authority (WPCA).
2007
Goals & Priorities
2008/2009
•
Commenced project Administration of the $30.6 M
Treatment Plant upgrade project which began with a
ground breaking in September 2007.
•
Completed installation of new pump control system
at Parker Terrace pump station.
•
Completed repairs to defective sewer lateral on
Worthington Road.
Efficient repair method
eliminated roadway excavation and resulted in
significant cost savings of approximately $80,000.
•
Continue project administration
Treatment Plant upgrade.
•
Install fall restraint systems at select pump
stations and replace access hatch cover at High
Street Station to address safety concerns.
•
Purchase new sewer inspection camera to
enhance system, pro-active maintenance and
emergency inspection program.
•
Complete membership in the Connecticut Water
and Wastewater Agency Response Network, a
statewide emergency preparedness, mutual aid
network.
Page 80
of
major
SANITATION
Water Pollution
Personnel and
Expenditure Summary
PERSONNEL
Full Time
Part Time
FTE
EXPENDITURES
Personal Services
Supplies
Services & Charges
Capital Outlay
TOTAL EXPENDITURES
REVENUES-Non Tax
Required from Taxes
FY2006
ACTUAL
FY2007
ACTUAL
FY2008
ADOPTED
FY2009
ADOPTED
9
0
9
9
0
9
9
0
9
9
0
9
465,656
49,221
715,994
71,992
1,302,863
1,322,991
(20,128)
577,058
47,943
787,433
12,181
1,424,615
1,443,447
(18,832)
554,157
61,445
832,898
6,310
1,454,810
1,454,810
0
577,549
54,860
923,012
7,620
1,563,041
1,533,041
30,000
PERCENT
CHANGE
4.22%
-10.72%
10.82%
20.76%
7.44%
5.38%
0.00%
*Non tax revenue is generated from user fees. The fees are set by the Water Pollution Control Authority
following an annual review of operating and capital costs. The revenues are credited to the Sewer Operating
Fund and when actual costs are recognized transfers are made to the General Fund. This process assures
that all costs are funded by the users of the system.
The sewer user fees also fund fringe benefit costs for employer cost. Assessment/sinking fund provides
resources for some capital outlay items.
Town Sewer Use Rate/Average Rate for Similar
Towns
Treatment Plant Sludge solids Concentration
Number of Lost Days
GOAL
FY2007
ACTUAL
*
$1.95/$2.57
6.00%
4.52%
0
0
0
0
ACTIVITY INDICATORS
Treatment Plant Gallons of Sludge Disposed
Cost paid to State for purchase of Nitrogen Credits
Treatmen Plant Average Daily Flow in Million Gals
3,400,000
$36,734
2.40
FY2008
(EST)
$2.07/$2.72 $2.12/$2.75
4.50%
4.00%
0
0
0
0
3,500,000
$38,500
2.45
*Goal is to continue to maintain rate within lowest 1/4 percentile among Town with comparable
sewer system.
Page 81
FY2009
(EST)
3,600,000
$40,000
2.45
SANITATION
Refuse Disposal
The Refuse Division provides oversight of all solid and Hazardous Waste programs to ensure the safe and
efficient disposal and protection of public health in compliance with State and Federal permit requirements.
Principal programs, services and activities within this division are:
•
•
•
•
•
•
Provide effective Refuse and Recycling programs for waste generated within the Town.
Operation of the Transfer Station/Recycling facility and Satellite program.
Operation of the Bulky Waste Facility for disposal of demolition and construction related waste and the
mining – processing of excavated materials for Town use.
Provide effective Household Hazardous Waste disposal program as an active member of the Capitol
Region Operating Committee.
Ensure community is informed regarding current programs and services related to all aspects of solid
waste disposal and recycling.
Issuance and enforcement of waste disposal permit program including commercial waste collectors.
2007
•
•
•
•
•
•
•
•
•
Goals & Priorities
2008/2009
Reviewed
Bulky
Waste
scale
weighing
hardware/software alternatives. Installation to be
completed by fiscal year end.
Printing and distribution of recycling brochure
delayed due to redesign. Distribution to be
completed by end of fiscal year.
Completed installation of closed circuit camera
security system at the Transfer Station and Bulky
Waste Facility.
Successful marketing of enhanced compost
material. All material has been sold.
Completed the purchase and replacement of the
wheel loader below budget.
Completed three year contract for the sale of excess
fill at the Bulky Waste Facility. $422,195 in revenues
were received.
Burning of brush at the Bulky Waste Facility ended
with the opening of neighboring school. Material will
be chipped.
Maintained zero reportable injuries within Refuse
Division since fiscal year 2005/06.
Electronic Waste recycling legislation passed. A
phased in program will be implemented statewide.
•
Continue refinements to composting program to
enhance revenues and efficiencies.
•
Implement fluorescent lamp recycling program.
•
Offset increased refuse disposal fees through
continual review of recycling program to maximize
its use. This will be achieved with the redesign of
the brochure, the department web site and
increased staff interaction with facility users.
Page 82
SANITATION
Refuse Disposal
Personnel and
Expenditure Summary
PERSONNEL
Full Time
Part Time
FTE
EXPENDITURES
Personal Services
Supplies
Services & Charges
Capital Outlay
TOTAL EXPENDITURES
REVENUES-Non Tax
Required from Taxes
FY2006
ACTUAL
FY2007
ACTUAL
FY2008
ADOPTED
FY2009
ADOPTED
4
6
7.1
4
6
7.1
4
6
7.1
4
6
7.1
291,400
7,244
483,288
22,692
804,624
600,380
204,244
339,948
6,033
462,221
9,195
817,397
629,574
187,823
304,653
7,220
547,924
19,500
879,297
551,000
328,297
313,758
6,860
566,084
0
886,702
502,650
384,052
PERCENT
CHANGE
2.99%
-4.99%
3.31%
0.84%
-8.77%
16.98%
*Note: Non tax revenue is generated from permit fees as acquired from the users. The permits are based on a
pay as you go concept or a permit for recurring entrance to the transfer station with certain restrictions. The
intent is to recover an estimated 50% of operating costs applicable to the operations. There are some costs
that would not be subject to recovery. The agency also collects other solid waste tip fees as they may apply to
the transfer station or bulky waste site. As market conditions allow there are revenues from sale of recycled
materials.
Percentage of Solid Waste Recycled*
Tons of Solid Waste Disposed at Transfer Station
Refuse Operating Budget Versus Revenue Offset
Number of Lost Days
GOAL
≥58%
<3,200
>50%
0
0
ACTIVITY INDICATORS
Cost Per Ton for Refuse Disposed at Connecticut
Resource recovery authority (CRRA)
Number of Vehicles attending Household
Hazardous Waste Collection Events
Number of Refuse Disposal Permits Issied
*State Department of Environmental Protection (DEP) goal.
Page 83
FY2007
ACTUAL
34.5%
3,169
59%
0
0
FY2008
(EST)
38.0%
3,300
51%
0
0
FY2009
(EST)
40.0%
3,300
50%
0
0
$69
$69
$75
583
6,610
600
6,700
625
6,700
Page 84
HUMAN SERVICES
Town
Manager
Human
Services
22
2008
22
2009
Senior &
Community
Services
10
2008
Youth and Family
Services
9
2009
12
2008
13
2009
HEALTH
GRANTS
1%
SENIOR &
COMMUNITY
SERVICES
50%
YOUTH &
FAMILY
49%
FY2006
ACTUAL
EXPENDITURES
Personal Services
Supplies
Services & Charges
Capital Outlay
TOTAL EXPENDITURES
1,364,078
40,843
635,696
94,860
2,135,478
FY2007
ACTUAL
1,382,547
40,965
699,683
28,601
2,151,797
Page 85
FY2008
ADOPTED
FY2009
ADOPTED
1,530,331
48,020
794,491
35,010
2,407,852
1,596,408
48,400
804,360
49,100
2,498,268
PERCENT
CHANGE
4.32%
0.79%
1.24%
40.25%
3.76%
HUMAN SERVICES
Contributory Health Grants
The Town provides contributory health grants to five different agencies that are budgeted under Services &
Charges of the Human Services Department. The following is a summary list of the five agencies whose
individual pages follow this page defining the services and functions of the agency.
FY2006
ACTUAL
EXPENDITURES
NC Regional Mental Health
Inter-Community Mental
Health Groups
MARC, Inc.
Kids Safe/Exchange Club Ctr
Hartford Interval House, Inc.
TOTAL EXPENDITURES
FY2007
ACTUAL
FY2008
ADOPTED
FY2009
ADOPTED
PERCENT
CHANGE
2,231
2,231
2,231
2,231
0.00%
11,000
8,668
5,000
5,000
31,899
11,500
8,668
5,000
5,000
32,399
12,000
11,168
5,000
5,000
35,399
12,500
11,168
5,000
5,000
35,899
4.17%
0.00%
0.00%
0.00%
1.41%
Page 86
HUMAN SERVICES
Contributory Health Grants - North Central Regional Mental Health Board, Inc. (NCRMHB)
Created by State Statute, the NCRMHB is a non-profit agency with volunteer members who work to
ensure that citizens from each of the 37 Towns in Region IV are actively involved in determining and
monitoring the local mental health services that will be provided locally for Glastonbury citizens.
NCRMHB is the Town’s quality assurance unit. The request is a seven cents per capita contribution.
The work of the Board has a direct impact on the services Glastonbury residents receive from the
Department of Mental Health & Addiction Services (DMHAS). There is no other state service where local
citizens representing individual towns recommend at a grass roots level how state and federal mental
health funds are to be spent and services evaluated. Through NCRMHB, local citizens representing
individual towns regularly impact state funding decisions by identifying and requesting funds for specific
local needs. Special studies undertaken by the Board result in the creation of new services; while the
Board’s evaluations of state funded services lead to decisions to increase local funding, as well as to
eliminate ineffective programs. At the request of DMHAS, each regional board takes major responsibility
for producing a regional plan for the delivery of mental health services. As the state continues to face
possible service cuts, the work of each regional board is vital in articulating the needs in each region.
In FY08/09 NCRMHB will advocate for individuals in Region IV towns with the following activities:
1) Work with town officials and local providers, consumers, and family members to continuously evaluate
services and articulate critical service needs in Catchment Area 16 which includes Glastonbury. As
the state continues to face changes in mental health and human services, identifying the most critical
needs in each community is essential, as each community has differing resources and needs. DMHAS
funded services for Glastonbury residents are provided by Inter-Community Mental Health Group
(ICMHG) in East Hartford. In FY09 our Catchment Area Council (CAC) #16 will follow up on action
recommended based on personal interviews in 08 with consumers with mental illness and their families.
2) Enhance collaboration between DMHAS funded services and local town social services in order
to maximize care in each town for people in recovery from mental illness and their families. With planning
grant funding from the Hartford Foundation for Public Giving and DMHAS, NCRMHB will work in FY09 to
support a model for collaboration involving possible co-location of state and local services to enhance
local access to state funded mental health services. The model has been submitted for funding in FY08.
3) Promote continued service development for youth and young adults on the local level as work
continues with a statewide committee to promote block grant funding and other funding initiatives for this
age group. In FY06 NCRMHB chaired the development of a statewide conference to disseminate best
practices for youth and young adults; in FY09 NCRMHB will follow up on evaluations completed in FY08
based on the best practices identified at the conference and advocate for these services in CA 16. (This
initiative builds upon the successful development of state services following NCRMHB’s two federal
Community Action Grants from the Substance Abuse and Mental Health Services Administration).
4) Develop a regional plan for service delivery and stimulate action on recommendations in the Plan.
DMHAS has asked the Regional Boards to assume major responsibilities for submitting each region’s
Plan. CAC#16 will contact Glastonbury town officials to identify issues to address in the Plan for FY09.
5) Support and staff the Regional Consumer Advisory Council (RCAC) and their mini-grants project to
fund consumer initiatives to improve services and foster consumer leadership in development of services
(Projects funded at Inter-Community Mental Health Group have successfully impacted services).
6) Monitor DMHAS response to local issues. (Monthly meetings are held with the Commissioner of
DMHAS to relate local concerns emanating from council discussions, evaluations and studies.)
FY2006
ACTUAL
FY2007
ACTUAL
FY2008
ADOPTED
FY2009
ADOPTED
PERCENT
CHANGE
2,231
2,231
2,231
2,231
0
Expenditures
Services & Charges
Page 87
HUMAN SERVICES
Contributory Health Grants - Inter-Community Mental Health Groups, Inc. (ICMHG)
For the past 30 years, Glastonbury has generously supported community mental health services through
a contributory grant to the Inter-Community Mental Health Group. The request for consideration is a
commitment of $12,500 toward community-based mental health services in the 2008/2009 budget.
The following is a list of services which are available to the community:
Served 2,970 individuals (unduplicated court).
Emergency Services (Mobile Crisis) assisted 544 people in the community with crisis support, 24
hours/day, 7 days/week; the consumer-run Warm line offered callers a supportive person to talk with.
InterCommunity’s Psychiatric Outpatient Clinic provided outpatient treatment to 1,369 unduplicated
adults, including those discharged from psychiatric hospitals or at-risk of hospitalization for psychiatric
reasons
180 individuals participated in the specialized services of our Co-occurring Disorders Program, which
provides weekly treatment and daily care management for adults who suffer with both a psychiatric illness
and an addiction disorder.
The ACT provided intensive daily (including weekends) support within the community to 59 individuals.
Common Ground, offering a daytime Rehabilitation Program and an evening/weekend Social Club,
served 327 individuals.
Career Opportunities helped 105 adults with mental health disabilities prepare for employment
opportunities, job readiness and obtain educational goals.
A supervised and a Supported Apartment Program provided twenty-four hour, seven days per week
service availability to 19 adults living in various apartment sites.
Housing Support Programs supported 17 individuals who were homeless with housing and appropriate
mental health or addiction disorders services.
Case Support Services coordinated access to appropriate community services and insured continuity of
care through weekly contact for 249 adults prolonged mental illness.
The Family Support Group helped people who have a loved one with a psychiatric illness.
WarmLine is operated by consumers, offers comfort and reassurance to those needing someone to talk
with during evening hours. They receive between 80-100 calls per month.
FY2006
ACTUAL
FY2007
ACTUAL
FY2008
ADOPTED
FY2009
ADOPTED
PERCENT
CHANGE
11,000
11,500
12,000
12,500
4.16%
EXPENDITURES
Services & Charges
Page 88
HUMAN SERVICES
Contributory Health Grants - MARC, Inc.
MARC, Inc. embraces the concept that all people should be afforded the opportunity to live and work in
the community. Employment of choice at prevailing wages, promotion of natural supports and advocacy
remain high on our priority list. Expansion of skills to obtain and maximize community-based employment
is emphasized. MARC provides six basic services: Supported Employment, Retirement, Residential,
Recreation, Respite and Advocacy.
Supported Employment
Presently, 174 individuals are employed at over 100 businesses throughout the communities we serve.
Diverse job opportunities allow personal choice including retail clothing, candy making, recycling,
manufacturing, stock work, grocery customer checkout, and custodial maintenance. Appropriate supports
are provided with vocational evaluation, job matching, on-site training and ongoing employment specialist
assistance.
Retirement Services
Presently, 25 adults in their retirement years participate in this service which provides community
integrated activities and worthy use of leisure time through the ongoing efforts of creative staff. Each
retiree’s supports are tailored to fit individual needs and preferences.
Residential Services: MARC’s Supported Living Arrangement supports 40 individuals in their own
residences. Services provide residents with needed supports, such as assistance with laundry, cooking,
banking, etc. all tailored to the individual. Each resident is encouraged to participate in their community
and to live as independently as possible.
MARC’s Community Living Arrangement (CLA) supports eight (8) individuals in two group homes. All
eight people are thriving in their homes. Support, individually tailored, integrates each person into the
community and encourages each person to make personal choices and direct their lives.
Significant Accomplishments
174 people are employed through MARC and are in jobs of their choice many at prevailing wage.
School to work transition services provided to the Manchester and South Windsor school districts.
Social Security Administration Employment Contract through ticket to work services.
A Capitol Campaign to build a new facility kicked off in February 2007.
MARC, Inc., in collaboration with the Manchester Board of Education provides diversity training regarding
people with disabilities for fourth grade students in public, private and parochial schools.
The Youth Service, supporting students in danger of dropping out of high school, currently serves 11-15.
The Tech Mentor Project supports 1 – 5 people with disabilities to get assistive technology to improve
their ability to work and live in the community.
FY2006
ACTUAL
FY2007
ACTUAL
FY2008
ADOPTED
FY2009
ADOPTED
PERCENT
CHANGE
8,668
8,668
11,168
11,168
0.00%
EXPENDITURES
Services & Charges
Page 89
HUMAN SERVICES
Contributory Health Grants - KIDSAFE CT
KIDSAFE CT (Exchange Club Center for the Prevention of Child Abuse of CT, Inc.) is a private, non-profit
agency with a mission of child abuse prevention and treatment and advocacy for children. The agency
provides these services in 12 towns through several programs.
During this year Parent Aide has provided services to three families with nine children residing in
Glastonbury. The Parent Aide Program uses both trained volunteers and professional social workers to
provide intensive, home-based, individualized services to families in need and children at risk. Families
are given support, Education, a positive role model, guidance, advocacy and friendship. Parent Aides
also help with specific parenting and discipline techniques and daily living skills including tasks such as
finding transportation, household management and emergency needs. Currently, this program is
servicing five Glastonbury families with twelve children.
The Supervised Visitation program provides a mechanism for children to safely visit with their noncustodian parent when the Court has ordered that visits must be supervised. This service has been
provided for two Glastonbury families with two children.
KIDSAFE CT provides a Family Center Program through the Department of Children and Families. The
Family Center provides workshops and support groups for foster and adoptive families and also provides
reunification services. In addition it provides daily respite for those children who are waiting for foster
care assignment or in transition from one foster care home to another.
The agency also has an intensive series of parent education workshops given both in the day and
evenings open to all families. In addition it has added a new mentoring program designed for mentoring
and respite services for children with emotional disorders.
There is a lengthy waiting list for all programs especially the Parent Aide program. This program is the
only one of its kind serving Glastonbury residents. The agency’s parent aides have been able to help
make significant, positive changes in families where no other services have been effective.
Continued support is requested to maintain the current level of service to the community.
FY2006
ACTUAL
FY2007
ACTUAL
FY2008
ADOPTED
FY2009
ADOPTED
PERCENT
CHANGE
5,000
5,000
5,000
5,000
0.00%
EXPENDITURES
Services & Charges
Page 90
HUMAN SERVICES
Contributory Health Grants - Hartford Interval House, Inc.
Hartford Interval House, serving 24 towns is Connecticut’s largest non-profit domestic violence
intervention and prevention organization. Offering services from community Education to crisis
intervention, the Interval House has provided expertise to adults and children for over 21 years. This is
the only organization in Greater Hartford solely dedicated to addressing domestic violence.
Hotline - Trained staff and volunteers are available 24 hours a day to answer calls, discuss options and
offer support.
Information & Referral - Help in obtaining appropriate referral for counseling, housing, legal and medical
help, financial aid and job training.
Shelter - A safe, comfortable home in a secret location provides an environment where battered women
and their children can be free from fear.
Advocacy - The complicated procedures, which involve police, attorneys and courts, can be
overwhelming. Staff members are available to assist and/or accompany victims of domestic violence
through any of the steps they choose to take and to teach them to become their own advocates.
Victim Advocates - Victim advocates work in the courts to help victims in criminal cases of family violence
through the court process. This may involve applying for protective orders, speaking with the State’s
Attorney, appearing before the judge or providing follow-up information on the case.
Support Groups - Peer support groups allows a woman to share her concerns, fears and hopes with other
women who have been through similar experiences. This reinforces that the woman is not alone and that
she does not, for any reason deserve to be beaten. There is also a mother share group for mothers who
have been victims of domestic violence around issues of child rearing and the problems they encounter
while raising a family.
Children’s Programs - Child Advocates help children understand the domestic violence in their lives and
overcome its effects. Play groups, trips and recreation activities are organized for children residing in the
shelter. Kidshare is a weekly support group where children, both in the shelter and in the community, can
talk about the violence in their lives.
Community Education - Until recently, family violence was discussed behind closed doors, if it was
discussed at all. Interval House can provide speakers, conduct workshops and lead training seminars for
agencies that work with victims of domestic violence. Community Education is provided both for areas
concerning adults and children and their issues.
In the past year, 116 Glastonbury residents have utilized many of the services provided. This number
represents an unduplicated count of new clients; it does not represent clients that have been seen in
previous years that continue to be seen. The Interval House has been identified as the sole provider of
services in this area in the Town of Glastonbury.
FY2006
ACTUAL
FY2007
ACTUAL
FY2008
ADOPTED
FY2009
ADOPTED
PERCENT
CHANGE
5,000
5,000
5,000
5,000
0.00%
EXPENDITURES
Services & Charges
Page 91
HUMAN SERVICES
Senior and Community Services
The Senior and Community Services Division operates as a community focal point for the coordination of
multi-purpose services and programs, for persons living independently or with families in the community.
The Senior and Community Services Division services individuals of all ages in order to promote
independence, personal enrichment, and an enhanced quality of life.
•
•
•
•
•
•
•
•
•
•
Outreach Social Work Services to Seniors, Disabled Adults and Financially at Risk Residents
Senior Center Programs
Dial-A-Ride Transportation
Senior Lunch Program
Friendship Circle Social Model Day Program
Extensive Outreach & Program Volunteer Opportunities
Tax Relief
Energy Assistance
Holiday Giving Programs
Back-to-School Supplies & Services
2007
•
•
•
•
•
Goals & Priorities
2008/2009
In cooperation with the Library, developed a Life
Options program for individuals 50+ experiencing
life transitions. Program to be launched in Spring
of 2008.
Developed and introduced new performance and
outcome measures for Senior Center and Social
Service programs.
Developed a Customer Satisfaction Survey that
will be conducted in April of 2008. Input will be
utilized to improve customer service and program
offerings.
Offset 40% of the annual operating costs of
approximately $110,000 of the Riverfront
Community Center.
Operating costs would
include utilities, custodial overtime, and wear and
tear on building and equipment.
Improved efficiency by installation of new
database for building scheduling, Dial-A-Ride
scheduling, program registration and client
information.
•
•
•
•
•
Page 92
Develop and launch a Leading with Experience
program for individuals 50+ to prepare older
adults to engage in mentoring and community
service.
Offset 40% of the annual operating costs of
approximately $110,000 of the Riverfront
Community Center. Operating costs would
include utilities, custodial overtime, and wear
and tear on building and equipment.
In conjunction with the Welles Turner Library
and through funding from the Hartford
Foundation for Public Giving, develop and
launch the ENCORE program for individuals
50+.
Improve transportation services to seniors and
individuals with disabilities by replacement of a
Dial-A-Ride van and installation of rear view
cameras on all vehicles.
Improve security at the Community Center by
installation of a Security Camera System.
HUMAN SERVICES
Senior and Community Services
Personnel and
Expenditure Summary
PERSONNEL
Full Time
Part Time
FTE
EXPENDITURES
Personal Services
Supplies
Services & Charges
Capital Outlay
TOTAL EXPENDITURES
REVENUES-Non Tax
Required from Taxes
FY2006
ACTUAL
FY2007
ACTUAL
FY2008
ADOPTED
FY2009
ADOPTED
9
1
9.8
10
6
13.4
10
11
16.6
9
12
16.1
676,082
25,187
347,515
88,958
1,137,742
128,777
1,008,965
668,797
23,529
406,124
0
1,098,450
201,719
896,731
768,709
27,995
449,458
28,460
1,274,622
222,081
1,052,541
745,597
27,975
438,070
41,240
1,252,882
231,135
1,021,747
FY2007
ACTUAL
98%
40%
89%
-
FY2008
(EST)
99%
40%
89%
87%
FY2009
(EST)
99%
40%
89%
87%
36,581
16,235
19,505
1,089
114
38,000
17,000
21,000
1,200
130
42,000
17,000
21,000
1,200
145
Customer Approval Rating
Offset RCC Utility Costs - Rental Fees
Improvement Rating - Wellness Programs
Food Service Cost vs. Contractual Cost
GOAL
95%
40%
>85%
<90%
ACTIVITY INDICATORS
Senior Center Participation (units of service)
Senior Lunch Participation (units of service)
Dial-A-Ride Rides (units of service)
Social Work Clients
Number of External Building Reservations
Page 93
PERCENT
CHANGE
-3.01%
-0.07%
-2.53%
44.91%
-1.71%
4.08%
-2.93%
HUMAN SERVICES
Youth & Family Services
Youth and Family Services delivers comprehensive services to children and their families to: encourage
positive functioning; identify and treat the problems of living; provide educational, consultative, and advocacy
services; deliver clinical social work services to the Glastonbury schools; develop positive youth development
programs in Glastonbury; and provide outreach prevention services.
•
•
•
•
•
•
•
•
•
Counseling
School Social Work Services
Creative Experiences Programs
Youth Service Action Group
“Pass It On” Weekly Community Television
Odyssey of the Mind
Outreach Services at Glastonbury High School and Smith Middle School
Welles Village Activity Council for Youth
Substance Abuse Prevention Services
2007
•
•
•
•
•
•
•
Goals & Priorities
2008/2009
Provided Clinical Presentations/Groups for parents
and children on-site at Welles.
Provided after school Creative Experiences
programming in conjunction with Outreach Services
at Welles Village.
Collaborated with the school system to focus on
programming opportunities for children and parents
through Clinical Services, Creative Experiences,
Substance Abuse Prevention Services and
Outreach.
Offered new substance abuse prevention
environmental initiatives in cooperation with the
Police Department and school system funded by the
Department of Mental Health and Addiction
Services (DMHAS) grant.
Obtained funding through Hartford Foundation in
collaboration with 7 other regional Youth Service
Bureaus and implemented the Kidtrax database
through nFocus software.
Held a Youth Forum in Expressive Arts with the
production of the play “The Me Nobody Knows”.
Over 450 youth from across the state came to see
the play and participate in a discussion about youth
topics.
Granted $7,550 from Youth Service Bureau
Enhancement Funds from the State Legislature.
•
•
•
•
•
•
Page 94
Develop in collaboration with the Housing
Authority, Glastonbury Police Youth Unit,
Outreach Services and Creative Experiences an
after-school arts program for elementary schoolaged children at Welles Village.
Collaborate with Eastern Chapter Connecticut
Youth Services Association (CYSA) Youth Service
Bureaus in data collection for Hartford Foundation
grant.
Hold a Youth Forum for youth leaders to be
trained on suicide prevention.
Implement initiatives outlined in the Strategic Plan
in cooperation with Glastonbury School system
and Glastonbury Police Department from the
DMHAS grant to Underage Drinking.
Coordinate through Outreach, Clinical and
Substance Abuse Prevention Services evening
programming at Welles Village for families,
children, and adolescents.
Collaborate with the school system and police
department to initiate programming to meet the
changes in youth legislature around Families with
Service Needs and Raise the Age.
HUMAN SERVICES
Youth & Family Services
Personnel and
Expenditure Summary
PERSONNEL
Full Time
Part Time
FTE
EXPENDITURES
Personal Services
Supplies
Services & Charges
Capital Outlay
TOTAL EXPENDITURES
REVENUES-Non Tax
Required from Taxes
FY2006
ACTUAL
FY2007
ACTUAL
FY2008
ADOPTED
FY2009
ADOPTED
12
12
3
13.5
12
2
14
13
2
14
687,996
15,655
256,283
5,902
965,836
45,521
920,315
713,749
17,436
261,160
28,601
1,020,946
53,346
967,600
761,622
20,025
309,634
6,550
1,097,831
74,685
1,023,146
850,811
20,425
330,391
7,860
1,209,487
82,235
1,127,252
11.71%
2.00%
6.70%
20.00%
10.17%
10.11%
10.18%
GOAL
85%
FY2007
ACTUAL
92%
FY2008
(EST)
85%
FY2009
(EST)
85%
<30
10
30
30
2,698
929
8,468
10
2,700
950
8,500
10
2,700
950
8,500
10
Client Satisfaction Rating
Clinical Service Waiting List (Business days)
(Days between referral and first session)
ACTIVITY INDICATORS
Outreach Clients
Clinical Clients
Youth Program Participation
Substance Abuse Prevention Programs
Page 95
PERCENT
CHANGE
Page 96
LEISURE CULTURE
Town
Manager
Leisure/Culture
33
2008
33
2009
Parks and
Recreation
22
2008
Welles-Turner
Library
22
2009
11
2008
11
2009
Note Number in box represents full-time staffing
PARKS &
RECREATION
65.60%
WELLESTURNER
MEMORIAL
LIBRARY
34.09%
EAST & SOUTH
GLASTONBURY
LIBRARIES
0.31%
FY2006
ACTUAL
EXPENDITURES
Personal Services
Supplies
Services & Charges
Capital Outlay
TOTAL EXPENDITURES
2,727,922
119,503
1,629,552
131,913
4,608,890
FY2007
ACTUAL
2,866,034
121,391
1,793,081
182,303
4,962,809
Page 97
FY2008
ADOPTED
FY2009
ADOPTED
3,008,604
138,830
2,001,700
227,320
5,376,454
2,683,352
143,480
1,736,723
255,360
4,818,915
PERCENT
CHANGE
-10.81%
3.35%
-13.24%
12.34%
-10.37%
LEISURE/CULTURE
Parks & Recreation
The Parks & Recreation Division is responsible for the organization and administration of all Town-sponsored
recreation activities and facilities. The division is also responsible for the care and maintenance of all Town
parks, open space, municipal grounds, athletic fields, school grounds, street trees and cemeteries.
•
•
•
•
•
•
•
•
•
Maintaining 28 baseball/softball fields and 25 rectangular fields (football, soccer, lacrosse and field
hockey) for use by youth and adult leagues and the high school interscholastic sports program.
Operating 3 swimming pools (1 indoor and 2 outdoor) and one pond used by 50,000 visitors annually for
public swimming.
Inspecting and maintaining 13 children’s playgrounds.
Mowing over 225 acres of lawn area each week mid-April-late October.
Teaching over 2,400 children’s swim lessons each year.
Providing over 2,000 summer day camp opportunities for youth ages 4-17.
Providing an instructional basketball program for over 1,400 boys and girls ages 8-18.
Operating a teen center and skate park.
Providing a wide array of special events to enhance the quality of community life including the Santa’s
Run Road Race, Annual Senior Citizens Picnic, Summer Music Series, Kids’ Dog Show, and Children’s
Holiday Performances to name a few.
2007
•
•
•
•
•
•
Goals & Priorities
2008/2009
Opened the new Riverfront Park on Welles Street to
public use for baseball, soccer, lacrosse, picnicking,
trail use and access to the Connecticut River.
Completed removal of accumulated sediments from
the Eastbury Pond swimming area, as well as, the
restoration of the beach and handicapped fishing
pier.
Constructed a new access drive and parking area at
the 79 acre Blackledge Falls Open Space.
Purchased two replacement pickup trucks with
plows and one dump truck.
Expanded tennis lessons to include a fall program
on Saturday mornings at the high school.
Reorganized the swim team program to
accommodate increased demand including the
lease of pool time at Trinity College.
•
•
•
•
•
•
•
Page 98
Refurbish the Center Green by completing the
upgrade of site lighting to complement the bench
replacement that has already been completed.
Improve the efficiency of tree brush disposal by
purchasing a brush chipper.
Implement the Town’s loss control consultant’s
recommendation to install fire and smoke
detection and security systems at the Parks &
Recreation Department offices and maintenance
garage.
Refurbish the Academy softball field sports
lighting and scoreboard which were installed in
1984.
Continue phased upgrades to the Town’s public
play equipment and park amenities.
Expand summer camps by adding summer
playgrounds and mini camp programs at the new
Nayaug Elementary School
Incorporate computer chip timing services into the
annual Santa’s Run Road Race.
LEISURE/CULTURE
Parks & Recreation
Personnel and
Expenditure Summary
PERSONNEL
Full Time
Part Time
FTE
EXPENDITURES
Personal Services
Supplies
Services & Charges
Capital Outlay
TOTAL EXPENDITURES
REVENUES-Non Tax *
Required from Taxes
FY2006
ACTUAL
FY2007
ACTUAL
FY2008
ADOPTED
FY2009
ADOPTED
22
2.7
24.7
21
2.7
23.7
22
2.7
24.7
22
2.9
24.9
1,938,768
96,425
994,504
104,641
3,134,338
838,826
2,295,511
2,063,433
98,629
1,104,564
152,521
3,419,147
931,379
2,487,768
2,148,883
107,000
1,265,522
204,220
3,725,625
941,500
2,784,125
1,825,313
113,050
990,325
232,560
3,161,248
239,063
2,922,185
PERCENT
CHANGE
-15.06%
5.65%
-21.75%
13.88%
-15.15%
-74.61%
4.96%
*Non tax revenue is generated from fees and charges to participants in Town sponsored recreation programs
and user fees charged to groups or individuals reserving Town owned facilities. Annually, the Town Council
approves a schedule of fees applicable to the programs and activities. The FY08/09 budget reflects the
implementation of a special revenue fund to account for certain Park and Recreation programs. Revenues
and expenditures in the amount of $809,937 have been removed from the General Fund operating budget and
will be accounted for in a Parks & Recreation Activity Fund effective July 1, 2008. The estimate of $239,063 in
revenues will be generated through the balance of programs to be accounted for in the General Fund.
Revenue Reimbursement of Program Expenses
Program participants indicating that program
"met expectations"
Public Safety playgrounds that comply with
accepted safety standards
Percent of snow removal completed within 12
hours of the end of storms
Number of workplace incidents
Number of Lost Days
ACTIVITY INDICATORS
Number of 9 hole rounds played at Minnechaug
Golf Course
Number of athletic fields maintained for baseball,
softball, football, soccer, field hocky & lacrosse
Total hours of scheduled athletic field use per
fiscal year
Number of recorded program registrations,
swimming facility, visits for public swim, and
recreation facility reservations
Page 99
GOAL
85.0%
FY2007
ACTUAL
89.1%
FY2008
(EST)
89.8%
FY2009
(EST)
86.2%
95.0%
97.3%
98.0%
98.0%
100%
100%
100%
100%
100%
0
0
100%
6
20
100%
4
0
100%
0
0
15,600
17,000
17,500
53
53
53
34,014
35,000
35,500
93,405
94,000
94,500
LEISURE/CULTURE
Welles-Turner Memorial Library
The mission of the Welles-Turner Memorial Library is to provide books and other media, facilities, and
professional services to inform, educate, and culturally enrich the community.
•
•
•
•
•
•
•
A collection of approximately 160,000 items that includes both print and non-print formats.
Professional reference librarians available during regular business hours to assist the public in meeting
his/her information needs.
Access to online databases including CT Grantmaker Online, Historical Hartford Courant, Historical New
York Times, Reference USA, Facts.com and the iCONN databases.
A comprehensive children’s/youth program that includes story times, summer reading programs and other
special events for children and teens.
Internet access for the public.
A selection of museum passes that allow discount admission to selected museums.
Local history and genealogy section includes the complete Barbour Collection and online access to
Ancestry Library and Heritage Quest.
2007
Goals & Priorities
2008/2009
•
Increased attendance at library programs for
adults from 192 in 2006 to 282 in 2007, an
increase of 56%.
•
Reduced ratio of holds to the number of popular
movies from five holds per copy to three holds per
copy.
•
Evaluate and reorganize non-print (CDs, DVDs)
areas of the collection so that the materials are
easily accessible to the users by September
2008.
•
Implement patron-placed interlibrary
service by December 2008.
loan
•
Increased circulation via self check workstations
from 5% (28,695) of total circulation (573,919) in
2006 to 6.3% (34,044) of total circulation
(540,388.)
•
Plan and present three enrichment programs for
active, older adults by June 2009 in conjunction
with the ENCORE Program grant as submitted
to the Hartford Foundation for Public Giving.
•
Introduced MyLibraryDV, a downloadable movie
service. This service averages 18 downloads per
month.
•
Repair crumbling of walls surrounding 1952
building. Year one of two year project to be
completed by June 2009.
•
Collaborated with Human Services Department to
submit a grant proposal to the Hartford Foundation
for Public Giving to implement the Encore
Program, a lifelong learning program targeting the
“baby boomers.”
•
Initiated renovation of public restrooms in 1952
building. Anticipated completion first quarter 2008.
Page 100
LEISURE/CULTURE
Welles-Turner Memorial Library
Personnel and
Expenditure Summary
FY2006
ACTUAL
FY2007
ACTUAL
FY2008
ADOPTED
FY2009
ADOPTED
PERCENT
CHANGE
PERSONNEL
Full Time
11
11
11
11
Part Time
17
15
15
15
FTE
18.6
17.7
17.7
17.7
EXPENDITURES
Personal Services
789,154
802,601
859,721
858,039
-0.20%
Supplies
23,079
22,763
31,830
30,430
-4.40%
Services & Charges
620,048
673,517
721,178
731,398
1.42%
Capital Outlay
27,272
29,781
23,100
22,800
-1.30%
TOTAL EXPENDITURES
1,459,553
1,528,662 1,635,829
1,642,667
0.42%
REVENUES-Non Tax
138,495
125,469
145,000
145,000
0.00%
Required from Taxes
1,321,058
1,403,193 1,490,829
1,497,667
0.46%
Non tax revenue is generated from Basic Grant to Libraries from the State of Connecticut, library fines, interest
generated from principal in Library Trustee Account and Miscellaneous that includes revenue generated from
printing, rental of the Friends Room and any program charges.
Library visits per capita*
Circulation per capita*
Cost per circulation*
Percentage of circulation using self-check
Reference transactions per capita*
Collection turnover rate*
Hennen's American Public Library Rating
GOAL
5.1
7.4
$2.58
10%
0.80
2.50
≥96%
FY2007
ACTUAL
9.5
16.3
$3.05
6%
0.47
3.68
96%
FY2008
(EST)
9.6
16.6
$2.58
10%
0.52
3.53
98%
FY2009
(EST)
9.5
17.0
$2.60
10%
0.50
3.65
97%
312,913
563,176
15,499
318,150
547,000
17,250
314,000
561,365
16,550
(Percentile in Population Category, 25,000-49,999)
ACTIVITY INDICATORS
Number of Library Visits
Total circulation
Number of reference transactions
*National average for population category 25,000-50,000. Goal is to perform at or better than the
national average.
Page 101
LEISURE/CULTURE
South Glastonbury Library
The South Glastonbury Public Library provides local resources for the education and recreation of the
Community. These primary resources include books, periodicals and recordings. In addition, library services
include programs, concerts, lectures, art exhibits, nature programs; children story hours, craft programs and
summer programs. The building is also available for use as a meeting room for community organizations.
2007
•
Goals & Priorities
2008/2009
Operated and maintained the library open to the
public.
•
Operate and maintain the library open to the
public.
FY2006
ACTUAL
FY2007
ACTUAL
FY2008
ADOPTED
FY2009
ADOPTED
%
CHANGE
Contributory Grant
7,500
7,500
7,500
7,500
0%
TOTAL EXPENDITURES
7,500
7,500
7,500
7,500
0%
EXPENDITURES
East Glastonbury Library
The East Glastonbury Public Library is operated entirely on a volunteer basis, open 21 hours a week. The
library has six trustees and four officers who direct the library policy and approximately 40 volunteers who
donate 106 hours per week.
2007
•
Goals & Priorities
2008/2009
Operated and maintained the library open to the
public.
• Offered an adult book-study group, children’s story
hour and craft program.
• Offered library services to teachers and students
from Eastbury Elementary School.
•
Operate and maintain the library open to the
public.
FY2006
ACTUAL
FY2007
ACTUAL
FY2008
ADOPTED
FY2009
ADOPTED
%
CHANGE
Contributory Grant
7,500
7,500
7,500
7,500
0%
TOTAL EXPENDITURES
7,500
7,500
7,500
7,500
0%
EXPENDITURES
Page 102
TRANSFERS
Within the General Fund - Contingency
Annually, the Town and Education prepare a budget of anticipated services. The estimates and projections
are prepared for normal operating conditions. Contingency is a budgetary reserve set aside for emergencies
for unforeseen expenditures not otherwise in the budget. When required, funding transfers to departmental
functional areas are approved by the Board of Finance and Town Council.
Expenditure Summary
FY2006
ACTUAL
FY2007
ACTUAL
FY2008
ADOPTED
FY2009
ADOPTED
PERCENT
CHANGE
EXPENDED
124,403
20,000
175,000
175,000
0.00%
TOTAL
124,403
20,000
175,000
175,000
0.00%
Page 103
DEBT SERVICE
Debt Service
Major Capital Projects are financed through the sale of bonds. The bonds may be structured over ten to
twenty years with level debt payments and a rapid payback period. On average, the Town maintains a 70% or
greater retirement rate on its outstanding debt over a ten year period. Generally, the projects are initiated
through the Capital Improvement Program and administered through the Capital Projects Fund. Bonding is
authorized on the approval of Referendum by the voters of the Town.
Debt, through the issuance of general obligation bonds, is issued for the Town and Education, for projects
initiated through the Town’s Capital Improvement Program (CIP) and approved at referendum by the voters of
the Town. Prior to recommending projects for inclusion in the CIP, the Town carefully reviews the status of
previously approved projects and the information available for new projects being proposed.
Factors reviewed and analyzed prior to recommendation in the CIP include
• Current and proposed debt levels
• The needs of the community
• Available resources
• External economic conditions
• The Town’s current financial position, including current and projected fund balance levels
• Debt capacity benchmarks
• Issue Bond Anticipation Notes as required
• Issue General Obligation Bonds as required
• Conduct rating service presentation in conjunction with General Obligation Bonds issued
2007
•
•
Goals & Priorities
2008/2009
Issued $11,120,000 in General Obligation Bonds
Retained Moody’s Aa1 and Standard & Poor’s AAA
Bond Rating
• Issued Bond Anticipation Notes in the amount of
$1,950,000 for Land Acquisition in December 2007
to mature in May 2008
• Recommended to Board of Finance revisions to
Capital
Improvement
Program
(CIP)
for
recommendation to Town Council
•
Issue approximately $7,500,000 in General
Obligation Bonds to complete financing of
renovations to Glastonbury High School and
construction of Nayaug Elementary School and for
Land Acquisition
• Temporarily fund cash flow requirements for $30.6
million Waste Water Treatment Plant upgrade
project pending Clean Water Fund financing
• Review and analyze CIP in accordance with
revised criteria established for program
Objectives for Future Years
Bonding Alternatives
High School Addition/Renovation
Land & Open Space
New Elementary School
FY2008
ESTIMATED
1,000,000
3,500,000
3,000,000
Estimated Bond Sales
7,500,000
Note: Debt Service Detail can be found in Appendix C & D.
Page 104
FY2009
FY2010
ESTIMATED ESTIMATED
0
0
3,000,000
0
0
Total
1,000,000
6,500,000
3,000,000
3,000,000 10,500,000
DEBT SERVICE
Debt Service
Expenditure Summary
FY2006
ACTUAL
EXPENDITURES
Town
Education
Sewers
Other
TOTAL EXPENDITURES
REVENUES
Sewer Assessments
Grant Reimbursement
TOTAL REVENUE
Required from Taxes
FY2007
ACTUAL
FY2008
ADOPTED
2,076,323 2,435,551
2,588,837
6,533,868 7,783,250
8,348,428
0
0
0
38,029
151,875
262,735
8,648,219 10,370,676 11,200,000
0
709,340
709,340
7,938,879
0
0
623,764
383,481
623,764
383,481
9,746,912 10,816,519
FY2009
ADOPTED
2,806,852
8,530,525
0
42,623
11,380,000
0
196,020
196,020
11,183,980
PERCENT
CHANGE
8.42%
2.18%
0.00%
-83.78%
1.61%
0.00%
-48.88%
-48.88%
3.40%
Education Construction Grant Process
Current procedures for School Construction Grant reimbursement allow for reimbursement as the
expenditures are incurred during the construction period. Prior to this practice the Town was reimbursed in
accordance with the debt payment schedule for the bonds issued for the respective school projects. The
revenues indicated above relate to this prior practice for school projects that were completed and bonded in
prior years. This amount will decrease as the bonds are paid and this program is phased out.
Bond Ratings
Moody's
Standard & Poor's
Debt Burden
% of Debt Retired within Ten Years
Ratio of Net Debt to Full Value
ACTIVITY INDICATORS
Net Debt Per Capita
Outstanding Debt at June 30 (in millions)
Page 105
GOAL
FY2007
ACTUAL
FY2008
(EST)
FY2009
(EST)
Aaa
AAA
<10%
>60%
<3.5%
Aa1
AAA
8.6%
64%
1.56%
Aa1
AAA
8.9%
65%
1.55%
Aa1
AAA
8.5%
65%
1.36%
$2,869
$95,665
$2,894
$96,520
$2,675
$89,185
TRANSFERS
To Other Funds
The primary revenues and expenditures of the community are accounted for in the General Fund. The budget
document includes the majority of the operational activities for Town and Education.
There are some activities and projects that are accounted for in a different fund or account group. This section
includes the transfer of tax resources from the General Fund to another account group, the Capital Reserve
Fund and the Dog Fund.
The purpose of the Capital Program annual transfer is to fund large capital requirements in lieu of debt service
to minimize interest costs accruing from debt issuance. The annual transfer to the Special Revenue Fund is
the first step of accumulating resources to be allocated as a part of the Capital Improvement Program process.
Expenditure Summary
FY2006
ACTUAL
EXPENDITURES
To Capital Reserve
To Capital Projects
To Dog Fund
To Substance Abuse
TOTAL EXPENDITURES
2,000,000
0
25,000
0
2,025,000
FY2007
ACTUAL
3,000,000
325,000
30,000
0
3,355,000
Page 106
FY2008
ADOPTED
FY2009
ADOPTED
2,000,000
0
30,000
0
2,030,000
3,000,000
0
35,000
0
3,035,000
PERCENT
CHANGE
50.00%
0.00%
16.67%
0.00%
49.51%
EDUCATION
Mission Statement
The Glastonbury Public Schools, in partnership with the entire community, prepare students in a safe,
supportive, and dynamic environment to think critically, communicate effectively, and act ethically and
responsibly.
We believe in the value of education for every child. We challenge each student to reach his or her potential
and become a productive citizen of our technological, diverse, and global community.
To fulfill this Mission, we believe we must:
Ensure the learning and application of fundamental knowledge and skills
Set and articulate high expectations for all students
Foster parental and community involvement
Promote lifelong learning
Provide appropriate facilities and environment for learning
Make prudent decisions regarding the community’s resources
Embrace diversity and foster a global perspective
Encourage civic and social responsibility
Integrate technology in student learning and staff development
Glastonbury Public Schools, Strategic Plan, 2006-2011
Page 107
EDUCATION
Chairman and Superintendent’s Message for 2008/2009
We submitted the Board of Education and the Town Council approved budget for the 2008-2009 school year
of $81,977,373, which represented a 5.7% increase over the 2007-2008 budget.
The budget process began in September when all program managers met with teachers and other employees
to review the needs for the next school year. Program managers consider all these needs before preparing
their budgets. They then met in early October with the business manager and superintendent to present their
requests and explain how they would improve the education of our students. Consultants also projected costs
for utilities and health benefits for the 2008-2009 school year. Next, the central office staff met to consider
program manager requests and the consultant’s projections before the superintendent’s budget was finalized.
The Board of Education conducted program-by-program workshops before making over $600,000 in cuts to
the superintendent’s proposed budget. Finally, the Town Council made $200,000 in additional cuts.
We continue to focus on programs that improve student learning. Increases in the 2008-2009 budget include:
•
•
•
•
elementary language arts resource teachers
expansion of our kindergarten readiness initiative
language arts anthology for grades K-2
reasonable class size that adheres to Board of Education guidelines
We will also assist parents and the community through communications improvements. One goal in our five
year strategic plan was to develop a new website for the 2008-2009 school year.
Technology hardware replacement on a seven year cycle was a budgetary item that was approved by the
Board of Education. This cycle allows us to keep our technology appropriate for student and staff use and
maintain a consistent line item each budget year.
Page 108
EDUCATION
The Board of Education budget provides the funding to support all aspects of the instructional program in
Grades K to 12 for all children of Glastonbury. In addition to the regular instructional program, opportunities
are provided for students to participate in a wide variety of school-sponsored student activities.
To support all school programs, the budget further provides for the upkeep and maintenance of nine school
buildings and one administrative building. These facilities are also regularly utilized by community groups and
support a large number of activities within the Town of Glastonbury.
Personnel and
Expenditure Summary
PERSONNEL (FTE's)
EXPENDITURES
Instruction
Support Services Instruction
Operations
Community Services
Fringe Benefits
TOTAL EXPENDITURES
REVENUES-Non Tax
Required from Taxes
FY2006
ACTUAL
779.40
FY2007
ACTUAL
796.25
FY2008
ADOPTED
813.35
FY2009
ADOPTED
820.52
PERCENT
CHANGE
36,848,929
11,846,828
8,616,345
233,649
11,373,248
68,918,999
5,976,376
62,942,623
39,769,537
12,735,339
9,080,497
250,358
12,195,491
74,031,222
6,258,615
67,772,607
40,170,589
13,858,044
9,877,186
230,277
13,423,493
77,559,589
4,619,807
72,939,782
42,128,931
14,864,743
10,181,217
233,518
14,568,964
81,977,373
6,959,447
75,017,926
1.01%
8.82%
8.77%
-8.02%
10.07%
5.70%
50.64%
2.85%
Page 109
EDUCATION
Education Expenditures Report By Program
PROGRAM NAME
FY05/06
FY06/07
2
3
4
5
6
7
9
11
13
15
20
25
27
30
Art
Basic Education
English
Mathematics
Science
History and Social Sciences
Career and Vocational Education
P.A.C.E.
Foreign Languages and ELL
Health Education and Physical Education
Music
Reading and Language Arts
Special Education
Agriscience and Technology
TOTAL INSTRUCTION
982,094
10,922,628
1,841,090
1,802,353
2,080,075
1,518,165
1,163,613
247,278
2,854,246
1,482,504
1,200,264
881,113
9,600,486
273,020
36,848,929
1,078,899
11,878,812
1,959,836
1,945,130
2,383,146
1,590,258
1,204,296
262,045
3,056,920
1,615,670
1,368,510
997,910
10,146,106
282,000
39,769,538
14
16
19
23
28
31
32
33
36
School Counseling and Psychology Services
Health Services
Libraries and Media Centers
Program and Staff Development
Athletics and Clubs
Elementary Education
Secondary Education
Systemwide Support Services
Technology Support Services
TOTAL SUPPORT SERVICES/INSTRUCTION
2,064,794
511,836
905,236
188,585
881,122
1,980,425
2,399,588
1,694,198
1,221,044
11,846,828
2,135,809
556,518
981,768
295,617
975,598
2,029,534
2,572,866
1,750,971
1,436,658
12,735,339
4,271,664
1,922,366
2,422,315
8,616,345
4,264,885
2,333,721
2,481,891
9,080,497
233,649
233,649
250,358
250,358
11,373,248
12,195,490
68,918,999
74,031,222
21 Operations and Maintenance
22 Utilities
24 Pupil Transportation
TOTAL SUPPORT SERVICES/OPERATION
10 Community Services
TOTAL COMMUNITY SERVICES
34 Fringe Benefits and Substitutes
GRAND TOTALS
Page 110

TOWN OF GLASTONBURY

Transcription

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