2011-2012 proposed budget city of bridgeport connecticut

GENERAL FUND BUDGET TABLE OF CONTENTS

CITY OF BRIDGEPORT, CONNECTICUT

MAYOR’S PROPOSED BUDGET for FISCAL YEAR JULY 1, 2011 to JUNE 30, 2012

TABLE OF CONTENTS TRANSMITTAL LETTER

BUDGET SUMMARY

Accounting Policies 1-7 Fund Balance Policy 1-9 Fund Structure 1-10 Budget Process 1-11 General Fund by Agency 1-13 Internal Service Fund Summary 1-14 Revenue Summary 1-15 General Fund by Appropriation Type 1-16 Personnel Summary 1-17 Appropriation Category Descriptions 1-18

BRIDGEPORT IN CONTEXT Community Profile 1-19

ORGANIZATIONAL CHART 1-29

DEPARTMENT BUDGETS Office of the Mayor 1 Central Grants and Community Development 9

FINANCE DIVISIONS Comptroller’s Office 17 Finance Administration 23 Print Shop 29 Purchasing 35 Tax Collector 41 Tax Assessor 47 Treasury 53

GENERAL GOVERNMENT Registrar of Voters 57 City Clerk 61 City Attorney 65 Archives & Records 71 Civil Service 75 Grants Personnel / Benefits Administration 81 Labor Relations 87 Pensions / Other Employee Benefits 93 Town Clerk 95 Legislative Department 101 Office of Policy & Management 105 Chief Administrative Office 109 Information Technology Services 117 Minority Business Enterprise 121

PUBLIC SAFETY Police Department / Animal Control 125 Fire Department 141 Weights & Measures 157 Public Safety Communications 159

GENERAL FUND BUDGET TABLE OF CONTENTS


PUBLIC FACILITIES Public Facilities Administration 165 Municipal Garage 175 Facilities Maintenance 183 Roadway Maintenance 195 Sanitation & Recycling 201 Transfer Station 211 D. Fairchild Wheeler Golf Course 217 Beardsley Zoo / Carousel 225 Recreation 231 Department on Aging 239 Parks Administration 243 Parks Maintenance 251 Sikorsky Memorial Airport 253 City Engineering 257 Harbor Master 263

PLANNING & ECONOMIC DEVELOPMENT Planning & Economic Development 269 Planning Department 277 Land Use & Construction Review 283 Building Department 287 Zoning Board of Appeals 293 Zoning Commission 297

HEALTH & SOCIAL SERVICES Health Administration 301 Vital Statistics 307 Communicable Clinic 311 Environmental Health 317 Housing Code 323 Lead Prevention Program 327 Human Services 331 Persons with Disabilities 337 Veterans’ Affairs 341 Lighthouse / After School Program 345 Social Services 351

NON-DEPARTMENTAL ACCOUNTS Debt Service 357 Other Financing 361 Supportive Contributions / Memberships 363

LIBRARIES Bridgeport Public Library 365

BOARD OF EDUCATION

Schools 371 Food Services 388

APPENDIX GLOSSARY 393

TABLE 1

STATE & LOCAL

ELECTORAL MANDATES

CORE OPERATIONS ESSENTIAL

SERVICES TO

SUPPORT CORE

OPERATIONS

QUALITY OF LIFE NON- ESSENTIAL

SERVICES

Board of Education (0) Building & Zoning (19) Archives (.5) Department on Aging (6) Airport (14)

City Clerk (6) Economic & Community

Development (19.5)Central Grants (6) Employee & Organizational

Development (0)Arena at Harbor Yard (0)

Ethics Commission (0) Education & Nutrition

(2208)

City Attorney (21) Health & Social Services:

Communicable Disease,

Laboratory, Clinics, Parent

Aide Program (6)

Beardsley Zoo (13)

Legislative Council (1) Environmental Health &

Licensure, Lead

Prevention, Housing

Inspections, Sanitation

(47)

Finance (18.5) Human Services (2) Captain's Cove (0)

Mayor/CAO (15) Fire (296) Health

Administration (2)Libraries (52) Fairchild Wheeler Golf

Course (3)

Registrar of Voters (5) Personnel Services: Civil

Service, Benefits, Human

Resources, Labor

Relations (26)

Information

Technology (15),

Minority Business

Resource Center

(2)

Lighthouse Program (4) Harbor Yard Stadium (0)

Town Clerk (7) Police (479), Harbor

Master (1)

Office of Policy &

Management (6.5)

Persons with Disabilities

(0)

Miscellaneous properties

under 10,000 SF (0)

Vital Statistics (5) Roadway, Facilities, Parks

& Fleet Maintenance (102)

Public Facilities

Administration

(15.5), Engineering

(6)

Parks & Recreation

Administration (7)Print Shop (7.5)

Purchasing (6) Veterans Affairs (2) Weights & Measures (2)

Tax Assessor

Collector, and

Treasurer (33)

3,548 TOTAL GENERAL FUND WORKFORCE

39 3,258.5 132 79 39.5

PERCENTAGE OF GENERAL FUND WORKFORCE

1.10% 91.84% 3.72% 2.23% 1.11%

PERCENTAGE OF WORKFORCE DELIVERING MANDATED, CORE & CORE-SUPPORTIVE OPERATIONS:

96.66%

Emergency Operations

Center (EOC) (59)

GENERAL FUND BUDGET BUDGET SUMMARY BUDGET & ACCOUNTING POLICIES


ACCOUNTING POLICIES FISCAL YEAR The City of Bridgeport’s Fiscal Year begins July 1 and ends June 30.

BALANCED BUDGET The Charter of the City of Bridgeport mandates a balanced budget. For the purposes of meeting this requirement, each year a budget is adopted in which the projected expenditures are equal to the projected revenues.

BASIS OF ACCOUNTING The City of Bridgeport’s accounting system is operated on a fund basis. A fund is a fiscal and accounting entity with a self-balancing set of accounts in which cash and other financial resources or balances are recorded and segregated to carry on specific activities or attain certain objectives in accordance with specific regulations and limitations. The operations of the general fund are maintained on a modified accrual basis, with revenues recorded when measurable and available and the expenditures recorded when the services or goods are received and liabilities are incurred. In contrast, accounting records for the City’s enterprise, pension and nonexpendable trust funds are managed on the accrual basis of accounting. The types of funds utilized by the City are as follows: general; special revenue; capital projects; enterprise; and trust and agency. The type and number of individual funds established is determined by GAAP and sound financial administration.

BUDGET PROCEDURE The Mayor’s annual budget is developed by the City’s Office of Policy & Management (OPM). The budget is submitted to the City Council, which in turn makes additions and changes as necessary before turning it over to the Mayor for approval. The City maintains budgetary control through the Office of Policy & Management. The objective of budgetary control is to ensure compliance with the legal provisions embodied in the annual adopted budget approved by the City Council. The level of budgetary control is established by organization, agency, appropriation and object. The City of Bridgeport also utilizes an encumbrance accounting system as one technique for accomplishing budgetary control. Encumbrances reserve appropriations which have been obligated through purchase orders or other contractual documents. Encumbrances are reported as reservations of fund balance at the end of the year. Transfers of certain appropriations between departments require the approval of the City Council. The City of Bridgeport’s Capital & General Fund Budgets must be adopted by the City Council and approved by the Mayor.

INTERNAL CONTROLS The management of the City of Bridgeport is maintained through a control structure designed to ensure that the assets of the City are protected from loss, theft, or misuse and to ensure that adequate accounting data is compiled to allow for the preparation of financial statements in conformity with GAAP. The control structure is designed to provide reasonable assurance that these objectives are met. The concept of reasonable assurance recognizes that the cost of a control should not exceed the benefits likely to be derived from that cost and that the valuation of costs and benefits requires estimates and judgments be made by management. In addition, the City of Bridgeport has an internal audit staff responsible for monitoring the various City departments in compliance with the City Charter, ordinances, and all other policies and procedures. As a recipient of Federal, State and local financial assistance, the City of Bridgeport is responsible for ensuring adequate internal control policies and procedures are in place to ensure and document compliance with applicable laws and regulations related to these programs. This internal control structure is subject to periodic evaluation by management as well.



LEGAL DEBT LIMIT The total overall statutory debt limit for the City is equal to seven times annual receipts from taxation, or $1,867,139,295. All long-term debt obligations are retired through General Fund appropriations or user charges. As of June 30, 2010, the City recorded long-term debt of $666.8 million related to Governmental Activities and $49.8 million related to Business-Type Activities, well below its statutory debt limit The City’s total debt decreased by $8 million during the fiscal year ended June 30, 2008. For more information on debt service, see page 497.

RISK MANAGEMENT The City is exposed to various risks of loss related to torts; theft of, damage to, and destruction of assets; errors and omissions; injuries to employees; and natural disasters. The City carries commercial insurance for insurable risks of loss except for general liability, workers' compensation and employee health and dental insurance. Coverage has not been materially reduced, nor have settled claims exceeded commercial coverage in any of the past three years.

The City carries no insurance coverage for losses arising out of workers' compensation claims. These claims are paid from the General Fund. This is accounted for in the governmental activities of the government-wide statements.

The City maintains a group health and dental self-insurance plan to pay for medical claims of current and retired City employees and their covered dependents. Approximately 4,380 active employees and 4,012 retirees receive their health coverage through this plan. Payments related to these claims are made by an outside administrator under an administrative services contract and are accounted for in the Internal Service Fund. The contract requires the City to maintain a $2,500,000 certificate of deposit which is recorded as restricted cash in the accompanying balance sheet.

The liability for general liability, workers' compensation and group health insurance includes all known claims reported plus a provision for those claims incurred but not reported, net of estimated recoveries. The liability is based on past experience adjusted for current trends and includes incremental claim expenditures. The liability for workers' compensation claims is calculated using actuarial methods. Changes in the reported liability are as follows:

A reconciliation of changes in the aggregate liabilities for claims for the 2001-2010 fiscal years:

Liability: Start

of fiscal year

Current year

claims &

changes in

estimates

Claim

Payments

Liability: End

of the Fiscal

Year

2010 72,277,783 119,677,303 108,253,612 83,701,474

2009 67,301,000 102,236,079 90,691,701 72,277,783

2008 65,740,860 88,167,399 86,607,259 67,301,000

2007 50,070,000 95,669,180 79,998,320 65,740,860

2006 54,076,619 71,379,804 75,386,423 50,070,000

2005 62,045,079 66,036,204 74,004,664 54,076,619

2004 61,964,745 66,974,067 66,893,733 62,045,079

2003 65,787,386 59,776,938 63,599,579 61,964,745

2002 81,968,096 42,867,583 59,048,293 65,787,386

2001 68,979,599 66,977,701 53,989,204 81,968,096 AUDIT State Statutes require an annual audit conducted by independent certified public accountants. Portions of these audits are included in the City’s Comprehensive Annual Financial Report, and these can be accessed through the City’s website,

http://www.bridgeportct.gov/finance/Documents/2010CAFR.pdf

http://www.bridgeportct.gov/finance/Documents/2010CAFR.pdf



UNDESIGNATED FUND BALANCE POLICY

PURPOSE

To maintain a balance of funds within the total unreserved, undesignated fund balance to be available for unforeseen contingencies.

Definition: Unreserved, undesignated fund balance is the remaining balance available following the reduction for “resources not available for spending” or “legal restrictions” (reservation) and “management’s intended future use of resources” (designation).

POLICY

The sum of all components identified for the undesignated fund balance level will be set at no less than 8.00% of annual operating expenditures and other financing uses (transfers out) of the prior audited fiscal year with the annual approval by the City Council. In the event that the undesignated fund balance exceeds 12.00%, the amount exceeding this percentage may be available for appropriation at the discretion of the Mayor with the approval of City Council.

RATIONALE

The City of Bridgeport recognizes the importance of maintaining an appropriate level of undesignated fund balance on a Generally Accepted Accounting Principles (GAAP) basis to withstand short-term financial emergencies. After evaluating the City’s operating characteristics, its overall financial health, the diversity and flexibility of its tax base, the reliability of non-property tax revenues sources, the City’s working capital needs, the impact of state policies regarding tax exempt properties and PILOT reimbursements on City revenues, Brownfield policies, the national, state and local economic outlooks, emergency and disaster risks, other contingent issues and the impact on the City bond ratings of all these factors, the City of Bridgeport hereby establishes goals regarding the appropriate handling and funding of the undesignated fund balance.

The City of Bridgeport’s formal undesignated fund balance policy shall be to maintain adequate unencumbered reserves to accomplish the following objectives:

(1) Have sufficient funds available for appropriation for unforeseen expenditures or unforeseen shortfalls in revenue after adoption of the annual budget ; and

(2) Avoid unexpected spikes in the mill rate caused by non-reoccurring revenues.

REPLENISHMENT OF SHORTFALL The undesignated fund balance of the General Fund may fall below the approved minimum level due to fluctuations between planned and actual revenues and expenditures, other financial emergencies or catastrophic events of an unforeseen nature. When an audited shortfall is reported in the Comprehensive Annual Financial Report (CAFR), it must be rebuilt during the following ensuing fiscal years. This will be achieved by adding an annual appropriation, during the budgeting process of a minimum of 10% of the difference between the fund balance policy level and the undesignated fund balance presented in the latest audited statements. When dealing with the unanticipated sale of municipal assets, no less than 50% of the ―ga in on sale of city asset‖ must be deposited toward the undesignated fund balance until the 12.00% goal has been achieved.

The maintenance of undesignated levels is not to be construed as surpluses or over-taxation by the City. Rather, it is an element of sound fiscal management required for sustaining a high credit rating and financial management flexibility.



DESCRIPTION OF FUND STRUCTURE The accounts of the City of Bridgeport are organized on the basis of funds and account groups, utilizing a fund structure in which fund activities are aggregated for specific purposes. A fund is a combination of related accounts used to maintain control & accountability of resources that are dedicated to specific activities or objectives. The City of Bridgeport, like other state & local governments, uses fund accounting to ensure appropriate fiscal control and to demonstrate our compliance with accepted accounting principles set forth by the Governmental Accounting Standards Board. Detailed financial schedules for all of the funds described below are not contained within this budget document. This document includes information on the General Fund, as well as some detail on Special Revenue Funds, the Internal Service Fund, and Capital Project Funds. Of these funds, only the General Fund is subject to appropriation. Detail on the other funds described below can be found in the City’s Comprehensive Annual Financial Report, prepared by the Finance Department, and can be accessed through the City’s website,

http://www.bridgeportct.gov/finance/ Grateful acknowledgement of the assistance of the Finance Department in providing certain schedules and detail from the 2010 CAFR is noted here, and we have provided attribution for these throughout the budget book, as is applicable.

GOVERNMENTAL FUNDS The City of Bridgeport maintains 21 individual governmental funds. The major funds of these 21 are discussed below.

THE GENERAL FUND is the primary operating fund of the city. It is the largest fund

which encompasses traditional governmental services, and is used to account for all financial resources except those required to be accounted for in another fund. The General Fund is primarily supported by the property tax. General Fund revenues are displayed by type in the Revenue Summary section of this budget and by department in the Budget Detail section. Appropriations are also listed by department in the Budget Detail section. Governmental funds are reported using the current financial resources measurement focus and the modified accrual basis of accounting. Revenues are recognized when they are both measurable and available.

SPECIAL REVENUE FUNDS are used to account for revenues dedicated for a specific

purpose. These funds are prescribed by Federal or State program guidelines regarding the distribution or use of revenues. THE DEBT SERVICE FUND is used for the accumulation of resources for, and the

payment of, general long term bonded debt to be issued in future years. BOARD OF EDUCATION FUND This fund accounts for the operations of the Board of

Education, except for those required to be accounted for in another fund.

CAPITAL PROJECT FUNDS are for various construction projects as well as the purchase

of the City’s fleet inventory. Capital Project Funds are used to account for the proceeds of general obligation bonds and other financing sources for the planning, acquisition and construction or improvement of major capital facilities such as new schools and urban renewal projects.

PROPRIETARY FUNDS ENTERPRISE FUNDS are used to report activities that are financed and operated in a

manner similar to a private business enterprise. In the case of the City of Bridgeport, the Water Pollution Control Authority or WPCA, is one such fund which accounts for the activities of the City’s two sewage treatment plants, sewage pumping stations, and collection systems for the City of Bridgeport. These funds are covered in the Finance Department’s Annual Financial Report, but not in this document.

http://www.bridgeportct.gov/finance/

GENERAL FUND BUDGET BUDGET SUMMARY BUDGET PROCESS


THE INTERNAL SERVICE FUND was established by Ordinance to account for self-

insured health benefit activities of the City, Board of Education (BOE) and all other departments. Governmental Accounting Standards allow for the use of Internal Service Funds for risk financing activities. The Internal Service Fund is a proprietary type fund, which utilizes the accrual basis of accounting. The use of a separate fund for self insured benefit activities can help smooth the impact of severe claims fluctuations which can now occur in the General Fund. Funding will be provided through the annual General Fund Budget which will separately identify the City, BOE, BOE Grants and Nutrition portions. The amount budgeted will be the amount transferred to the Internal Service Fund. Contributions will be also be made by the WPCA and Grants. Employee contributions will be made directly to the Internal Service Fund. Interest and investment income earned by the fund will be used to pay expenses of the fund. Investment of available funds will be made by the City Finance Director and Treasurer in accordance with Connecticut General Statutes.

FIDUCIARY FUNDS

Fiduciary funds are used to account for resources held for the benefit of parties outside the government. These funds are not reflected in government-side financial statements because the resources contained within these funds are not available to provide services for the City’s constituents. The City of Bridgeport has four pension trust funds that support the pensions of City employees. The accounting used for fiduciary funds is much like that used for proprietary funds, and again, is covered in some detail in the Finance Department’s Annual Financial Report, but not in this document.

THE BUDGET PROCESS MAYOR RECOMMENDED PREPARATION City departments begin preparation and documentation processes for the budget in January. The Office of Policy & Management reviews all submitted department requested documents; verifies contractual obligation thresholds, calculates all formula-driven data, and presents a draft budget to the Mayor and selected staff. In accordance with the City Charter, Chapter 9, Section 5(c) the Mayor, no later than the first Tuesday in April of each year, must present to the City Council a proposed budget for the ensuing fiscal year as prescribed in that same section.

CITY COUNCIL PROCESS The City Council’s Budget and Appropriations Committee, under City Council rules, will set a schedule for budget deliberations and in accordance with City Charter, shall hold at least one public hearing before taking final action on the proposed budget and mill rate. The City Council Budgets & Appropriations Committee reports its changes to the Council as a whole in the form of a budget amendment resolution. The City Council has the power to reduce or delete any item in the budget recommended by the Mayor by a majority vote of the council members present and voting. It shall have the power to increase any item in said budget or add new items to said budget only on a two-thirds (2/3) affirmative vote of the entire membership of the council. The budget adopted by the City Council shall be submitted to the Mayor not later than the second Tuesday in May of each year. The Mayor shall sign the adopted budget or within fourteen days after adoption of the budget, the Mayor may veto any action taken by the City Council. The veto power of the Mayor shall be that of line item veto only, and any such veto may be overridden by a two-thirds (2/3) vote of the entire membership of the City Council. If the Mayor shall disapprove any action of the City Council, he shall, no later than the close of business of the fourteenth day, return the proposed budget to the City Council with a statement of objections. Thereupon, the President of the City Council shall call a meeting to be held no later than seven days after the receipt of the Mayor’s veto. If the City Council fails to adopt a budget by the second Tuesday in May of any year, the proposed budget of the Mayor shall become the budget of the City for the ensuing year.

GENERAL FUND BUDGET

BUDGET SUMMARY BUDGET TIMETABLE

CITY OF BRIDGEPORT, CONNECTICUT i

BUDGET TIMETABLEFISCAL YEAR 2011 - 2012

Dates : Day Actions

Jan. 28, 2011 Friday Departments data enter request budget into MUNIS

28-Jan DEPARTMENTS MUST SUBMIT STATUS OF FY 2011 GOALS

FOR FIRST SIX MONTHS TO OPM

Jan. 28, 2011 Friday Departments must submit capital project request and back-up to OPM

Feb. 7, 2011 Monday OPM Submits FIRST Draft Recommended Budget to the Mayor

Feb 14 - Feb 25 Mayor may hold meetings regarding budget with various departments

March 01, 2011 Mayor Submits Capital Budget to the City Council

( no later than) Tuesday

Feb 14 - Mar 25 Mayor formulates General Fund Budget. Budget goes to final production

April 05, 2011 Per City Charter, Mayor Submits Proposed Budget

( no later than) Tuesday to the City Council

TBD Tentative Scheduled Public Hearing for all City

Departments Budgets

May 03, 2011

( no later than) Tuesday Capital Improvement Program is adopted and

Submitted to Departments Directors

May 10, 2011 Tuesday City Council Submits Adopted Budget to the Mayor

( no later than)

May 24, 2011 Tuesday Last day for the Mayor to Veto the City Council's

( no later than) Adopted Budget

May 31, 2011 Tuesday Last day for the City Council to vote on the Mayor's veto

( no later than) of the City Council's Adopted Budget

June 7, 2011 Tuesday City Council sets mill rate

( no later than) (mill rate is set no later than seven days after action on the budget

is complete); This may be a vote necessary no later than May 31st

GENERAL FUND BUDGET BUDGET SUMMARY GENERAL FUND BY AGENCY


The General Fund is primarily funded by the property tax. Governmental funds are reported using the current financial resources measurement focus and the modified accrual basis of accounting. Revenues are recognized when they are both measurable and available. Revenues are considered to be available when they are collectible within the current period, or soon enough thereafter, to pay liabilities of the current period. This budget illustrates the initiatives taken by the Finch Administration to maintain fiscal integrity through this challenging economic downturn. This proposed budget illustrates this fiscally conservative approach, as total spending in the new budget is nearly $1.3 million less than in the previous (2011) adopted budget. This marks the second consecutive year that city appropriations are reduced. GENERAL FUND BY AGENCY CATEGORY

AGCY CAT

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01 GENERAL GOVERNMENT 38,871,203 40,791,499 42,145,508 39,697,713 -1,093,786

02 PUBLIC SAFETY 132,087,194 139,596,920 140,130,253 139,475,918 -121,002

03 PUBLIC FACILITIES 41,672,949 42,944,972 44,057,116 45,469,655 2,524,683

04 OPED 13,139,884 13,878,434 13,880,711 13,179,580 -698,854

05 HEALTH & SOCIAL SERVICES 3,271,685 3,748,154 3,858,437 3,856,702 108,548

06 NONDEPARTMENTAL 4,306,874 -1,483,222 -1,483,222 401,326 1,884,548

07 LIBRARIES 4,741,139 6,723,003 6,723,003 6,723,003

08 BOARD OF EDUCATION 192,256,923 192,418,968 192,441,841 192,418,968 0

09 BOE FOOD SERVICES 12,850,296 11,315,145 11,315,572 11,315,572 427

10 BOE DEBT SERVICE 18,638,563 19,437,442 19,437,442 15,539,675 -3,897,767

Grand Total 461,836,710 469,371,315 472,506,661 468,078,112 -1,293,203 INTERNAL SERVICE FUND

The City, by Ordinance, established an Internal Service Fund to account for self-insured health benefit activities of the City, Board of Education and all other departments. Governmental Accounting Standards allow for the use of Internal Service Funds for risk financing activities. The Internal Service Fund is a proprietary type fund, which utilizes the accrual basis of accounting.

GENERAL FUND BUDGET BUDGET SUMMARY INTERNAL SERVICE FUND


Agency Org Code New OC Dept Benefit Vendor Description Type FY-12

CITY 62075000 52155 City Grants Life Htfd Life Ins Prem Prem 3,200

CITY GRNT 62074000 58001 City Grants Medical HN/CIGNA Medical Claims 628,500

CITY GRNT 62074000 58003 City Grants Dental CIGNA Dental Claims Fees 72,600

CITY GRNT 62074000 58002 City Grants Rx Medco Rx Claims/Admin Claims 376,200

CITY GRNT 62074000 58004 City Grants Vision VSP Vision Claims Claims 10,500

CITY GRNT 62074000 58301 City Grants Medical CIGNA ASO Fees Admin 17,600

CITY GRNT 62074000 58302 City Grants Dental CIGNA Dental PPO Fee Fees 1,500

CITY GRNT 62074000 58305 City Grants Dental CIGNA Dental HMO Admin 3,900

CITY GRANTS TOTAL 1,110,800

CITY 62075000 52154 City Active Life Htfd Life Ins Prem Prem 137,300

CITY 62075000 52156 Disabled Life Htfd Life Ins Prem Prem 66,000

CITY 62075000 52202 Unaffiliated Disability Htfd STD Prem Prem 20,600

CITY 62075000 52203 Teamsters Disability Htfd STD Prem Prem 1,200

CITY 62075000 52204 Unaffiliated Disability Htfd LTD Prem Prem 22,300

CITY 62075000 52205 Teamsters Disability Htfd LTD Prem Prem 1,200

CITY 62075000 58001 City ISF Medical HN/CIGNA Medical Claims 13,255,700

CITY 62075000 58002 City Active Rx Medco Rx Claims/Admin Claims 2,578,700

CITY 62075000 58003 City Active Dental CIGNA Dental Claims Claims 824,500

CITY 62075000 58004 City Actives Vision VSP Vision Claims Claims 91,400

CITY 62075000 58101 City Retirees Medical HN/CIGNA Medical Claims 9,767,000

CITY 62075000 58102 City Retirees & COBRA Rx Medco Rx Claims/Admin Claims 2,445,500

CITY 62075000 58103 City/COBRA/Retirees* Dental CIGNA Dental Claims Claims 40,500

CITY 62075000 58104 City Ret/COBRA Vision VSP Vision Claims Claims 7,900

CITY 62075000 58201 Heart & Hypertension WC Berkley Indemnity Claims 1,500,000

CITY 62075000 58202 Heart & Hypertension WC Berkley Medical Claims 2,100,000

CITY 62075000 58203 City Active WC Berkley WC Indemnity Claims 2,597,000

CITY 62075000 58204 City active WC Berkley WC Medical Claims 3,695,500

CITY 62075000 58258 City Wide WC Wokrs Comp Com Annual Assmnt Fees 302,000

CITY 62075000 58260 City Wide 2nd Injury Fund Qtrly Assessment Fees 251,700

CITY 62075000 58262 City Wide WC Berkley WC ASO Fee Admin 430,000

CITY 62075000 58301 City Active Medical CIGNA ASO Fees Admin 501,800

CITY 62075000 58302 City Active Dental CIGNA Dental PPO Fee Admin 39,300

CITY 62075000 58303 City Retirees Medical CIGNA ASO Fees Admin 277,300

CITY 62075000 58304 City COBRA/Ret* Dental CIGNA Dental PPO Fee Admin 3,200

CITY 62075000 58305 City Active Dental CIGNA Dental HMO Prem 157,130

CITY 62075000 58306 City Ret/COBRA Dental CIGNA Dental HMO Prem 5,180

City 62075000 58400 Police & Fire Medicare-B Reimb Fees 1,029,400

CITY 62075000 58401 City Medicare (FP/CSG) Rx/Med HN, Anthem, Beacon Rx/Med/Admin Admin/Claims 5,719,300

CITY 62075000 58500 EAP Fees 38,900

CITY 62075000 58501 Buy-Out 97,000

CITY TOTAL 48,004,510

WPCA 62400000 58001 WPCA Medical HN/CIGNA Medical Claims 110,100

WPCA 62400000 58002 WPCA Rx Medco Rx Claims/Admin Claims 7,800

WPCA 62400000 58003 WPCA Dental CIGNA Dental Claims 3,200

WPCA 62400000 58004 WPCA Vision VSP Vision Claims 700

WPCA 62400000 58203 WPCA WC Berkley WC Indemnity Claims 5,000

WPCA 62400000 58204 WPCA WC Berkley WC Medical 5,000

WPCA 62400000 58301 WPCA Medical CIGNA ASO Fees Admin 2,900

WPCA 62400000 58302 WPCA Dental CIGNA Dental PPO Fee 200

WPCA 62400000 58305 WPCA Dental CIGNA Dental HMO Admin 1,110

WPCA TOTAL 136,010

BOE 62850000 58001 BOE Active Medical HN/CIGNA Medical Claims 24,598,700

BOE 62850000 58002 BOE Genl Fund Rx Medco Rx Claims/Admin Claims 4,801,700

BOE 62850000 58003 BOE Actives Dental CIGNA Dental Claims 1,958,200

BOE 62850000 58004 Noncertified Vision VSP Vision Claims 56,400

BOE 62850000 58101 BOE Retirees* Medical HN/CIGNA Medical Claims 8,838,900

BOE 62850000 58102 BOE Retirees Rx Medco Rx Claims/Admin Claims 1,980,300

BOE 62850000 58103 BOE COBRA/Retirees Dental CIGNA Dental Claims 738,000

BOE 62850000 58104 BOE Ret/COBRA Vision VSP Vision Claims 300

BOE 62850000 58203 BOE Active WC Berkley WC Indemnity Claims 785,000

BOE 62850000 58204 BOE Actives WC Berkley WC Medical 1,430,000

BOE 62850000 58301 BOE Active Medical CIGNA ASO Fees Admin 871,800

BOE 62850000 58302 BOE Genl Fund Dental CIGNA Dental PPO Fee 81,400

BOE 62850000 58303 BOE Retirees Medical CIGNA ASO Fees Admin 240,100

BOE 62850000 58304 BOE COBRA/Ret Dental CIGNA Dental PPO Fee 33,100

BOE 62850000 58305 BOE Genl Fund Dental CIGNA Dental HMO Admin 61,830

BOE 62850000 58306 BOE Ret/COBRA Dental CIGNA Dental HMO 2,880

BOE 62850000 58401 BOE Medicare Rx/Med HN, Anthem, Beacon Rx/Med/Admin Admin/Claims 5,276,700

BOE TOTAL 51,755,310

BOE GRNT 62899894 58001 BOE Grants Medical HN/CIGNA Medical Claims 4,678,900

BOE GRNT 62899894 58002 BOE Grants Rx Medco Rx Claims/Admin Claims 491,600

BOE GRNT 62899894 58003 BOE Grants Dental CIGNA Dental Claims 314,600

BOE GRNT 62899894 58004 BOE Grants Vision VSP Vision Claims 12,900

BOE GRNT 62899894 58301 BOE Grants Medical CIGNA ASO Fees Admin 185,400

BOE GRNT 62899894 58302 BOE Grants Dental CIGNA Dental PPO Fee 16,500

BOE GRNT 62899894 58305 BOE Grants Dental CIGNA Dental HMO Admin 16,420

BOE Grants TOTAL 5,716,320

NUT 62900000 58001 Nutrition Medical HN/CIGNA Medical Claims 1,430,000

NUT 62900000 58002 Nutrition Rx Medco Rx Claims/Admin Claims 293,300

NUT 62900000 58003 Nutrition Dental CIGNA Dental Claims 84,800

NUT 62900000 58004 Nutrition Vision VSP Vision Claims 9,600

NUT 62900000 58203 Nutrition WC Berkley WC Indemnity Claims 25,000

NUT 62900000 58204 Nutrition WC Berkley WC Medical 40,000

NUT 62900000 58301 Nutrition Medical CIGNA ASO Fees Admin 51,900

NUT 62900000 58302 Nutrition Dental CIGNA Dental PPO Fee 4,800

NUT 62900000 58305 Nutrition Dental CIGNA Dental HMO Admin 1,480

NUT 62900000 58400 Nutrition Medicare-B Reimb 1,425

Nutrition TOTAL 1,942,305

GRAND TOTAL (gross need for ISF) 108,665,255

GENERAL FUND BUDGET BUDGET SUMMARY APPROPRIATION IMPACTS


The primary source of revenues in the City of Bridgeport is property taxes. The second largest chunk of revenues comes from Intergovernmental Revenue—which includes aid to public schools, Education Cost Sharing, and funding for federal school lunch programming. The economic downturn, paired with the collapse of the housing market, had a deleterious impact on revenues, particularly those revenues that were to come from Bridgeport’s real estate market. Additionally, the real estate conveyance fees collected by the town clerk on real estate transactions are based upon the value of those transactions, and many foreclosure filings result in transactions whose value is negligible, which means that the fees collected on them are a fraction of what they would be in a healthy real estate market. This year’s revenues reflect a property tax re-evaluation, and a conservative approach to anticipating the turnaround of the economy. Additional measures the City has taken to handle the loss of revenues include, but are not limited to: more aggressive tax collection strategies, including the use of the bootfinder on vehicles with delinquent tax bills, fee increases, and the sale of excess city properties. The Revenue Detail section in the appendix of this document provides additional detail about the funding sources that support the General Fund Budget.

REVENUE SUMMARY

ORG DESCOBJECT DESC FY2010 ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY2011 BUDGET

01010000 COMPTROLLER'S OFFICE -3,141,422 -2,477,551 -2,491,969 -2,982,150 504,599

01040000 TAX COLLECTOR -269,861,115 -274,940,394 -265,869,367 -274,628,640 -311,754

01041000 TAX ASSESSOR -20,780,216 -19,590,209 -19,590,209 -19,235,731 -354,478

01045000 TREASURY -214,197 -275,000 -275,000 -275,000

01050000 REGISTRAR OF VOTERS -150 -500 -500

01060000 CITY ATTORNEY -15,000 -15,000 -15,000

01070000 CIVIL SERVICE -9 -88,500 -38,500 -88,500

01090000 TOWN CLERK -1,537,065 -1,542,300 -1,542,300 -1,545,800 3,500

01108000 INFORMATION TECHNOLOGY SERVICE -789 -250 -250 -250

01250000 POLICE ADMINISTRATION -5,002,035 -6,749,265 -6,942,765 -6,705,850 -43,415

01260000 FIRE DEPARTMENT ADMINISTRATION -205,012 -194,515 -203,515 -203,515 9,000

01285000 WEIGHTS & MEASURES -74,260 -76,000 -76,000 -76,000

01300000 PUBLIC FACILITIES ADMINISTRATION -1,100,589 -799,200 -799,200 -799,200

01310000 FACILITIES MAINTENANCE -535

01325000 SANITATION & RECYCLING -9,200 -20,000 -20,000 -20,000

01341000 BEARDSLEY ZOO/CAROUSEL -355,000

01350000 RECREATION -69,270 -62,000 -67,000 -67,000 5,000

01355000 PARKS ADMINISTRATION -2,382,991 -2,374,005 -2,380,356 -2,440,356 66,351

01356000 PARKS MAINTENANCE SERVICES 24,976

01375000 AIRPORT -758,062 -922,115 -928,200 -928,200 6,085

01385000 ENGINEERING -2,801 -4,600 -4,000 -4,000 -600

01450000 OPED ADMINISTRATION -520,901 -1,145,500 -1,145,500 -645,500 -500,000

01455000 BUILDING DEPARTMENT -1,952,319 -1,904,000 -1,929,000 -1,929,000 25,000

01456000 ZBA -35,283 -35,000 -35,000 -35,000

01457000 ZONING COMMISSION -218,025 -160,500 -160,500 -160,500

01552000 VITAL STATISTICS -450,989 -441,500 -441,500 -441,500

01554000 COMMUNICABLE DISEASE CLINIC -31,380

01555000 ENVIRONMENTAL HEALTH -335,055 -328,850 -328,850 -328,850

01556000 HOUSING CODE -34,340 -42,000 -42,000 -42,000

01560000 CLINICS -72,380 -20,000 20,000

01585000 SOCIAL SERVICES -25

01600000 GENERAL PURPOSE BONDS PAYABLE -2,369,395 -2,377,776 -2,377,776 -1,943,026 -434,750

01610000 OTHER FINANCING USES -639,500 -1,100,000 -1,100,000 -1,100,000

01863000 BOE ADMINISTRATION -139,765,958 -137,906,967 -137,906,967 -137,619,726 -287,241

01875000 TRANSPORTATION -2,862,886 -2,482,672 -2,482,672 -2,482,672

01900902 NUTR-NUTRITION -12,353,927 -11,315,146 -11,315,146 -11,315,146

Grand Total -467,112,103 -469,371,315 -460,508,542 -468,078,112 -1,293,203

GENERAL FUND BUDGET BUDGET SUMMARY APPROPRIATION IMPACTS


APPROPRIATION SUMMARY BY AGENCY CATEGORY

AGCY CAT

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01 GENERAL GOVERNMENT 38,871,203 40,791,499 42,145,508 39,697,713 -1,093,786

02 PUBLIC SAFETY 132,087,194 139,596,920 140,130,253 139,475,918 -121,002

03 PUBLIC FACILITIES 41,672,949 42,944,972 44,057,116 45,469,655 2,524,683

04 OPED 13,139,884 13,878,434 13,880,711 13,179,580 -698,854

05 HEALTH & SOCIAL SERVICES 3,271,685 3,748,154 3,858,437 3,856,702 108,548

06 NONDEPARTMENTAL 4,306,874 -1,483,222 -1,483,222 401,326 1,884,548

07 LIBRARIES 4,741,139 6,723,003 6,723,003 6,723,003

08 BOARD OF EDUCATION 192,256,923 192,418,968 192,441,841 192,418,968 0

09 BOE FOOD SERVICES 12,850,296 11,315,145 11,315,572 11,315,572 427

10 BOE DEBT SERVICE 18,638,563 19,437,442 19,437,442 15,539,675 -3,897,767

Grand Total 461,836,710 469,371,315 472,506,661 468,078,112 -1,293,203

GENERAL FUND BUDGET BY APPROPRIATION TYPE

APPR TYPE FY2010 ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012 MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

1 PERSONAL SERVICES 183,544,889 177,932,783 176,387,308 170,830,051 -7,102,732

2 OTHER PERSONAL SERVICES 24,486,877 25,294,186 26,915,268 22,949,880 -2,344,306

3 FRINGE BENEFITS 102,824,307 111,230,932 111,533,240 119,553,808 8,322,876

4 OPERATING EXPENSES 124,287,445 127,784,668 129,750,226 127,514,046 -270,622

5 FIN SOURCE RESERVE/CONTINGEN 593,627 593,627 593,627

6 SPECIAL SERVICES 25,897,368 25,775,219 26,568,151 25,880,298 105,079

7 SUPPORTIVE CONTRIBUTIONS 795,823 759,900 758,841 756,401 -3,499

Grand Total 461,836,710 469,371,315 472,506,661 468,078,112 -1,293,203 These account levels represent line item funding for all departmental budgets. See the Appropriation Category Section of this document for descriptions of major appropriation titles for each group type.

GENERAL FUND BUDGET BUDGET SUMMARY PERSONNEL SUMMARY


PERSONNEL SUMMARY

FY 06-07 FY 07-08 FY 08-09 FY 09-10 FY 10-11 FY 11-12

Total Total Total Total Total Proposed

GENERAL GOVERNMENT 179.5 185.0 179.5 173.0 176.0 176.0

PUBLIC SAFETY 925.0 912.0 911.0 858.0 834.0 836.0

PUBLIC FACILITIES 139.0 139.0 144.0 136.5 136.5 136.5

PARKS & RECREATION 47.0 48.0 41.0 40.0 40.0 39.0

TRANSPORTATION 22.0 22.0 21.0 21.0 21.0 21.0

PLANNING AND DEVELOPMENT 33.0 40.0 44.0 38.0 37.5 38.5

HEALTH & SOCIAL SERVICES 99.0 100.0 51.0 22.0 26.0 25.0

HUMAN SERVICES 14.0 15.0 15.0 13.0 13.0 14.0

LIBRARIES 69.0 69.0 60.0 52.0 52.0 52.0

TOTALS 1,527.5 1,530.0 1,466.5 1,353.5 1,336.0 1,338.0

The proposed budget provides for level staffing as stated in the Mayor’s transmittal letter with the inclusion of two new funded positions. Through the Finch administration, there has been a reduction of over 192 direct service positions in keeping with its mission of providing CORE services to the public, first and foremost. Additionally, this budget once again includes in every department TOTAL personnel costs such as medicare, social security, pension and health care. Although health care is determined on a COBRA basis and not true cost, as the City is on claim payout, it is a fair representation of how and where the total value is paid. This is another milestone in the Finch’s Administration philosophy regarding fiscal integrity and more transparent governance. This budget continues to direct the City’s labor force to the delivery of Core and Core-supportive services. City Charter mandates: Administering and affecting governance; educating; protection of persons and property; promotion of sanitation, recycling, and blight removal; maintenance of the City’s physical assets including buildings, roads, parks and fleet; promotion of housing and economic development; and regulatory oversight of environmental, building, code and zoning compliance.

GENERAL FUND BUDGET BUDGET SUMMARY APPROPRIATION CATEGORY


PERSONNEL SERVICES Full Time Earned Salaries Part Time Earned Salaries Temporary/Seasonal Earned Pay Distributed Pay by Attendance / Absences

OTHER PERSONNEL SERVICES

Overtime Pay Outside Overtime Pay Long Term Acting Pay Temporary Acting Pay Shift Differential Pay Permanent Shift Pay Holiday Pay Longevity Pay Compensatory Pay

FRINGE BENEFITS

Employee Allowance Uniform Laundry

Moving Expense Reimbursement City-owned Vehicle Benefit Health Related Employee Benefits

Health Vision Dental Life insurance

Workers’ Compensation Unemployment Compensation Health Benefits Buyout Retiree Benefits Fringe Benefits and Pensions Employee Assistance Program

OPERATIONAL EXPENSES (MAJOR CATEGORIES)

Office Supplies Medical Supplies Automotive Services and Supplies Utilities

Electricity Water Natural Gas Heating Oil

Copy Equipment and Supplies Computer Equipment, Software and Supplies Advertising Subscriptions Building Maintenance Membership/Registrations Postage and Printing services Vehicle Maintenance

SPECIAL SERVICES

Legal Services Training Services Actuarial Services Computer Maintenance Auditing Services Office Equipment Maintenance Contract Services Legal / Property Claims Tuition Reimbursements

OTHER FINANCING USES Debt Service

Principal Payments Interest Payments Debt Service Refunding

Sewer Bonds Pension Obligation Bonds Fire Equipment Notes Payable Attrition Contingencies Required Reserves Supportive Contributions

GENERAL FUND BUDGET BUDGET SUMMARY BRIDGEPORT IN CONTEXT


BRIDGEPORT AT A GLANCE FORM OF GOVERNMENT Bridgeport is governed by its City Charter which was adopted by the state legislature in 1907 and revised in 1912 and 1992. The city operates under a Mayor-City Council form of government. The Mayor serves a four-year term. The Mayor sets policy, makes nominations and appointments to boards and commissions, and presides at City Council meetings. In addition, the Mayor acts as official City representative and liaison with various governmental and private agencies and oversees the financial aspects of the City government. Mayoral authority comes from the City of Bridgeport’s charter, Municipal Code, and the State of Connecticut General Statues. The City Council consists of 20 members elected to two-year terms. Each of the ten council districts is represented by two council members. The City Council holds regular meetings twice per month. Major responsibilities of the City Council include enacting ordinances necessary to govern the City and adopting the budget. Together the Mayor and the City Council oversee the five line divisions: City Clerk, Water Pollution Control Authority, Libraries, Department of Education, and the Registrar of Voters. The Chief Administrative Officer (CAO), a mayoral appointee, is responsible for coordinating the management and implementation of operational policies and practices for the Mayor. The CAO is the liaison between the Mayor and the head administrators of the City’s departments which include: The Office of Policy & Management, Civil Service, the Fire Department, the Police Department, Planning & Economic Development, Finance, Public Facilities, Health & Social Services, Labor Relations, the City Attorney, Weights & Measures, and Information Technology.

The only elected board in the City, aside from the City Council, is the Board of Education. This board consists of nine members elected to staggered four-year terms, and meets once a month. In addition, there are 18 appointed boards and commissions whose members are volunteers who have been appointed by the Mayor. These consist of the following: Board of Assessment Appeals, Board of Public Purchases, Bridgeport Redevelopment Agency, Cable Advisory Board, Civil Service Commission, Commission on Aging, Ethics Commission, Fair Housing Commission, Fair Rent Commission, Fire Commission, Harbor Management Commission, Historic Commission No. 1, Housing Authority, Housing Site Development Agency, Parks Commission, Planning & Zoning Commission, Police Commission, Port Authority Commission, Stratfield Historic District Commission, Water Pollution Control Authority Commission and the Zoning Board of Appeals. Additionally, the City appoints members to serve on the boards of regional planning agencies including the Greater Bridgeport Regional Planning Agency and the Greater Bridgeport Transit Authority.

GEOGRAPHY Bridgeport is Connecticut’s largest city with a population estimated at 144,229 residents. Located along Long Island Sound at the mouth of the Pequonnock River, the city has an area of 19.4 square miles. Bridgeport experiences warm to hot and humid summers and cold, snowy winters. These seasonal extremes are somewhat moderated by Long Island Sound. This results in a lower average temperature in summer and moderate snowfall, as compared to our neighbors inland. The city receives 41.7 inches of precipitation and around 25.6 inches of snowfall in an average year. The snowiest winter on record occurred in 1996 when Bridgeport received 76.8 inches in total accumulation. Bridgeport is located on Long Island Sound and is bordered by Fairfield, Connecticut to the West, Stratford, Connecticut to the East, and Trumbull, Connecticut to the North.



PHYSICAL DESCRIPTION Land Area: 19.4 square miles.

Residential50%

Institutional7%

Parks/Open Space 16%

Vacant12%

Commercial 7%

Industrial7%

Mixed Use1% Land Use by Type

COMMUNITY PROFILE Bridgeport was originally a part of the township of Stratford. The first recorded settlement here was made in 1659. It was called Pequonnock until 1695, when its name was changed to Stratfield, due to its location between the already existing towns of Stratford and Fairfield. In 1800 the borough of Bridgeport was chartered and in 1821 the township was incorporated. The city was not chartered until 1836. The city's location on the deep Newfield Harbor supported

shipbuilding and whaling endeavors in the mid 19th century. Later, rapid industrialization and the

presence of the railroad made Bridgeport an ideal manufacturing center producing Bridgeport milling machines, saddles, corsets, carriages, brass fittings, sewing machines and ammunition. By 1930, Bridgeport was an industrial center with more than 500 factories and a thriving immigrant population. In the early 21st century, Bridgeport is rebounding from a loss of jobs and population, and is transitioning into a role as both a bedroom community for New York City, and as oasis of relatively low-cost housing in the otherwise prohibitively expensive Fairfield County. Located just



63 miles from New York City and accessible via a variety of transportation modes, it is ideally suited to families seeking a refuge from the high cost of living in lower Fairfield county. Bridgeport supports two large hospitals—St. Vincent’s and Bridgeport Hospital. It is located on the Metro-North commuter line, which offers daily service to New York City, and regional service to other areas of Connecticut, and also serves as a stop on Amtrak’s train lines. Additionally, ferry service to Long Island is offered from Bridgeport’s harbor, and local and interstate bus service is also available. Bridgeport owns Stratford’s Sikorsky Memorial Airport. Additionally, Bridgeport’s location in the middle of a confluence of highways—among them Interstate 95, the Merritt Parkway, Route 8 & Route 25, and Route 1 connect the City to many other regions. Institutions of higher learning housed in the City include The University of Bridgeport, Housatonic Community College, St. Vincent’s College, and Bridgeport Hospital School of Nursing. The Bridgeport School system educates approximately 22,000 children, making it the second largest school system in the state. The Arena at Harbor Yard and the Klein Memorial Auditorium host regional and national performances of musical acts and sporting events. Regional theater is in evidence at the Downtown Cabaret Theatre and the Playhouse on the Green. Additionally, the City of Bridgeport is home to 44 parks which encompass 1,330 acres of open space.

DEMOGRAPHICS AND ECONOMICS Bridgeport is Connecticut’s largest city with a population estimated at 136,282 residents. These residents account for 15 percent of the residents in the Bridgeport-Stamford-Norwalk metropolitan area. While the residential population of Fairfield County has increased since the 2000 Census, the residential population of Bridgeport has experienced a decline. At the same time, Bridgeport has managed to continue to expand the grand list. This year, incorporating State mandated revaluation, we anticipate an increase of $1,464,460,560 or 26.5%. Last year we saw an increase of 2.4%. This positive growth, paired with the implementation of the computer assisted mass appraisal system, should improve efficiency and enhance this essential revenue source.

2007 Grand List

(70%)

Real Property Personal

Property

Motor Vehicles Totals

Gross $4,526,364,377 $682,088,400 $397,498,699 $5,605,951,476

Exemptions 36,111,148 35,069,695 8,257,643 79,438,486

Net Grand List $4,490,253,229 $647,018,705 $389,241,056 $5,526,512,990

2008 Grand List

(70%)

Real Property Personal

Property

Motor Vehicles Totals

Gross $5,975,177,722 $737,107,429 $379,481,820 $7,091,766,971

Exemptions 52,267,202 40,752,839 7,773,380 100,793,421

Net Grand List $5,922,910,520 $696,354,590 $371,708,440 $6,990,973,550

Change

Gross $1,448,813,345 $55,019,029 ($18,016,879) $1,485,815,495

32.0% 8.1% -4.5% 26.5%

Exemptions $16,156,054 $5,683,144 ($484,263) $21,354,935

44.7% 16.2% -5.9% 26.9%

Net Grand List $1,432,657,291 $49,335,885 ($17,532,616) $1,464,460,560

31.9% 7.6% -4.5% 26.5%



PRINCIPAL PROPERTY TAXPAYERS IN BRIDGEPORT 2008 & 1999

2008 1999

PRINCIPAL PROPERTY TAXPAYERS Taxable Assessed

Value

Rank % of Total City

Taxable Assessed

Value

Taxable Assessed

Value

Rank % of Total City

Taxable Assessed

Value

Cingular Wireless LLC 80,663,062$ 1 1.50%

People's United Bank** 59,862,778$ 2 1.11% 51,334,196$ 2 2.02%

PSEG Power Co of CT 59,635,809$ 3 1.11%

United Illuminating Co. Inc. 52,122,416$ 4 0.97% 96,450,846$ 1 3.80%

Bridgeport Energy, LLC - Duke Energy 43,260,386$ 5 0.80%

Southern Connecticut Gas Co-energy 29,765,677$ 6 0.55% 14,235,140$ 6 0.56%

Watermark 3030 Park, LLC** 22,381,306$ 7 0.42% 14,023,773$ 8 0.55%

Aquarion Water Co of CT 21,081,440$ 8 0.39% 18,028,950$ 3 0.71%

Success Village Apts Inc 18,547,802$ 9 0.34%

Bridgeport Lafayette 2005, LLC 15,400,000$ 10 0.29%

United Technologies (Sikorsky) 14,704,286$ 5 0.58%

General Electric Co. 10,607,270$ 10 0.42%

Emson Research, Inc. 14,153,206$ 7 0.56%

American Telephone & Telegraph** 11,181,871$ 9 0.44%

Bridgeport Jai Alai 14,749,316$ 4 0.58%

Total 402,720,676$ 7.48% 259,468,854$ 10.22%

**Change in business name occurred

Source: City of Bridgeport Assessor's Office. Unaudited. PRINCIPAL EMPLOYERS IN BRIDGEPORT: 2008 & 1999

2008 1999

Employer Employees Rank

% of Total

Employment Employees Rank

% of Total

Employment

People's United Bank 2,416 1 3.77% 1,400 3 2.45%

Bridgeport Hospital, Inc. 2,403 2 3.74% 2,029 1 3.56%

St. Vincent's Medical Center 1,849 3 3.14% 1,875 2 3.29%

University of Bridgeport 537 4 0.84%

Prime Resources 450 5 0.70%

Lacey Manufacturing Company 400 6 0.62% 360 9 0.63%

Bridgeport Health Care Center 301 7 0.47% 375 7 0.66%

Watermark 300 8 0.47%

Housatonic Community College 278 9 0.47%

Derecktor Shipyards 200 10 0.31%

Sikorsky Aircraft (United Technologies) 500 4 0.88%

Bridgeport Machines, Inc. 425 5 0.75%

Casco Products 420 6 0.74%

Southern New England Telephone 375 8 0.66%

Remington Products Inc. 275 10 0.48%

Source: Office of Planning & Economic Development POPULATION IN BRIDGEPORT/SURROUNDING AREA 1990-2007

CHANGE 1990-2007

AREA 1990 2000 2007 NUMBER PERCENT

BRIDGEPORT 141,686 139,529 131,000 (10,686) -7.5%

FAIRFIELD COUNTY CT 827,645 882,567 895,000 67,355 8.1% The decline in Bridgeport’s population has coincided with an increase in the population of greater Fairfield County. Like many urban areas, Bridgeport’s declining population in the 1960s and 1970s coincided with an increase in population in nearby sleeper suburbs. All population estimates discussed forthwith are based on the US Census’ American Community Survey, 2005-2007 3 year estimates (in the column which reads 2007). As such, they are decidedly less accurate than the numbers produced by the decennial census, as they are based on a smaller sample size than 10 year census data. Likewise, the following comparisons also should be viewed with the knowledge that Bridgeport’s population characteristics are evidenced in the greater Fairfield County information, and as such are not a truly perfect comparison. However, they allow us to view Bridgeport’s demographic makeup in the context of our greater geographic region.



In terms of demographics, the population of Bridgeport is on the whole less affluent and more diverse than the rest of Fairfield County. Median household income is lower than our Fairfield County neighbors, and our population on the whole is younger, has completed less education, and has a higher likelihood of speaking a language other than English at home. Our unemployment rates are higher, and poverty impacts the lives of our residents in greater numbers than in the rest of Fairfield County. POPULATION CHARACTERISTICS MEDIAN HOUSEHOLD INCOME 2000 2007

FAIRFIELD COUNTY, CONNECTICUT 65,249$ 80,241$

BRIDGEPORT, CONNECTICUT 34,658$ 44,216$

MEDIAN AGE

FAIRFIELD COUNTY, CONNECTICUT 37.3 39

BRIDGEPORT, CONNECTICUT 31.4 33.2

FAMILIES BELOW THE POVERTY LEVEL

FAIRFIELD COUNTY, CONNECTICUT 5.0% 5.8%

BRIDGEPORT, CONNECTICUT 16.2% 16.1%

INDIVIDUALS BELOW THE POVERY LEVEL



HIGH SCHOOL EDUCATION OR HIGHER



BACHELOR'S DEGREE OR HIGHER

FAIRFIELD COUNTY, CONNECTICUT 39.9% 43%


SPEAK A LANGUAGE OTHER THAN ENGLISH AT HOME



UNEMPLOYMENT RATE 2000 2007



POPULATION ETHNICITY

FAIRFIELD COUNTY, CT 2000 2007

WHITE 79.30% 79.2%

AFRICAN AMERICAN 10% 10.7%

ASIAN 3.30% 4.5%

SOME OTHER RACES 4.7% 6.6%

TWO OR MORE RACES 2.50% 0.9%

HISPANIC 11.90% 14.4%

BRIDGEPORT, CONNECTICUT 2000 2007

WHITE 45.00% 47.4%

AFRICAN AMERICAN 30.80% 35.9%

ASIAN 3.30% 3.2%

SOME OTHER RACES 14.80% 14.8%

TWO OR MORE RACES 5.60% 1.8%

HISPANIC 31.90% 33.3%



The mean travel time to work for Bridgeport residents is slightly less than that of our neighbors, as shown below, but the increased cost of travel is a reality for all of Connecticut’s population. Despite the variety of transportation options available to Bridgeport’s population, the vast majority of commuters drive to work alone (67.3%). While carpooling has decreased, reliance on public transportation has increased in both Bridgeport and the greater Fairfield County area. TRAVEL TO WORK 2000 2007 2000 2007

FAIRFIELD COUNTY, CONNECTICUT BRIDGEPORT, CONNECTICUT

TRAVEL TIME TO WORK 28 28.4 TRAVEL TIME TO WORK 25 26.9

DROVE ALONE 74.7% 73.9% DROVE ALONE 66.4% 67.3%

CARPOOLED 9.6% 7.6% CARPOOLED 18.7% 12.1%

PUBLIC TRANSPORTATION 8.1% 9.2% PUBLIC TRANSPORTATION 8.4% 12.3%

WALK 2.3% 3.1% WALK 3.6% 3.3%

OTHER 0.8% 1.4% OTHER 1.4% 3.4%

WORK FROM HOME 4.5% 4.8% WORK FROM HOME 1.4% 1.6% Monthly housing costs are an important consideration in light of the sub-prime mortgage crisis, and Bridgeport is not untouched by this situation. This comparison of housing costs, based on reported monthly owner costs including mortgages, reveals a level of debt that could be catastrophic to families faced with increased fuel, gasoline, and other energy costs. The majority of Bridgeport’s resident labor force works outside the city in neighboring towns in the region. While these calculations merely reflect the impact of the median home ownership cost on the homeowner with the median income, the sharp increase in the percentage of mortgage & other debt that Bridgeport families have assumed in recent history is troubling. In April of 2009, RealtyTrac reported that foreclosure activity has reached record levels, and has increased 25% since April of 2008. In Connecticut, 1 in 662 homes received a foreclosure filing. Connecticut ranks 19

th nationwide in foreclosure filings. Bridgeport residents hold at least 5,586 sub-prime

loans and with a total of 34,489 real estate parcels, the impact of foreclosures on these properties could be detrimental to the area’s homeowners and the economy on the whole. The negative impact that foreclosures have had on city revenues (particularly on the conveyance tax, which is based on the value of real estate transactions) is already being felt in municipal budgets. Bridgeport has received nearly $6 million in federal funding to forestall foreclosures and stabilize neighborhoods (the highest amount awarded in the state of Connecticut).

HOUSING CHARACTERISTICS MEDIAN VALUE 2000 2007

FAIRFIELD COUNTY, CONNECTICUT 288,900$ 499,000$

MONTHLY OWNER COST W/ MORTGAGE 1,904$ 2,679$

MORTGAGE PAYMENT AS % OF MEDIAN INCOME 35% 40%

BRIDGEPORT, CONNECTICUT 117,500$ 244,800$

MONTHLY OWNER COST W/ MORTGAGE 1,266$ 1,884$

MORTGAGE PAYMENT AS % OF MEDIAN INCOME 44% 51%



$-

$25,000

$50,000

$75,000

$100,000

$125,000

$150,000

$175,000

$200,000

$225,000

$250,000

$275,000

0

500

1000

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3500

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5000

5500

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Sale

s

Year

Housing Sales and Median Prices: Bridgeport Calendar Year 1988-2009

Sales

Price

$40,000

$80,000

$120,000

$160,000

$200,000

$240,000

$280,000

$320,000

$360,000

$400,000

$440,000

$480,000

$520,000

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88

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00

20

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20

02

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20

09

Comparable Cities in Connecticut Median Sale Price Calendar Year 1988-2009

Bridgeport

Hartford

Stamford

Waterbury

New Haven

Source: The Warren Group

While Bridgeport is not the only city in Connecticut faced with the fallout from the housing crisis, it is evident in the patterns that are already developing that urban homeowners and minorities were particularly vulnerable to predatory lending practices. Defaults are three times more likely to happen in minority-concentrated areas compared with white ones. Even when blacks earn as much as whites, they're still more likely to be victimized by predatory lenders. For example, a black household making $68,000 a year is five times as likely as a white household making the same amount of money – or less – to hold high-interest subprime mortgages, according to the New York Times. That makes it five times as hard to hold onto their homes. Eighty-five percent of the neighborhoods worst-hit by the crisis — where the default rate is at least double the regional average — have a majority of black and Latino homeowners.



MAPPING FORECLOSURES IN BRIDGEPORT, 2008

Source: New York Times http://www.nytimes.com/interactive/2009/05/15/nyregion/0515-foreclose.html

MAPPING FORECLOSURES IN FAIRFIELD COUNTY, 2008

Source: New York Times http://www.nytimes.com/interactive/2009/05/15/nyregion/0515-foreclose.html

http://www.nytimes.com/interactive/2009/05/15/nyregion/0515-foreclose.html

http://www.nytimes.com/interactive/2009/05/15/nyregion/0515-foreclose.html



$(10,000,000)

$20,000,000

$50,000,000

$80,000,000

$110,000,000

$140,000,000

$170,000,000

$200,000,000

-250 500 750

1,000 1,250 1,500 1,750 2,000 2,250 2,500 2,750 3,000

19

99

20

00

20

01

20

02

20

03

20

04

20

05

20

06

20

07

20

08

20

09

*

Sale

s

Year

Number and Value of Building Permitsin Bridgeport 1999-2009

number of permits

value of permits

FEDERAL FUNDING FOR NEIGHBORHOOD STABILIZATION Bridgeport’s housing crisis is the worst in the state of Connecticut. At the core of the housing crisis in Bridgeport are four underlying issues:

1) Bridgeport has a disproportionate share of poor households, both in our region and Fairfield County, and within the state.

2) Some neighborhoods in Bridgeport have a disproportionate share of poor households. The concentration of poverty on a neighborhood level made residents in these neighborhoods more vulnerable to predatory lending practices in these neighborhoods.

3) Housing stocks in Bridgeport are older, smaller, and more costly to maintain than other regions in the state and in the country. 31% of the housing stock in Bridgeport was constructed before 1939. An additional 34.9% of housing stock was constructed between 1940-1959. In addition, 7.5% of properties in Bridgeport are vacant, and according to the 2000 Census, 2.4% of local housing stock was likely abandoned—3 times the national average.

4) Finally, Bridgeport is housing more poor people than any other city in Connecticut. Bridgeport has developed a strategy to tackle the problem which involves a two-pronged approach:

Stabilizing neighborhoods by providing the mechanism for property purchase and financing that can spur sustainable home ownership.

Rehabilitating, redeveloping or demolishing severely dilapidated properties.

In December of 2008, HUD (Housing & Urban Development) approved $25 million in funding for Connecticut for the federal Neighborhood Stabilization Program (NSP). Bridgeport was successful in lobbying for the greatest share of the $25 million, and will receive nearly $6 million to aid struggling subprime borrowers. The funds provided by HUD allows state and local governments to acquire land and property; to demolish or rehabilitate abandoned properties; and/or offer downpayment assistance and closing cost assistance to low and moderate income homebuyers. In addition, grantees can create ―land banks‖ to assemble, manage, and dispose of vacant land for the purpose of stabilizing neighborhoods and encouraging re-use and redevelopment of urban properties. Because the nature and extent of Bridgeport’s subprime activity varied greatly by neighborhood, the city’s strategy will be used in a variety of ways. Additionally, Bridgeport has partnered with the Housing Development Fund (HDF) of Lower Fairfield County to leverage its funds with HDF’s



$26.2 million is Smart Move Loan Pool Funds. Other community partners in this effort include the Bridgeport Neighborhood Trust, Fairfield 08, and the Bridgeport Redevelopment Agency.

Bridgport

Proposed

Allocation

Use of FundsPotential

NeighborhoodsAmount

Target AMI

population

Estimated

Direct

Impact

Financial Mechanism 25% Down Payment Assistance

North End, North

Bridgeport,

Brooklawn, St.

Vincent, Mill Hill

$1.42M 50-120 150-200

Acquisition & Rehabilitation 25% Acquistion, Rehab/Sale

South End,

Hollow, East End

East Side, West

End/ West Side

$1.42M 30-80 50

Landbanking 25% Buy-holdNorth End,

Brooklawn$1.42M 50-120 25

Blight Removal 25% Green Space & RedevelopmentEast Side/ East

End$1.42M 40-80 50

Financial Mechanisms: we determined market conditions in the North End, North Bridgeport, Mill Hill, Brooklawn and St. Vincent to be in the 40th-80th percentile of potential market strength, based on factors such as tenure, education and income levels, housing stocks (age and type), subprime activity, and current real estate value. We envision the bulk of the work and

resources deployed In these neighborhoods to actually be in the North End, where problem loan activity has been the highest. Our aim is 10 marry NSP funds to other local housing development fund programs to expand home ownership opportunities while stemming defaults and abandonment. These are middle market neighborhoods. Acquistion and Rehabilitation: The focus of acquistion rehabilitation resources will go towards structures that are older, principally 2- and 3-Family homes that can be stabilized by assisting current (at-risk) owners, and enabling new owners to feasibly hold onto or acquire an income-producing property, the rents from which can make possible ownership, keep a property from declining into abandonment, and upgrade the property to market or, where feasible, abovemarket conditions. These activities would primarily occur near and around downtown, where visible improvements can stabilize the market that in turn shapes conditions in our downtown, Most of the work would be on the East Side, though some may occur in Hollow, the West End, West Side, the South End, and the East End. Landbanking: It is critical to acquire as many properties as possible for future disposition, especially where site control is a key component of holding the line against the domino effect of foreclosure, or when the site is likely to have an upside as new affordable housing in the future. The North End represents a key opportunity to bank otherwise costly properties as a hedge against losses of important affordable stocks in otherwise stable neighborhoods where stability could be compromised without site control. Blight Removal/Redevelopment: This includes both the work of clearing problem/distressed properties for the development of open space, and redevelopment of blighted properties where there is a chance for sale to a strong buyer, We estimate about 25% of our stabilization funds would be appropriate for demolition and green/community space creation, and generating opportunities for future revitalization-oriented redevelopment This activity would be appropriately located in the East Side and East End.

The damage wrought by deceptive, predatory, and irresponsible lending practices cannot be erased in a short time, and while the funding Bridgeport has received, paired with the leveraged funding from HDF will make a significant positive impact on the health of the local housing market, it cannot possibly erase all of the damage done. Estimates of the total magnitude of the problem suggest that the fallout from sub-prime lending is a nearly $50 million dollar problem for Bridgeport. Below are two other American Recovery and Reinvestment Act programs that Bridgeport has applied for (one of which has been funded), and a complete list is located in the appendix of this document, on page 547.

Program Funding Amount Description, Purpose Status

HUD Neighborhood

Stabilization Program II

Competitive

$10,000,000 Bridgeport applied as part of a competitive application process that

DECD spearheaded for consortium that includes other towns and

community partners. Approximately $10 million for Bridgeport

eligible census tracts if awarded to expand work of NSPI. (Full

request is $45 million)

Under

Review by

Funder

Homelessness Prevention

and Rapid Re-Housing

$1,351,004 Funding for communities to provide financial assistance and services

to either prevent individuals and families from becoming homeless or

help those who are experiencing homelessness to be quickly re-

housed and stabilized. Formula funding to be finalized.

Awarded

CITY of BRIDGEPORT, CONNECTICUT Organizational Chart

2011-2012

Please note: This chart of organization does not include all of the boards & commissions. Additionally, some hierarchy has been omitted in favor of readability. For the most accurate depiction of organizations structure on a smaller scale, please see the organizational charts of each individual department.

CHIEF

ADMINISTRATIVE

OFFICER

REGISTRAR OF

VOTERS

MAYOR

FINANCE

DEPARTMENT

CITY COUNCIL

WATER

POLLUTION

CONTROL

AUTHORITY

LIBRARY

BOARD

BOARD OF

EDUCATIONCITY CLERK TOWN CLERK

LIBRARIES

MAYORAL

STAFF

PLANNING &

ECONOMIC

DEVELOPMENT

POLICE

DEPARTMENT

FIRE

DEPARTMENTCIVIL SERVICE

OFFICE OF

POLICY &

MANAGEMENT

EMERGENCY

OPERATIONS

CENTER

ANIMAL

SHELTER

PUBLIC

FACILITIES

HEALTH &

SOCIAL

SERVICES

LABOR

RELATIONS

CITY

ATTORNEY

WEIGHTS &

MEASURES

BENEFITS/

GRANTS

PERSONNEL

INFORMATION

TECHNOLOGY

SERVICES

CENTRAL

GRANTS

PLANNING

DEPARTMENT

BUILDING

DEPARTMENT

ZONING

DEPARTMENT

ZONING BOARD

OF APPEALS

LAND USE &

CONSTRUCTION

REVIEW

NEIGHBORHOOD

REVITALIZATION/

ANTI-BLIGHT

COMMUNITY

DEVELOPMENT

AGENCY

COMPTROLLER

TREASURER

TAX ASSESSOR

TAX ASSESSOR

PURCHASING

ARCHIVES

PRINT SHOP

BUILDING

MAINTENANCE

SANITATION &

RECYCLING

ENGINEERING

PARKS &

RECREATION

MUNICIPAL

GARAGE

HARBOR

MASTER

ROADWAY

VITAL

STATISTICS

HOUSING CODE

LEAD

PREVENTION

COMMUNICABLE

CLINIC

HUMAN

SERVICES

LEGISLATIVE

SIKORSKY

AIRPORT

PERSONS WITH

DISABILITIES

VETERANS

AFFAIRS

BOARD OF

EDUCATION

GENERAL GOVERNMENT DIVISIONS

OFFICE OF THE MAYOR


MISSION STATEMENT To set the direction of City government and oversee the administration of all City Departments.

OBJECTIVES

To set policy. To develop, communicate, and implement a long-term agenda that ensures the fiscal health

of the City and a high quality of life for its citizens. To act as a representative and liaison to the entire community, including the citizens, media,

public and private agencies, state and federal officials, and City departments. To direct the receipt and resolution of constituent complaints. To serve as a liaison for other City departments in order to ensure that the citizens of

Bridgeport receive effective public service expeditiously and courteously. To provide guidance and direction to all Department Managers in order to improve services

offered to the City of Bridgeport. To serve as a liaison with various governmental agencies and to influence local, state and

federal legislation that is necessary and favorable to the City.

CHIEF

ADMINISTRATIVE

OFFICER

CITY COUNCILMAYOR

ALL CITY

DEPARTMENTS

1

GENERAL FUND BUDGET OFFICE OF THE MAYOR BUDGET DETAIL


Honorable Bill Finch

Mayor REVENUE SUMMARY

Not Applicable APPROPRIATION SUMMARY

ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01001000 OFFICE OF THE MAYOR 685,658 730,620 730,620 756,878 26,258

1001PS MAYOR'S PERSONAL SVCS 543,548 564,730 564,730 581,709 16,979

2001TPS MAYOR'S OTHER PERS SERVICES 8,957 2,100 2,100 2,175 75

3001FB MAYOR'S FRINGE BENEFITS 103,287 130,683 130,683 139,887 9,204

4001EX MAYOR'S OPER EXP 22,984 25,481 25,481 25,481

6001SS MAYOR'S SPEC SVCS 6,882 7,626 7,626 7,626 PERSONNEL SUMMARY

Org Code Fill Vac Job Class Description

FY 2011

CURRENT

FY 2012

PROPOSED 2012 vs 2011

1.0 MAYOR 126,538 129,862 3,324

1.0 CHIEF OF STAFF - MAYOR'S OFFICE 119,953 123,082 3,129

1.0 MAYOR'S AIDE 59,518 60,997 1,479

1.0 ADMINISTRATIVE ASSISTANT 39,889 41,137 1,248

1.0 RECEPTIONIST 35,333 36,438 1,105

1.0 ADMIN. ASSISTANT 40,887 41,960 1,073

1.0 EXECUTIVE OFFICE MANAGER 73,131 76,927 3,796

1.0 MAYOR'S AIDE 69,481 71,306 1,825

01001000 Total 8.0 564,730 581,709 16,979

2

GENERAL FUND BUDGET OFFICE OF THE MAYOR PROGRAM HIGHLIGHTS


FY 2011-2012 GOALS 1) Continue to implement long-term financial goals which will provide greater budget

transparency, decrease the city’s historic reliance on one-time revenues and improve the City’s financial standing.

2) Continue to grow the city’s tax base by increasing the city’s ability to attract and retain sustainable economic and community development.

3) Reduce tax delinquencies by continuing to pursue an aggressive zero-tolerance tax collection policy to increase revenues.

4) Continue to implement the Mayor’s Sustainable Bridgeport initiative – BGreen2020 – to lower the city’s carbon footprint, increase recycling rates, improve energy efficiency in city facilities and address brownfield remediation.

5) Continue to promote efficiency and accountability throughout city government through the CitiStat program, QAlert technology (the City’s online citizen service request form), labor-management cooperative and employee training.

6) Continue to work together with the Board of Education to improve Bridgeport schools by, continuing our investment in building new state-of-the-art schools (planned Interdistrict Magnet High School, Roosevelt and Harding High School) and renovating several other City schools.

7) Strengthen alliances with community groups and support initiatives that will benefit the City’s quality of life.

8) Support diversity at all levels in government through progressive hiring practices, human resources and labor relations, and by supporting our Small and Minority Business Resource Office, which provides resources and support for local minority contractors, develops best practices, policies and procedures to ensure that the City’s Minority Contracting Business Enterprise Goals are achieved.

9) Focus efforts to combat blight and strengthen neighborhoods through a comprehensive city program of neighborhood stabilization, which will include promoting and increasing the number of Neighborhood Revitalization Zones, and unifying the efforts of the City’s Housing Code and Blight offices to work together to reduce blighted buildings and properties throughout the City.

10) In partnership with the Police Chief, work together to formulate strategic initiatives that combat crime and support successful neighborhood policing by expanding the Neighborhood Watch program, allowing more residents to take part in being responsible for their neighborhoods.

11) In partnership with the Fire Chief, the American Red Cross and RYASAP’s Safe Neighborhoods Americorp Partnership (SNAP) ensure that every resident in Bridgeport benefits from a free smoke detector through the City’s Safe Asleep program.

12) Continue to improve the City’s Parks and Green Spaces, and increase the number of parks available to city residents within a 15-minute walk of their home.

FY 2010-2011 GOAL STATUS 1) Continue to implement long-term financial goals which will provide greater budget

transparency, decrease the city’s historic reliance on one-time revenues, and improve the city’s financial standing. 6 MONTH STATUS: During the past three years, Mayor Finch has directed department heads to trim their budgets 10 to 20 percent, while maintaining, and in some instances, increasing the level of service. By eliminating positions and laying off employees, we decreased the workforce by nearly 200 – never an easy decision to make. These measures, along with union concessions and other spending freezes have saved the City tens of millions of dollars. For the third year in a row, the City has been recognized by the Government Finance Officers Association for excellence in financial reporting. We are continuing to identify city-owned property that can be sold in order to return the building to the tax rolls, realizing more than $2 million in revenue from the sale of city-

3

GENERAL FUND BUDGET

OFFICE OF THE MAYOR PROGRAM HIGHLIGHTS


owned property during the past two years. In addition, we are continuing our municipal consolidation plan, moving city offices from inefficient buildings into space at City Hall Annex, with the eventual goal of selling those vacated properties. During the past year, we have consolidated the Housing Code and Environmental Health departments into City Hall Annex. We anticipate moving the Probate Court offices, and Vital Statistics and Registrars of Voters offices into City Hall Annex in the next six months. The City has maintained its positive bond raiting. Debt financing has been restructured to produce additional savings to taxpayers. This budget is the third straight that reduces government spending. The fund balance has increased for the past two years following balanced budgets.

2) Continue to grow the city’s tax base by increasing the city’s ability to attract and retain sustainable economic and community development.

6 MONTH STATUS: During the past six months, the City has recorded substantial progress on several fronts related to economic and community development.

With the assistance of CHFA/GE funding, the 323 Fairfield Avenue mixed-use building created 84 new residential units and 7 commercial storefronts, which, when added to the Citytrust, Arcade Mall, 881 Lafayette, and 333 State St. units will mean more than 1,000 people will call downtown Bridgeport home. The revitalization of the downtown is the linchpin of the City’s long term goal of fostering transit oriented development.

P.C. Richards, a national electronics retail chain, which just recently expanded into Connecticut, opened a new regional distribution center in the former West End Moving & Storage company building adjacent to I-95.

The City partnered with Mayor Michael Bloomberg and the City of New York to receive an award of a federal Sustainable Cities grant to fund the feasibility study for the second train station and related transit-oriented development in the City’s East Side. The City has acquired the land for a new train station at 812 Barnum Avenue, southernmost parcel of the former Remington Arms site. We are securing the State’s commitment to clear the site and prepare a plan for it. A second Bridgeport train station will bring much needed journey-to-work mobility to an impoverished, immobile population on the East Side.

The City also was awarded a TIGER II grant, a competitive federal grant, to fund more than $11 million of road, utility and other infrastructure improvements to the 48-acre Steelpointe, Bridgeport’s premier mixed-use development site leveraging millions of private investment dollars with federal infrastructure funds.

The City of Bridgeport and Urban Green received a $3 million commitment from DECD to help tenant fit-out for Phase 2 including funds for a grocery store and tenant fit out – for both the Arcade and 144 Golden Hill (first story retail). New tenants have been identified, retail leasing continues and it is expected that an announcement of a grocery store operator for the Arcade will occur this spring.

An LDA has been approved and executed between the Bridgeport Port Authority and Konover. Meetings have been held with DOT and DEP regarding site access issues. Both DOT AND DEP have bought into the conceptual plans for the development of the site and the developers’ initial specific site plans. The signing of the agreement has started a due diligence period for the developer which will allow them to develop precise cost estimates related to the site.

4

GENERAL FUND BUDGET



3) Reduce tax delinquencies by continuing to pursue an aggressive zero-tolerance tax collection policy to increase revenues. 6 MONTH STATUS: The Tax Collector’s office has utilized a collection agency in conjunction with the Violert Car booting program. Together, these two initiatives have increase motor vehicle revenues and helped the office clean up delinquent records. From April 2009 to February 2011, the Collection Agency has brought in $2,326,453 in delinquent taxes. The Tax Collector and the Tax Assessor’s Office have been working together to tackle personal property tax accounts for viable businesses, and an RFP will be issued in the next few months to find a firm to target that tax roll.

4) Continue to implement the Mayor’s Sustainable Bridgeport effort to lower the city’s carbon footprint, increase recycling rates, improve energy efficiency in city facilities and address brownfield remediation. 6 MONTH STATUS: The City will implement a number of forward leaning energy improvements and programs which it has been working diligently on as part of the Mayor’s BGreen 2020 plan including: Solar Leasing Program with Main Street Power beginning with city buildings and expanding into businesses; the City will expand its EID which include lower utility rates for businesses and homeowners; the City will continue building out its energy saving features on the Burroughs Library; the City will continue to develop the Green Energy Park at the Seaside Landfill; select a developer for our City Hall/Annex Sale/Leaseback, and complete our consolidation of McLevy Hall to the Annex. In addition the City will expand its recycling efforts by: Adopting single stream recycling by the Fall of 2011; enhancing capacity of recycling throughout the city by deployment of new containers to all residents. Further the City will implement the following environmental initiatives: Complete the Parks Master Plan; complete the Pleasure Beach Master Plan; begin work on the Downtown Intermodal Enhancement Program; complete work on our Pleasure Beach Water Taxi System; complete our Pequannock River Watershed Plan and follow on program.

5) Continue to promote efficiency and accountability throughout city government through the CitiStat program, QScend technology (the City’s online citizen work request form), labor-management cooperative – Total Quality Management program and employee training. 6 MONTH STATUS: CitiStat continues to meet with departments on a regular basis measuring the status of their goals and work productivity. QAlert, which is managed by CitiStat, has recorded at least 40,000 citizen service requests. The system continues to adapt with the changes in department workflow, making it easier for departments to track the services they provide to Bridgeport’s citizens. Finally, CitiStat is continuing the efforts of the labor-management cooperative by putting together a series of employee customer service training and by developing an overall employee training program.

6) Help to lower class size and improve Bridgeport’s schools, by continuing our investment in building new state of the art schools (the Discovery Magnet School and the Interdistrict Magnet High School, Roosevelt and Harding High School) and renovating Aquaculture, Black Rock School, Columbus, Cross, Dunbar. 6 MONTH STATUS: The Discovery Magnet Elementary School opened for classes in January 2011; the school will be certified as a LEED Silver building, one of the greenest schools in the City. The addition to the Aquaculture School was completed in the late summer and was dedicated in September 2010. We continue to work through the process to build the $125 million MultiMagnet High School on land in Trumbull. On April 13, the state Legislature will consider a border change to allow the high school project to

5

GENERAL FUND BUDGET



move forward through the local zoning process and transfer the boundary of the new school into Bridgeport. Funding approvals for replacing Harding High School, and renovations and/or additions to Black Rock School, Central High School and several other City schools are working their way through the state approval process. Over the next five years, the City expects to conduct renovations to Bassick High School, JFK Campus, Park City, Hall, Edison, Beardsley, Read, Winthrop and Sheridan Elementary Schools, as well as, energy renovations to Curiale and Blackham Elementary Schools.

7) Strengthen alliances with community groups and support initiatives that will benefit the City’s quality of life. 6 MONTH STATUS: The Mayor has instituted a very aggressive schedule of meetings and events with community groups and constituents including, regular meetings with City clergy; the Mayor’s weekly Brown Bag Lunch; and, the monthly Community Cabinet meetings with a wide cross-section of people throughout the City.

8) Support diversity at all levels in government through progressive hiring practices, human resources and labor relations, and by supporting our new Small and Minority Business Resource Office, which provides resources and support for local minority contractors, develops best practices, policies and procedures to ensure that the City’s Minority Contracting Business Enterprise (MBE) goals are achieved. 6 MONTH STATUS: In 2010, prime contractors in the City were awarded $17,720,851 for physical development projects and of that amount $2,277,123 or 12.85% of those contracts were awarded to minority or women-owned businesses. Also, during that time of that time of the subcontracts that were awarded, $4,621,075 or 74.19% was awarded to minority or women-owned businesses. Through aggressive monitoring efforts, the City of Bridgeport has placed five companies under review for violating the Minority Business Enterprise Ordinance; of those five, two companies (Connecticut Masons and Waterbury Masonry) have already been fined. Additionally, as a result of the City’s prevailing wage investigation, Seakco Construction has paid over $47,000 in restitution to project employees for violating the Prevailing Wages Laws and is at risk of being debarred for their actions.

9) Focus efforts to combat blight and strengthen neighborhoods through a comprehensive city program of Neighborhood stabilization. 6 MONTH STATUS: During the current budget year, we have exceeded our adopted goals for blight citations, blight fines, condemnation demolitions, and City-sponsored housing rehabilitations. In addition, we have restructured the Neighborhood Stabilization Program for more efficient use of resources. Acquired, funded or facilitated the acquisition of approximately thirty (30) foreclosed properties, for rehabilitation or new construction by affordable housing developers. As of 12/31/10 approximately $3 Million of acquisition and rehabilitation activities funded and completed. Five (5) single family homes have been completed, of which three (3) have been sold to NSP eligible and trained owner occupants. Twenty-two (22) housing units currently undergoing development with Spring-Summer 2011 completion anticipated for approximately fifteen (15) of these. NSP funding has enabled the City to demolish five (5) condemned and/or foreclosed properties that were beyond repair. Successfully negotiated with CT DECD for use of NSP program revenues for open space development on Knowlton Street/Pequonnock River parcels, including the clearing of blighted structures and redevelopment of a 40,000 square foot industrial warehouse. The City continues to make progress on brownfield remediation. GE currently is conducting preliminary abatement work on site as a prerequisite for demolition which is expected to commence this spring. GE has engaged the City of Bridgeport in discussion about the future development of the property. The

6

GENERAL FUND BUDGET



City of Bridgeport was recently granted ownership rights to the former Remington Arms property on Barnum Avenue for a proposed future train station site through a federal bankruptcy court ruling. The site, 812 Barnum Avenue, is directly adjacent to the Metro North rail line. It is approximately 7.2 acres, with 1,000 + linear feet of frontage on both Barnum Avenue and the rail line itself.

10) Hire a Police Chief and work with the Chief to formulate strategic initiatives which combat crime and support successful neighborhood policing. 6 MONTH STATUS:A nationwide search yielded three candidates for the Mayor to review, including Acting Police Chief Joseph Gaudett Jr., who was ultimately chosen by the Mayor to lead the 400+ member police department, the 10

th chief in the department’s

history. Chief Gaudett has formulated a number of initiatives to increase public safety including, a new manpower allocation plan which will put police officers and command staff where they are most needed; expansion of the ”Take Back Our Neighborhood” program, including increasing the number of Neighborhood Watch groups in the city and, finding sponsors for a second round of a gun buyback program.

11) In partnership with the Fire Chief, the American Red Cross and RYASAP’s Safe Neighborhoods Americorp Partnership (SNAP), ensure that every resident in Bridgeport benefits from a free smoke detector through the City’s Safe Asleep program. 6 MONTH STATUS: the Fire Department, together with RYASAP and AmeriCorps continues to lead the nation in smoke detector installations through the City’s Safe Asleep Program. Nearly 30,000 have been installed in City residents’ homes and small apartment buildings. Funding has been secured to keep this essential program in operation through 2011.

12) Continue to improve and upgrade the City’s Parks and Green Spaces. 6 MONTH STATUS: The City of Bridgeport Parks & Recreation Department continues to improve and upgrade parks and green spaces as part of the City of Bridgeport’s B-Green 2020 Sustainability Plan.

Some of the major projects completed in fiscal year 2011 include: Seaside Park (Diamond 1 Field Improvements, new picnic areas at West Beach, waterfront walkways and curbing restoration after a severe storm in March, 2010); Veteran’s Memorial Park (Discovery School, Solar Nature Trail and hiking improvements and a disc golf course); Beardsley Park (new Bunnell’s Pond overlook and sidewalk repairs); Ellsworth Park (new restroom, field improvements, playground and splashpad area); Luis Marin Garfield Open Space (New splash pad); Newfield Park (new restroom, picnic area and walking path in progress); William Barnum Park (new swing set, picnic area, plantings and basketball court).

Already under way this fiscal year 2011 and continuing into fiscal year 2012: Citywide Public Park Improvement and Enhancement Program, which focuses on enhancing green spaces such as James Brown Waterview Park on the Yellow Mill River, Johnson Oak Park beside Tisdale School, Svirha Park near Read School and other pocket parks in multiple neighborhoods of the City; Glenwood Park Tennis Court Site Improvements; Knowlton Park, a new development to recapture Pequonnock River waterfront for parks green space; Washington Park, where enhancement of all park amenities and improvements to the infrastructure is planned including a proposed splash pad and updated playground area; Pleasure Beach Master Plan and Feasibility Study, that will provide the environmental assessment needed to protect and enhance park land; An Urban Tree Canopy Study, which will assess the City’s existing tree canopy and provide recommendations for the City’s ongoing urban forestry efforts; the Pequonnock River Watershed Plan, which will provide a

7

GENERAL FUND BUDGET



protection plan on how to decrease pollution to the city’s water bodies and engage citizen’s in its efforts and implementation models; and the Citywide Parks Master Plan, which will establish a guiding road map for all 45 City Parks and Green Spaces to be improved upon and better service City residents.

OFFICE OF THE MAYOR APPROPRIATION SUPPLEMENT

ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01001000 OFFICE OF THE MAYOR 685,658 730,620 730,620 756,878 26,258

51000 FULL TIME EARNED PAY 543,548 564,730 564,730 581,709 16,979

51140 LONGEVITY PAY 2,100 2,100 2,175 75

51156 UNUSED VACATION TIME PAYOU 8,957

52154 LIFE INSURANCE CIVIL SERVICE 14

52360 MEDICARE 3,548 7,127 7,127 7,030 -97

52385 SOCIAL SECURITY 467 2,535 2,535 -2,535

52504 MERF PENSION EMPLOYER CONT 42,329 49,965 49,965 66,315 16,350

52917 HEALTH INSURANCE CITY SHARE 56,930 71,056 71,056 66,542 -4,514

53605 MEMBERSHIP/REGISTRATION FEES 57 57 57

53705 ADVERTISING SERVICES 20 20 20

53750 TRAVEL EXPENSES 1,220 5,619 5,619 5,619

53905 EMP TUITION AND/OR TRAVEL REIM 1,465 798 798 798

54595 MEETING/WORKSHOP/CATERING FOOD 8,951 8,450 8,450 8,450

54650 LANDSCAPING SUPPLIES 100 140 140 140

54675 OFFICE SUPPLIES 4,808 4,636 4,636 4,636

54705 SUBSCRIPTIONS 45 36 36 36

54720 PAPER AND PLASTIC SUPPLIES 92 171 171 171

55155 OFFICE EQUIPMENT RENTAL/LEAS 6,302 5,534 5,534 5,534

55530 OFFICE FURNITURE 20 20 20

56110 FINANCIAL SERVICES 6,135 4,500 4,500 4,500

56175 OFFICE EQUIPMENT MAINT SRVCS 707 2,010 2,010 2,010

56180 OTHER SERVICES 719 719 719

56240 TRANSPORTATION SERVICES 218 218 218

56250 TRAVEL SERVICES 40 179 179 179

8


CENTRAL GRANTS & COMMUNITY DEVELOPMENT


MISSION STATEMENT To further the Administration’s mission to make Bridgeport the cleanest, greenest, safest, most affordable city with schools and neighborhoods that improve every year by strategically applying for funding and increasing community collaborations and regionalism where cost effective and appropriate in order to provide quality services to the public without increasing the tax burden of city taxpayers.

CHIEF

ADMINISTRATIVE

OFFICER

CENTRAL

GRANTS &

COMMUNITY

DEVELOPMENT

MAYOR CITY COUNCIL

9

GENERAL FUND BUDGET CENTRAL GRANTS & COMMUNITY DEVELOPMENT BUDGET DETAIL


Kelly McDermott

Senior Manager

Alex McGoldrick Acting Director

REVENUE SUMMARY

Not Applicable

APPROPRIATION SUMMARY

ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01005000 CENTRAL GRANTS OFFICE 326,715 402,678 402,678 389,411 -13,267

1005PS CENTRAL GRANTS PERSONAL SVCS 234,778 303,050 303,050 311,687 8,637

2005TPS CENTRAL GRANTS OTHER PERS SVCS 1,565

3005FB CENTRAL GRANTS FRINGE BENEFITS 63,766 61,667 61,667 55,365 -6,302

4005EX CENTRAL GRANTS OPER EXP 12,122 12,392 12,392 9,573 -2,819

6005SS CENTRAL GRANTS SPEC SVCS 11,483 20,689 20,689 10,346 -10,343

7005SC CENTRAL GRANTS SUPRT CONTR 3,000 4,880 4,880 2,440 -2,440 PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


2.0 1.0 GRANT WRITER 167,060 173,349 6,289

1.0 DIRECTOR CENTRAL GRANTS 50,121 53,108 2,987

1.0 OFFICE COORDINATOR 37,513 36,874 -639

1.0 GRANTS FINANCIAL MANAGER(35HRS) 48,356 48,356

01005000 Total 3.0 3.0 303,050 311,687 8,636

10

GENERAL FUND BUDGET CENTRAL GRANTS & COMMUNITY DEVELOPMENT PROGRAM HIGHLIGHTS


ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED

SERVICE INDICATORS 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010-2011

CENTRAL GRANTS

Number of Grant applications filed 129 19 58 43 49 60

Number of Grant Applications Funded 58 10 29 18 35 36

Number of Grant Applications Pending 31 0 6 14 0 0

Number of Grant Applications Denied 40 9 23 11 14 24

% of Grant applications funded 45% 53% 50% 42% 71% 60

Total dollars awarded to the City of Bridgeport $189,000,000 $6,458,439 $10,278,221 $11,234,681 $28,177,366 $30,000,000

Total Dollars Pending N/A 0 $805,967 $27,356,641 $0 0

Total dollars awarded to Community Organizations N/A $450,316 $3,790,629 $3,200,000 N/A N/A CENTRAL GRANTS FY 2011-2012 GOALS

1) Continue to strategically apply for formula and competitive funding for City priority projects and programs and to strive for a 60% award rate for grant applications.

2) Promote regionalism through partnerships for funding opportunities to realize cost efficiencies or increased economic development opportunities.

3) Increase applications to support sustainability that will enhance the quality of life for residents and promote Bridgeport as a destination for cultural activities and living.

4) Cultivate relationships with area and national foundations to benefit Bridgeport grant applications.

5) Work with National Community Development Association (NCDA), Area Office of the U.S.

Department of Housing and Urban Development (HUD) Office, and others to advocate for Bridgeport’s fair share of federal formula, competitive and stimulus funding.

6) Work with Connecticut Community Development Association (CCDA), the State of Connecticut and in particular the Department of Economic and Community Development as well as the Department of Environmental Protection and others to advocate for Bridgeport’s fair share of state funding.

7) Encourage funding entities to visit Bridgeport to see firsthand the many opportunities present here.

8) Host a Legislative Breakfast to highlight the City’s accomplishments and to present funding needs.

CENTRAL GRANTS FY 2010-2011 GOAL STATUS 9) Continue to strategically apply for formula and competitive funding for City priority projects

and programs and to strive for a 50% award rate for grant applications. 6 MONTH STATUS: Currently Central Grants and Community Development has achieved a success rate of 59% during the 2010-2011 budget year. It is expected that the award rate will continue to increase.

10) Promote regionalism through partnerships for funding opportunities to realize cost efficiencies or increased economic development opportunities. 6 MONTH STATUS: The Central Grants and Community Development staff has been working successfully on regional grant applications and funding opportunities during the current fiscal year. Success has been achieved on the recently funded HUD Sustainable

11



Communities regional collaboration grant. Additionally, regional homeland security and public safety applications have achieved success.

11) Increase applications to support sustainability that will enhance the quality of life for residents and promote Bridgeport as a destination for cultural activities and living. 6 MONTH STATUS: Bridgeport was recently awarded funding under the HUD Sustainable Communities program. As a result an unprecedented bi-state collaboration of nine cities, two counties and six regional planning organizations has come together to form the New York-Connecticut Sustainable Communities Consortium. With support from the states of New York and Connecticut, the Consortium is designed to integrate housing, economic development, transportation and environmental planning in the metropolitan region. Working together, the Consortium will develop livable communities and growth centers around existing and planned transit to enhance affordable housing efforts, reduce congestion, improve the environment and continue to expand economic opportunities. A central goal is to link strategies, on a metropolitan scale, to develop mixed- income housing, employment and infrastructure in locations connected by the region's two commuter rail networks - the MTA Metro-North Railroad and the MTA Long Island Rail Road.

12) Host a funding opportunity forum in Bridgeport. 6 MONTH STATUS: Central Grants and Community Development is currently working on planning a funding opportunity forum.

13) Cultivate relationships with area and national foundations to benefit Bridgeport grant applications. 6 MONTH STATUS: Central Grants and Community Development continues to work with local area foundations such as the Fairfield County Community Foundation as well as United Way of Coastal Fairfield County, RYASAP and CT Association of Non-profits to benefit local grant applications. As part of the Sustainable Communities implementation effort, the department has worked with the regional team to develop relationships with the National LISC Organization and Ford Foundation to leverage additional support and funding into this important project.

14) Work with National Community Development Association (NCDA), Area Office of the U.S. Department of Housing and Urban Development (HUD) Office, and others to advocate for Bridgeport’s fair share of federal formula, competitive and stimulus funding. 6 MONTH STATUS: The Department currently has developed strong relationships with NCDA as well as the HUD Area Office to advocate for formula and competitive funding. In January, the Deputy CAO for CG&CD attended a critical funding conference and lobbying effort in Washington DC, with the Mayor, as it relates to proposed HUD Entitlement Funding cuts in the federal budget.

15) Work with Connecticut Community Development Association (CCDA), the State of Connecticut and in particular the Department of Economic and Community Development as well as the Department of Environmental Protection and others to advocate for Bridgeport’s fair share of state funding. 6 MONTH STATUS: The CG&CD staff has been working diligently with CCDA, DECD and HUD to receive a new Neighborhood Stabilization Program funding award under Round Three of the program. The Department is currently working to submit the formal application which will bring an additional $1.5 million to the City to support expanded homeownership opportunities and foreclosure prevention efforts.

16) Encourage funding entities to visit Bridgeport to see firsthand the many opportunities present here. 6 MONTH STATUS: Central Grants and Community Development has hosted visits from the US Environmental Protection Agency, US Department of Justice, US Attorneys Office, State Department of Economic and Community Development and US Department of Housing and

12



Urban Development. The Department continues to host funders and assists the Mayor’s Office with coordinating such events.

17) Host a Legislative Breakfast to highlight the City’s accomplishments and to present funding needs. 6 MONTH STATUS: Central Grants and Community Development currently has a legislative delegation meeting scheduled for late February 2011.


SERVICE INDICATORS 2006-2007 2007-2008 2008-2009 2009-2010 2010-2011 2012

HOUSING AND COMMUNITY DEVELOPMENT DIVISION PY35 PY36 PY37

Awarded 107 82 67 80 82 50

Contracts administered 107 62 67 57 82 50

Projects monitored/supervised 51 82 67 80 82 50

Total Number of Environmental reviews 107 397 110 152 135 120

Total Number of Grant applications received 177 135 101 125 121 125

Total Number of clients serviced 35,670 17,057 9,396 19,000 15,000 15,000

TOTAL FUNDING ALL PROGRAMS (2) $7,729,075 $6,222,957 $6,547,666 $5,547,666 $7,690,632 $6,276,611

COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) (2)

Value of award (entitlement allocation) $4,503,690 $3,882,652 $3,252,959 $3,252,959 $3,606,679 $2,885,343*

ReProgramming Funds $0 $1,560,293 $1,255,923

Grant expenditure rate ($ per month) $644,089 $323,554 $271,079 $271,080 $300,557 $240,445

Grant expenditure rate ($ per work day) $29,727 $14,933 $13,116 $12,511 $14,427 $11,541

Number of public facility improvements (1) 10 13 6 15 20 30

Community buildings renovated 4 5 6 6 7 6

Public Service Clients 32,500 9,209 5,000 9,500 9,500

NonProfit Capacity Building - ACT Prgm (Funding allocated) - $65,818 $100,000 $100,000 0

Leveraged Funding from HHS - $500,000 $500,000 $500,000 0

Number of Nonprofits served - 15 30 30 15 0

Capacity Building Grants (HHS Funding) - $0 $241,886 $382,821 0

Housing

Housing Code (funding allocated) $445,000 $437,952 $472,000 $472,000 $95,000 $100,000

Lead Based Paint (funding allocated) $100,000 $157,000 $177,000 $167,000 $168,065 $167,000

Emergency Relocation (funding allocated) $53,000 $53,000 $40,000 $40,000 $40,000 $40,000

Emergency Relocation ( # of Clients) 18 180 381 100 100

Weatherization $25,000 - - - - -

HOPWA (2)

Value of award $737,000 $739,000 $771,000 $771,000 $846,219 $676,975*

ESG (2)

Value of award $143,666 $144,734 $144,968 $144,968 $145,523 $116,418*

HOME (2)

Value of award $2,344,719 $1,456,571 $2,378,739 $1,378,739 $1,531,918 $1,225,534*

HOME Homeownership Housing Development Projects $717,254 $350,000

Average HOME Subsidy per unit $65,205 $87,500

Private Leveraged Funds $19,400,000 $1,500,000

Total Units Developed (HOME and Leveraged Funds) 103 4

New Construction (# of HOME Units) - 4

Rehabilitation (# of HOME Units) 11

HOME Rental Housing Developing Projects $1,500,000 $954,000 $520,000 $1,200,000 $636,438

Average HOME Subsidy per unit $33,333 $73,385 $47,273 $133,333 $75,879

Private leverage $3,135,000 $3,777,409 $19,492,151 $3,500,000 $5,000,000

Total Units Developed (HOME and Leveraged Funds) 70 20

New Construction (# of HOME Units) 7

Rehabilitation (# of HOME Units) 45 13 4 9 13

Down Payment Assistance (Total funding Allocated) $315,000 $375,000 $0 $300,000 $0**

Applications Processed 23 25 0 2

Applications Reviewed 45 45 0 15

HOUSING OTHER

Fair Housing Outreach/Referrals (Number of People) 562 545 0 250 200 200

Fair Housing complaints made (formal) 14 14 0 0 0 0

Investigations 14 0 0 0 0 0

Actions taken - settlements 4

13



COMMUNITY DEVELOPMENT FY 2011-2012 GOALS 1) Continue to make improvements to the Central Grants and Community Development

application process for annual federal Community Development Block Grant, Emergency Shelter Grant, Housing Opportunities for Persons with AIDS and HOME Partnership Program entitlement funding through the US Department of Housing and Urban Development (HUD).

2) Continue to implement the Five Year Consolidated Plan for Housing and Community

Development and develop an Action Plan for year three of the five year plan for HUD approval.

3) Manage all Central Grants and Community Development federal HUD entitlement grants

in a timely manner consistent with federal guidelines and regulations. 4) To continue to be an active partner to the Greater Bridgeport Continuum of Care and the

Greater Bridgeport Area 10-year Plan to End Homelessness. 5) To continue to work with the Office of Neighborhood Revitalization in advancing

community development projects identified by established Neighborhood Revitalization Zones (NRZ).

6) To work with the Office of Planning & Economic Development to advance projects which

benefit low and moderate income households.

COMMUNITY DEVELOPMENT FY 2010-2011 GOAL STATUS

1) Continue to make improvements to the Central Grants and Community Development application process for annual federal Community Development Block Grant, Emergency Shelter Grant, Housing Opportunities for Persons with AIDS and HOME Partnership Program entitlement funding through the US Department of Housing and Urban Development (HUD). 6 MONTH STATUS: The Department has worked to revise the CDBG, ESG and HOPWA application to make the format easier to complete for applicants, streamline CGCD’s application to reflect standard grant application formats from federal and local sources, improve the internal department review process and provide a format that presents information in a way that can be used during the contracting process. The department has received positive feedback from community organizations on the new application format. Additionally, the technical assistance sessions hosted during the application process were expanded this year to provide greater detail on eligible projects and activities, the federal funding projection, and offer more time for individual questions and answer sessions.

2) Continue to implement the Five Year Consolidated Plan for Housing and Community Development and develop an Action Plan for year three of the five year plan for HUD approval. 6 MONTH STATUS: The 5 Year Plan was completed by the Department in July of 2008 and will be in effect until 2013. The Plan was approved by the US Department of Housing and Urban Development (HUD) and can be accessed on the City of Bridgeport website or by contacting Central Grants and Community Development.

3) Manage all Central Grants and Community Development federal HUD entitlement grants in a timely manner consistent with federal guidelines and regulations. 6 MONTH STATUS: Ongoing. The City has successfully met the 1.5 timeliness performance standard two years in a row (May1, 2000 & May1, 2010) and is on track for 2011. The timeliness performance standard measures the amount of entitlement allocation which is left in the City’s letter of credit.

14



4) Continue to facilitate and manage the implementation of the Recovery Act Homeless Prevention and Rapid Re-housing (HPRP) program. HPRP is a three year federal grant. 6 MONTH STATUS: The City of Bridgeport received $1,351,004 under the American Recovery and Reinvestment Act of 2009 to provide homeless prevention assistance to households who would otherwise become homeless and/or rapidly re-house individuals who have recently become homeless as a result of the economic crisis. The City is working with the Greater Bridgeport Continuum of Care as well as Operation Hope, United Way of Coastal Fairfield County, Alpha Community Services, Inc., Fairfield 08, CT Legal Services, and the Connecticut Coalition to End Homelessness to implement these funds and provide services.

5) To support non-profit capacity development activities and increase access to grant funding for non-profit organizations. 6 MONTH STATUS: Central Grants and Community Development is currently identifying opportunities to continue to provide non-profit capacity development activities as the HHS Compassion Capital ACT program begins to closeout programs during the final year of federal funding. Additional training and technical assistance opportunities will be coordinated by CG&CD in the upcoming months. CG&CD will staff will continue to provide grant resources to community partners.

6) To continue to be an active partner to the Greater Bridgeport Continuum of Care and the Greater Bridgeport Area 10-year Plan to End Homelessness. 6 MONTH STATUS: The Department continues to be an active partner in the Continuum of Care. CG&CD staff attend all Continuum meetings and provide support during the annual funding application to HUD.

7) To assist in advancing housing and community development projects including but not limited to the Bijou Square Project, Park City Hospital and the Jessica Tandy Housing Project. 6 MONTH STATUS: The Department has leveraged over $2million in HUD HOME Investment Partnership Program grant entitlement dollars to support the advancement and success of the Bijou Square, Park City Hospital and Jessica Tandy Housing Projects. Currently construction is complete at Bijou Square and Park City Hospital and Jessica Tandy is approaching completion.

8) To continue to work with the Office of Neighborhood Revitalization in advancing community development projects identified by established Neighborhood Revitalization Zones (NRZ). 6 MONTH STATUS: Ongoing

9) To work with the Office of Neighborhood Revitalization and NRZs to establish HUD Neighborhood Revitalization Strategy Areas (NRSAs). 6 MONTH STATUS: CG&CD staff are currently working on this objective.

10) To work with the Office of Planning & Economic Development to advance projects which benefit low and moderate income households. 6 MONTH STATUS: CG&CD staff have worked on numerous projects with the Office of Planning and Economic Development. Most notably, CG&CD assisted OPED in the process of obtaining approval to submit a HUD Section 108 Loan to support the Seaview Plaza development. It is the intention of CG&CD and OPED to submit a BEDI application to further advance the Seaview Plaza development project. Additionally, CG&CD is working to advance the Elias Howe Elderly Housing Project and Clinton Commons Housing Project.

15

GENERAL FUND BUDGET CENTRAL GRANTS & COMMUNITY DEVELOPMENT APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01005000 CENTRAL GRANTS OFFICE 326,715 402,678 402,678 389,411 -13,267


51099 CONTRACTED SALARIES 3,493

51140 LONGEVITY PAY -935



52360 MEDICARE 1,759 4,394 4,394 3,691 -703

52385 SOCIAL SECURITY 1,212 6,884 6,884 -6,884



53605 MEMBERSHIP/REGISTRATION FEES 440 800 265 133 -667

53610 TRAINING SERVICES 189

53705 ADVERTISING SERVICES 100 100 50 -50

53720 TELEPHONE SERVICES 251 251 126 -125

53750 TRAVEL EXPENSES 1,124 1,124 562 -562

53905 EMP TUITION AND/OR TRAVEL REIM 2,377 1,414 1,564 782 -632

54595 MEETING/WORKSHOP/CATERING FOOD 2,291 1,277 1,688 844 -433

54675 OFFICE SUPPLIES 1,537 2,000 2,000 2,000

54700 PUBLICATIONS 792 793 793 793

54705 SUBSCRIPTIONS 238 290 263 132 -158

54755 TRAFFIC CONTROL PRODUCTS 125 125 125


55530 OFFICE FURNITURE 398 386 386 193 -193

56085 FOOD SERVICES 747 1,000 1,000 500 -500

56165 MANAGEMENT SERVICES 852 735 735 368 -367

56175 OFFICE EQUIPMENT MAINT SRVCS 1,714 1,600 1,600 800 -800

56250 TRAVEL SERVICES 354 1,439 1,439 720 -719

56998 SPECIAL SERVICES FREEZE 7,815 15,915 15,915 7,958 -7,957


16

FINANCE DIVISIONS

COMPTROLLER’S OFFICE


MISSION STATEMENT The mission of the Comptroller’s Office is to prepare and maintain all financial records of the City of Bridgeport. The Department’s objectives include receiving, recording and depositing all City revenues, completing all expenditure transactions and producing all payroll payments, and preparing monthly, quarterly and annual journal entries. Also, to monitor and establish procedures for grant account fiscal activity and to maintain the financial records and books of entry for all capital improvement projects. In addition, the Comptroller’s Office analyzes and prepares monthly reconciliations of all fiscal balance sheet accounts and handles all transactions in accordance with all local, state and federal accounting standards.

CHIEF

ADMINISTRATIVE

OFFICER

FINANCE

DEPARTMENT

MAYOR CITY COUNCIL

COMPTROLLER

17

GENERAL FUND BUDGET COMPTROLLER’S OFFICE BUDGET DETAIL


Dawn Norton

Manager REVENUE SUMMARY


PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY2011

BUDGET

01010000 COMPTROLLER'S OFFICE -3,141,422 -2,477,551 -2,491,969 -2,982,150 504,599

41277 RESTITUTION RECOVERY -17,397 -5,000 -5,000 -5,000

41290 RETAIL SALES TAX -366,000 366,000

41392 DEBT SERVICE PARENT CENTER -65,000 -60,000 -60,000 60,000

41538 MISC CASH -599,780 -50,000 -50,000 -50,000

41551 O.T.B INCOME -468,753 -480,000 -450,000 -450,000 -30,000

41552 STATE BINGO -43 -200 -200 -200

41553 BOOKS / MAP SALES -100 -100 -100

41555 CAPITAL FUND INTEREST TRANSFER -500,000 -500,000 -500,000 -500,000

41559 COURT FINES -10,947 -20,000 -15,000 -15,000 -5,000

41560 PROPERTY RENTAL -35,621 -25,000 -25,000 -25,000

41561 DEBTSERVICEPRINCIPALREIMBURSEM -40,000 -100,000 -115,249 115,249

41562 DEBTSERVICEINTERESTREIMBURSEME -20,750 -75,000 -110,069 110,069

41563 HEALTHINSURANCE/WORKERSCOM.REI -12,045 -150,000 -150,000 -150,000

41564 ADMINISTRATIVEFEE/OVERHEADALLO -133,180 -70,000 -70,000 -70,000

44550 TOWN AID -665,532 -491,669 -491,669 -665,532 173,863

45354 WPCACOLLECTIONSERVICEREIMBURSE -572,374 -635,582 -500,000 -500,000 -135,582

47565 PORTAUTHORITYANNUALPILOTPAYMEN -50,000 -50,000

ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01010000 COMPTROLLER'S OFFICE 1,232,077 1,354,333 1,357,877 1,394,635 40,302

1010PS COMPTROLLERS PERSONAL SVCS 689,266 798,020 798,020 820,949 22,929

2010TPS COMPTROLLERS OTHER PERS SVCS 10,597 11,100 11,100 11,325 225

3010FB COMPTROLLERS FRINGE BENEFITS 196,077 214,716 214,716 232,283 17,567

4010EX COMPTROLLERS OPER EXP 3,742 9,047 9,842 5,879 -3,168

6010SS COMPTROLLERS SPEC SVCS 332,395 321,450 324,199 324,199 2,749


FY 2011

CURRENT

FY 2012


0.5 PAYROLL PROCESSOR 22,373 22,373

MINI COMPUTER OPERATOR (35 HRS) 41,882 -41,882

1.0 1.0 ACCOUNTING CLERK I (35 HOURS) 69,700 69,700

2.0 ACCOUNTING CLERK II 78,092 78,092

1.0 ACCOUNTING CLERK I 35,958 35,958

2.0 ACCOUNTANT 139,432 145,030 5,598

1.0 CHIEF ACCOUNTANT 71,382 71,382

ASSISTANT COMPTROLLER 99,724 -99,724

1.0 ASSISTANT SPECIAL PROJECT MANAGER 54,758 66,977 12,219

1.0 CLERK A 29,325 29,325

1.0 ACCOUNTANT 61,888 63,824 1,936

1.0 SPECIAL REVENUE MANAGER 72,698 74,972 2,274

1.0 PAYROLL ACCOUNT SUPERVISOR 49,452 50,999 1,547

1.0 CAPITOL PROJECTS FIXED ASSETS 72,063 74,317 2,254

01010000 Total 10.5 4.0 798,019 782,949 -15,070

18

GENERAL FUND BUDGET COMPTROLLER’S OFFICE PROGRAM HIGHLIGHTS


(1) decrease in actual pay checks working toward paperless system via direct deposit (2) Actual is based on an estimated 10 pages per invoice

FY 2011-2012 GOALS 1) To maintain and evolve the integrated, comprehensive and responsive core financial

management system to meet the needs of the City. 2) To streamline relevant financial information to assist all departments and to better inform the

Mayor, City Council and administration of the current and future financial status of the City. 3) Reorganize to improve departmental efficiency initiating better processes and consolidating

financial functions. 4) Setup, perform and maintain real-time monitoring of grant reporting processes to better

assess financial conditions of various programs. 5) Develop a mindset within the department toward a force of cooperation working to put the

well being of the whole ahead of the individual.

FY 2010-2011 GOAL STATUS 1) To implement and maintain an integrated, comprehensive and responsive core financial and

human resources management system. 6 MONTH STATUS: The new financial system is up and working. Amendment to process and procedures is ongoing.

2) Provide easy & transparent flow of business transactions from one user to another. 6 MONTH STATUS: The initial learning curve of change has subsided, transactions from one user to another are becoming easy and transparent.

3) To support access to reliable data for timely decision-making.

6 MONTH STATUS: The initial learning curve of change has subsided; reliable data is attainable and timely.



COMPTROLLER'S OFFICE

Number of:

Accounts Payable Checks Issued 33,655 32,108 31,055 29,495 21,786 22,876

Manual checks processed 81 88 117 55 49 49

Manual checks processed payroll N/A N/A 838 804

Vendor checks processed 33,655 32,774 31,710 29,495 21,786 22,876

Travel requests processed 224 235 215 67 111 100

Payment Vouchers processed 36,450 38,504 36,637 36,330 50,073 52,503

Scanned Back Pages for Invoices (2) N/A N/A N/A N/A 500,730 525,030

Capital Project checks processed 307 292 363 288 41 40

Cash Receipts processed 4,999 4,641 3,513 3,617 5,603 5,600

Journal Entries posted 1,012 1,441 1,086 1,205 1,700 1,600

Federal 1099 Forms issued 535 556 920 526 423 500

W-2 Statements issued 6,408 6,408 6,467 5,784 5,784 5,670

Payroll Checks Issued (1) 218,632 200,379 199,276 60,315 54,481 51,000

Payroll Direct Deposit (1) N/A N/A N/A 134,292 129,447 126,520

Payroll Vendor Checks Issued N/A N/A N/A 804 5,403 5,150

Payroll Vendor Direct Deposit N/A N/A N/A 792 815 850

Pension checks issued (Police, Fire, Janitors) 11,964 11,829 12,850 11,382 10,980 12,000

Grants Administration:

number of new and recurring grants 224 146 148 139 134 150

number of grants closed 8 78 60 56 54 70

Financial report delivery date 29-Dec 31-Dec 31-Dec 31-Dec 31-Dec 31-Dec

General ledger fiscal year end close 30-Jun 30-Jun 30-Jun 30-Jun 30-Jun 30-Jun

19

GENERAL FUND BUDGET COMPTROLLER’S OFFICE PROGRAM HIGHLIGHTS


4) Work to integrate and support resource sharing, procurement, and staffing in concert with the

larger Finance Department and the City as a whole. 6 MONTH STATUS: This is an ongoing process.

5) Provide timely and integrated operational data regarding finances and transactions by

location. 6 MONTH STATUS: This is an evolving process as the data is gathered to support the needs of the City.

6) Provide accurate current and historical data to support policymakers in developing informed decisions. 6 MONTH STATUS: This is an evolving process as the data is gathered to support the needs of the City.

7) Increase efficiency and incur a cost savings by updating processes and implementing

programs with a movement toward paperless and efficient workflow processes as part of the Mayor Green initiative. 6 MONTH STATUS: This is an ongoing process.

8) Continue to restructure financial processes and establish controls for a more proficient team. 6 MONTH STATUS: This is an ongoing process.

9) Clean up the old accounting system files.

6 MONTH STATUS: This is an ongoing process.

10) Continue to support and sustain the implementation of the new financial accounting system MUNIS across all departments with technical assistance and training opportunities. 6 MONTH STATUS: Ongoing.

20

GENERAL FUND BUDGET COMPTROLLER’S OFFICE APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01010000 COMPTROLLER'S OFFICE 1,232,077 1,354,333 1,357,877 1,394,635 40,302


51004 FULL TIME VACATION PAY 692

51099 CONTRACTED SALARIES 38,000 38,000 38,000

51106 REGULAR STRAIGHT OVERTIME 207

51108 REGULAR 1.5 OVERTIME PAY 744

51140 LONGEVITY PAY 11,100 11,100 11,325 225


52360 MEDICARE 5,158 10,150 10,150 10,330 180

52385 SOCIAL SECURITY 362 10,307 10,307



53605 MEMBERSHIP/REGISTRATION FEES 874 874 437 -437


53905 EMP TUITION AND/OR TRAVEL REIM 473 473 237 -236

54555 COMPUTER SUPPLIES 1,359 1,387 1,387 694 -693

54595 MEETING/WORKSHOP/CATERING FOOD 396 1,500 1,500 750 -750

54640 HARDWARE/TOOLS 74 -74

54675 OFFICE SUPPLIES 262 2,583 2,583 1,292 -1,291

54700 PUBLICATIONS 1,675 1,710 1,710 1,710

54720 PAPER AND PLASTIC SUPPLIES 131 1,000 500 369

55155 OFFICE EQUIPMENT RENTAL/LEAS 50 202 202 202

56100 AUDITING SERVICES 260,000 260,000 260,000 260,000

56165 MANAGEMENT SERVICES 63,819 52,450 55,000 55,000 2,550

56175 OFFICE EQUIPMENT MAINT SRVCS 8,576 9,000 9,199 9,199 199

21

GENERAL FUND BUDGET


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22

FINANCE DIVISIONS

FINANCE DEPARTMENT


MISSION STATEMENT To plan and prepare all official statements for short and long term financing as well as the City's Comprehensive Annual Financial Report and to oversee all financial departments. Our objectives include ensuring adherence to all provisions of the Government Accounting Standards Board (GASB), preparing monthly financial reports on the fiscal condition of the City in relation to the budget, acting as a liaison to all financial institutions on matters relating to City business, and ensuring all debt obligations of the City are paid in accordance with borrowing provisions.

CHIEF

ADMINISTRATIVE

OFFICER

FINANCE

DEPARTMENT

MAYOR CITY COUNCIL

23

GENERAL FUND BUDGET FINANCE DEPARTMENT BUDGET DETAIL


Dawn Norton Manager

REVENUE SUMMARY


ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01015000 FINANCE ADMINISTRATION 453,347 475,216 475,216 462,324 -12,892

1015PS FINANCE ADM PERSONAL SVCS 369,778 384,760 384,760 394,367 9,607

2015TPS FINANCE ADM OTHER PERS SVCS 7,924 2,625 2,625 2,625

3015FB FINANCE ADM FRINGE BENEFITS 71,096 80,917 80,917 61,873 -19,044

4015EX FINANCE ADM OPER EXP 4,118 5,769 5,769 2,886 -2,883

6015SS FINANCE ADM SPEC SVCS 431 1,145 1,145 573 -572 PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


1.0 DIRECTOR OF FINANCE 119,932 123,082 3,150

1.0 DEPUTY DIRECTOR OF FINANCE 101,286 101,286 0

1.0 ADMINISTRATIVE ASSISTANT - COM 68,345 72,301 3,956

1.0 DEPUTY DIRECTOR OF FINANCE/MANAGER 95,197 97,698 2,501

01015000 Total 3.0 1.0 384,759 394,367 9,608

24

GENERAL FUND BUDGET FINANCE DEPARTMENT PROGRAM HIGHLIGHTS




FINANCE DEPARTMENT

Risk Management 0 0 0 0 0 0

Annual CAFR Report 1 1 1 1 1 1

Unreserved Fund Balance $24,686,939 29,241,106$ $10,605,102 $10,752,753 $15,611,351 16,511,351

Unreserved Fund Balance as % of General Fund

Expenditures 5.36% 11.70% 3.98% 4.08% 5.95% 6.28%

Fund Balance Appropriated 8,000,000$ $2,000,000 $18,636,004 $0 $0 $0

Outstanding Debt $685,480,000 $710,095,000 684,228,000$ 654,200,000$ $662,665,000 $656,429,000

Debt per Capita $4,899 $4,749 4,904$ 4,689$ 4,796$ 4796

GFOA certificate for excellence in financial reporting yes yes yes yes yes yes

# of annual audit management letter comments 7 1 1 1 1

Governmental Activities Net Capital Assets $610,934,000 $722,395,000 $837,156,000 $911,322,000 $940,113,222 $940,000,000

BOND AND CREDIT RATINGS

Credit Rating: Moody's Aaa Aaa Aaa Aa3 A1 A1

Standard & Poor's AAA AAA AAA AAA A- A-

Fitch AAA AAA AAA N/A A A

Bond Rating: Moody's Baa1 Baa1 Baa1 Baa1 AA3 AA3

Standard & Poor's A- A- A- A- AA+ AA+

Fitch A- A- A- BBB+ N/A N/A

FY 2011-2012 GOALS

1) Increase efficiency and incur cost savings by updating processes and implementing programs to use current technology in reviewing department activities and processes.

2) Promote actions to achieve the City’s priorities and change flawed ideas and systems that compel the City to be unsustainable.

Grow Fund Balance

Preserve pension funding plan

Reduce TANs (tax anticipation note) borrowing amounts. 3) Review department performance and processes seeking to maximize organizational

effectiveness in cash control. 4) Receive Governmental Finance Officers Association certificate of achievement for excellence

in financial reporting.

FY 2010-2011 GOAL STATUS 1) Increase efficiency and incur a cost savings by updating processes and implementing

programs with a movement toward paperless and efficient workflow processes.

Decrease the number of manual checks processed through Accounts Payable through the utilization of EFT (electronic transfer of funds).

Eliminate the need to issue payroll checks, mandating Direct Deposit.

Implement the employee self service module in Munis. 6 MONTH STATUS: We continue to work with vendors on establishing EFT status; most of the Board of Education has been put on direct deposit, many City employees has elected to also; Employee Self Service expected implementation by first quarter in 2011.

2) Streamline year-end Form W-2 and Form 1099-MISC issuances and reporting. 6 MONTH STATUS: First year processing W-2 and 1099-R on MUNIS – 1099 Misc have been streamlined.

3) Continue to update the new Accounting and Procedures Manual in light of the introduction of a new financial system. 6 MONTH STATUS: Ongoing process.

4) Present a pension funding plan to the State Office of Policy and Management. 6 MONTH STATUS: Presented and accepted – need to present again by April 2011.

25

GENERAL FUND BUDGET FINANCE DEPARTMENT PROGRAM HIGHLIGHTS


5) Receive Governmental Finance Officers Association certificate of achievement for excellence in financial reporting. 6 MONTH STATUS: Received and awarded for FY09.

26

GENERAL FUND BUDGET FINANCE DEPARTMENT APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01015000 FINANCE ADMINISTRATION 453,347 475,216 475,216 462,324 -12,892


51140 LONGEVITY PAY 2,625 2,625 2,625


52360 MEDICARE 2,876 5,617 5,617 4,141 -1,476

52504 MERF PENSION EMPLOYER CONT 30,212 36,801 36,801 33,411 -3,390



53610 TRAINING SERVICES 182 182 91 -91


54555 COMPUTER SUPPLIES 79 243 243 122 -121

54675 OFFICE SUPPLIES 1,879 2,953 2,953 1,477 -1,476

54705 SUBSCRIPTIONS 712 712 356 -356

55150 OFFICE EQUIPMENT 1,605 304 304 152 -152

56175 OFFICE EQUIPMENT MAINT SRVCS 95 264 264 132 -132

56250 TRAVEL SERVICES 126 821 821 411 -410

59010 MAILING SERVICES 210 60 60 30 -30

27

GENERAL FUND BUDGET



28

FINANCE DIVISIONS

IN-PLANT PRINTING


MISSION STATEMENT To provide all printing needs including typesetting, printing, binding, graphic arts and desktop design for all City departments.

CHIEF

ADMINISTRATIVE

OFFICER

FINANCE

DEPARTMENT

IN-PLANT

PRINTING

MAYOR CITY COUNCIL

29

GENERAL FUND BUDGET IN-PLANT PRINTING PROGRAM HIGHLIGHTS


Anthony Palumbo Manager

REVENUE SUMMARY


ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01030000 IN-PLANT PRINTING 772,435 810,689 809,479 817,831 7,142

1030PS PRINT SHOP PERSONAL SVCS 363,010 370,814 370,814 380,737 9,923

2030TPS PRINT SHOP OTHER PERS SERVICES 3,423 5,635 5,635 6,410 775

3030FB PRINT SHOP FRINGE BENEFITS 91,438 103,762 103,762 116,336 12,574

4030EX PRINT SHOP OPER EXP 257,986 273,328 272,118 257,198 -16,130

6030SS PRINT SHOP SPEC SVCS 56,578 57,150 57,150 57,150 PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


1.0 MESSENGER 37,500 39,419 1,919

2.0 PRESSMAN 109,876 112,622 2,746

1.0 PRINTER FOREMAN 73,343 75,270 1,927

1.0 BOOKBINDER 54,938 56,311 1,373

1.0 PRINTER 54,938 56,311 1,373

0.5 PRINT SHOP AIDE 14,560 14,924 364

1.0 ANNEX MAIL COURIER (35 HOURS) 25,659 25,880 221

01030000 Total 7.5 370,814 380,737 9,923

30





IN-PLANT PRINTING

8 1/2 x 11 forms & letterhead 2,204,742 2,750,000 3,125,000 2,888,000 2,750,000 2,250,000

Black & White Copying 173,743 179,000 176,000 286,000 446,000 750,000

Color Copying 37,411 78,000 68,000 105,000 260,000 650,000

Envelopes Printed 532,345 765,000 695,000 790,000 920,000 1,000,000

Index/cover/coated paper 991,707 850,000 785,000 765,000 780,000 850,000

BINDING SERVICES

Folding 1,741,176 1,950,000 2,350,212 2,100,000 1,750,000 1,500,000

Stapling 21,375 52,000 74,500 156,000 86,000 80,000

Automatic bookletmaker 18,750 45,000 26,000 39,000 15,000 0

Numbering/Die-cutting 102,500 122,000 185,000 210,000 190,000 200,000

Scoring/perforation 24,916 60,000 69,300 96,000 55,000 50,000

Large format Poster Printing 55 112 245 400

Number of Departments Serviced 69 69 69 72 72 72

TOTAL IMPRESSIONS/PIECES HANDLED 5,848,734 6,851,069 7,553,998 7,435,112 7,252,317 7,330,472

MAIL DISTRIBUTION CENTER

Mail run through postage machine 365,500 552,079 554,000 550,000 555,000 555,000

Amount Spent* 142,545$ 204,251$ 205,000$ $206,000 $208,000 $208,000 FY 2011-2012 GOALS

1) Continue to maintain and provide professional service in a timely manner for all of the City’s departments and the Board of Education.

2) Continue to stay upgraded with our graphic software so we can communicate with all the departments and outside vendors. We have currently upgraded Adobe Photoshop, Adobe Illustrator, Adobe In-Design (which will support the City’s new Master Plan of Conservation and Development program) and Corel Draw.

3) Continue to support every department and the Board of Education by performing normal printing services and be fully involved in projects during their critical time periods.

4) Continue to investigate cost savings for printing and postage. 5) Continue the use of our large format printer at a great cost savings. 6) We will continue with the responsibility of working with Finance using our folding/Stuffing

Machine. We take the Payroll Checks, Vendor Checks, Pension Checks, Police outside Overtime Invoices and Purchasing Invoices and the machine inserts them into an envelope, seals it and then we take it to the mail room. This new method of printing and preparing checks and getting them into the mail is a tremendous cost savings compared the way we did it a year ago.

7) Continue to stay upgraded with our graphic software so we can communicate with all the departments and outside vendors. We have currently upgraded Adobe Photoshop, Adobe Illustrator, Adobe In-Design (which will support the City’s new Master Plan of Conservation and Development program) and Corel Draw.:

8) Continue to negotiate paper prices using 3 different paper vendors. We are currently paying $200 less for a skid of paper (40 cartons which is 200,000 sheets of 20 lb bond) and buying a better quality sheet than we did 16 years ago.

9) We now have the capability to print full color and assemble a book in the same pass.

FY 2010-2011 GOAL STATUS

1) Continue to maintain and provide professional service in a timely manner for all of the City’s departments and the Board of Education. 6 MONTH STATUS: We have successfully provided professional & timely service throughout the fiscal year.

2) Continue to stay upgraded with our graphic software so we can communicate with all the departments and outside vendors. We have currently upgraded Adobe Photoshop, Adobe

31



Illustrator, Adobe In-Design (which will support the City’s new Master Plan of Conservation and Development program) and Corel Draw. 6 MONTH STATUS: We remain up-to-date with the latest software for computer-based print & design production.

3) Continue to support every department and the Board of Education by performing normal printing services and be fully involved in projects during their critical time periods. 6 MONTH STATUS: We offer support, design assistance, and printing services for all departments and the Board of Education. Our shop works as a day-to-day operation, never knowing what will be requested of us. We print everything from report cards to enormous tables of organization.

4) Continue to investigate cost savings for printing and postage.

6 MONTH STATUS: We are currently paying $200 less for a skid of paper (40 cartons which is 200,000 sheets of 20 lb bond) and buying a better quality sheet than we did 15 years ago. We are also working to purchase and utilize a greater quantity of recycled paper.

32

GENERAL FUND BUDGET IN-PLANT PRINTING APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01030000 IN-PLANT PRINTING 772,435 810,689 809,479 817,831 7,142


51108 REGULAR 1.5 OVERTIME PAY

51140 LONGEVITY PAY 5,635 5,635 6,410 775



52360 MEDICARE 1,851 3,799 3,799 3,716 -83


52917 HEALTH INSURANCE CITY SHARE 60,842 64,199 64,199 69,218 5,019


53750 TRAVEL EXPENSES 572 700 700 350 -350

53905 EMP TUITION AND/OR TRAVEL REIM 594 550 550 550

54020 COMPUTER PARTS

54550 COMPUTER SOFTWARE 538 620 -620

54555 COMPUTER SUPPLIES 2,496 590 -590

54675 OFFICE SUPPLIES 24,890 20,848 20,848 20,848

54725 POSTAGE 198,193 200,000 200,000 200,000

54730 PRINTING SUPPLIES -7,966 5,000 5,000 5,000

55155 OFFICE EQUIPMENT RENTAL/LEAS 37,919 44,120 44,120 30,000 -14,120

56170 OTHER MAINTENANCE & REPAIR S 8,935 9,975 9,975 9,975

56175 OFFICE EQUIPMENT MAINT SRVCS 5,096 6,375 6,375 6,375

59010 MAILING SERVICES 13,926 9,300 9,300 9,300

59015 PRINTING SERVICES 28,621 31,500 31,500 31,500

33

GENERAL FUND BUDGET


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34

FINANCE DIVISIONS

PURCHASING


MISSION STATEMENT Provide our customers with professional services, support, and advice for the carrying out of departmental objectives. Strive for the cost-effective procurement of quality goods and services resulting in high quality and cost effective services to the city.

CHIEF

ADMINISTRATIVE

OFFICER

FINANCE

DEPARTMENT

PURCHASING

MAYOR CITY COUNCIL

35

GENERAL FUND BUDGET PURCHASING BUDGET DETAIL


Bernd Tardy



ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01035000 PURCHASING 423,210 514,744 514,744 530,500 15,756

1035PS PURCHASING PERSONAL SVCS 314,041 379,443 379,443 386,563 7,120

2035TPS PURCHASING OTHER PERS SVCS 3,713 5,100 5,100 5,250 150

3035FB PURCHASING FRINGE BENEFITS 69,487 89,668 89,668 106,269 16,601

4035EX PURCHASING OPER EXP 8,661 10,322 10,322 5,312 -5,010

6035SS PURCHASING SPEC SVCS 27,307 30,211 30,211 27,106 -3,105

PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


3.0 BUYER 142,683 142,683

1.0 1.0 ASSISTANT PURCHASING AGENT 135,948 140,420 4,472

1.0 PURCHASING AGENT 100,812 103,460 2,648

01035000 Total 5.0 1.0 379,443 386,563 7,120

36

GENERAL FUND BUDGET PURCHASING PROGRAM HIGHLIGHTS




PURCHASING

Purchase orders issued 22,422 20,040 9,568 * 22,818 20,000

Board of Education Purchase orders 4,378 3,286 1,786 * 5,308 4,000

Food & Nutrition Purchase orders 2,247 1,733 757 * 3,146 2,000

Board of Education Grants 5,065 4,563 1,676 * 3,699 2,000

Total Board of Education Purchase orders 11,690 9,582 4,219 * 12,153 8,000

Board of Education Purchase orders as a % of Total 52.14% 47.81% 44.09%

PURCHASING MODIFICATIONS

Purchase Modifications done 8,631 5,000

Board of Education Modifications 2,467 1,100

Food & Nutrition Modifications 41 60

Board of Education Grants Modifications 1,442 400

Total Board of Education Modifications 3,950 1,560

PURCHASES

Qualified 51 131 148 0 213 250

Emergency 11 21 1 0 0

Waivers 11 1 1 0 0 0

Sole Source 5 58 55 65 53 80

State 20 35 37 59 34 40

ICMA INDICATORS 60 60

Percentage of Employees using the online purchasing system 5% 5% 20%

Number of FTES in the purchasing department 6.7 8 8

% of purchases made by women & minority-owned businesses N/A N/A 2.77%

Bid requests processed N/A 166 157 79 116 120

Informal Bids: days from requisition to P.O. issuance 13 12 12 9 34 40

Construction Bids: days from requisition to P.O. issuance 95 6 1 5 21 20

All other formal Bids: days from requisition to P.O. issuance 56 160 82 74 95 100 (1) * due to the transition to Munis, I am unable to acquire the data that is requested.

FY 2011-2012 GOALS 1) Our goal is to utilize all remaining staff resources to maintain day to day purchasing activities.

This has been and still is an enormous challenge. Due to the implementation of ever

changing City objectives, policies and guidelines with even less staff than last year due to an

extended FMLA leave. 2) To encourage more departments to try doing more RFI’s RFQ’s, & RFP’s for their

departments needs; thereby showing more collaboration, consensus & best value purchases. 3) To encourage Departments to be proactive for seasonal & fiscal year bids and strongly

encourage departments to better communicate with their buyers for realistic time lines for

their requirement dates.

FY 2010-2011 GOAL STATUS 1) Implementation of a Purchasing (P-card) system to eliminate the need to place purchase

orders for small purchases.

6 MONTH STATUS: The future of the project in unclear. Key leadership spearheading the

project left for other jobs in the region. The P-card system is ongoing, new management are

being brought up to speed.

2) Assist MBE program administrator in implementing the city’s “small local business enterprise”

initiative.

6 MONTH STATUS: Pending. The City Attorney has established guidelines for this, and

some work remains to be done regarding who will be responsible for the project.

37

GENERAL FUND BUDGET PURCHASING PROGRAM HIGHLIGHTS


3) Assist director of sustainability in implementing the city’s “green” purchasing policy.

6 MONTH STATUS: Ongoing, Purchasing has some involvement in the new green

procurement policy.

38

GENERAL FUND BUDGET PURCHASING APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01035000 PURCHASING 423,210 514,744 514,744 530,500 15,756


51140 LONGEVITY PAY 5,100 5,100 5,250 150


52360 MEDICARE 1,441 3,780 3,780 3,719 -61

52385 SOCIAL SECURITY 3,951 3,951 -3,951






54675 OFFICE SUPPLIES 6,763 7,000 7,000 3,500 -3,500

54705 SUBSCRIPTIONS 287 300 300 300

55150 OFFICE EQUIPMENT 1,432 1,675 1,675 838 -837

56075 EDUCATIONAL SERVICES 1,844 4,211 4,211 2,106 -2,105

56175 OFFICE EQUIPMENT MAINT SRVCS 1,463 2,000 2,000 1,000 -1,000

56180 OTHER SERVICES 24,000 24,000 24,000 24,000

39

GENERAL FUND BUDGET



40

FINANCE DIVISIONS

TAX COLLECTOR


MISSION STATEMENT The overall mission of the Tax Collector is to collect all tax revenue due to the City in accordance with Connecticut State Statutes and to provide the taxpayers of the City with information and assistance in a prompt and courteous manner.

CHIEF

ADMINISTRATIVE

OFFICER

FINANCE

DEPARTMENT

TAX COLLECTOR

MAYOR CITY COUNCIL

41

GENERAL FUND BUDGET TAX COLLECTOR BUDGET DETAIL


Anne Kelly-Lenz



FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY2011

BUDGET

01040000 TAX COLLECTOR -269,861,115 -274,940,394 -265,869,367 -274,628,640 -311,754

41305 TAX COLLECTOR: 3030 PARK -860,248 -860,246 -860,246 -860,246

41343 ROOM OCCUPANCY TAX -34,000 34,000

41355 TAX COLLECTOR: ATM FEES -1,413 -1,500 -1,500 -1,500

41538 COPIES 1,365 -2,500 -500 -2,500

41693 CURRENT TAXES: REAL ESTATE -260,538,480 -259,827,624 -259,827,624 -259,827,624

41694 CURRENT TAXES: MOTOR VEHICLES -6,723,003 -6,723,003

41697 ARREARS TAXES -3,197,517 -2,800,000 -1,200,000 -3,200,000 400,000

41702 PENALTIES: CURRENT TAXES -2,459,053 -1,930,965 -1,500,000 -1,500,000 -430,965

41703 PENALTIES: ARREARS TAXES -1,404,428 -1,300,000 -1,000,000 -1,000,000 -300,000

41704 LIEN FEES -175,930 -175,000 -175,000 -175,000

44319 LAFAYETTE BLVD LOFTS PILOT -123,199 -163,811 -137,671 -137,671 -26,140

44320 BROAD STREET PILOT -27,327 -26,387 -28,991 -28,991 2,604

44321 CITY TRUST PILOT -205,641 -198,570 -218,165 -218,165 19,595

44322 EAST MAIN STREET PILOT -7,764 -8,036 -11,581 -11,851 3,815

44323 ARCADE PILOT -35,907 -35,907 -35,907 -35,907

44324 CAPTAIN COVE PILOT -74,767 -120,000 -120,000 -120,000

44325 CASA PILOT -13,406 -13,675 -13,949 -13,949 274

44340 ARTSPACE READS BUILDING PILOT -63,852 -70,670 -72,983 -72,983 2,313

44346 UNITED CEREBRAL PALSY PILOT -13,525 -13,795 -14,071 -14,071 276

44347 144 GOLDEN HILL STREET PILOT -71,496 -71,496 -71,496 -71,496

44348 GOODWILL-HELMS HOUSING PILOT -6,915 -6,140 -6,140 -6,140

44349 PARK CITY RCH PILOT -65,678 -67,649 -69,678 -69,678 2,029

44358 JEFFERSON SCHOOL PILOT -20,400 -20,169 -20,169 -231

44373 WASHINGTON PARK PILOT -21,500 -21,500 -21,500 -21,500

44392 881 LAFAYETTE BLVD PILOT -69,020 -49,696 -49,696 -19,324

44393 PREMIUM ON LIEN SALE -12,911

44689 MISCELLANEOUS PILOTS -10,000 -10,000 -10,000

44698 TELECOMM. ACCESS INE TAXES -335,996 -400,000 -400,000 -400,000

45205 C.R.R.A PILOT PAYMENT -145,000

47278 BHA RENTAL PROPERTY PILOT PMT -528 -2,500 -2,500 -2,500 APPROPRIATION SUMMARY

ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01040000 TAX COLLECTOR 1,320,351 1,438,953 1,448,087 1,479,688 40,735

1040PS TAX COLLECTOR PERSONAL SVCS 723,980 805,325 805,325 813,554 8,229

2040TPS TAX COLLECTOR OTHER PERS SVCS 41,590 39,650 39,650 42,650 3,000

3040FB TAX COLLECTOR FRINGE BENEFIT 233,123 266,156 266,156 302,948 36,792

4040EX TAX COLLECTOR OPER EXP 38,476 46,520 46,475 30,298 -16,222

6040SS TAX COLLECTOR SPEC SVCS 283,182 281,302 290,481 290,238 8,936

42

GENERAL FUND BUDGET TAX COLLECTOR BUDGET DETAIL


PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


4.0 TYPIST I (35 HOURS) 144,776 144,776

1.0 ACCOUNTING CLERK I (35 HOURS) 38,724 38,724

3.0 1.0 CASHIER (35 HOURS) 147,148 147,148

2.0 SPANISH SPEAKING CASHIER (35 HRS) 77,448 77,448


1.0 ACCOUNTANT 71,779 73,665 1,886

1.0 ASSISTANT TO TAX COLLECTOR 68,601 70,403 1,802

1.0 TAX COLLECTOR 95,197 99,738 4,541

2.0 COLLECTION AIDE 81,220 81,220

1.0 ARREAR COLLECTION AGENT 41,386 41,386

01040000 Total 16.0 2.0 805,325 813,554 8,229



TAX COLLECTOR

Total Taxes Collectible 210,738,976$ 228,247,472$ 222,282,166$ 239,233,754$ 300,043,991$ 310,031,825$

Total Taxes Collected 203,245,668$ 215,271,182$ 215,712,695$ 230,499,269$ 262,654,440$ 262,654,440$

Taxes: current A/R 7,716,799$ 10,214,685$ 6,569,471$ 8,734,485$ 7,648,520$ 7,648,520$

Taxes: arrears A/R 36,158,220$ 35,092,192$ 29,334,465$ 24,475,667$ 29,733,995$ 29,733,995$

Interest: current (1) N/A Note 2,193,505$ 2,356,592$ 2,459,053$ 2,459,053$

Interest: arrears (1) N/A Note 3,209,986$ 1,414,126$ 1,415,387$ 1,415,387$

Bulk Assignment: taxes current 2,821,777$ 5,887,091$ 4,539,762$ 7,890,230$ 9,467,749$ 9,467,749$

Bulk Assignment: taxes arrears 409,976$ 78,834$ 610,372$ N/A N/A N/A

Bulk Assignment: interest current 292,000$ 669,620$ 496,944$ 791,534$ 1,033,364$ 1,033,364$

Bulk Assignment: interest arrears 125,883$ 28,377$ 227,193$ N/A N/A N/A

CURRENT YEAR COLLECTED

Percent collected (current year) 96.44% 96.20% 97.04% 97.22% 97.14% 97.00%

Permits - approvals 5,928 4,650 2,478 2,661 2,341 2,341

INFORMATION REQUESTS

Telephone N/A 98,562 65,271 56,253 8,597 8,597

Mail/fax - Sent (2) 5,200 7,951 7,537 5,231 2,487 2,487

Walk-in Request (3) N/A 38,962 31,462 25,365 18,524 18,524

Mortgage company tapes 11 11 11 10 10 10

Tax bills 225,154 183,185 185,297 171,635 209,736 209,736

Transfers to suspense 704,274 1,653,753 60,215 23,873 3,891,044 1,500,000

Liens filed (4) 4,500 3,751 1,688 3,120 2,681 2,681

Delinquent demands and warrants (4) 35,000 33,931 68,490 38,610 27,458 27,458

(1) Not available at this time. (2) Requests from lawyers, mortgage companies, et cetera. (3) With office upgrades, we anticipate fewer walk-in requests. (4) Liens, Demands & Warrants information are an estimate.

FY 2011-2012 GOALS 1) Finalize office reorganization for efficiencies and increased customer service. 2) Train all staff members in the CT State Statutes that govern the Tax Collection process. All

staff members will be versed in the basic statutes to carry out their jobs in an efficient and effective manner.

3) Concentrate on all areas of delinquent tax collections. Prepare and publish a Request for Proposal for the collection of delinquent Personal Property taxes.

4) Continue to work in tandem with the Tax Assessor to clean up all tax records.

43

GENERAL FUND BUDGET TAX COLLECTOR PROGRAM HIGHLIGHTS



1) Finalize new tax bill look up software on new City web site by July 2010. 6 MONTH STATUS: COMPLETED - The new service went live July 1

st 2010 and has been

very effective with over 25,000 hits in a six month period.

2) Moving to new credit card/debit card vendor. In listening to tax payers’ request, there is a need for credit cards/debit card payment options in the office. Currently, these types of payments are only payable on-line. In moving to a new vendor, we were able to negotiate a lower fee for residents while giving point of service payment options. 6 MONTH STATUS: COMPLETED - The new service went live July 1

st 2010 and Tax Payers

have been very receptive.

3) There is a need for additional resources or seasonal staff during tax season and statement mailings. The current office resources cannot sustain the volume of walk-ins and phone calls that come in during peak season. 6 MONTH STATUS: The plan of reorganization has been approved by the administration and is now going forward to the Civil Service Commission for approval.

4) Continue collaborative collection effort with City Attorney and Tax Assessor on delinquent taxes and concise records. Clean up personal property records that are not viable tax receivables. 6 MONTH STATUS: The work of both offices has cleaned up over 1,500 records that are no longer valid which was causing the receivables to be over stated.

5) Continue to offer additional hours during tax season with coverage from the Assessor’s office. 6 MONTH STATUS: The additional hours during tax season have been in effect for a year and will continue.

6) Looking to change lockbox service vendor to reduce costs and increase efficiencies for bulk payment processing. 6 MONTH STATUS: The winning proposal has been chosen and the time line for the conversion is approximately 6 months.

FY 2010-2011 ADDITIONAL ACCOMPLISHMENTS 1) Reduced wait time at counter by addressing Tax Payer issues while Tax Payers waited in

Line. 2) Increased processing of mailed in payments by rotating staff which decreased Tax Payers

phone calls following up on their payments. Tax money was deposited faster. 3) Concentrated effort by office staff to enter all calls into Q-alert and close the tickets in a timely

manner. 4) Set up “Collector311” e-mail to handle all e-mails in a quick and efficient manner. 5) Checks are now deposited by “Remote Deposit” processed in the office. This enables the

office to deposit the checks sooner which: a. Reduces the float time that the City has to wait to access funds deposited b. This also reduces the cost for Dunbar armor car service as the office does not have

to get the checks to the back c. We are notified of bounced checks within 48 hours. Currently we have to wait for the

notice in the mail which can take up to 3 weeks. We are recouping the monies on these accounts sooner along with the fee.

44

GENERAL FUND BUDGET TAX COLLECTOR APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01040000 TAX COLLECTOR 1,320,351 1,438,953 1,448,087 1,479,688 40,735


51099 CONTRACTED SALARIES 13,955

51106 REGULAR STRAIGHT OVERTIME 11,063 10,000 10,000 10,000

51108 REGULAR 1.5 OVERTIME PAY 13,654 17,000 17,000 17,000

51116 HOLIDAY 2X OVERTIME PAY 500 500 500

51140 LONGEVITY PAY 12,150 12,150 15,150 3,000


52360 MEDICARE 4,855 10,183 10,183 9,807 -376

52385 SOCIAL SECURITY 1,921 1,921 1,921



53430 OTHER INSURANCE 9,020 9,020 9,020 9,020

53605 MEMBERSHIP/REGISTRATION FEES 296 375 382 382 7

53610 TRAINING SERVICES 1,783 1,432 1,432 1,432

53705 ADVERTISING SERVICES 4,598 6,263 6,400 3,200 -3,063

53710 OTHER COMMUNICATION SERVICES 600 600 300 -300

53750 TRAVEL EXPENSES 52 -52

53905 EMP TUITION AND/OR TRAVEL REIM 1,977 1,124 987 987 -137

54675 OFFICE SUPPLIES 18,536 22,852 22,852 11,426 -11,426

55145 EQUIPMENT RENTAL/LEASE 279 2,502 2,502 1,251 -1,251


56040 BOOKBINDING SERVICES 521 521 261 -260

56045 BUILDING MAINTENANCE SERVICE 110 388 388 388

56105 BANKING SERVICES 15,907 19,000 19,000 19,000

56110 FINANCIAL SERVICES 49,904 50,985 51,000 51,000 15

56130 LEGAL SERVICES 138,392 109,212 129,212 129,212 20,000


56180 OTHER SERVICES 176 33 17 -16

56225 SECURITY SERVICES 360 375 360 360 -15

59015 PRINTING SERVICES 60,629 75,788 65,000 65,000 -10,788

45

GENERAL FUND BUDGET



46

FINANCE DIVISIONS

TAX ASSESSOR


MISSION STATEMENT The primary statutory responsibility of the Department of Assessment is to develop the annual Grand List of Taxable and Exempt properties and to assure fair valuation and equitable distribution of assessment for all property owners. The statutory obligation of the Assessment Department is to discover, value, and list real and personal property consistent with state law. The Department of Assessment staffed by nine full-time employees. Grand List includes three principal categories: 1) Real Estate; 2) Personal Property; and 3) Motor Vehicles. The net taxable Grand List for October 1, 2010 (FY 2011-2012) was composed of approximately 34,650 parcels of Real Estate, approximately 4,875 Personal Property accounts, and approximately 72,500 Motor Vehicles. Included in the continuous maintenance of the Grand List is the administration of approximately 10,000 personal exemptions, 1245 elderly tax credits, and approximately 150 Commercial Personal Property Exemptions. There are approximately 1,930 parcels of Tax Exempt Real Property (churches, schools, charitable organizations, etc.) totaling approximately $2.89 Billion.

CHIEF

ADMINISTRATIVE

OFFICER

FINANCE

DEPARTMENT

TAX ASSESSOR

MAYOR CITY COUNCIL

47

GENERAL FUND BUDGET TAX ASSESSOR BUDGET DETAIL


Elaine Carvalho



FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY2011

BUDGET

01041000 TAX ASSESSOR -20,780,216 -19,590,209 -19,590,209 -19,235,731 -354,478

41538 COPIES -6,372 -9,000 -9,000 -9,000

44357 MUNI VIDEO COMPETITION TST REV -55,275 -8,000 -8,000 -8,000

44680 ELDERLY/DISABLEDFREEZETAXREIMB -24,000 -19,000 -19,000 -18,000 -1,000

44681 DCA TAX ABATEMENT -136,158

44682 ELDERLYEXEMPTION-OWNERSPROGRAM -697,376 -650,000 -650,000 -650,000

44683 ELDERLYEXEMPTION-TOTALLYDISABL -17,365 -10,000 -10,000 -15,000 5,000

44684 ELDERLYEXEMPTION-ADDITIONALVET -39,022 -40,000 -40,000 -36,000 -4,000

44686 TAX EXEMPT HOSPITALS -9,917,387 -8,909,623 -8,909,623 -8,545,284 -364,339

44687 STATE-OWNED PROPERTY PILOT -2,455,099 -2,901,662 -2,901,662 -2,940,776 39,114

44690 DISTRESSEDMUNICIPALITYTAXEXEMP -339,437 -325,000 -325,000 -325,000

44691 MANUFACTURINGMACHINERY&EQUIPME -1,001,882 -608,000 -608,000 -608,000

44692 MASHANTUCKET PEQUOT/MOHEGAN FD -6,090,842 -6,109,924 -6,109,924 -6,080,671 -29,253 APPROPRIATION SUMMARY

ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01041000 TAX ASSESSOR 795,175 1,189,137 1,242,387 1,070,576 -118,561

1041PS TAX ASSESSOR PERSONAL SVCS 528,176 665,616 665,616 683,012 17,396

2041TPS TAX ASSESSOR OTHER PERS SVCS 15,653 85,025 95,025 58,700 -26,325

3041FB TAX ASSESSOR FRINGE BENEFITS 142,337 184,087 184,087 174,532 -9,555

4041EX TAX ASSESSOR OPER EXP 23,768 65,414 65,414 32,709 -32,705

6041SS TAX ASSESSOR SPEC SVCS 85,241 188,995 232,245 121,623 -67,372 PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


5.0 1.0 TAX ASSESSMENT CLERK (35 HOURS) 251,292 245,641 -5,651

3.0 1.0 PROPERTY APPRAISER I (35 HOURS) 183,195 179,869 -3,326

1.0 TAX ASSESSMENT PROFESSIONAL 49,173 60,453 11,280

1.0 TAX ASSESSOR 96,589 108,233 11,644

1.0 DEPUTY TAX ASSESSOR 85,367 88,816 3,449

01041000 Total 9.0 4.0 665,617 683,012 17,395

48

GENERAL FUND BUDGET TAX ASSESSOR PROGRAM HIGHLIGHTS



SERVICE INDICATORS 2005 2006 2007-2008 2008-2009 2009-2010 2010-2011

TAX ASSESSOR

Real estate parcels 34,397 34,489 34,658 34,737 34,692 34,700

Income and expense analysis 2,833 2,951 2,697 2701 3,250 3,275

Real estate adjustments value adds 2,588 2,612 2,628 2,050 1,448 1,500

Real estate adjustments value deletes 2,117 1,387 1,402 1,440 1,685 1,500

Real estate adjustments changes 4,705 3,999 3,825 3,650 3,133 3,050

Deed transfers 5,928 5,700 3,600 3,250 3,110 3,200

Fire and demolition activity reviews 98 134 147 175 179 180

Tax map changes 92 118 87 85 49 60

New Building permits reviewed 668 636 465 398 555 500

Active Building permits (open) 2,372 2,563 2,478 2,020 1,975 2,000

Exempt applications 426 80 62 65 78 90

Exemption prorates 9 6 16 27 32 40

Certificates of occupancy/prorates 166 135 208 158 401 250

Personal Property Accounts 3,341 4,028 5,280 5,281 4,686 4,750

Pers. Prop. Accts. Audit 60 95 60 150 120 150

Pers. Prop. Accts. Adds (Net Change) 43 687 640 642 375 450

Pers. Prop. Accts. Value Changes 3,340 3,989 5,280 5,281 4,686 3,500

Motor Vehicles 94,886 92,789 73,837 72,659 72,082 73,500

Motor vehicles add-ons - By Referrals 565 232 289 280 270 250

Motor vehicles add-ons - By Discovery 235 1,275 1,350 890 500 1,000

Motor vehicles deletes 6,250 4,235 4,150 3,125 3,050 3,000

Motor vehicles changes Pro-rates 10,937 8,487 8,120 7,690 7,800 8,500

Elderly tax relief # of annual apps 1,348 1,350 1,186 1,225 1,312 1,300

Economic development programs 51 61 53 59 62 65

Veteran exemptions, SS, & Blind 7,552 7,461 7,345 7,020 6,985 7,200

Information requests

Telephone 124,410 136,851 137,690 138,450 130,800 130,500

Mail/fax/Email 5,200 4,100 4,500 5,100 5,250 5,200

Walk-in Requests for Information 36,076 34,234 34,658 33,790 33,250 33,000

Revaluation Activity:

GRAND LIST

Assessor's Grand List $5.4 Billion $5.5 Billion $5.6 Billion $6.99 Billion 7.19 Billion 7.20 Billion

Exempt property activity $2.4 Billion $2.4 Billion $2.5 Billion $3. Billion 2.95 Billion $2.95 Billion

Exemptions (personal) activity $75.1 Million $86.3 Million $87. Million $100. Million $165.7 Million $165.7 Million

Board of Assessment Appeal changes ($14.1 Million) ($7.1 Million) ($14. Million) ($14. Million) ($14.Million) ($14.Million)

Increases in Grand List $63.4 Million $80.4 Million $230. Million $112.2 Million $87.5 Million $90.0 Million

Final net taxable Grand List $5.3 Billion $5.4 Billion $5.6 Billion $6.9 Billion $6.9 Billion $6.9 Billion Please note: Changes in the Grand List, in light of the current conditions in the housing market and economy, are hard to predict.

FY 2011-2012 GOALS

1) To continue to serve the constituents of the City of Bridgeport in the most effective manner, with all of our resources available.

2) Tackle the out of town and out of state motor vehicle registration issues that continue to plague the City of Bridgeport’s tax roll, with the assistance of the City of Bridgeport’s Police Department.


1) Defend 300+ tax appeals, attend pre-trials, negotiate settlements and attend trials. 6 MONTH STATUS: Ongoing.

2) Aggressively review and audit personal property accounts. 6 MONTH STATUS: Ongoing.

49

GENERAL FUND BUDGET TAX ASSESSOR PROGRAM HIGHLIGHTS


3) Frequently update information on the City’s Website to accommodate the public.

6 MONTH STATUS: Ongoing.

4) Continue to maintain a close liaison with the Administration and Department Heads to provide essential data and reports in a timely fashion. 6 MONTH STATUS: Ongoing.

5) Continue a cooperative and effective alliance with the Tax Collector’s Office in order to streamline processes and customer service between the offices, and to initiate, along with Tax Collector, group meetings with all staff members. 6 MONTH STATUS: Ongoing.

6) Encourage the staff to be aware of the importance of sustainability in the office and in their individual homes. 6 MONTH STATUS: Ongoing.

7) Meet with the public and tax exempt entities, when necessary, to address their individual concerns. 6 MONTH STATUS: Ongoing.

50

GENERAL FUND BUDGET TAX ASSESSOR APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01041000 TAX ASESSOR 795,175 1,189,137 1,242,387 1,070,576 -118,561


51036 FT GRIEVANCE/ARB AWARD PAY 644

51106 REGULAR STRAIGHT OVERTIME 10,000 10,000 10,000

51108 REGULAR 1.5 OVERTIME PAY

51140 LONGEVITY PAY 8,775 8,775 10,575 1,800


51403 ASSESSMENT APPEALS STIPENDS 11,201 76,250 76,250 38,125 -38,125

52360 MEDICARE 3,610 9,147 9,147 9,199 52

52385 SOCIAL SECURITY 8,342 8,342 8,503 161



53605 MEMBERSHIP/REGISTRATION FEES 665 3,769 3,769 1,884 -1,885

53610 TRAINING SERVICES 505 6,786 6,786 3,393 -3,393

53705 ADVERTISING SERVICES 369 1,818 1,818 909 -909

53720 TELEPHONE SERVICES 1,388 1,388 694 -694

53905 EMP TUITION AND/OR TRAVEL REIM 357 2,252 2,252 1,126 -1,126

54555 COMPUTER SUPPLIES 2,313 2,160 2,160 1,080 -1,080

54595 MEETING/WORKSHOP/CATERING FOOD 300 767 767 384 -383

54640 HARDWARE/TOOLS 203 203 101 -102

54675 OFFICE SUPPLIES 4,837 7,449 7,449 3,725 -3,724

54705 SUBSCRIPTIONS 2,300 3,229 3,229 1,615 -1,614

54720 PAPER AND PLASTIC SUPPLIES 50 50 25 -25

54725 POSTAGE 8,514 15,307 15,307 7,654 -7,653

55055 COMPUTER EQUIPMENT 3,412 3,412 1,706 -1,706

55145 EQUIPMENT RENTAL/LEASE 6,975 6,975 3,488 -3,487

55150 OFFICE EQUIPMENT 2,700 2,700 1,350 -1,350


56040 BOOKBINDING SERVICES 105 11,212 11,212 5,606 -5,606

56055 COMPUTER SERVICES 12,070 13,238 13,238 6,619 -6,619

56095 APPRAISAL SERVICES 30,200 31,750 75,000 43,000 11,250

56100 AUDITING SERVICES 746 746 373 -373

56175 OFFICE EQUIPMENT MAINT SRVCS 1,350 1,350 675 -675

56180 OTHER SERVICES 42,866 130,699 130,699 65,350 -65,349

51

GENERAL FUND BUDGET



52

FINANCE DIVISIONS

TREASURY


MISSION STATEMENT Our mission is to act as the custodian of all funds belonging to the City of Bridgeport. Our objectives include maximizing on-line Banking Services from each Financial Institution to expedite wire transfers, stop payments, and check retention needed for research purposes. We work with Financial Institutions to implement on-line investment practices, and deposit and invest all funds in any national or state bank/trust company. We comply with all regulations, orders and ordinances made by the City Council. Our activities include the distribution of all payroll and vendor checks. In addition, we make all payments for Debt Service and prepare and maintain all records of monetary transactions for the City of Bridgeport.

CHIEF

ADMINISTRATIVE

OFFICER

FINANCE

DEPARTMENT

TREASURER

MAYOR CITY COUNCIL

53

GENERAL FUND BUDGET TREASURY BUDGET DETAIL


Ronald Preston Manager

REVENUE SUMMARY


PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY2011

BUDGET

01045000 TREASURY -214,197 -275,000 -275,000 -275,000

41246 EARNINGS ON INVESTMENTS -164,197 -225,000 -225,000 -225,000

41564 ADMINISTRATIVEFEE/OVERHEADALLO -50,000 -50,000 -50,000 -50,000

ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01045000 TREASURY 237,365 242,859 288,600 247,606 4,747

1045PS TREASURER PERSONAL SVCS 110,177 119,398 119,398 121,367 1,969

2045TPS TREASURER OTHER PERS SERVICES 1,022 1,575 1,575 1,725 150

3045FB TREASURER FRINGE BENEFITS 28,598 36,905 36,905 41,352 4,447

4045EX TREASURER OPER EXP 4,678 4,605 16,014 12,808 8,204

6045SS TREASURER SPEC SVCS 92,890 80,377 114,708 70,354 -10,023


FY 2011

CURRENT

FY 2012


1.0 CITY TREASURER 74,958 76,927 1,969


01045000 Total 2.0 119,398 121,367 1,969

54

GENERAL FUND BUDGET TREASURY PROGRAM HIGHLIGHTS


FY 2011-2012 GOALS 1) Select a banking proposal from the recent RFP for Banking Services. The selected proposal

will benefit the City of Bridgeport by reducing costs and provide excellent banking services to the City.

2) To successfully convert City Pensioners to receive their pensions via direct deposit to reduce the amount of paper checks produced which will minimize costs to the City.

3) Continue to manage the City of Bridgeport’s cash flow and seek new investment opportunities to maximize Return on Investment.

FY 2010-2011 GOAL STATUS 1) Institute new banking features in the Treasurer’s Office to expedite the recording of bank

transactions and also to reduce costs. Remote Deposits will allow the City of Bridgeport to have access to funds quicker and will also reduce current transport costs to the bank. On-line wire transfers will provide a more efficient way to process wires and also will reduce bank fees. 6 MONTH STATUS: The new banking features including Remote Demote Deposit and On-Line Wire Transfers have been instituted and have reduced banking costs for the City.

2) Prepare a Request for Proposal (RFP) for Banking Services in order to ensure that the city of Bridgeport is receiving the best banking services for the lowest price. 6 MONTH STATUS: The RFP for Banking Services was issued and we are currently in the process of selecting the proposal which will be the most beneficial to the City of Bridgeport.

3) To successfully convert the majority of City Employees and Vendors to receive their payroll and payments via direct deposit and EFT respectively. The conversion to direct deposit and EFT will allow payment notifications to be sent via email which will significantly reduce the amount of paper and checks used by the City and will also reduce costs. 6 MONTH STATUS: The City has made significant progress in reducing payroll costs by converting employees to direct deposit and also direct deposit email notifications, instead of receiving payroll checks. Vendors’ costs have also been reduced by converting them to receive payments via Electronic Funds Transfer (EFT).



TREASURER

Pension Checks issued 12,168 11,760 N/A 11,382 11,111 10,961

Vendor Checks mailed 33,655 34,782 N/A 29,495 21,835 22,925

Payroll Checks distributed 218,632 220,692 206,905 201,349 190,146 183,520

DEBT ISSUANCES

Total bank accounts 109 111 111 112 112 111

Checking 45 45 47 46 46 45

Savings 35 37 35 41 42 42

Investment 7 7 7 9 8 8

ZBA 2 2 2 2 2 2

R & T accounts 20 20 20 14 14 14

TOTAL BANK BALANCES

Checking $ 8,693,662 12,801,307$ 9,000,000$ 13,826,205$ 11,407,073$ 12,800,000

Savings $27,319,032 13,976,949$ 72,740,814$ 40,264,816$ 7,274,420$ 10,500,000

Reich & Tang $18,662,165 37,595,982$ 44,204,461$ 19,467,148$ 19,740,246$ 20,015,246$

Investment $96,035,888 98,652,466$ 23,836,223$ 24,708,780$ 51,151,383$ 60,500,000$

55

GENERAL FUND BUDGET TREASURY APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01045000 TREASURY 237,365 242,859 288,600 247,606 4,747




51140 LONGEVITY PAY 1,575 1,575 1,725 150

51156 UNUSED VACATION TIME PAYOU 855


52360 MEDICARE 996 1,754 1,754 1,696 -58



53605 MEMBERSHIP/REGISTRATION FEES 65 122 300 150 29


53750 TRAVEL EXPENSES 120 120 60 -60


54555 COMPUTER SUPPLIES 700 1,087 9,400 9,400 8,313

54560 COMMUNICATION SUPPLIES 0 0 0

54595 MEETING/WORKSHOP/CATERING FOOD 472 200 200 200

54675 OFFICE SUPPLIES 1,313 1,555 4,000 2,000 445

54705 SUBSCRIPTIONS 191 191 96 -95

55150 OFFICE EQUIPMENT 2,128 1,227 1,500 750 -477

56105 BANKING SERVICES 78,200 59,669 94,000 60,000 331

56175 OFFICE EQUIPMENT MAINT SRVCS 111 608 608 304 -304

56180 OTHER SERVICES 1,350 1,350 675 -675

56205 PUBLIC SAFETY SERVICES 14,579 18,750 18,750 9,375 -9,375

56


REGISTRAR OF VOTERS


MISSION STATEMENT To seek better ways to provide services to encourage all eligible residents to exercise their right to vote; conduct elections in a fair, accurate and efficient manner; maintain a continuous professional level of service to the public; and develop new techniques to improve outreach services which acknowledge the diversity of the city of Bridgeport.

CHIEF

ADMINISTRATIVE

OFFICER

CITY COUNCILREGISTRAR OF

VOTERSMAYOR

57

GENERAL FUND BUDGET REGISTRAR OF VOTERS BUDGET DETAIL


Sandra Ayala / Joseph Borges Registrars

REVENUE SUMMARY


FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY2011

BUDGET

01050000 REGISTRAR OF VOTERS -150 -500 -500

41260 DISKETTE FEES -150

41538 COPIES -500 -500 APPROPRIATION SUMMARY

ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01050000 REGISTRAR OF VOTERS 443,377 551,466 676,596 587,326 35,859

1050PS REG OF VOTERS PERSONAL SVCS 348,493 385,112 381,957 399,527 14,415

2050TPS REG OF VOTERS OTHER PERS SVCS 9,364 27,325 89,680 37,475 10,150

3050FB REG OF VOTERS FRINGE BENEFIT 54,828 79,498 79,498 87,397 7,899

4050EX REG OF VOTERS OPER EXP 24,394 50,076 54,490 47,793 -2,284

6050SS REG OF VOTERS SPEC SVCS 6,298 9,455 70,971 15,134 5,679 PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


2.0 REGISTRAR OF VOTERS 132,548 136,030 3,482

2.0 DEPUTY REGISTRAR OF VOTERS 100,023 102,650 2,627

SEASONAL EMPLOYEES UNDER GRANT 113,655 121,960 8,305

1.0 SECRETARIAL ASSISTANT 38,887 38,887

01050000 Total 5.0 385,113 399,527 14,414

58

GENERAL FUND BUDGET REGISTRAR OF VOTERS PROGRAM HIGHLIGHTS


MANDATED SERVICES

The Registrar of Voters is responsible for registering voters and conducting Federal, State, Special and Local elections. The Registrar prepares the published notices of elections and lists of offices for which candidates are to be nominated. It is the Registrars’ duty to accept and check the nominating petitions of candidates for office. The Registrar is also required to establish and revise voting precincts, provide for the tabulation of returns on election night and conduct the official canvass of votes cast. The Registrar is also responsible for the following:

1) Responsible for conducting hand count of machine read ballots after elections if jurisdiction is subject to audit.

2) Responsible for completing and filing audit paperwork with the Secretary of State. 3) Able to hire additional officials on Election Day, the day after the election if the need arises. 4) Mandated to electronically update voter file with information as to who voted after every

election. 5) All challenge and provisional ballot supplies which used to be provided by the Town Clerk

must now be provided by the Registrar. 6) Responsible to determining the amount of ballots that will be ordered for use at each polling

place (Registrar must now pay for the printing of the ballots). 7) Able to determine if two shifts of election officials will be used at an election without legislative

body approval. 8) Assume the Town Clerk’s responsibility for providing polling place supplies to moderators on

the day before the election. 9) Responsible for training poll workers on the proper procedures to follow including the

procedure to accommodate an individual who is at the polls but are unable to enter the polling place (curb-side voting).

10) Responsible for storage of all voted ballots after the election and up until the 14 day lock-down period has expired or the audit is complete. After the 14 day lock-down the Registrar must (1) transmit the absentee ballots for long-term storage and (2) keep all voted ballots used at the polls for long term storage.

11) Responsible for training Absentee Ballot election officials; and poll workers on the proper procedures to follow including the procedure to accommodate an individual who is at the polls but are unable to enter the polling place (curb-side voting).

12) Responsible for storage of all voted ballots after the election and up until the 14 day lock-down period has expired or the audit is complete. After the 14 day lock-down the Registrar must (1) transmit the absentee ballots for long-term storage and (2) keep all voted ballots used at the polls for long term storage.

13) Responsible for training Absentee Ballot election officials. 14) Responsible for providing supplies for a paper ballot election. An Election where no voting

tabulators are used. 15) Responsible for assisting and ensuring that the Head Moderator completes and files the

Head Moderator’s Return with the Secretary of the State.

59

GENERAL FUND BUDGET REGISTRAR OF VOTERS APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01050000 REGISTRAR OF VOTERS 443,377 551,466 676,596 587,326 35,859


51100 PT TEMP/SEASONAL EARNED PA 67,545 113,655 121,960 121,960 8,305

51106 REGULAR STRAIGHT OVERTIME 904 10,000 10,000 10,000

51108 REGULAR 1.5 OVERTIME PAY 6,618 15,000 77,355 25,000 10,000

51140 LONGEVITY PAY 2,325 2,325 2,475 150


51804 CITY-OWNED VEHICLE BENEFIT 1,759 1,759 880 -879

52360 MEDICARE 2,024 5,617 5,617 3,841 -1,776

52385 SOCIAL SECURITY 1,177 6,622 6,622 6,622



53050 PROPERTY RENTAL/LEASE 1,692 1,800 1,500 750 -1,050


53705 ADVERTISING SERVICES 382 586 800 800 214

53750 TRAVEL EXPENSES 436 525 525 263 -262

53905 EMP TUITION AND/OR TRAVEL REIM 127 4,043 6,000 3,000 -1,043

54675 OFFICE SUPPLIES 4,429 4,782 4,782 2,391 -2,391

54705 SUBSCRIPTIONS 245 245 123 -122

55090 ELECTION EQUIPMENT 15,348 35,755 37,614 37,614 1,859

55155 OFFICE EQUIPMENT RENTAL/LEAS 1,880 1,995 2,679 2,679 684

56170 OTHER MAINTENANCE & REPAIR S 420 2,007 2,007 2,007


56180 OTHER SERVICES 4,514 5,776 67,292 12,291 6,515

60


CITY CLERK


MISSION STATEMENT To provide clerical staff and support to the City Council and their standing and special committees; to provide accurate records of actions and proceedings of the City Council to all Council members, municipal departments, and interested citizens under the requirements of the State of Connecticut’s Freedom of Information Act. To act as guardian of the City seal, affixing only to proper and valid municipal documents and to accept and record all services, summonses and writs against the City. Under the City Hall Committee division, the staff provides clerical assistance to the City Hall Committee (a three-member board) consisting of the City Clerk, the City Council President, and the Director of Finance. This committee is charged by Charter with the upkeep of the City Hall building, the assignment of office space, the sale of various City owned properties, and the assignment, questions, and complaints relating to the City Hall parking facilities. We value: responsiveness to the needs of all customers; neutrality and professionalism; fostering honest, open communication between the public, Council and staff; personal and professional commitment to quality customer service; and consistency, fairness, mutual respect and courtesy in our work environment.

CHIEF

ADMINISTRATIVE

OFFICER

CITY COUNCILCITY CLERK MAYOR

61

GENERAL FUND BUDGET CITY CLERK BUDGET DETAIL


Fleeta Hudson City Clerk

REVENUE SUMMARY

Not Applicable


ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01055000 CITY CLERK 354,628 399,567 406,654 336,028 -63,540

1055PS CITY CLERK PERSONAL SVCS 252,390 262,919 262,919 242,226 -20,693

2055TPS CITY CLERK OTHER PERS SVCS 2,555 6,525 6,525 3,750 -2,775

3055FB CITY CLERK FRINGE BENEFITS 62,058 73,682 73,682 53,499 -20,183

4055EX CITY CLERK OPER EXP 16,568 27,010 33,742 21,660 -5,350

6055SS CITY CLERK SPEC SVCS 21,057 29,432 29,786 14,893 -14,539

PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


1.0 CITY CLERK 32,117 32,961 844

2.0 ASSISTANT CITY CLERK 114,101 105,712 -8,389

1.0 TYPIST I (35 HOURS) 36,194 36,194

1.0 TYPIST III (35 HRS) 47,859 47,859

1.0 ASSISTANT SPECIAL PROJECT MANAGER 32,648 19,500 -13,148

01055000 Total 6.0 262,919 242,226 -20,693

62

GENERAL FUND BUDGET CITY CLERK PROGRAM HIGHLIGHTS




CITY CLERK

Incoming files processed 320 315 214 N/A 245 270

Finalized/Outgoing files Processed 290 272 185 N/A 175 185

Council/Committee Agendas Processed 123 205 159 N/A 173 191

Council/Committee Minutes Processed 123 205 132 N/A 114 126

INTERDEPARTMENTAL SERVICES

Requests for records research fulfilled 500 1,000 1080 N/A 973 1070

Requests for certifications fulfilled 300 624 600 N/A 500 550

CONSTITUENT SERVICES

Records research requests pursuant to FOIA 150 670 540 N/A 600 660

Certified record requests 50 55 50 N/A 75 82

Filings/Postings pursuant to FOIA 650 674 665 N/A 1,119 1230

Claims/Summonses/Writs Processed 567 512 521 N/A 560 616 FY 2011-2012 GOALS

1) Continue to maintain the City Clerk’s website with full packages of minutes and agendas of all City Council meetings to better serve the public, departments and council members allowing them to obtain information directly through the website.

2) Continue to be efficient despite budgetary cuts and staff shortage.


1) Conduct intense training for new staff members throughout the next fiscal year. 6 MONTH STATUS: This process was started but due to limited staffing all new staff members have not been trained completely.

2) Begin researching methods and possibilities concerning paperless agenda/packet distribution for city council meetings and other meetings. 6 MONTH STATUS: No Progress has been made towards this goal.

63

GENERAL FUND BUDGET CITY CLERK APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01055000 CITY CLERK 354,628 399,567 406,654 336,028 -63,540

51000 FULL TIME EARNED PAY 252,390 262,919 262,919 242,226 -20,693

51140 LONGEVITY PAY 1,225 6,525 6,525 3,750 -2,775


52360 MEDICARE 1,535 2,829 2,829 4,532 1,703



52920 HEALTH BENEFITS BUYOUT



53750 TRAVEL EXPENSES 1,016 3,629 4,500 2,250 -1,379

53905 EMP TUITION AND/OR TRAVEL REIM 1,056

54675 OFFICE SUPPLIES 2,542 3,774 4,200 2,100 -1,674

54700 PUBLICATIONS 47 47 24 -23

54720 PAPER AND PLASTIC SUPPLIES 17 17 17

55055 COMPUTER EQUIPMENT 2,308 1,914 2,200 2,200 287

55150 OFFICE EQUIPMENT 2,360 2,360 2,360


55530 OFFICE FURNITURE 5,000 5,000 5,000


56085 FOOD SERVICES 368 442 442 221 -221

56175 OFFICE EQUIPMENT MAINT SRVCS 1,194 2,000 2,200 1,100 -900

56180 OTHER SERVICES 18,488 22,144 22,144 11,072 -11,072

64

GENERAL FUND BUDGET

CITY ATTORNEY


MISSION STATEMENT We provide legal representation in accordance with the City Charter to the City, its officers, City Council, and its boards and commissions. We Provide prosecution and defense services for all civil actions brought in any state or federal court or before any administrative board or agency.

CHIEF

ADMINISTRATIVE

OFFICER

CITY

ATTORNEY

MAYOR CITY COUNCIL

65

GENERAL FUND BUDGET CITY ATTORNEY BUDGET DETAIL


Mark Anastasi



FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY2011

BUDGET

01060000 CITY ATTORNEY -15,000 -15,000 -15,000

41543 FORECLOSURE COST RECOVERY -15,000 -15,000 -15,000 APPROPRIATION SUMMARY

ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01060000 CITY ATTORNEY 3,312,336 3,738,545 4,495,545 4,029,891 291,346

1060PS CITY ATTORNEY PERONAL SVCS 1,452,148 1,603,151 1,603,151 1,773,641 170,490

2060TPS CITY ATTORNEY OTHER PERS SVCS 46,802 21,225 21,225 25,500 4,275

3060FB CITY ATTORNEY FRINGE BENEFIT 334,757 395,606 395,606 455,187 59,581

4060EX CITY ATTORNEY OPER EXP 1,040,000 1,208,605 1,765,605 1,265,605 57,000

6060SS CITY ATTORNEY SPEC SVCS 438,629 509,958 709,958 509,958 PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


1.0 DEPUTY CITY ATTORNEY 95,197 97,698 2,501

2.0 ASSISTANT CITY ATTORNEY 100,588 103,230 2,642

2.0 1.0 LEGAL SECRETARY (35 HOURS) 128,424 128,424

1.0 LEGAL RECEPTIONIST 35,309 35,309

3.0 COLLECTION AIDE (35 HRS) 117,102 117,102

2.0 PARALEGAL 110,422 84,062 -26,360

8.0 1.0 ASSOCIATE CITY ATTORNEY 1,016,113 1,039,818 23,706

01060000 Total 19.0 2.0 1,603,154 1,605,643 2,489

66

GENERAL FUND BUDGET CITY ATTORNEY PROGRAM HIGHLIGHTS




CITY ATTORNEY * * ** **

Defense Claims/Litigation (Opened) 376 283 275 300 323 350

Claims/Suits Settlement/Judgment (PAID) 89 75 $85 85 N/A N/A

Amount Paid $639,392 $723,996 $ 2,118,578 $1,016,171 $ 984,799

OCA Collections -GEN 28 15 25 30 35(A) 35(A)

8.76 Anti-blight -Collection 142 248 250 225 N/A N/A

8.60 Unlawful Dumping - Collection 960 1200 600 400 N/A N/A

FOI Requests/Complaints 50 *40 60 70 108 125

Business Development (inc/ Contract Draft/Review) 266 242 225 200 350 (A) 375

Ordinance Draft/Review 106 85 75 75 75 85

Public Meetings Attended 456 428 450 475 525 500

WPCA COLLECTION

Legal Demand (2/3 of TOT) 2,336 2,282 2,342 1,858 2,523 2,600

Amount Collected $ 1,576,878 1,391,957 1,550,630 1,505,206 2,218,916 $2,300,000

Civil Suits 935 593 706 1,114 767 800

Amount Collected $ 1,428,580 1,169,255 703,295 1,599,929 1,800,912 1,900,000

Foreclosures (Outside Legal Service Employed) 36 143 275 259 449 500

Amount Collected $323,436 402,376 713,797 1,747,320 1,504,597 1,600,000

Bank /Wage Executions 0 5 2 1 1 0

Amount Collected 3,913 6,624 3,529 872 0

Receivership 18 1 0 0 0 0

Amount Collected $401,330 $31,900 0 0 0 0 * Estimates only due to layoff of Legal Administrative support. ** Estimates only until Abacus system calculates.

FY 2011-2012 GOALS


1) Continue to improve collection rate for arrears real property taxes through expanded execution of tax warrants. 6 MONTH STATUS:

2) Continue to dispose (via strict foreclosure) of newly acquired city inventory of vacant and unwanted municipally owned real property through auction sales. 6 MONTH STATUS:

3) Continue to increase number of condemnation, anti-blight and unlawful deposit hearings to support the on-going “Clean City” campaign. 6 MONTH STATUS:

4) Increase substantially the collection of fines for anti-blight and unlawful depositing to enable these “QUALITY OF LIFE” projects so that they become revenue neutral. 6 MONTH STATUS:

5) Together with Purchasing Department draft and obtain adoption of revisions to the City’s Procurement Ordinance and Regulations as recommended based upon department user experience. 6 MONTH STATUS:

6) Together with the City Council’s Special Rules Committee draft and obtain adoption of revised Rules of the City Council to facilitate efficient Council proceedings. 6 MONTH STATUS:

67

GENERAL FUND BUDGET CITY ATTORNEY PROGRAM HIGHLIGHTS


7) Modify the City’s Freedom of Information Act (FOIA) compliance procedures by decentralizing responses to FOIA requests by having the various departments issue responses and compliance through use of forms and written direction augmented by targeted legal advice as necessary. 6 MONTH STATUS:

8) Obtain federal court approval for elimination of judicial supervision of the Bridgeport Police Department via the Bridgeport Guardians’ case, thereby returning total administrative control of the Department to the Police Chief and Board of Police Commissioners. 6 MONTH STATUS:

9) Increase the collections from Parking Violation Citations through use of Assistant City Attorney as Hearing Officer and through use of aggressive collections procedures post hearings. 6 MONTH STATUS:

10) Enhance office support staff structure through filling of paralegal positions. 6 MONTH STATUS:

11) Assist Board of Education in its efforts to reduce legal costs by increasing provision of legal services in lieu of retention of outside counsel. 6 MONTH STATUS:

FY 2010-2011 ADDITIONAL ACCOMPLISHMENTS 1) Substantially

68

GENERAL FUND BUDGET CITY ATTORNEY APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01060000 CITY ATTORNEY 3,312,336 3,738,545 4,495,545 4,029,891 291,346

51000 FULL TIME EARNED PAY 1,452,148 1,435,151 1,435,151 1,605,641 170,490




51140 LONGEVITY PAY 9,225 9,225 13,500 4,275



52360 MEDICARE 10,474 21,743 21,743 20,939 -804

52385 SOCIAL SECURITY 731 9,205 9,205 7,254 -1,951



53005 PERSONAL PROPERTY CLAIMS AWARD 140,255 138,459 188,459 188,459 50,000

53010 PERSONAL PROPERTY CLAIMS ATTY 844,545 1,000,000 1,500,000 1,000,000

53605 MEMBERSHIP/REGISTRATION FEES 4,860 8,143 6,643 6,643 -1,500


53705 ADVERTISING SERVICES 3,375 3,375 3,375

53905 EMP TUITION AND/OR TRAVEL REIM 4,206 6,010 8,010 8,010 2,000

54675 OFFICE SUPPLIES 18,705 16,970 16,970 16,970

54700 PUBLICATIONS 12,918 13,394 13,394 13,394

54705 SUBSCRIPTIONS 3,292 10,605 10,605 10,605

55155 OFFICE EQUIPMENT RENTAL/LEAS 11,220 9,076 13,076 13,076 4,000

56095 APPRAISAL SERVICES 3,563 3,563 3,563

56130 LEGAL SERVICES 433,815 496,000 695,500 495,500 -500


56180 OTHER SERVICES 1,998 5,800 6,300 6,300 500

69

GENERAL FUND BUDGET



70

GENERAL FUND BUDGET

ARCHIVES & RECORDS


MISSION STATEMENT This department directs the orderly and systematic maintenance, preservation, and disposition of the records of the City of Bridgeport in compliance with State and Federal laws. To do so it operates a records center for the storage of non-current records, and an archive for the City’s permanent and historical documents. The Records Manager/Archivist assists other departments in solving records and filing problems, arranges for the destruction of obsolete materials, microfilms permanent records, and answers a variety of questions from the public about the City’s past and present operations.

CAO

CHIEF FINANCIAL

OFFICER

ARCHIVES

MAYOR CITY COUNCIL

71

GENERAL FUND BUDGET ARCHIVES & RECORDS BUDGET DETAIL


Patty Ulatowski Acting Manager

REVENUE SUMMARY


ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01065000 ARCHIVES 70,760 71,154 71,194 75,312 4,158

1065PS ARCHIVES PERSONAL SVCS 43,516 42,307 42,307 49,621 7,314

2065TPS ARCHIVES OTHER PERS SVCS

3065FB ARCHIVES FRINGE BENEFITS 16,924 17,930 17,930 20,060 2,130

4065EX ARCHIVES OPER EXP 6,285 4,117 4,157 2,231 -1,886

6065SS ARCHIVES SPEC SVCS 4,034 6,800 6,800 3,400 -3,400 PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


0.5 RECORDS MANAGER 42,307 49,621 7,314

01065000 Total 0.5 42,307 49,621 7,314

72

GENERAL FUND BUDGET ARCHIVES PROGRAM HIGHLIGHTS




ARCHIVES AND RECORDS CENTER

Full box 59 25 8 45 32 25

Original 186 180 165 192 211 211

Folder 133 150 90 150 142 140

Microcopy 2 8 32 80 45 45

Photocopy 360 200 175 350 300 300

Other Expenses 222 200 200 200 200 200

Total Requests 962 763 660 1,025 930 921

BOXES

Received 186 500 2,393 2,150 2,075 2,150

Destroyed 181 N/A N/A 1,000 1,500 500

Total Boxes as of end of period 11,156 11,156 13,321 14,571 14,842 15,000

Total internal requests 782 700 523 900 975 1,000

Total requests by the public 180 250 7 10 15 20 FY 2011-2012 GOALS

1) Continue the current hours of operation in order to better manage the budget and create more efficient government.

FY 2010-2011 GOAL STATUS 1) Continue on with the decreased hours of the records center in order to better manage the

City budget. 6 MONTH STATUS: Although challenging at times, this department continued to meet Citywide and public demands for service. The reduced hours are recommended for the 2012 budget proposal.

1) Try to do more with less and encourage others to do the same. 6 MONTH STATUS: This department’s operating budget was reduced by 50% during 2011. The priorities were reorganized in order to continue to allow for its purpose and to manage the records in accordance with the Connecticut State Statutes. I have reorganized my account requests for funds and will be asking that the budget remain at the same level as 2011.

FY 2010-2011 ADDITIONAL ACCOMPLISHMENTS 1) Despite limited staff and resources this department successfully carried out the routine duties

that support its mission to systematically manage and care for the City’s active, inactive, obsolete, and historical records.

2) The Records Manager continues in its temporary assignment at the Vital Records department located at McLevy Hall for approximately 15 hours each week. During this assignment the staff has been thoroughly trained on the city’s new financial program and a Cash Management Policy was written, adopted and put into place. The Manager will remain at Vital Records to assist with a major relocation of the department to the City Hall Annex and will continue to assist the Assistant Registrar with the management of the department. This department is one of the top revenue departments for the city and it is crucial that it receives attention.

73

GENERAL FUND BUDGET ARCHIVES APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01065000 ARCHIVES 70,760 71,154 71,194 75,312 4,158


51106 REGULAR STRAIGHT OVERTIME

52360 MEDICARE 319 613 613 657 44


52917 HEALTH INSURANCE CITY SHARE 12,477 13,298 13,298 13,746 448

53610 TRAINING SERVICES 263 -263

53710 OTHER COMMUNICATION SERVICES 2,700 2,700 1,350 -1,350

53905 EMP TUITION AND/OR TRAVEL REIM

54660 LIBRARY SUPPLIES 304 304 304

54675 OFFICE SUPPLIES 1,889 1,154 1,154 577 -577

54700 PUBLICATIONS

54705 SUBSCRIPTIONS

55150 OFFICE EQUIPMENT 4,396

56055 COMPUTER SERVICES 1,500 1,500 1,500 750 -750

56175 OFFICE EQUIPMENT MAINT SRVCS 536 2,362 2,362 1,181 -1,181

56210 RECYCLING SERVICES 1,998 2,938 2,938 1,469 -1,469

74


CIVIL SERVICE


MISSION STATEMENT To serve as the central personnel office for the City of Bridgeport as prescribed by the City Charter.

CHIEF

ADMINISTRATIVE

OFFICER

CITY COUNCILCIVIL SERVICE

COMMISSIONMAYOR

75

GENERAL FUND BUDGET CIVIL SERVICE BUDGET DETAIL


David Dunn



FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY2011

BUDGET

01070000 CIVIL SERVICE -9 -88,500 -38,500 -88,500

41538 COPIES -9 -1,000 -500 -1,000

41547 RESIDENTAPPLICATION/ADMINISTRA -17,500 -8,000 -17,500

41548 NON-RESIDENTAPPLICATION/ADMINI -70,000 -30,000 -70,000 APPROPRIATION SUMMARY

ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01070000 CIVIL SERVICE 980,150 1,077,070 1,115,219 944,413 -132,657

1070PS CIVIL SERVICE PERSONAL SVCS 608,165 543,153 543,153 568,186 25,033

2070TPS CIVIL SERVICE OTHER PERS SVCS 23,378 39,525 44,525 44,825 5,300

3070FB CIVIL SERVICE FRINGE BENEFIT 115,834 102,836 102,836 106,433 3,597

4070EX CIVIL SERVICE OPER EXP 41,390 179,043 179,043 89,522 -89,521

6070SS CIVIL SERVICE SPEC SVCS 191,382 212,513 245,662 135,447 -77,066 PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


2.0 CLERICAL ASSISTANT 75,480 75,480


2.0 PAYROLL CLERK II 127,944 127,944

1.0 RETIREMENT ADMINISTRATOR 44,868 46,393 1,525

1.0 1.0 PERSONNEL ASSISTANT II 128,104 128,104

1.0 PERSONNEL DIRECTOR 115,344 118,373 3,029

01070000 Total 8.0 1.0 558,153 568,186 10,033

76

GENERAL FUND BUDGET CIVIL SERVICE PROGRAM HIGHLIGHTS


FY 2011-2012 GOALS

1) Successful completion of a Fire Department Entry Level Examination, in compliance with the Connecticut Fire Service CPAT (Candidate Physical Ability Test) Standards.

2) Successfully manage, administer and complete Fire Inspector Examination, Deputy Fire Marshal Examination and Senior Fire Inspector Examination.

3) Successfully manage and administer a Fire Pumper Engineer Examination and a Fire Captain Examination.

4) Successfully manage and administer a Police Captain Examination and a Police Deputy Chief Examination.

5) Permanently adopt a continuing recruitment process for entry level police officers. 6) Successful expansion of non-competitive division classifications through the systematic

elimination and restructuring of the competitive division positions for civilian occupied jobs. 7) Continued successful expansion of interview panels and formal recruitment campaigns for

department head and senior management positions. 8) Successful expansion of a modern job bidding promotional process for NAGE, LIUNA, and

Supervisor positions. 9) Fully integrate the Civil Service office into a City-wide Human Resources department that

includes Grants Personnel, Benefits, and Labor Relations. 10) Continue to expand Civil Service office’s ability to support a digital archive through the

scanning of documents and files.


1) Successful completion of the Police Officer Entry Level Examination, in compliance with the Federal Court Order. 6 MONTH STATUS: Completed on November 15, 2010. The 75 top finishing candidates are presently undergoing psychological examinations, physical examinations, and comprehensive Office of Internal Affairs (OIA) Background Investigations.

2) Successfully manage & administer a Fire Department Entry Level Examination, in compliance

with Connecticut State Fire Service CPAT (Candidate Physical Abilities Test) Standards. 6 MONTH STATUS: In process. Exam scheduled approximately May 1, 2011. CPAT Certification standards in process, approved by Union Management Safety Productivity Committee, Fire Commission, and Civil Service Commission on October 22, 2010. Recruitment team in place and working. Advertising and candidate information has been distributed. Public Relations event scheduled for February 6, 2011. CPAT Certification registration must be completed by February 25, 2011.

3) Successful completion of a Police Chief Recruitment and Examination. 6 MONTH STATUS: Completed October 2010, Joseph Gaudett selected as Police Chief. Formal swearing in scheduled for February 10

th, 2011.

4) Successful expansion of non-competitive division classifications through the systematic

elimination and restructuring of the competitive division positions for civilian occupied jobs. 6 MONTH STATUS: In process. Approximately 7 positions added to the non-competitive division. Currently awaiting union approval, NAGE and Supervisor Union approval for Custodian IV and Library Assistant I.

5) Continued successful expansion of interview panels and recruitment campaign for department head and senior management positions. 6 MONTH STATUS: Completed. Police Chief, Health Director, City Attorney (BOE).

6) Successful expansion of a modern job bidding promotional process for NAGE, LIUNA and SUPERVISOR positions.

77



6 MONTH STATUS: In process. Awaiting union approval for Library Assistant II, Custodian IV, Custodial Supervisor, Personnel Assistant I/II, Administrative Assistants, Personnel Examiner.

7) Successfully conduct, manage and administer Pumper Engineer, Fire Lieutenant and Fire Captain Examinations. 6 MONTH STATUS: Completed Pumper Engineer - List active. Fire Lieutenant – list inactive, however, 4 employees have recall rights will hold up any immediate Fire Lt. exam until the last employee is recalled. Fire Captain completed. Expect to conduct a new Fire Captain upon successful completion of the current Assistant Fire Chief examination.

8) Successfully conduct, manage and administer Police Sergeant, Lieutenant and Captain Examinations. 6 MONTH STATUS: Police Sgt list is active through January 2012. Police Lieutenant and Captain exams are in planning stages. There are currently no vacancies, however, as soon as Chief Gaudett’s promotion is finalized, his promotion will create a domino effect for a Deputy Police Chief exam, a Captain’s exam, and a Lieutenant’s exam, all of which are likely to occur in 2012 or sooner.

9) Permanently adopt a continuing recruitment process for entry level Police Officers. 6 MONTH STATUS: In process. Civil Service Commission and Common Council approval needed to progress further.

10) Fully integrate the Civil Service Office into a City-wide Human Resources Department that includes Grants Personnel, Benefits and Labor Relations. 6 MONTH STATUS: In process. Awaiting further direction from the Mayor/CAO office.

11) Expand the Civil Service Office’s ability to support a digital archive through the scanning of documents and files and subsequent conversion of those files to digital document rather than current paper archive. 6 MONTH STATUS: In process. Acquired scanning capability. The scanning is still in testing phase. We are working out some issues with ITS department and OCE (vendor). Conversion of master files to digital documentation is partially in process. Will be completed upon acquisition of 2

nd scanner/copier.

FY 2010-2011 ADDITIONAL ACCOMPLISHMENTS

1) Civil Service has successfully changed over all of its paper acquisition and office supplies as appropriate to green products. Current technology with copier also encourages more digital use.

2) Internal transfers/reallocation and provisional appointment of Lisa Kollman from Personnel Assistant I to Personnel Assistant II. Sandra Ferreira provisional appointment to Personnel Assistant I. These promotions have allowed the department to move forward with fire department examinations that are currently subject to Superior Court Mandamus review.

3) Successfully completed Fire Marshal exam. 4) Successfully completed Fire Equipment Mechanic examination. 5) Successfully planned and announced Assistant Fire Chief examination scheduled for

February 7, 8, and 9. 6) Continued office operations improvement with removal of obsolete documents and digital

storage of current documents. 7) Successfully completed the oral examination of 480 police officer candidates by the first time

use of internal Police Department subject matter experts/assessors as well as extensive use of existing City civilian resources.

78



8) New permanent office staff (Deborah Brelsford, Lisa Kollman, Sandra Ferreira) have successfully been integrated into office operations and brought needed professionalism, customer service, and green thinking to the Civil Service office.

79

GENERAL FUND BUDGET CIVIL SERVICE APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01070000 CIVIL SERVICE 980,150 1,077,070 1,115,219 944,413 -132,657


51036 FT GRIEVANCE/ARB AWARD PAY 90,000



51116 HOLIDAY 2X OVERTIME PAY 308

51140 LONGEVITY PAY 3,525 3,525 3,825 300

51146 PROCTOR PAY 25,000 30,000 30,000 5,000


52360 MEDICARE 4,399 7,191 7,191 6,326 -865

52385 SOCIAL SECURITY 3,510 8,598 8,598 4,680 -3,918



53050 PROPERTY RENTAL/LEASE 4,926 49,561 49,561 24,781 -24,780



53905 EMP TUITION AND/OR TRAVEL REIM 310 921 921 461 -460

54560 COMMUNICATION SUPPLIES 368 900 900 450 -450

54640 HARDWARE/TOOLS 5,063 5,063 2,531 -2,532

54675 OFFICE SUPPLIES 5,216 4,354 4,354 2,177 -2,177

54700 PUBLICATIONS 654 530 530 265 -265

54725 POSTAGE 32 32 16 -16


55530 OFFICE FURNITURE 1,194 2,700 2,700 1,350 -1,350

56085 FOOD SERVICES 522 5,821 7,600 3,800 -2,021

56110 FINANCIAL SERVICES 173 173 87 -86

56130 LEGAL SERVICES 46,968

56155 MEDICAL SERVICES 30,288 30,630 62,000 42,000 11,370

56165 MANAGEMENT SERVICES 104,910 155,886 155,886 77,943 -77,943


56180 OTHER SERVICES 5,391 15,000 15,000 7,500 -7,500

59010 MAILING SERVICES 281 960 960 480 -480

59015 PRINTING SERVICES 810 810 405 -405

80

GENERAL FUND BUDGET

GRANTS PERSONNEL / BENEFITS ADMINISTRATION


MISSION STATEMENT The Benefit Administration Office administers the group benefits and workers’ compensation programs for the City and manages the benefits and workers’ compensation expenditures for both the City and the Board of Education. The mission of the Benefits Office is to assure accurate, timely and efficient administration of employee benefit programs at fair cost to both the City’s taxpayers, and its active and retired employees and their eligible dependents and to manage the distribution of financial resources in the delivery of these benefits with frugality, skill and professional judgment.

CHIEFADMINISTRATIVE

OFFICER

LABORRELATIONS

MAYOR CITY COUNCIL

GRANTSPERSONNEL/

BENEFITSADMINISTRATION

81

GENERAL FUND BUDGET GRANTS PERSONNEL/BENEFITS BUDGET DETAIL


Janet Finch / Richard Weiner

Managers REVENUE SUMMARY

Not applicable.


ORGAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01075000 HEALTH BENEFIT ADMINISTRATION 19,353,634 19,304,769 19,600,872 18,181,734 ‐1,123,035

1075PS BENEFITS PERSONAL SVCS 409,579 639,306 639,306 661,679 22,373

2075TPS BENEFITS OTHER PERS SVCS 11,411 10,425 10,425 10,950 525

3075FB BENEFITS FRINGE BENEFITS 18,802,544 18,603,331 18,810,531 17,451,432 ‐1,151,899

4075EX BENEFITS OPER EXP 24,114 13,054 13,310 11,123 ‐1,931

6075SS BENEFITS SPEC SVCS 105,986 38,653 127,300 46,550 7,897

01080000 EMPLOYEE & ORGNZTNL DVLPMNT 24,520 24,225 12,113 ‐12,407

4080EX EOD OPER EXP 24,520 24,225 12,113 ‐12,407 PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


1.0 BENEFITS MANAGER 87,225 89,516 2,291


1.0 HUMAN RESOURCE MANAGER 100,778 103,426 2,648

2.0 CLERK A 51,213 58,650 7,437

1.0 PROJECT MANAGER 83,535 85,729 2,194

1.0 PAYROLL MANAGER 83,535 84,048 513

1.0 BENEFITS COORDINATOR 51,998 53,625 1,627

1.0 HUMAN RESOURCES GENERALIST (35HRS) 45,200 46,614 1,414

1.0 EMPLOYEE SERVICES COORDINATOR 48,369 49,882 1,513

1.0 SENIOR PAYROLL ADMINISTRATOR 48,283 49,793 1,510

01075000 Total 11.0 639,305 661,679 22,374

82

GENERAL FUND BUDGET GRANTS PERSONNEL/BENEFITS PROGRAM HIGHLIGHTS


ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED ACTUAL ESTIMATED

SERVICE INDICATORS 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2009-2010 2010-2011

BENEFITS OFFICENumber of plans managed 12 12 14 14 14 14 14

Annual Expenditure City and BOE, Active & Retired, Group & WC $75,489,237 $80,536,660 $86,223,264 $86,641,700 $94,167,071 $95,236,498 $95,430,530

Annual Expenditure City and BOE, Active & Retired, Group Only $65,438,759 $69,318,675 $73,821,688 $75,565,571 $82,146,215 $83,214,369 $81,976,528

Annual Expenditure City and BOE, Active & Retired, WC Only $10,050,478 $11,217,985 $12,401,576 $11,076,129 $12,020,856 $12,022,129 $13,454,002

Annual group benefit expenses for City & BOE Employees Only $41,544,206 $41,776,563 $44,752,996 $45,466,267 $50,239,650 $49,102,355 $49,896,395

City and BOE Employees under administration 4,584 4,536 4,352 4,078 4,078 4,183 4,059

Annual benefit cost per active employee $9,063 $9,210 $10,215 $11,149 $12,320 $11,739 $12,292.78

Annual group benefit expenses for retired employees $24,130,200 $26,743,768 $29,451,573 $30,099,304 $31,906,565 $24,571,204 $21,395,222

Annual benefit cost per Medicare-eligible retired employee $3,551 $3,719 $3,986 $3,452 $4,184 $9,523,275 $10,563,818Annual benefit cost per non-Medicare retired employee $12,044 $15,420 $10,582 $15,600 $17,973 $18,134 $17,437

Medicare-Eligible Retirees 2,071 2,137 2,220 2,298 2,298 2,320 2,405

Non-Medicare Eligible Retirees 1,393 1,219 1,425 1,345 1,421 1,355 1,227

Medicare-B reimbursements processed 733 758 759 781 784 785 760

Medicare-D subsidies requested $132,367 $802,669 $652,502 $1,007,079 $750,000 $786,237 $950,000

Early Retirement Re-insurance Reimbursement (new) $800,000

Retirement orientations conducted 15 37 26 41 40 50 50

COBRA enrollments administered 32 30 43 63 38 60 60

Insurance invoices prepared- number 144 139 150 173 173 209 209

Insurance invoices prepared - $ volume $5,246,182 $5,074,073 $5,745,335 $6,353,505 $8,626,657 $6,766,506 $8,479,400

Wire transfers prepared - number 230 194 194 230 230 228 248

Wire transfers prepared - $ volume $70,254,576 $71,824,316 $78,848,185 $72,391,577 $85,452,870 $87,500,860 $86,049,201

ASO reports prepared 60 60 60 60 60 60 66

Worker's Compensation Open Claims: start of year 229 318 560 601 682 682 482

Worker's Compensation Open Claims: end of year 318 560 576 682 622 482 500

WC Indemnity claims active at start of year 203 274 396 393 360 360 321

WC Indemnity claims filed (new) 175 174 125 106 100 123 110WC Indemnity claims active at year end 274 396 391 360 375 321 300

WC Medical claims active at start of year 26 44 164 208 322 322 161

WC Medical claims filed (new) 532 475 539 493 450 456 500

WC Medical claims active at year end 44 164 185 322 300 161 160

WC Indemnity payments $3,231,104 $3,758,830 $3,356,374 $3,028,519 $3,400,000 $3,314,255 $3,464,466

WC Medical payments $3,507,736 $3,268,161 $4,503,524 $3,616,505 $4,800,000 $4,543,187 $4,806,917

WC Medical bills reviewed 13,189 14,741 14,202 11,470 11,500 7,683 5,000

Savings from Medical bill reviews $1,605,378 $1,915,951 $1,686,488 $1,735,490 $2,000,000 $1,554,164 $1,175,000

H & H Medical claims active at start of year 98 89 71 63 69 69 61

H&H Medical claims filed (new) 19 23 2 3 4 2 0

H&H Medical claims active at year end 102 90 73 69 77 61 60

H&H Indemnity claims active at start of year 239 244 247 266 254 254 246

H&H Indemnity claims active at year end 233 247 266 254 255 246 246

H&H Indemnity claims filed (new) 3 2 14 7 14 19 12

Heart & Hypertension Payments $2,684,086 $3,270,880 $3,356,374 $2,624,931 $3,100,000 $3,127,297 $4,300,000

Safety meetings conducted 116 78 65 76 60 38 44

WC accident investigation conducted 197 403 414 401 400 329 490

Accident prevention training sessions conducted 25 3 3 14 10 12 15

Transitional duty assignments administered 242 263 203 186 225 212 180 FY 2011-2012 GOALS

1) Continue participation in Medicare-D subsidy programs. 2) Continue participation in the Early Retirement Reinsurance Program and assure the most

cost effective compliance with requirements of the Affordable Care Act. 3) Evaluate the City’s participation in Medicare medical and drug programs to achieve the most

cost effective programs. 4) Conclude evaluation of feasibility of workers compensation audit and proceed if appropriate.


1) Complete the implementation of the new medical plan on a timely basis. 6 MONTH STATUS: The medical plan has been implemented successfully. Weekly claim expenses are reported by the appropriate accounting line directly on the cash disbursement request eliminating the need for “wash account” and subsequent posting steps by Finance. Issues that have arisen in connection with this implementation have been minor and resolved.

2) Conduct an audit of workers compensation paid claims. 6 MONTH STATUS: An evaluation of workers compensation audit practices was conducted. We have learned that audits of this nature are typically operational in nature, meaning all facets of an organization’s workers compensation program are reviewed rather than being specifically focused on claim payments processes. The reason, we’ve learned, is that state

83

GENERAL FUND BUDGET GRANTS PERSONNEL/BENEFITS PROGRAM HIGHLIGHTS


statutes regulate how workers’ compensation third party administrators pay claims making it a system that is not prone to egregious payment errors. Operational audits are more expensive than anticipated. While the City’s workers compensation program could undoubtedly benefit from a full scale audit a more careful cost/benefit analysis is needed before we proceed. Nevertheless, funding for an operational audit has been included in the FY-12 budget request.

3) Continue participation in the Medicare-D Retiree Drug Subsidy. 6 MONTH STATUS: An application for participation in the Retiree Drug Subsidy was submitted for calendar year 2011. Thus far in FY-11, subsidy payments totaling $817,672 have been received.

4) Review the benefit of continuing participation with the Fully Insured Medicare Advantage HMO. 6 MONTH STATUS: The City was fortunate in obtaining a competitive proposal for calendar year 2011 to replace the carrier which was leaving the Connecticut market at the end of 2010.


1) Implement obligations and leverage opportunities of the Affordable Care Act of 2010. 6 MONTH STATUS: With the passage of the Act in February, 2010, various requirements and opportunities arose which required our attention. Two principal requirements taking effect in January, 2011 called for enrollment of adult children through age 26, elimination of annual limits for durable medical benefits and co-payments for preventive care. A provision of the Act, the Early Retirement Reinsurance Program (ERRP) created an opportunity for the City to receive federal subsidies for certain expenses associated with medical benefits for non-Medicare-eligible retirees. The City application for this program was accepted. Thus far, the City has received a subsidy payment of $487,418.

84

GENERAL FUND BUDGET GRANTS PERSONNEL/BENEFITS APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01075000 HEALTH BENEFIT ADMINISTRATION 19,353,634 19,304,769 19,600,872 18,181,734 ‐1,123,035




51140 LONGEVITY PAY 10,425 10,425 10,950 525


52004 DENTAL HMO ‐ WPCA ACTIVE 1,000

52008 DENTAL HMO ‐ COBRA/RETIREE 1,500 400 400 400

52016 DENTAL HMO ‐ BOE GRANTS 4,800

52020 DENTAL PPO FEE ‐ WPCA ACTIVE 200

52024 DENTAL PPO ‐ COBRA/RETIREE 1,100 2,100 2,100 2,100

52032 DENTAL PPO ‐ BOE GRANTS 11,600

52104 VISION FEE ‐ WPCA ACTIVE 100

52108 VISION FEE ‐ COBRA/RETIREE 400 600 600 600

52114 VISION FEE ‐ BOE GRANTS 1,900

52124 VISION CLMS‐BOE GRANTS 16,100

52127 VISION CLMS‐WPCA 900

52129 VISION CLMS‐CITY RETIREES 3,000 5,200 5,200 5,200

52154 LIFE INSURANCE CIVIL SERVICE 27 137,300

52155 LIFE INSURANCE GRANT EMPLOYEES 3,200

52156 LIFE INSURANCE CITY DISABLED 66,000

52162 CLMS DNTL‐ BOE GRANTS 233,000

52166 CLMS DNTL‐ CITY RETIREES 25,000 44,600 157,130 112,530

52169 CLMS DNTL‐ WPCA 7,000

52202 ST DISABILITY UNAFILLIATED 20,600

52203 ST DISABILITY TEAMSTERS 1,200

52204 LT DISABILITY UNAFILLIATED 22,300

52205 LT DISABILITY TEAMSTERS 1,200

52258 STATE OF CT ANNUAL ASMT FEE 236,000 300,000 300,000 302,000 2,000

52260 CT 2ND INJURY FUND ASSESSM 357,800 270,200 270,200 251,700 ‐18,500

52262 WORKERS' COMP ADM FEE 500,000 479,000 479,000 430,000 ‐49,000

52270 WORKERS' COMP INDM ‐ GEN G 98,000 99,800 99,800 100,000 200

52278 WORKERS' COMP INDM ‐ WPCA 31,000

52286 WORKERS' COMP MED ‐ GEN GO 223,000 205,500 205,500 200,000 ‐5,500

52294 WORKERS' COMP MED ‐ WPCA 1,000

52360 MEDICARE 3,352 7,727 7,727 7,497 ‐230

52361 MEDICARE PART B REIMB FIRE/POL 885,000 920,300 920,300 ‐920,300

52385 SOCIAL SECURITY 1,431 9,338 9,338 9,338

52402 RX CLAIMS ‐ BOE GRANTS 624,000

52408 RX CLAIMS ‐ WPCA 22,000

52418 RX ADM ‐ BOE GRANTS 500

52426 RX ADM ‐ RETIREES 8,900 6,300 6,300 ‐6,300

52436 RX CLAIMS ‐ CITY RET & COBRA 1,657,000 2,352,600 2,352,600 2,445,500 92,900


52700 HEALTH ASO FEES: BOE GRANTS 164,900

52703 HEALTH ASO FEES: WPCA ACTIVE 3,000

52704 HEALTH ASO FEES: CITY RETIREES 296,700 320,400 320,400 8,380 ‐312,020

52709 HEALTH ASO FEES: WORKERS COMP 3,800 4,200 4,200 ‐4,200

85

GENERAL FUND BUDGET GRANTS PERSONNEL/BENEFITS APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

52710 CLMS MENTAL HEALTH ‐ BOE GRANT 86,500

52725 CLMS MENTAL HEALTH ‐ WRKR COMP 131,500

52730 CLMS MENTAL HEALTH ‐ WPCA 2,000

52740 CLMS MENTAL HEALTH ‐ CITY RETI 394,300

52760 CLAIMS CHIROPRACTIC ‐ BOE GRNT 45,300

52780 CLAIMS CHIROPRACTIC ‐ WPCA 400

52790 CLMS CHIROPRACTIC ‐ CITY RETIR 79,000

52810 CLMS SKLD NURSING‐BOE GRNT 212,600

52860 CLAIMS DR/HSPTLS ‐ BOE GRANTS 3,024,700

52875 CLAIMS DR/HSPTLS ‐ WORKER COMP 69,000 309,100 309,100 ‐309,100

52880 CLAIMS DR/HSPTLS ‐ WPCA ACTIVE 126,100

52890 CLAIMS DR/HSPTLS‐CITY RETIREES 11,516,200 8,866,777 8,866,777 6,389,633 ‐2,477,144

52891 MEDICAL MEDICARE RETIREES F/P 1,237,000 1,515,900 1,515,900 1,029,400 ‐486,500

52892 MEDICAL MEDICARE CSG 1,036,000 1,321,400 1,321,400 5,719,300 4,397,900

52893 RX MEDICARE F/P 582,000 661,300 661,300 ‐661,300

52894 RX MEDICARE CSG 1,643,000 1,642,300 1,642,300 ‐1,642,300

52898 ASO FEES:MEDICAL MEDICARE F&P 48,000 40,600 40,600 ‐40,600

52899 ASO FEES:MEDICAL MEDICARE CSG 51,000 53,700 53,700 48,400 ‐5,300

52916 EMPLOYEE ASSISTANCE PROGRAM 38,000 38,000 38,000


52920 HEALTH BENEFITS BUYOUT 30,000 30,000 97,000 67,000

52926 HEALTH CAPITATION: CITY GRANTS 1,189,606 ‐1,044,877 ‐1,044,877 1,044,877

52931 CITY/GRANTS EMPLY HEALTH COPAY ‐8,199,331

53605 MEMBERSHIP/REGISTRATION FEES 1,875 500 250 ‐1,625

53705 ADVERTISING SERVICES 15,689 1,300 1,500 750 ‐550

53710 OTHER COMMUNICATION SERVICES 575 1,500 750 175

53750 TRAVEL EXPENSES 169 ‐169

53905 EMP TUITION AND/OR TRAVEL REIM 375 375 188 ‐187

54595 MEETING/WORKSHOP/CATERING FOOD 375 500 250 ‐125

54675 OFFICE SUPPLIES 3,617 3,750 4,300 4,300 550


56090 ACTUARIAL SERVICES 13,500 13,500 12,000 12,000 ‐1,500

56100 AUDITING SERVICES 37,000

56115 HUMAN SERVICES 9,292 10,000 20,000 20,000 10,000

56165 MANAGEMENT SERVICES 83,099 10,000 54,600 12,700 2,700

56175 OFFICE EQUIPMENT MAINT SRVCS 95 4,073 2,500 1,250 ‐2,823

59015 PRINTING SERVICES 1,080 1,200 600 ‐480

01080000 EMPLOYEE & ORGNZTNL DVLPMNT 24,520 24,225 12,113 ‐12,407

53610 TRAINING SERVICES 22,500 22,500 11,250 ‐11,250

55145 EQUIPMENT RENTAL/LEASE 225 225 113 ‐112

56085 FOOD SERVICES 1,795 1,500 750 ‐1,045

86


LABOR RELATIONS


MISSION STATEMENT The Labor Department negotiates and administers the collective bargaining agreements between the City of Bridgeport and all Unions and Associations. We manage and/or coordinate human resources activities, counsel and advise management on labor relations and human resources issues, and resolve grievances and labor relations disputes. In addition, we handle arbitrations, State Labor Relations Board (SLRB) hearings and related or similar proceedings. Our objectives include: negotiating open collective bargaining agreements on time and within budget. Arbitration, if necessary, to achieve an acceptable collective bargaining agreements, reducing the number of grievances filed, increasing the number of successful grievance arbitrations, and improving coordination and management of human resource issues.

CHIEF

ADMINISTRATIVE

OFFICER

LABOR

RELATIONS

MAYOR CITY COUNCIL

87

GENERAL FUND BUDGET LABOR RELATIONS BUDGET DETAIL


Lawrence Osborne

Manager

REVENUE SUMMARY

Not Applicable


ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01085000 LABOR RELATIONS 585,759 649,835 649,835 662,726 12,891

1085PS LABOR RELATIONS PERSONAL SVCS 399,745 460,838 460,838 473,525 12,687

2085TPS LABOR RELATIONS OTHER PERS SVCS 10,046 4,350 4,350 4,575 225

3085FB LABOR RELATIONS FRNG BENEFIT 99,280 121,567 121,567 123,287 1,720

4085EX LABOR RELATIONS OPER EXP 6,943 9,458 9,458 7,717 -1,741

6085SS LABOR RELATIONS SPEC SVCS 69,745 53,622 53,622 53,622 PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


1.0 DEPUTY DIRECTOR OF LABOR RELATIONS 95,197 97,698 2,501

1.0 ADMINISTRATIVE ASSISTANT (40 HRS) 68,345 72,301 3,956

1.0 SECRETARY 45,843 47,277 1,434

1.0 DIRECTOR LABOR RELATIONS 119,932 123,082 3,150

1.0 LABOR RELATIONS OFFICER 62,651 64,297 1,646

1.0 SR. LABOR RELATIONS OFFICER 68,870 68,870

01085000 Total 5.0 1.0 460,837 473,525 12,688

88

GENERAL FUND BUDGET LABOR RELATIONS PROGRAM HIGHLIGHTS




LABOR RELATIONS

Total contracts processed 13 14 15 0 9 14

Open 13 14 0 11 5 3

Settled 0 8 13 0 9 11

Average length of time to settle N/A 21 months 9 months 18 months 3 months 9 months

Total grievances processed 255 188 210 136 101 161

# of State Labor Relations Board Complaints 35 32 35 69 24 2

# of other Complaints/Investigations N/A 135 135 78 62 58

# of Disciplinary Hearings 45 51 56 58 53 61

# of Policies Developed 5 5 5 0 0 5

FY 2011-2012 GOALS 1) Negotiate the last three (3) remaining open collective bargaining contracts: NAGE; Police,

Local 1159 and AFSCME, Local 1522. 2) Utilize the binding interest arbitration process to achieve an acceptable resolution of

outstanding contracts/issues if necessary. 3) Successfully represent the City’s interests in arbitrations and Connecticut State Board of

Labor Relations hearings. 4) Continue to work with Benefits, other City departments and the City’s Workers

Compensation administrator to control Workers Compensation expenses. 5) Continue to monitor the enforcement by departments of the City’s Attendance Policies. 6) Continue to work with LIUNA (Laborers’ International Union of North America) as necessary

on the reclassification study. Rewriting of existing job descriptions of LIUNA bargaining unit positions is complete. Reclassification and wage survey analysts continues.

7) Continue to aggressively handle, where needed, grievances, complaints, investigations, and disciplinary hearing.

8) Continue to negotiate to implement a Reasonable Suspicion Drug Testing Policy for the Fire Department, mimicking the Drug Testing Policy for the Police Department.

9) Continue to negotiate transfer of Fire union membership to participate in Connecticut Municipal Employees Retirement System.

FY 2010-2011 GOAL STATUS 1) Negotiate open collective bargaining contracts and/or issues and resolve those

contracts/issues in a manner consistent with the goals and objectives of City management. 6 MONTH STATUS:

2) Utilize the binding interest arbitration process to achieve an acceptable resolution of outstanding contracts/issues if necessary. 6 MONTH STATUS:

3) Negotiate/arbitrate for benefit costs savings in open union contracts. Work with the Benefits Manager and other City/Board of Education staff and consultants to meet budgetary goals for benefit costs and to implement/negotiate measures to control the costs of benefits for City/ Board of Education employees and retirees. Audit the pharmacy benefits manager contract and make allowable adjustments where needed. 6 MONTH STATUS:

4) Successfully represent the City’s interests in arbitrations and Connecticut State Board of Labor Relations hearings. 6 MONTH STATUS:

89

GENERAL FUND BUDGET LABOR RELATIONS PROGRAM HIGHLIGHTS


5) Continue to work with Benefits, other City departments and the City’s Workers Compensation administrator to control Workers Compensation expenses. 6 MONTH STATUS:

6) Continue to monitor the enforcement by departments of the City’s Attendance Policies. 6 MONTH STATUS:

7) Continue to work with LIUNA (Laborers’ International Union of North America) as necessary to research the reclassification and rewriting of existing job descriptions of LIUNA bargaining unit positions. 6 MONTH STATUS:

8) Continue to aggressively handle, where needed, grievances, complaints, investigations, and disciplinary hearing. 6 MONTH STATUS:

9) Continue to undertake the necessary action (negotiation) to assume a smooth transition of personnel for the forthcoming consolidated public safety and training dispatch center. 6 MONTH STATUS:

10) Negotiate and implement a Reasonable Suspicion Drug Testing Policy for the Fire Department, mimicking the Drug Testing Policy for the Police Department. 6 MONTH STATUS:

FY 2010-2011 GOAL STATUS 1) Successfully negotiated eleven (11) open collective bargaining agreements and resolved

contracts/issues in a manner consistent with the goals and objectives of City management. 2) Successfully negotiated furlough concessions. 3) Successfully negotiated new or accelerated PCS contributions in [contracts]: Building

Trades; BCSA; LIUNA; Fire. Continue to negotiate PCS in remaining bargaining units. 4) Designed and implemented a new vacation carry over/buy-out policy acceptable to I.R.S.

90

GENERAL FUND BUDGET LABOR RELATIONS APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01085000 LABOR RELATIONS 585,759 649,835 649,835 662,726 12,891


51140 LONGEVITY PAY 4,350 4,350 4,575 225


52360 MEDICARE 1,539 3,963 3,963 2,861 -1,102

52385 SOCIAL SECURITY 14 4,270 4,270 4,270



53605 MEMBERSHIP/REGISTRATION FEES 930 1,779 1,779 890 -889

53905 EMP TUITION AND/OR TRAVEL REIM 344 1,704 1,704 852 -852

54675 OFFICE SUPPLIES 1,656 1,914 1,914 1,914

54705 SUBSCRIPTIONS 4,013 4,061 4,061 4,061


56175 OFFICE EQUIPMENT MAINT SRVCS 6,382 4,122 3,622 3,622 -500

56180 OTHER SERVICES 50,203 49,500 50,000 50,000 500

91

GENERAL FUND BUDGET



92


PENSIONS/BENEFITS PROGRAM HIGHLIGHTS


Dawn Norton Manager

REVENUE SUMMARY

Not Applicable


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01086000 PENSIONS 76,725 91,388 91,388 74,338 -17,050

52515 LIUNA PENSION 45,621 50,000 50,000 50,000

52519 ICMA PENSION EMPLOYER CONTRIBU 7,104 7,288 7,288 7,288

56090 ACTUARIAL SERVICES 24,000 34,100 34,100 17,050 -17,050

01088000 OTHER FRINGE BENEFITS 1,666,913 1,858,476 1,858,476 1,638,976 -219,500


51140 LONGEVITY PAY 341,778

51152 SEVERANCE PAY 20,000 20,000 -20,000

51154 UNUSED SICK TIME PAYOUT 283,919 275,000 275,000 137,500 -137,500

51156 UNUSED VACATION TIME PAYOU 300,000 300,000 300,000

51314 UNUSED VACATION PAY RETIREMENT 43,858 225,000 225,000 175,000 -50,000

51318 PERSONAL DAY PAYOUT RETIREMENT 8,830 30,000 30,000 30,000

51324 LONGEVITY RETIREMENT 1,336

52204 LT DISABILITY UNAFILLIATED 12,000 12,000 -12,000

52360 MEDICARE -3,640

52385 SOCIAL SECURITY 122,466

52397 UNEMPLOYMENT 520,714 670,000 670,000 670,000

52504 MERF PENSION EMPLOYER CONT 290,114 283,976 283,976 283,976

52602 TUITION:SUPERVISORS 1,800 10,000 10,000 10,000

52604 TUITION:LIUNA 8,144 12,500 12,500 12,500

52608 TUITION:OTHER UNIONS 3,600 10,000 10,000 10,000

52610 TUITION:AFSCME 5,712 10,000 10,000 10,000

52917 HEALTH INSURANCE CITY SHARE

56180 OTHER SERVICES 38,101

93


PENSIONS/BENEFITS PROGRAM HIGHLIGHTS


PROGRAM SUMMARY All full-time employees of the City, except for Board of Education personnel, police, firefighters, janitors and engineers participate in the Connecticut Municipal Employees’ Retirement Fund B (CMERF), a cost-sharing multiple employer public employee retirement system administered by the State of Connecticut. All benefits vest after 5 years of continuous service. Members who retire after age 55 with 15 years of service or after 25 years of service, irrespective of age, are entitled to an annual retirement benefit, payable monthly for life, in an amount for each year of service equal to: 2% of the average of earnings for the three highest paid years of service (if not covered by social security) or (if covered by social security) 1-1/6% of the average earnings not in excess of the taxable wage base for the 10 highest paid years, plus 2% of the average earnings for the three highest paid years of service which is in excess of the average of earnings not in excess of the taxable wage base for the 10 highest paid years. CMERF also provides death and disability benefits. Benefits and other plan provisions are established by State statute. Covered employees are required by Connecticut statute to contribute 2-1/4% of earnings upon which social security tax is paid plus 5% of earnings upon which no social security tax is paid. The City is required to make contributions as set by the State Retirement Commission to fund the remaining cost. The employer contribution represents 7.00% of covered payroll. The City's contributions for the years ending June 30, 2007, 2006 and 2005 were $5,312,000, $4,749,000 and $3,367,000, respectively, equal to the required contributions for each year. The financial statements of the plan are available from the State Treasurer for the CMERF Fund, 55 Elm Street, Hartford, CT 06106. The City maintains and administers four single employer defined benefit pension plans which cover substantially all of the employees of the City with the exception of those covered under CMERF and the State Teachers’ Retirement System. The costs of administering the plans are paid by each individual plan. Stand alone plans are not available for these plans. The four City plans are as follows: 1) Public Safety A Investment and Pension Trust (Plan A) 2) Police Retirement Plan B 3) Firefighters’ Retirement Plan B 3) Janitors’ and Engineers’ Retirement Plan. The Police Retirement Plan B and the Firefighters’ Retirement Plan B are funded on an actuarial basis; the Janitors’ and Engineers’ Retirement Plan is funded on a “pay as you go” basis, that is, the City’s contribution to the plan is the amount necessary to pay annual benefits. The City makes contributions to Plan A equal to the actuarially determined Normal Cost amounts. The net pension obligation and the contribution requirements are actuarially determined. Plan A is a closed plan and as such no new enrollments have been allowed since January 1, 1984. In August 1985, the City purchased an annuity contract for approximately $75 million to fund a portion of the net pension obligation for Plan A. The plan assets available for benefits and the net pension obligation amounts for Plan A exclude the plan assets and pension obligations covered by the above mentioned annuity contract. For the year ended June 30, 2008, approximately $2,902,000 of benefits were provided through this annuity contract. In August 2000, the City issued $350,000,000 of taxable general obligation pension funding bonds. The proceeds of these bonds were transferred into Plans A’s Investment Trust (the “A Trust”). The proceeds and any future investment earnings are to be used to make contributions to the Plan A or to pay benefits on behalf of the Plan. The City can, however, withdraw from the Plan A Trust the greater of: 1) 20% of the amount by which the A Trust assets exceed the present value of accrued Plan benefits ($360,619,000 based on the July 1, 2006 actuarial valuation) or 2) the amount of the Plan A Trust assets in excess of 110% of the present value of accrued Plan benefits.

94


TOWN CLERK


MISSION STATEMENT To protect the interests of the City and its citizens by acting as a registry for the recording and/or filing of documents, collecting conveyance taxes, issuing licenses and handling election duties in accordance with State Statutes and the City Charter.

CHIEF

ADMINISTRATIVE

OFFICER

CITY COUNCILTOWN CLERK MAYOR

95

GENERAL FUND BUDGET TOWN CLERK BUDGET DETAIL


Alma L. Maya

Town Clerk

REVENUE SUMMARY


FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY2011

BUDGET

01090000 TOWN CLERK -1,537,065 -1,542,300 -1,542,300 -1,545,800 3,500

41208 DEEDS/CERTIFICATIONS -451,253 -400,000 -400,000 -400,000

41209 CERTIFIED COPIES -33,472

41210 LIQUOR APPLICATION/PERMIT -840 -700 -700 -700

41211 DOG LICENSES 13,124 -15,000 -15,000 -500 -14,500

41225 CONVEYANCE TAX ASSIGNMENT -1,008,818 -1,100,000 -1,100,000 -1,100,000

41237 TRADE NAMES -4,090 -2,000 2,000

41242 TOWN FUND -18,464

41244 NOTARY COMMISSION -2,410 -2,500 -2,500 -2,500

41245 POLITICALCOMMITTEELATEFILINGFE -100 -100 -100 -100

41306 CITY FARM FUND -18,688 -18,000 -18,000 -20,000 2,000

41376 STATE DOG LICENSE FEE -274

41377 STATE DOG LICENSE SURCHARGE -124

41378 STATE FARM FUND -2,556

41381 VACANT PROPERTY FEES -9,100 -6,000 -6,000 -20,000 14,000 APPROPRIATION SUMMARY

ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01090000 TOWN CLERK 620,470 676,172 696,750 732,066 55,894

1090PS TOWN CLERK PERSONAL SVCS 297,511 313,532 313,532 347,702 34,170

2090TPS TOWN CLERK OTHER PERS SVCS 4,595 9,225 9,225 10,125 900

3090FB TOWN CLERK FRINGE BENEFITS 91,147 101,996 101,996 107,430 5,434

4090EX TOWN CLERK OPER EXP 16,326 39,396 48,997 43,809 4,413

6090SS TOWN CLERK SPEC SVCS 210,891 212,023 223,000 223,000 10,977

PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


1.0 TOWN CLERK 32,117 32,961 844

1.0 TYPIST I 33,608 33,608

CLERICAL ASSISTANT 14,616 52,000 37,384

1.0 1.0 TYPIST II 71,916 64,722 -7,194

1.0 ASSISTANT TOWN CLERK I 64,157 65,842 1,685

1.0 ASSISTANT TOWN CLERK II 55,236 56,687 1,451

1.0 MINI COMPUTER OPERATOR (35 HOURS) 41,882 41,882

01090000 Total 6.0 1.0 313,532 347,702 34,170

96

GENERAL FUND BUDGET TOWN CLERK PROGRAM HIGHLIGHTS




TOWN CLERK

Total documents (1) 43,166 45,393 34,895 29,611 28,851 32,194

Copies (2) 25,387 28,780 23,322 29,113 22,659 34,634

Certifications 3,671 11,659 14,245 5,308 6,976 8,360

Dog licenses (including

transfers & duplicates) 1,079 822 1,086 949 813 724

Liquor Licenses 289 289 299 289 266 322

Sportsmen Licenses (3) 1,233 1,169 716 93 0 0

Notary Public Services (4) 350 261 465 468 378 604

Trade Names 1,135 1,133 1,026 863 747 411

Vacant Property Filings (5) 97 604

(1) Includes the recording of all documents pertaining to land records (i.e. warranties, mortgages, liens, releases, judgments et cetera.

(2) Copies of any documents filed in the Town Clerk’s Office. (3) We no longer sell sportsman’s licenses. They are available online from the CT Department of Environmental

Protection.

(4) Includes change of address & name change (5) We are now registering vacant properties. Public Act 09-144 Neighborhood Protection Act requires owners of

foreclosed properties to maintain specified standards to prevent blight. Registration with the town clerk is a $100 fee, which should positively impact revenues. We have also seen an increase in property sales and remain hopeful that this will increase revenues.

FY 2011-2012 GOALS

1) Provide a computer for each employee at their individual workstation. 2) Hire an additional full-time employee in order to increase office hours to five days per week. 3) Add more shelving in the vault to accommodate more permanent land records. 4) Archive older maps to increase present map storage. 5) Initiate the second phase of conversion of old records to new books and availability on

computers. 6) Continue map project to digitize and microfilm maps for easier storage and access of maps

and also the preservation of hard copies of maps with help from the historic preservation grant.

7) Researching ways to automate the absentee ballot process. 8) Cleaning and organization of election records. 9) The cross training of employees in the department. 10) Continue to apply for historic preservation grant.

97

GENERAL FUND BUDGET TOWN CLERK PROGRAM HIGHLIGHTS


FY 2010-2011 GOAL STATUS 1) Provide a computer for each employee at their individual workstation.

6 MONTH STATUS: Not complete.

2) Hire an additional full-time employee in order to increase office hours to five days per week. 6 MONTH STATUS: Not complete.

3) Add shelving in the vault to accommodate more permanent land records. 6 MONTH STATUS: We are in the process of adding more shelving, so progress on this goal has been made.

4) Archive older maps to increase present map storage.

6 MONTH STATUS: We continue to make progress toward this goal.

5) Continue adding more maps to the map-imaging program. 6 MONTH STATUS: This is in progress.

6) Complete preservation survey and report with the assistance of Historic Preservation grant—

we will use the information gathered from this report to make adjustments to our work environment. 6 MONTH STATUS: The survey and report are complete.

7) Successfully complete three election cycles. 6 MONTH STATUS: Complete.

FY 2010-2011 ADDITIONAL ACCOMPLISHMENTS 1) We are finishing the final corrections from the re-indexing of our land records. 2) The renovation to our office is complete. 3) Time clock put in place to better monitor employee attendance. 4) We are up to date on the indexing and returning of documents. This means that recordings

are available to be viewed one to two days from recording. Also, the return of the original documents and printing of books has also remained current.

5) Renovation of the vault is progressing. 6) Map imaging program is in place. In the past maps could not be viewed on a computer. They

were only available in very books. This new program allows many features. The printing of these maps are now available. The Historic Preservation Grant allowed for us to scan approximately twelve of our fifty-four volumes. This is an ongoing project.

98

GENERAL FUND BUDGET TOWN CLERK APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01090000 TOWN CLERK 620,470 676,172 696,750 732,066 55,894


51106 REGULAR STRAIGHT OVERTIME 666 1,100 1,100 1,100

51108 REGULAR 1.5 OVERTIME PAY 86 1,900 1,900 1,900

51140 LONGEVITY PAY 956 6,225 6,225 7,125 900


52360 MEDICARE 1,460 3,128 3,128 2,955 -173

52385 SOCIAL SECURITY 366 906 906 3,224 2,318



53605 MEMBERSHIP/REGISTRATION FEES 370 625 2,500 2,500 1,875

53705 ADVERTISING SERVICES 4,433 6,024 7,500 7,500 1,476

53725 TELEVISION SERVICES 599 1,000 1,000 1,000

54555 COMPUTER SUPPLIES 1,080 810 810 405 -405

54675 OFFICE SUPPLIES 4,711 2,500 2,500 1,250 -1,250

54680 OTHER SUPPLIES 80 7,000 7,000 3,500 -3,500

54705 SUBSCRIPTIONS 68 67 34 -34

55090 ELECTION EQUIPMENT 2,438 18,750 25,000 25,000 6,250


56055 COMPUTER SERVICES 210,000 210,000 220,000 220,000 10,000

56175 OFFICE EQUIPMENT MAINT SRVCS 891 2,023 3,000 3,000 977

99

GENERAL FUND BUDGET



100

GENERAL GOVERNMENT DIVISIONS LEGISLATIVE DEPARTMENT


MISSION STATEMENT The office of Legislative Services provides professional staff support to the members of the City Council at their request and facilitates the work of the Council so that the citizens of Bridgeport are better served by their representatives.

LEGISLATIVE

DEPARTMENT

CITY COUNCIL MAYOR

101

GENERAL FUND BUDGET LEGISLATIVE BUDGET DETAIL


Thomas McCarthy

City Council President

Thomas White Legislative Director

REVENUE SUMMARY


ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01095000 LEGISLATIVE DEPARTMENT 174,366 355,547 355,547 295,137 -60,410

1095PS LEGISLATIVE PERSONAL SVCS 65,785 46,555 46,555 47,411 856

2095TPS LEGISLATIVE PERS SERVICE 86,622 180,000 180,000 180,000

3095FB LEGISLATIVE FRINGE BENEFITS 7,245 12,906 12,906 9,429 -3,477

4095EX LEGISLATIVE OPER EXP 9,981 9,150 9,150 4,828 -4,322

6095SS LEGISLATIVE SPEC SVCS 4,733 106,936 106,936 53,469 -53,467

PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


1.0 LEGISLATIVE DIRECTOR 46,555 47,411 856

01095000 Total 1.0 46,555 47,411 856

102

GENERAL FUND BUDGET LEGISLATIVE PROGRAM HIGHLIGHTS


FY 2011-2012 GOALS 1) On the whole work to maintain and improve level and detail of support to the members of

the City Council with minimal staffing level, employing creative management approaches, refined time management techniques and use of available technology.

2) Assist City Council in the introduction of the Executive Summary and Financial Impact requirement for communications requiring Council action.

3) Refine and implement recommendations to improve overall workflow and interaction between the Office of the City Clerk and the Council’s Office of Legislative Services.

4) Organize ‘Ethics for Elected Officials’ training session for City Council Members to comply with revisions to the City’s Code of Ethics Ordinance.

5) Resume monthly meetings of Office of Legislative Services staff and City Attorney to review and report status of requests from Council Members and Committees.

6) Assist City Council Members and Committees with projects as requested, such as the Special Committee on Redistricting charge to develop new City Council district lines.

FY 2010-2011 GOAL STATUS 1) Maintain and improve level and detail of support to the members of the City Council with

minimal staffing level, employing creative management approaches, refined time management techniques and use of available technology. 6 MONTH STATUS: Various techniques being utilized, including flexible hours, volunteers and providing assistance to Council Members using instruction from ITS.

2) Introduce Executive Summary system for communications requiring Council action. 6 MONTH STATUS: Council Rules being amended to reflect requirement for executive summary, including financial impact, for all items submitted for Council approval.

3) Interact with Human Resource Department to complete details for staff salary analysis

and necessary Council action to establish internal wage equity. 6 MONTH STATUS: Cancelled.

4) Make recommendations to address issues of the flow of information between the Office of the City Clerk and the Office of Legislative Services. 6 MONTH STATUS: Under review by Council Leadership.

5) Implement remote access use of Laser Fiche system to access City Council records.

6 MONTH STATUS: Being reviewed as part of overall recommendations for operational improvements.

6) Assist Council Members with introduction of District newsletters.

6 MONTH STATUS: None produced to date.

7) Refine use of QAlert system for tracking and reporting. 6 MONTH STATUS: The impact of changes to software being reviewed.

103

GENERAL FUND BUDGET LEGISLATIVE APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01095000 LEGISLATIVE DEPARTMENT 174,366 355,547 355,547 295,137 -60,410

51000 FULL TIME EARNED PAY 65,785 46,555 46,555 47,411 856

51402 CITY COUNCIL STIPENDS 86,622 180,000 180,000 180,000

52360 MEDICARE 731 1,259 1,259 687 -572

52385 SOCIAL SECURITY 1,676 2,497 2,497 2,497


52917 HEALTH INSURANCE CITY SHARE 1,302 900 900 840 -60

53605 MEMBERSHIP/REGISTRATION FEES 375 375 188 -187




54650 LANDSCAPING SUPPLIES 500 500 500

54675 OFFICE SUPPLIES 2,176 1,775 1,775 888 -887

54705 SUBSCRIPTIONS 200 650 650 325 -325

54725 POSTAGE 75 75 38 -37

55055 COMPUTER EQUIPMENT 2,090


55160 PHOTOGRAPHIC EQUIPMENT 675

56085 FOOD SERVICES 2,433 2,200 2,200 1,100 -1,100

56165 MANAGEMENT SERVICES 1,000 3,625 3,625 1,813 -1,812

56175 OFFICE EQUIPMENT MAINT SRVCS 461 461 231 -230

56180 OTHER SERVICES 300 99,500 99,500 49,750 -49,750

56250 TRAVEL SERVICES 150 150 75 -75

59015 PRINTING SERVICES 1,000 1,000 1,000 500 -500

104


OFFICE OF POLICY & MANAGEMENT


MISSION STATEMENT To integrate financial and operational planning and control; to relate dollars to results, to insure the cost effectiveness of City services. This office will prepare and review the City's budget; guide the System for Performance Management and oversee the implementation of Management Improvement Projects. O.P.M. is the focus for management, policy and program analysis for the City. The office is the liaison between departments, the Mayor, and the City Council.

CHIEF

ADMINISTRATIVE

OFFICER

OFFICE OF

POLICY&

MANAGEMENT

MAYOR CITY COUNCIL

105

GENERAL FUND BUDGET POLICY & MANAGEMENT BUDGET DETAIL


Thomas R. Sherwood


Not Applicable


ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01100000 OFFICE OF POLICY & MANAGEMENT 552,028 582,559 582,559 685,490 102,931

1100PS OPM PERSONAL SVCS 436,701 457,274 457,274 549,692 92,418

2100TPS OPM OTHER PERS SVCS 11,322 6,750 6,750 7,050 300

3100FB OPM FRINGE BENEFITS 94,054 105,329 105,329 115,542 10,213

4100EX OPM OPER EXP 9,109 10,635 10,635 10,635

6100SS OPM SPEC SVCS 842 2,571 2,571 2,571 PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


1.0 ADMINISTRATIVE ASSISTANT - OPM 68,345 72,301 3,956

2.0 BUDGET/POLICY ANALYST 72,774 147,190 74,416

1.0 PROJECT MANAGER OPM SYSTEMS 80,311 85,291 4,980

1.0 PROJECT MANAGER OPM MANAGEMENT 80,311 85,291 4,980

1.0 DIRECTOR OPM 119,932 123,082 3,150

0.5 OPM POLICY ANALYST 35,601 36,537 936

01100000 Total 6.5 457,273 549,692 92,419

106

GENERAL FUND BUDGET POLICY & MANAGEMENT PROGRAM HIGHLIGHTS


FY 2011-2012 GOALS

1) To prepare a City budget that connects the missions, goals and objectives for all City departments and divisions to the service and performance of that work.

2) To collect data reflecting performance levels for service for all City departments. To analyze department performance levels using history, benchmarking and other comparative analysis methods and integrate these measures into the City budgets.

3) Continue to support City departments financially and operationally in providing necessary services to their customers.

4) To maintain and control through the fiscal year, the City-wide and department budgets. 5) To develop, maintain, and produce monthly reports throughout the fiscal year detailing

justifications and documentation for all City expenditures. 6) To provide support and guidance in budgeting and financial management decision making to

other departments. 7) To work with the Finance Department, the Implementation Team, and other stakeholders to

insure that the transition to the new Financial System is as painless as possible. 8) To provide budgeting support to all grants received by the City of Bridgeport

FY 2009-2010 GOAL STATUS 1) To prepare a City budget that connects the missions, goals and objectives for all City

departments and divisions to the service and performance of that work. 6 MONTH STATUS: For the third time, the Bridgeport Budget book received a distinguished budget award from the Government Financial Officer’s Association. This awards program was established in 1984 to encourage and assist local governments to prepare budget documents of the very highest quality. Budget reviews are conducted by selected members of the GFOA professional staff and outside reviewers. Only those budgets that meet the criteria outlined in the process receive awards. Criteria are based upon guidelines established by the National Advisory Council on State and Local budgeting and the GFOA’s recommended practices on budgeting.

2) To maintain an effective City-wide System for Performance Management.

6 MONTH STATUS: We continue to refine our quarterly performance management templates and use the information from them to enhance our budget book.

3) Continue to support City departments financially and operationally in providing necessary services to their customers. 6 MONTH STATUS: This process is continuous.

4) To maintain and control through the fiscal year, the City-wide and department budgets. 6 MONTH STATUS: This process is continuous.

5) To develop, maintain, and produce monthly reports throughout the fiscal year detailing justifications and documentation for all City expenditures. 6 MONTH STATUS: OPM closely monitors spending and revenues continuously. Monthly reports are produced by this office.

6) To provide support and guidance in budgeting and financial management decision making to other departments. 6 MONTH STATUS: OPM has played a central role in the support and training of all departments in the new financial system. We continue to provide a variety of budgeting and financial management support mechanisms to other departments throughout the year.

107

GENERAL FUND BUDGET POLICY & MANAGEMENT APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01100000 OFFICE OF POLICY & MANAGEMENT 552,028 582,559 582,559 685,490 102,931


51140 LONGEVITY PAY 6,750 6,750 7,050 300


52360 MEDICARE 2,312 4,517 4,517 4,448 -69



53605 MEMBERSHIP/REGISTRATION FEES 315 522 522 522

53610 TRAINING SERVICES 150 150 150

53750 TRAVEL EXPENSES 600 600 600

53905 EMP TUITION AND/OR TRAVEL REIM 225 225 225

54555 COMPUTER SUPPLIES 558 558 558

54560 COMMUNICATION SUPPLIES 768


54675 OFFICE SUPPLIES 1,700 1,980 1,980 1,980

54700 PUBLICATIONS 18 100 225 225 125

54705 SUBSCRIPTIONS 136 170 170 170


55055 COMPUTER EQUIPMENT 480 725 -725

55095 FOOD SERVICE EQUIPMENT 135 135 135

55150 OFFICE EQUIPMENT 375 375 375


55530 OFFICE FURNITURE 653 400 400 400


56240 TRANSPORTATION SERVICES 151 151 151

56250 TRAVEL SERVICES 600 600 600

108


CHIEF ADMINISTRATIVE OFFICE


MISSION STATEMENT To coordinate all department management and operational polices and practices for the Mayor. The Chief Administrative Officer is positioned between the Mayor and department heads and reports directly to the Mayor. This office has the responsibility and authority of running the daily business activities of the City.

CHIEFADMINISTRATIVE

OFFICER

CITY COUNCILMAYOR

ALL CITYDEPARTMENTS

109

GENERAL GOVERNMENT DIVISIONS CHIEF ADMINISTRATIVE OFFICE BUDGET DETAIL


Andrew Nunn



ORG APPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01105000 ETHICS COMMISSION 1,828 3,344 3,344 3,344

4105EX ETHICS COMMISSION OPER EXP 244 244 244

6105SS ETHICS SPEC SVCS 1,828 3,100 3,100 3,100

01106000 CHIEF ADMINISTRATIVE OFFICE 882,793 913,429 913,429 922,414 8,985

1106PS CAO PERSONAL SVCS 504,549 515,147 515,147 535,274 20,127

2106TPS CAO OTHER PERS SVCS 7,245 900 900 975 75

3106FB CAO FRINGE BENEFITS 147,359 169,834 169,834 158,617 ‐11,217

4106EX CAO OPER EXPENSES 120,639 127,514 127,514 127,514

6106SS CAO SPEC SVCS 103,000 100,034 100,034 100,034 01113000 CITISTAT 13,360 12,739 12,739 12,739

1113PS CITISTAT PERSONAL SVCS 346 2,500 2,500 2,500

3113FB CITISTAT FRINGE BENEFITS 7,517

4113EX CITISTAT OPER EXP 5,113 11,447 8,947 8,947 ‐2,500

6113SS CITISTAT SPEC SVCS 384 1,292 1,292 1,292 Note: Appropriation Summary Includes funding for Ethics Commission. Pursuant to the City Charter, Chapter 1, Section 15: “The city council shall provide, by ordinance, for the establishment of an ethics commission for the City of Bridgeport.” The funding provided in the budget for the ethics commission supports their transcription and mailing expenses.

PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


1.0 DEPUTY CHIEF ADMINISTRATIVE OF 92,000 96,445 4,445

1.0 ADMINISTRATIVE ASSISTANT ‐ CAO 68,345 72,301 3,956

1.0 PROJECT MANAGER 87,223 89,514 2,291

1.0 CHIEF ADMINISTRATIVE OFFICER 119,932 123,082 3,150

3.0 ASSISTANT SPECIAL PROJECT MANA 146,428 152,712 6,284

01106000 Total 7.0 513,927 534,054 20,127

110

GENERAL GOVERNMENT DIVISIONS CHIEF ADMINISTRATIVE OFFICE PROGRAM HIGHLIGHTS


FY 2011-2012 GOALS

1) Oversee all departmental management and operational policies and practices. 2) Provide assistance to departments in identifying and complying with executive priorities,

goals, policies, and procedures. 3) Work with individuals, community groups, institutions, and agencies to ascertain concerns to

be addressed through administrative remedies. 4) Create and maintain continuity among municipal services and strategic planning, budgeting,

and capital project programs. 5) Continue to support and champion the Mayor’s sustainable Bridgeport effort. 6) Ensure that the City’s Minority Business Enterprise (MBE) goals are achieved. 7) Continue role as Acting Executive Director of the Bridgeport Port Authority.

FY 2010-2011 GOAL STATUS 1) Oversee all departmental management and operational policies and practices.

6 MONTH STATUS: Completed concession bargaining negotiations with 8 of 11 unions saving $5.6 million; Finalized national search for new Police Chief, hiring Acting Chief Joseph Gaudett Jr.; Hired a new Health Director, Kristen duBay-Horton; Named Dawn Norton, Acting Finance Director; Received the Government Finance Officers Association Award for excellence in financial reporting for the third straight year.

2) Provide assistance to departments in indentifying and complying with executive priorities, goals, policies, and procedures. 6 MONTH STATUS: Moved the Housing Code and Environmental Health departments into City Hall Annex into the same area as Anti-Blight to provide one-stop service for all blight related issues. Finalizing the move of the Probate Court offices, Vital Statistics and Registrars of Voters offices into City Hall Annex. Chaired Monthly Cabinet Meetings. Regularly met with Key Department Heads to ensure executive initiatives and goals are completed.

3) Work with individuals, community groups, institutions, and agencies to ascertain concerns to be addressed through administrative remedies. 6 MONTH STATUS: Ongoing. Chaired quarterly Safety Committee meetings; Attendance at Mayor’s Community Cabinet; Regular meetings with local businesses, agencies and non-profit organizations to work together on common goals for the betterment of the City of Bridgeport; Negotiated transfer of Arena Operating Agreement from Centerplate to the Sound Tigers.

4) Create and maintain continuity among municipal services and strategic planning, budgeting, and capital project programs. 6 MONTH STATUS: Created an internal Capital Project working group to better manage all aspects of the City’s Capital work across Departments; Member of the CitiStat Panel and directed staff to follow-up and improve processes where appropriate; Directed Departments to provide the necessary resources following the tornado last summer and the winter storms in December, January and February of this year.

5) Continue to support and champion the Mayor’s sustainable Bridgeport effort. 6 MONTH STATUS: Member of the steering committee that oversees Bridgeport’s BGreen 2020 Greenprint; Helped plan application for Federal Sustainable Cities grant that Bridgeport was awarded along with other cities from Connecticut and New York; Helped launch the Energy Improvement District and sit on it as a board member; Sat on selection committee for green energy park; Ensured continuation of Mayor’s Conservation Corps.

6) Ensure that the City’s Minority Business Enterprise (MBE) goals are achieved. 6 MONTH STATUS: Chairman of the Contract Compliance Committee, which meets monthly. Over the last year nearly 13% of City physical development contracts were awarded to

111

GENERAL FUND BUDGET CHIEF ADMIN. OFFICE/CITISTAT PROGRAM HIGHLIGHTS


minority or women-owned businesses; Additionally, almost 75% of the subcontracts awarded went to minority or women-owned businesses; Placed five companies under review for violating the Minority Business Enterprise Ordinance; Creating a sheltered-market program.

7) Continue role as Acting Executive Director of the Bridgeport Port Authority. 6 MONTH STATUS: Negotiated LDA with Simon Konover Corporation for development of Seaview Plaza; Renegotiated long-term lease with Derecktor Shipyards; Working on settlement of ongoing litigation with Bridgeport Port Jefferson Steamship Company; Member of the Regional Area Maritime Security Steering Committee and the Long Island Sound Dredged Material Management Plan Working Group.

CITISTAT MISSION STATEMENT To utilize continuous data collection, timely assessment, and regularly scheduled meetings to enable the City of Bridgeport to gain unprecedented performance-based knowledge about its departments and operations. This knowledge will enable the city to execute strategies to improve citizen service delivery, and within each city department, it will promote increased accountability and efficiency while improving the quality and cost of delivering city services.

CHIEFADMINISTRATIVE

OFFICER

CITY COUNCILMAYOR

CITISTAT

112



ACTUAL ESTIMATED PROJECTEDSERVICE INDICATORS 2009-2010 2010-2011 2011-2012CITISTATTotal Requests 14,131 25,500 35,000Blight Issues 669 958 700Conservation Corps 1,313 2,075 1,500General Information 2,489 7,995 10,000Housing Issues 941 965 1,000Recycling & Sanitation Issue 411 895 700Road & Street Issues 1,258 4,000 3,000Tax Issues 4,361 5,000 5,000City employees trained on the system 233 275 325

The QAlert Citizen response system began 10/1/2010.

FY 2011-2012 GOALS

1) Promote useage of QAlert as a function on the City website, allowing residents to submit requests directly through the website. This will include hosting training seminars for the general public, and advertising via e-mail. Train 50 new city employees to use the QAlert system in various departments citywide.

2) Conduct citizen surveys using a variety of sources as a means of measuring citizen feedback and satisfaction with city services. These surveys will be considered throughout the CitiStat process when analyzing department performance and delivery of services.

3) Continue to work with all departments that have begun collectiong data and presenting such to the CitiStat panel. Also, we will introduce the CitiStat program to al least six new departments—the remaining divisions of the Finance department (Treasurer, Purchasing, Print Shop, Archives) as well as the Police & Fire Department.

4) Continue to work closely with the Inspection Services Committee to increase communication between all departments, align tracking of work and how it is processed, and to help find creative solutions.


1) Implement the Qalert system as a function on the City website, allowing residents to submit requests directly through the website. This will include hosting training seminars for the general public, and advertising via direct mail and email. Train 100 new City employees to use the Qalert system (currently 228 users). 6 MONTH STATUS: QAlert has been implemented in conjunction with the City website. We continue to train employees on the system and will continue to promote using the system to the general public.

2) Implement and promote 311 as the City’s central telephone number for citizen’s service requests and inquiries. Establish an in-house call center within the CitiStat Department, initially staffed by interns, to field the citizen requests coming in through the 311 line, enter the requests in the Qalert system, and follow-up with the citizen. The in-house system will operate five days a week, and will provide faster and more accurate response to the citizen requests. This will allow for easier tracking of service request data and increase interaction with citizens through follow up phone calls and surveys, and increase the level of customer service. It will also increase the level of productivity within City departments, and decrease the number of non-emergency calls going to 911.

113



6 MONTH STATUS: The 311 line has been implemented and is being promoted via the City website. It is not being staffed by interns but current CitiStat staff as well as the Constituent Services Representatives.

3) Continue to work with all subdivisions of Public Facilities, Tax Collector, Tax Assessor, and areas within the Health Department. Continue to work with the other departments CitiStat is gathering data from (Animal Shelter, Anti-Blight, Labor Relations, Social Services, Conservation Corps, Building Department, Vital Statistics, Illegal Dumping, and Communicable Diseases/HIV). 6 MONTH STATUS: Completed and ongoing.

4) Introduce CitiStat Program to five (5) other city departments: Zoning, Lead, Environmental Health, Housing Code, and Engineering. 6 MONTH STATUS: Completed and ongoing.

5) Continue to work closely with the Labor-Management Committee to help gather data when working on special projects designed to improve morale, increase the quality of work for employees, and improve the level of services for citizens. 6 MONTH STATUS: The Labor-Management Committee is no longer active however CitiStat continues to work on special projects that were initially brought up by the committee (i.e. – employee training program, employee performance evaluations, etc.)

114

GENERAL FUND BUDGET CHIEF ADMIN. OFFICE APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01105000 ETHICS COMMISSION 1,828 3,344 3,344 3,344

54725 POSTAGE 214 214 214

54998 OPERATIONAL EXPENSE FREEZE 30 30 30

56180 OTHER SERVICES 1,828 2,875 2,875 2,875

56998 SPECIAL SERVICES FREEZE 225 225 225

01106000 CHIEF ADMINISTRATIVE OFFICE 882,793 913,429 913,429 922,414 8,985



51140 LONGEVITY PAY 900 900 975 75


52360 MEDICARE 3,851 7,818 7,818 7,354 ‐464

52385 SOCIAL SECURITY 104 2,873 2,873 2,873


52917 HEALTH INSURANCE CITY SHARE 102,768 112,325 112,325 87,509 ‐24,816

53605 MEMBERSHIP/REGISTRATION FEES 114,061 115,841 115,841 115,841


53750 TRAVEL EXPENSES 1,046 1,046 1,046 1,046

53905 EMP TUITION AND/OR TRAVEL REIM 1,100 2,168 2,168 2,168

54580 SCHOOL SUPPLIES 30 30 30


54675 OFFICE SUPPLIES 406 1,710 1,710 1,710

54705 SUBSCRIPTIONS 260 598 598 598


56180 OTHER SERVICES 103,000 100,000 100,000 100,000

56240 TRANSPORTATION SERVICES 34 34 34 01113000 CITISTAT 13,360 12,739 12,739 12,739

51000 FULL TIME EARNED PAY 346

51100 PT TEMP/SEASONAL EARNED PA 2,500 2,500 2,500

52360 MEDICARE 5

52504 MERF PENSION EMPLOYER CONT 26

52917 HEALTH INSURANCE CITY SHARE 7,486

53605 MEMBERSHIP/REGISTRATION FEES 750 1,000 1,000 250

53705 ADVERTISING SERVICES 2,000 ‐2,000

53750 TRAVEL EXPENSES 1,125 1,500 1,500 375

54675 OFFICE SUPPLIES 2,041 3,000 3,000 3,000

54705 SUBSCRIPTIONS 1,125 ‐1,125

54725 POSTAGE 375 375 375


56175 OFFICE EQUIPMENT MAINT SRVCS 384 792 792 792

59015 PRINTING SERVICES 500 500 500

115

GENERAL FUND BUDGET



116


INFORMATION TECHNOLOGY SERVICES


MISSION STATEMENT To provide the City of Bridgeport, its employees, and the residents with accurate, timely, and secure information via technology and customer focused communication services.

CHIEF

ADMINISTRATIVE

OFFICER

INFORMATION

TECHNOLOGY

SERVICES

MAYOR CITY COUNCIL

117

GENERAL FUND BUDGET INFO TECH SERVICES BUDGET DETAIL


Adam Heller Manager

REVENUE SUMMARY


FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY2011

BUDGET

01108000 INFORMATION TECHNOLOGY SERVICE -789 -250 -250 -250

41610 FREEDOM OF INFORMATION FEES -789 -250 -250 -250 APPROPRIATION SUMMARY

ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01108000 INFORMATION TECHNOLOGY SERVICE 3,411,868 3,141,929 3,142,139 3,168,157 26,228

1108PS ITS PERSONAL SVCS 852,097 913,485 913,485 948,076 34,591

2108TPS ITS OTHER PERS SVCS 5,021 25,125 25,125 26,325 1,200

3108FB ITS FRINGE BENEFITS 191,264 225,952 225,952 229,032 3,080

4108EX ITS OPER EXP 1,277,435 1,204,231 1,204,441 1,192,088 -12,143

6108SS ITS SPEC SVCS 1,086,052 773,136 773,136 772,636 -500 PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


1.0 ITS DIRECTOR 117,206 123,082 5,876

1.0 SUPPORT SPECIALIST II 56,922 59,799 2,877

1.0 NETWORK ARCHITECT 66,145 68,214 2,069

1.0 PROJECT MANAGER OPED 87,223 89,514 2,291

1.0 PROGRAMMER 15,600 15,600

1.0 DATA ARCHITECT 78,315 80,765 2,450

2.0 SUPPORT SPECIALIST I (35 HRS) 77,403 88,259 10,856

2.0 PROJECT SPECIALIST (35 HRS) 152,526 157,298 4,772

1.0 SUPPORT SPECIALIST I (35 HRS) 38,463 38,463

2.0 1.0 SUPPORT SPECIALIST II (35 HRS) 136,458 139,321 2,863

1.0 ENTERPRISE SERVICES MANAGER (40HRS) 87,224 87,760 536

01108000 Total 13.0 2.0 913,485 948,075 34,590

118

GENERAL FUND BUDGET INFO TECH SERVICES PROGRAM HIGHLIGHTS




INFORMATION TECHNOLOGY SERVICES

Network lines planned (WAN)(1) 0 0 0 0 0 0

Network lines planned (LAN) 0 200 0 0 0 270

Total connected 0 200 0 0 0 270

Connected as % of total 0 100 0 0 0 100

Hardware upgrades 0 0 52 0 125 136

Software upgrades 0 0 2 0 1 1

COMPUTER PURCHASES

Laptops 21 20 15 17 19 14

Desktops 27 127 166 210 176 174

Installed 48 90 166 210 176 160

Printers 2 10 0 0 2 0

No. of new servers 3 5 2 12 0 2

Service requests 1,929 2,038 2,626 1,940 2,220 2,315

Completed 1,929 2,038 2,626 1,759 3,350 1,600

Completed as % of requests 100% 100% 100% 91% 66% 69%

Completed within 24 hours of request 739 713 997 564 449 350

Completed as % of requests 38% 35% 38% 29% 20% 15%

Outstanding 0 0 0 0 0 715

Help desk calls 1,929 2,038 2,626 1,940 2,220 2,400

AMAC PCs (2) 16 37 132 190 164 175 (1) A complete update of our WAN (Wide Area Network) and LAN (Local Area Network) was completed in December

2007. We do not anticipate any new activity in this area unless there are building changes, which are difficult to predict. This accounts for the zeroes in WAN & LAN lines planned & total connected in the proposed 2008-2009 column.

(2) AMACs are requests filed when workers need their computers added, moved or changed.

FY 2011-2012 GOALS 1) Domain upgrade. 2) Finish server replacement. 3) Expand VoIP to smaller buildings. 4) Virtualization of servers in test environment. 5) Finalize 3 year PC replacement plan. 6) Choose unified communications platform and RFP services for deployment.

FY 2010-2011 GOAL STATUS 1) Design intranet for City of Bridgeport environment.

6 MONTH STATUS: Finalizing plans for phased-in implementation.

2) Expand Voice over IP deployment to complete Annex and City Hall. 6 MONTH STATUS: City Hall Annex completed. City Hall plans finalized.

3) Complete wireless connectivity in City Hall Annex. 6 MONTH STATUS: Completed.

4) Domain upgrade. 6 MONTH STATUS: Postponed to FYE 2012.

5) Plan unified communications. 6 MONTH STATUS: Postponed to FYE 2012.

6) Replace 300 older PCs and monitors with less expensive energy efficient PCs. 6 MONTH STATUS: Completed.

7) Replace 30 old servers with new energy efficient blade servers. 6 MONTH STATUS: 16 blade servers in production environment.

119

GENERAL FUND BUDGET INFO TECH SERVICES APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01108000 INFORMATION TECHNOLOGY SERVICE 3,411,868 3,141,929 3,142,139 3,168,157 26,228



51108 REGULAR 1.5 OVERTIME PAY 3,000 3,000 3,000

51116 HOLIDAY 2X OVERTIME PAY 1,000 1,000 1,000

51138 NORMAL STNDRD SHIFT DIFFER 655 5,000 5,000 5,000

51140 LONGEVITY PAY 10,125 10,125 11,325 1,200


52360 MEDICARE 4,491 9,845 9,845 9,163 -682

52385 SOCIAL SECURITY 1,808 6,590 6,590 5,196 -1,394



53610 TRAINING SERVICES 1,388 2,140 2,140 1,070 -1,070

53720 TELEPHONE SERVICES 1,066,008 974,961 975,170 975,170 209


54020 COMPUTER PARTS 2,441 3,074 3,074 1,537 -1,537

54550 COMPUTER SOFTWARE 22,722 8,000 8,000 4,000 -4,000

54555 COMPUTER SUPPLIES 10,786 10,630 10,630 10,630

54675 OFFICE SUPPLIES 14,862 11,000 11,000 5,500 -5,500

55055 COMPUTER EQUIPMENT 159,227 193,936 193,936 193,936

56050 COMPUTER EQUIP MAINT SERVICE 149,584 79,833 79,833 79,833

56055 COMPUTER SERVICES 598,198 376,400 376,400 376,400

56165 MANAGEMENT SERVICES 338,228 315,903 315,903 315,903

59010 MAILING SERVICES 41 1,000 1,000 500 -500

120


SMALL & MINORITY BUSINESS RESOURCE OFFICE


MISSION STATEMENT The mission of the Small & Minority Business Resource Office is to provide the resources and information small, minority, and women-owned businesses need to compete for business opportunities with the City of Bridgeport.

CHIEF

ADMINISTRATIVE

OFFICER

CITY COUNCIL

SMALL & MINORITY

BUSINESS

RESOURCE OFFICE

MAYOR

121

GENERAL FUND BUDGET SMALL & MINORITY BUSINESS OFFICE BUDGET DETAIL


Deborah Caviness

Senior Program Administrator REVENUE SUMMARY

Not Applicable


ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01112000 MINORITY BUSINESS RESOURCE OFF 123,875 179,760 179,310 186,061 6,301

1112PS MBE PERSONAL SVCS 95,025 133,561 133,561 137,070 3,509

2112TPS MBE OTHER PERS SVCS 3,213

3112FB MBE FRINGE BENEFITS 14,758 26,699 26,699 29,941 3,242

4112EX MBE OPER EXP 10,879 18,000 19,050 19,050 1,050

6112SS MBE SPEC SVCS 1,500 -1,500 PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


1.0 SENIOR PROJECT MANAGER (MEB) 87,223 89,514 2,291

1.0 ASSISTANT SPECIAL PROJECT MANA 31,176 47,556 16,380

SEASONAL EMPLOYEES UNDER GRANT 15,162 -15,162

01112000 Total 2.0 133,561 137,070 3,509

122

GENERAL FUND BUDGET SMALL & MINORITY BUSINESS OFFICE PROGRAM HIGHLIGHTS


ACTUAL ACTUAL ESTIMATED

SERVICE INDICATORS 2008-2009 2009-2010 2010-2011

SMALL & MINORITY BUSINESS DEVELOPMENT OFFICE

Public Awareness Events 20 22 25

Attendance at Public Awareness Events 698 575 750

Total Number of people impacted by programming 825 700 925

New Businesses Registered 127 70 75

African American Businesses 74 50 50

Hispanic Businesses 23 10 25

Women Owned Businesses 30 17 15

Value of Contracts Awarded

Contracts Awarded for Physical Development Projects 30,951,449$ $17,720,851 unknown

Prime: Minority & Women-Owned Businesses 14,641,468$ $2,277,123 unknown

Subcontracts: Minority & Women-Owned Businesses 7,515,757$ $4,587,825 unknown Please note the Small & Minority Business Development Office is a new department, so service indicators reflect recent history only.

FY 2011-2012 GOALS

1) To increase the utilization of small, minority and women owned-businesses in construction commodities, contractual, architectural and engineering services.


1) To continue our aggressive grassroots outreach efforts and participating in community events and forums. 6 MONTH STATUS:

2) Hosting city-wide Business Expo and other professional development/education forums 6 MONTH STATUS: The 2011 Business Expo and Multicultural Marketplace was held on February 25, 2011 and over 95 businesses participated to showcase their goods and services

3) Partnering with local organizations that provide capacity building workshops and professional services to small/minority businesses. 6 MONTH STATUS: the first capacity building workshop was held on March 17

th in partnership

with CTCIC. A scheduled has been confirmed thru June 2nd

which totals 15 additional workshops.

4) Working with developers to identify small/minority owned businesses to fulfill MBE requirements. 6 MONTH STATUS: Will meet with OPED department to discuss and identify potential opportunities

123

GENERAL FUND BUDGET SMALL & MINORITY BUSINESS OFFICE APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01112000 MINORITY BUSINESS RESOURCE OFF 123,875 179,760 179,310 186,061 6,301




52360 MEDICARE 840 1,937 1,937 1,959 22

52385 SOCIAL SECURITY



53605 MEMBERSHIP/REGISTRATION FEES 1,000 1,225 1,000 1,000 -225

53705 ADVERTISING SERVICES 5,900 4,000 4,000 4,000

53750 TRAVEL EXPENSES 1,375 1,375 1,375

54675 OFFICE SUPPLIES 3,979 9,000 9,000 9,000

55150 OFFICE EQUIPMENT 2,400 3,675 3,675 1,275

56170 OTHER MAINTENANCE & REPAIR S 1,500 -1,500

124

PUBLIC SAFETY DIVISIONS

POLICE DEPARTMENT


MISSION STATEMENT The Bridgeport Police Department is dedicated to serving the community through the protection of life

and property and the prevention of crime. The police and the community are accountable to each

other and will work together for the purpose of ensuring the highest quality of life; to enforce the law,

maintain order, educate the public and provide public assistance with respect, dignity and equality

while maintaining the highest standards of professional ethics and integrity.

CHIEF

ADMINISTRATIVE

OFFICER

CITY COUNCIL

POLICE

DEPARTMENT

MAYOR

INTERNAL

AFFAIRS

POLICE

COMMISSION

125

GENERAL FUND BUDGET POLICE DEPARTMENT BUDGET DETAIL


Joseph Gaudett Chief of Police

REVENUE SUMMARY


FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY2011

BUDGET

01250000 POLICE ADMINISTRATION -5,002,035 -6,749,265 -6,942,765 -6,705,850 -43,415

41362 JUNK DEALER PERMIT -2,500 -12,000 -2,500

41363 AUCTIONEER LICENSE -150 -150 -150

41364 OUTDOOR EXHIBITION LICENSE -350 -300 -300 -300

41365 ACCIDENT TOWERS LIST PERMIT -14,725 -35,000 -35,000 35,000

41366 REDEEMED VEHICLES SURCHARGE -17,725 -60,000 -80,000 -60,000

41367 ABANDONED VEHICLES SURCHARGE -42,436 -72,000 -72,000 -72,000

41372 ORDINANCE INFRACTIONS -2,758 -15,000 -15,000

41374 VEHICLE SURCHARGE -3,300 -25,000 -2,000 2,000

41380 POLICE DEPT TELEPHONE COMMISSI -881 -1,000 -1,000 -1,000

41512 RECLAIMED DOG -910 -35,415 -35,415 -1,000 -34,415

41538 COPIES -19,884 -35,000 -35,000 -10,000 -25,000

41593 PUBLIC HALL PERMIT -200 -1,000 -1,000 -1,000

41642 PERMITS -49,870 -50,000 -50,000 -50,000

41644 OUTSIDE OVERTIME REIMBURSEMENT -3,129,183 -4,000,000 -4,000,000 -4,948,000 948,000

41645 OUTSIDE OVERTIME SURCHARGE -394,092 -950,000 -950,000 -950,000

41646 TOWING FINES -106,545 -125,000 -125,000 -125,000

41647 VENDORANNUALREGISTRATIONFEES -12,740 -20,000 -20,000 -20,000

41648 HOUSINGAUTHORITYREIMB.POLICEOF -125,000

41649 POLICE REPORTS -244 -300 -300 -300

41650 PARKING VIOLATIONS -1,173,630 -1,350,000 -1,350,000 -1,350,000

41651 COMMERCIAL ALARMS 54% -19,454 -25,000 -25,000 -25,000

41652 RESIDENTIAL ALARMS 46% -1,296 -600 -600 -600

41653 ORDINANCE VIOLATIONS -11,814 -6,000 -2,000 -4,000

126




ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01250000 POLICE ADMINISTRATION 33,989,836 39,242,033 39,624,445 38,070,628 -1,171,405

1250PS POLICE PERSONAL SVCS 401,571 129,120 129,120 119,120 -10,000

2250TPS POLICE OTHER PERS SVCS -119,889 12,345,012 12,345,012 10,837,286 -1,507,726

3250FB POLICE FRINGE BENEFITS 14,148,477 7,285,234 7,285,234 8,079,334 794,100

4250EX POLICE OPER EXP 18,827,285 18,730,418 19,057,465 18,373,346 -357,072

6250SS POLICE SPEC SVCS 732,391 752,249 807,614 661,542 -90,707

01251000 PATROL 25,978,915 24,346,677 24,346,677 25,403,190 1,056,513

1250PS POLICE PERSONAL SVCS 15,002,808 15,887,150 15,887,150 16,926,994 1,039,844

2250TPS POLICE OTHER PERS SVCS 7,527,862 283,690 283,690 301,015 17,325

3250FB POLICE FRINGE BENEFITS 3,448,245 8,175,837 8,175,837 8,175,181 -656

01252000 DETECTIVE 5,772,435 5,662,879 5,662,879 5,820,655 157,776

1250PS POLICE PERSONAL SVCS 3,592,606 3,802,598 3,802,598 3,976,034 173,436

2250TPS POLICE OTHER PERS SVCS 1,420,621 80,625 80,625 87,000 6,375

3250FB POLICE FRINGE BENEFITS 759,208 1,779,656 1,779,656 1,757,621 -22,035

01253000 TRAFFIC 1,246,788 1,167,645 1,167,645 1,213,310 45,665

1250PS POLICE PERSONAL SVCS 755,884 792,145 792,145 832,562 40,417

2250TPS POLICE OTHER PERS SVCS 341,388 29,475 29,475 30,675 1,200

3250FB POLICE FRINGE BENEFITS 149,515 346,025 346,025 350,073 4,048

01254000 NARCOTICS & VICE 1,957,574 1,567,277 1,567,277 1,621,312 54,035

1250PS POLICE PERSONAL SVCS 1,039,445 996,266 996,266 1,048,821 52,555

2250TPS POLICE OTHER PERS SVCS 677,980 28,425 28,425 26,700 -1,725


01255000 TRAINING 118,378 90,297 90,297 93,579 3,282


2250TPS POLICE OTHER PERS SVCS 49,646 1,875 1,875 1,950 75

3250FB POLICE FRINGE BENEFITS 13,089 30,073 30,073 30,171 98

01256000 RECORDS 728,813 694,327 694,327 809,233 114,906




01257000 COMMUNICATIONS 825,086 877,605 877,605 800,239 -77,366

1250PS POLICE PERSONAL SVCS 460,201 603,900 603,900 565,392 -38,508

2250TPS POLICE OTHER PERS SVCS 262,405 10,800 10,800 10,950 150

3250FB POLICE FRINGE BENEFITS 102,480 262,905 262,905 223,897 -39,008

01258000 AUXILIARY SERVICES 3,998,999 4,164,832 4,164,832 4,178,886 14,054

1250PS POLICE PERSONAL SVCS 2,597,435 2,816,878 2,816,878 2,800,055 -16,823

2250TPS POLICE OTHER PERS SVCS 831,530 60,300 60,300 60,210 -90

3250FB POLICE FRINGE BENEFITS 570,033 1,287,654 1,287,654 1,318,621 30,967

01259000 POLICE UNASSIGNED 3,748,544 3,965,101 3,965,101 4,179,331 214,230

1250PS POLICE PERSONAL SVCS 2,537,125 2,773,221 2,773,221 2,927,627 154,406


3250FB POLICE FRINGE BENEFITS 526,251 1,141,353 1,141,353 1,191,352 49,999

127



PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


192.0 POLICE OFFICER 11,060,818 11,738,433 677,615

41.0 POLICE SERGEANT 2,750,109 2,895,081 144,973

12.0 1.0 POLICE LIEUTENANT 907,246 1,050,804 143,558

8.0 POLICE CAPTAIN 678,218 747,746 69,528

9.0 DETENTION OFFICER PRE 6/09 318,744 326,709 7,965

4.0 1.0 DETENTION OFFICER 162,845 168,164 5,319

STABLE ASSISTANT 9,170 -9,170

01251000 Total 266.0 2.0 15,887,150 16,926,937 1,039,787

1.0 TYPIST I (35 HOURS) 36,194 36,194

45.0 1.0 POLICE DETECTIVE 3,052,009 3,190,362 138,353

5.0 POLICE SERGEANT 335,499 353,372 17,874

1.0 POLICE LIEUTENANT 77,164 81,275 4,111

1.0 POLICE CAPTAIN 88,741 93,468 4,728

1.0 POLICE DEPUTY CHIEF 102,052 107,490 5,437

1.0 ASSISTANT CHIEF OF POLICE 110,940 113,867 2,927

01252000 Total 55.0 1.0 3,802,598 3,976,028 173,430

1.0 TYPIST I 33,608 33,608

13.0 POLICE OFFICER 758,535 798,949 40,414

01253000 Total 14.0 792,143 832,557 40,414


11.0 POLICE OFFICER 638,192 676,033 37,841

2.0 POLICE DETECTIVE 131,873 138,898 7,025

1.0 POLICE SERGEANT 67,100 70,674 3,575


1.0 ADMINISTRATIVE SECRETARY 40,054 40,054

01254000 Total 17.0 996,264 1,048,817 52,553

1.0 POLICE OFFICER 58,349 61,458 3,109

01255000 Total 1.0 58,349 61,458 3,109

1.0 TYPIST I 33,608 33,608

10.0 TYPIST I (35 HOURS) 289,552 361,940 72,388

1.0 DATA ENTRY OPERATOR I (35 HOURS) 29,842 29,842

1.0 POLICE OFFICER 58,349 61,458 3,109

1.0 POLICE SERGEANT 67,100 70,674 3,575

01256000 Total 14.0 478,451 557,522 79,072

128




FY 2011

CURRENT

FY 2012


8.0 1.0 POLICE SERGEANT 603,898 565,396 -38,502

01257000 Total 8.0 1.0 603,898 565,396 -38,502

1.0 GARAGE CLERK 37,582 38,891 1,309

1.0 ADMINISTRATIVE ASSISTANT 31,849 32,845 996

1.0 STENOGRAPHER (35 HRS) 41,889 41,889

1.0 SPECIAL PROJECTS COORDINATOR 63,556 65,226 1,670

28.0 2.0 POLICE OFFICER 1,750,465 1,720,813 -29,652

2.0 POLICE SERGEANT 134,199 141,349 7,149


3.0 KENNELPERSON 89,025 98,173 9,148

1.0 MAINTAINER I (GRADE I) 32,035 33,660 1,625

1.0 2.0 ASSISTANT ANIMAL CONTROL OFFICER 107,146 73,424 -33,722

2.0 FLEET MECHANIC 104,878 110,198 5,320

1.0 EQUIPMENT MECHANIC FOREMAN 58,230 59,760 1,530

1.0 ANIMAL CONTROL OFFICER 50,728 52,061 1,333

1.0 STABLE ATTENDANT 32,039 32,315 276

1.0 VICTIM ASSISTANCE COORDINATOR 53,930 55,617 1,687

01258000 Total 48.0 4.0 2,816,879 2,800,046 -16,832


2.0 CONSTITUENT SERVICES 68,528 71,329 2,801

1.0 EXECUTIVE SECRETARY 61,817 61,082 -735

1.0 ADMIN ASST TO BPD DEP CHF 38,138 52,530 14,392

3.0 TYPIST I (35 HOURS) 108,582 108,582

1.0 ACCOUNTING CLERK II (35 HOURS) 47,859 47,859

2.0 PAYROLL CLERK (35 HOURS) 95,718 95,718

5.0 POLICE OFFICER 291,744 307,288 15,544

1.0 POLICE DETECTIVE 65,936 69,449 3,512

8.0 POLICE SERGEANT 536,798 565,396 28,598


2.0 POLICE CAPTAIN 173,614 186,936 13,322

3.0 POLICE DEPUTY CHIEF 301,389 317,447 16,058

1.0 CHIEF OF POLICE 124,787 126,023 1,236

4.0 1.0 PARKING ENFORCEMENT OFFICER 127,141 152,162 25,021

3.0 SPECIAL OFFICER 124,182 125,611 1,429



1.0 ALARM ADMINISTRATOR 36,327 37,463 1,136

SEASONAL EMPLOYEES UNDER GRANT 15,276 9,795 -5,481

1.0 UNIX DATA BASE ADMINISTRATOR 61,665 63,284 1,619

1.0 EXECUTIVE ASSISTANT TO THE CHIEF 48,643 49,920 1,277

01259000 Total 47.0 1.0 2,773,222 2,927,630 154,407

129

GENERAL FUND BUDGET POLICE DEPARTMENT PROGRAM HIGHLIGHTS




POLICE DEPARTMENT

911 calls received in Comm. Center 49,254 51,437 50,144 50,000 117,573 120,000

Non-911 calls received in Comm. Center 211,059 210,329 191,665 200,000 122,891 200,000

Total dispatched calls 121,784 123,537 119,159 111,311 95,895 120,000

Number of calls that are top priority 30,962 33,896 32,084 30,190 37,440 35,000

Number of calls that are handled w/o dispatch 7,245 7,499 7,619 7,282

Average time from receipt of call to dispatch N/A N/A N/A N/A

VIOLENT CRIME INDICATORS

Violent Crimes Reported 1,472 1,628 1,556 1,599 1,543 1,447

Violent Crimes Cleared 462 569 538 510 498 435

Property Crimes Reported 6,596 6,995 6,638 5,449 5,601 4,609

Property Crimes Cleared 443 558 515 412 450 392

ARREST INDICATORS

Violent Crime Arrests (Adults) 363 450 437 419 414 423

Violent Crime Arrests (Juvenile) 116 126 109 108 81 82

Violent Crime Arrests (Total) 479 576 546 527 495 505

Property Crime Arrests (Adults) 359 436 442 377 425 396

Property Crime Arrests (Juvenile) 116 140 128 130 107 96

Property Crime Arrests (Total) 475 576 570 507 532 492

Drug Offenses (Adults) 869 975 1,121 962 810 817

Drug Offenses (Juvenile) 87 105 93 83 57 53

Drug Offenses (Total) 956 1,080 1,214 1,045 867 870

All Other Crimes (Adults) 3,699 4,041 3,856 3,559 3,045 3,371

All Other Crimes (Juvenile) 792 831 734 692 547 341

All Other Crimes (Total) 4,491 4,872 4,590 4,251 3,592 3,712

Total Arrests (Adult) 5,290 5,902 5,856 5,317 5,016 5,007

Total Arrests (Juvenile) 1,111 1,202 1,064 1,013 828 572

Total Arrests (Comprehensive) 6,401 7,104 6,920 6,330 5,844 5,579

TOTAL CRIME INDICATORS

Total Violent & Property Crimes Reported 8,068 8,623 8,194 7,048 7,144 6,056

Total Violent & Property Crimes Cleared 905 1,127 1,053 922 948 827

TRAFFIC INCIDENT INDICATORS

Total Traffic Fatalities 6 10 11 8 9 8

Number of Moving Violations Issued 8,255 8,095 10,376 15,678 14,669 15,100

Number of DUI arrests 41 34 34 37 34 34

POLICE INDICATORS

Complaints against sworn personnel 133 135 137 168 174 149

*Please note that due to the Heartbeat CAD reporting system still under development, we were not able to

retrieve all of the information that you’ve requested. We will be working with KTI to resolve these issues.*

FY 2011-2012 GOALS

1) Staffing: Identify/hire Public Information Officer (PIO); Identify/hire Crime Analyst; Identify/hire forensic “ITS” analyst.

2) Install Dignitary Escort Protocol 3) Train all of Patrol Division in “Active Shooter” 4) Complete acquisition of ESU (Emergency Services Unit)/TNT (Tactical Narcotics Team)

Building-relocate TNT 5) Begin process of identifying viable options for Firing Range property 6) Examine Patrol sidearm options (Smith & Wesson DAO (double action only)) 7) Install Area Commanders in accordance with PERF (Police Executive Research Forum)

recommendations; Affirm Patrol Lieutenants as “watch commanders”-PERF 8) Define workspace for Area Commanders/Lieutenants/Sergeants. 9) Move non-essential property to Annex River Street 10) Install department-wide “XP” to Windows 7 upgrade. 11) Clean property room office and move to previous location.

130



12) Define positions for Captain of Professional Standards/Training. 13) Install Auxiliary/Support Captains (Administrative, Technology, etc…) 14) Install/affirm “SET” (Selective Enforcement Team) as a power shift. 15) Install additional Detective Bureau interview room. 16) Revamp Detective Bureau Computers (28 unit/stations). 17) Purchase License Plate Readers (LPR’s). 18) Enroll in “E-Citation” pilot program-Traffic Division. 19) Re-outfit Department with new vests utilizing JAG(Justice Assistance Grants)/BVP(bullet

proof vest) Programs. 20) Support formation of “Police Explorers” Post. 21) Publish “Five Year Strategy” for Police Department. 22) Finalize PERF (Police Executive Research Forum) Study. 23) Publish Switzer Associates recommendations. 24) Utilize City Web-Page to exhibit goals/accomplishments PERF/Switzer Studies. 25) Continue develop mid/upper managers via programs such as PERF-

MIP/FBINA/LEEDS/TEEX. 26) Civilianize property room and property room annex. 27) Harden building security (sally port booking/front entrance/electronic entry).


1) Hire and train 20 Police officers in accordance with Federal “COPS” Hiring Program (Salaries and Benefits for 4 years for 20 Officers). 6 MONTH STATUS: Ongoing.

2) Facilitate the compliance with the Interim Modification to the Remedy Order (institutionalizing “criteria and assessment based” specialized units and divisions, continue “fair and equitable” discipline, increase all aspects of “recruitment and retention” and attract qualified minority and female candidates). 6 MONTH STATUS: Ongoing.

3) Optimize Federal Grants to acquire needed equipment and Phase 3 of Police Car purchases while considering “green alternatives” in all areas to include Charger MDS (increase of 2 mpg vs. last year’s model), IdleRight Fuel Saver System, FlexFuel and Hybrid Units. 6 MONTH STATUS: Ongoing.

4) Apply and implement the recommendations provided by the PERF STUDY to the greatest extent possible by creating and institutionalizing a five-year strategic plan for the Department. 6 MONTH STATUS: Ongoing.

5) Identify city owned property that will support infrastructure necessary to house TNT, ESU,

SCUBA operations and equipment. 6 MONTH STATUS: Ongoing.

6) Continue to monitor and manage overtime utilization 6 MONTH STATUS: Ongoing

7) Continue reduction of take-home vehicles where appropriate 6 MONTH STATUS: Ongoing (policy affirming usage)

8) Identify funding to provide for “PHASE III” of fleet replacement (ARRA/JAG) 6MONTH STATUS: Ongoing

9) Continued promotions and career development to all Officers

131



6MONTH STATUS: Ongoing

10) Establish a Quartermaster system to include consolidation of Homeland Security material and equipment; install uniform dress code. 6 MONTH STATUS: Ongoing (establish contractual language through negotiations).

11) Continued training of managers/supervisors through PERF/FBINA/TEEX/NTOA (National

Tactical Officers Association) and Community Policing.

6 MONTH STATUS: 1 Lieutenant to attend FBINA (FBI National Academy), 2 Supervisors to

attend PERF (Police Executive Research Forum), 15 Supervisors to TEEX (Texas Engineering Extension Service).

12) Continue to enhance Community Policing Initiatives to include: Citizen’s Police Academy, Social Network participation, maintaining Police presence in Parks, utilizing foot patrols, and other resources where appropriate (Segways, ATV’s, Bicycles, Horses). 6 MONTH STATUS: Ongoing

13) Continue community outreach and Youth Initiatives through involvement with Explorers POST, Young Adult Commissioners, RYASAP (Regional Youth Adult Substance Abuse Project), Police Activities League, and social networks online. 6 MONTH STATUS: Ongoing.

FY 2010-2011 ADDITIONAL ACCOMPLISHMENTS 1) Hired Permanent Chief of Police Joseph L. Gaudett, Jr. 2) Facilitated compliance with Interim Modification Order to vacate Remedy Order. 3) Hired and implemented recommendations of Switzer associates to institutionalize aspects of

recruitment and retention and attract qualified minority and female candidates. 4) Utilized Federal ARRA Grants to purchase, outfit, and deploy Phase II of fleet replacement

adhering to the most available green alternatives: flex fuel, idleright systems, MDS(multi-cylinder displacement system), and hybrid units.

5) Entry level police examinations as well as promotional exams are in order and up to date. 6) Secured Federal JAG (Justice Assistance Grant) to support equipment necessary for Police

shooting Range in Bridgeport. 7) Completed recruitment drive that is currently identifying recruits for spring class. 8) Detention Officers have been hired and deployed. 9) Ten new ESU (Emergency Service Unit) Operators have been trained, equipped and

deployed. 10) Police/Fire ECOC (Emergency Communications & Operations Center) is consolidated and

replaced Police CAD/Fire ERS. 11) Provided training at PERF (Police Executive Research Forum) for 3 Managers, 2 RCMP

mounted officers, 1 sniper at Crosshairs. 12) Purchased and installed video system in booking area, Employee parking lot, training

academy (Newfield) Property Annex, and DB (detective bureau) interrogation room. 13) Department wide holster replacement program and handgun safety upgrades (extractor) is

complete. 14) Reduced sworn administrative positions to fortify patrol division and improve officer safety. 15) Promoted RFP to acquire city owned building to house Special Operations: ESU (Emergency

Service Unit), SCUBA, Traffic equipment/vehicles as well as TNT.

132

GENERAL FUND BUDGET POLICE DEPARTMENT APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01250000 POLICE ADMINISTRATION 33,989,836 39,242,033 39,624,445 38,070,628 -1,171,405

51000 FULL TIME EARNED PAY 308,069 -75,000 -75,000 -75,000

51099 CONTRACTED SALARIES 93,502 175,000 175,000 175,000


51106 REGULAR STRAIGHT OVERTIME -48,968 125,000 125,000 125,000

51108 REGULAR 1.5 OVERTIME PAY -64,548 1,859,000 1,859,000 1,859,000

51110 TEMP ACTING 1.5X OVERTIME 2,368 2,368 2,368

51112 OUTSIDE PAY 3,303,981 3,303,981 3,303,981

51114 OUTSIDE OVERTIME 1.5X PAY 105,757 105,757 105,757

51116 HOLIDAY 2X OVERTIME PAY -10,573 41,949 41,949 41,949

51122 SHIFT 2 - 1.5X OVERTIME 3,421,932 3,421,932 1,921,932 -1,500,000

51124 SHIFT 2 - 2X OVERTIME 29,302 29,302 29,302

51128 SHIFT 3 - 1.5X OVERTIME 1,859,082 1,859,082 1,859,082

51130 SHIFT 3 - 2X OVERTIME 23,408 23,408 23,408

51134 TEMP SHIFT 2 DIFFERENTIAL 395,485 395,485 395,485

51136 TEMP SHIFT 3 DIFFERENTIAL 119,930 119,930 119,930

51138 NORMAL STNDRD SHIFT DIFFER 66,680 66,680 66,680

51140 LONGEVITY PAY 4,200

51308 FT GRIEV/ARB AWARD PAY RETIREM 20,000 20,000 10,000 -10,000

51310 PERM SHIFT 2 DIFF PAY 8,504 8,504 4,252 -4,252


51318 PERSONAL DAY PAYOUT RETIREMENT 800,040 800,040 800,040

51320 COMP TIME PAYOUT RETIREMENT 3,141 3,141 3,141

51322 HOLIDAY PAYOUT RETIREMENT 114,960 114,960 114,960

51324 LONGEVITY RETIREMENT 57,545 57,545 57,545

52250 H& H MEDICAL - POLICE 1,254,000 1,138,400 1,138,400 1,346,000 207,600

52254 H & H INDEMNITY - POLICE 472,000 483,000 483,000 664,000 181,000

52274 WORKERS' COMP INDM - POLIC 869,000 822,600 822,600 1,265,000 442,400

52290 WORKERS' COMP MED - POLICE 1,485,000 1,686,900 1,686,900 1,650,000 -36,900

52360 MEDICARE 12

52508 POLICE RELIEF PENSION FUND 2,308,618

52512 NORMAL COST- PENSION PLAN 4,726,098 3,154,334 3,154,334 3,154,334

52917 HEALTH INSURANCE CITY SHARE 3,033,750

53050 PROPERTY RENTAL/LEASE 134,120 25,000 150,000 160,000 135,000

53200 PRINCIPAL & INTEREST DEBT SERV 1,572,572 1,542,606 1,542,606 1,044,797 -497,809

53201 PRIN / INTEREST PENSION A 15,436,795 15,437,327 15,437,327 15,437,984 657

53605 MEMBERSHIP/REGISTRATION FEES 2,365 2,735 3,000 1,500 -1,235

53610 TRAINING SERVICES 59,981 64,308 80,000 80,000 15,692

53705 ADVERTISING SERVICES 8,320 8,118 15,000 7,500 -618

53715 PAGING SERVICES

53720 TELEPHONE SERVICES 11,795 61,000 61,000 50,000 -11,000

53750 TRAVEL EXPENSES 435 1,826 1,826 913 -913


54010 AUTOMOTIVE PARTS 243,195 187,550 250,000 210,000 22,450

54020 COMPUTER PARTS 5,808 5,000 2,500 -3,308

54510 AGRICULTURAL SUPPLIES 608 608 304 -304

54515 ANIMAL SUPPLIES 50,428 45,719 60,000 60,000 14,281

54520 ANIMALS 11,600 10,310 10,310 10,000 -310

54525 VETERINARY SUPPLIES 345 743 743 372 -371

54530 AUTOMOTIVE SUPPLIES 11,822 9,830 9,830 9,830

54535 TIRES & TUBES 95,396 90,000 90,000 90,000

133



ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

54540 BUILDING MATERIALS & SUPPLIE 1,123 8,701 8,701 8,701

54545 CLEANING SUPPLIES 2,576 2,667 2,667 2,667

54550 COMPUTER SOFTWARE

54555 COMPUTER SUPPLIES 5,916 2,700 9,000 9,000 6,300

54560 COMMUNICATION SUPPLIES 2,713 19,784 15,000 15,000 -4,784

54595 MEETING/WORKSHOP/CATERING FOOD 2,522 3,261 5,000 2,500 -761

54615 GASOLINE 657,206 630,000 630,000 630,000

54635 GASES AND EQUIPMENT 2,881 3,477 3,477 1,739 -1,738

54640 HARDWARE/TOOLS 15,992 10,800 16,000 8,000 -2,800

54645 LABORATORY SUPPLIES 500 500 250 -250

54655 LEATHER SUPPLIES 679 630 630 315 -315

54665 LAUNDRY SUPPLIES 305 305 153 -152

54670 MEDICAL SUPPLIES 2,434 1,579 2,500 2,500 921

54675 OFFICE SUPPLIES 52,185 44,362 60,000 60,000 15,638

54685 PERSONAL PRODUCTS 305 305 153 -152

54695 PHOTOGRAPHIC SUPPLIES 7,853 9,017 9,017 9,017

54700 PUBLICATIONS 2,664 7,700 10,000 10,000 2,300

54705 SUBSCRIPTIONS 733 1,000 1,000 500 -500

54720 PAPER AND PLASTIC SUPPLIES 1,195 1,500 1,500 750 -750

54745 UNIFORMS 45,000 117,540 125,000 62,500 -55,040

54755 TRAFFIC CONTROL PRODUCTS 525 1,200 6,000 3,000 1,800

55035 AUTOMOTIVE SHOP EQUIPMENT 14,242 9,411 9,411 9,411

55045 VEHICLES 23,359 20,000 20,000 20,000

55055 COMPUTER EQUIPMENT 9,736 55,135 80,000 60,000 4,865

55145 EQUIPMENT RENTAL/LEASE 425 425 213 -212

55150 OFFICE EQUIPMENT 12,447 12,419 15,000 7,500 -4,919


55160 PHOTOGRAPHIC EQUIPMENT 777 777 777

55175 PUBLIC SAFETY EQUIPMENT 196,636 137,165 150,000 150,000 12,835

55205 TRANSPORTATION EQUIPMENT 4,422 10,000 10,000 5,000 -5,000

55530 OFFICE FURNITURE 1,300 1,000 3,000 3,000 2,000

56030 VETERINARY SERVICES 110,682 141,623 80,000 80,000 -61,623

56035 TOWING SERVICES 13,260 10,837 10,837 5,419 -5,418

56045 BUILDING MAINTENANCE SERVICE 3,094 2,899 15,000 15,000 12,101


56065 COMMUNICATION EQ MAINT SVCS 95,231 96,200 96,200 96,200

56075 EDUCATIONAL SERVICES 60 225 225 225

56115 HUMAN SERVICES 28,956 24,800 30,000 15,000 -9,800

56130 LEGAL SERVICES 78,327 10,500 10,500 5,250 -5,250

56155 MEDICAL SERVICES 29,015 17,500 25,000 25,000 7,500

56170 OTHER MAINTENANCE & REPAIR S 15,212 21,867 16,367 16,367 -5,500


56180 OTHER SERVICES 53,299 55,000 55,000 55,000

56190 FILM PROCESSING SERVICES 1,166 5,980 6,980 3,490 -2,490

56200 PRINTING/GRAPHIC SERVICES 856 24,500 30,000 15,000 -9,500

56205 PUBLIC SAFETY SERVICES 2,180 2,405 2,405 1,203 -1,202

56215 REFUSE SERVICES 88 775 775 388 -387

56230 SPECIAL MASTER 17,942 35,000 75,000 75,000 40,000

56240 TRANSPORTATION SERVICES 87 2,000 2,000 1,000 -1,000

56245 TESTING SERVICES 36,160 32,500 32,500 32,000 -500

59005 VEHICLE MAINTENANCE SERVICES 100,505 83,813 100,000 100,000 16,187

134



ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01251000 PATROL 25,978,915 24,346,677 24,346,677 25,403,190 1,056,513

51000 FULL TIME EARNED PAY 14,976,245 15,887,150 15,887,150 16,926,994 1,039,844


51100 PT TEMP/SEASONAL EARNED PA 3

51106 REGULAR STRAIGHT OVERTIME 1,901

51108 REGULAR 1.5 OVERTIME PAY 1,229,017

51112 OUTSIDE PAY 2,736,976

51114 OUTSIDE OVERTIME 1.5X PAY 191,537

51116 HOLIDAY 2X OVERTIME PAY

51122 SHIFT 2 - 1.5X OVERTIME 1,206,554

51128 SHIFT 3 - 1.5X OVERTIME 1,108,047

51134 TEMP SHIFT 2 DIFFERENTIAL 169,773


51138 NORMAL STNDRD SHIFT DIFFER 19,007 20,590 20,590 20,590

51140 LONGEVITY PAY 256,800 263,100 263,100 280,425 17,325


51308 FT GRIEV/ARB AWARD PAY RETIREM 7,700

51318 PERSONAL DAY PAYOUT RETIREMENT 347,839

51320 COMP TIME PAYOUT RETIREMENT 366

51322 HOLIDAY PAYOUT RETIREMENT 114,204


52360 MEDICARE 143,839 215,604 215,604 206,681 -8,923

52385 SOCIAL SECURITY 43 37,072 37,072 37,072

52399 UNIFORM ALLOWANCE 241,750 259,925 259,925 232,175 -27,750


52508 POLICE RELIEF PENSION FUND 1,289,445 3,877,129 3,877,129 3,477,834 -399,295

52917 HEALTH INSURANCE CITY SHARE 1,731,064 3,738,397 3,738,397 4,168,953 430,556

01252000 DETECTIVE 5,772,435 5,662,879 5,662,879 5,820,655 157,776



51108 REGULAR 1.5 OVERTIME PAY 441,251

51112 OUTSIDE PAY 62,622


51122 SHIFT 2 - 1.5X OVERTIME 491,315

51128 SHIFT 3 - 1.5X OVERTIME 175,346


51136 TEMP SHIFT 3 DIFFERENTIAL 168

51140 LONGEVITY PAY 80,625 80,625 87,000 6,375





52360 MEDICARE 27,605 42,144 42,144 40,457 -1,687

52399 UNIFORM ALLOWANCE 51,750 49,950 49,950 49,950

52504 MERF PENSION EMPLOYER CONT 5,991 3,552 3,552 4,126 574

52508 POLICE RELIEF PENSION FUND 308,342 904,965 904,965 793,567 -111,398


135



ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01253000 TRAFFIC 1,246,788 1,167,645 1,167,645 1,213,310 45,665






51122 SHIFT 2 - 1.5X OVERTIME 78,796

51128 SHIFT 3 - 1.5X OVERTIME 7,252

51134 TEMP SHIFT 2 DIFFERENTIAL

51140 LONGEVITY PAY 29,475 29,475 30,675 1,200




52360 MEDICARE 1,407 2,274 2,274 2,159 -115





01254000 NARCOTICS & VICE 1,957,574 1,567,277 1,567,277 1,621,312 54,035

51000 FULL TIME EARNED PAY 1,039,445 996,266 996,266 1,048,821 52,555




51122 SHIFT 2 - 1.5X OVERTIME 276,599

51128 SHIFT 3 - 1.5X OVERTIME 120,371



51140 LONGEVITY PAY 28,425 28,425 26,700 -1,725




52360 MEDICARE 9,463 12,263 12,263 11,922 -341

52385 SOCIAL SECURITY 114 114 114





01255000 TRAINING 118,378 90,297 90,297 93,579 3,282



51112 OUTSIDE PAY

51114 OUTSIDE OVERTIME 1.5X PAY

51122 SHIFT 2 - 1.5X OVERTIME 21,740


51140 LONGEVITY PAY 1,875 1,875 1,950 75



52360 MEDICARE 18

52399 UNIFORM ALLOWANCE 925 925 925 925



136



ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01256000 RECORDS 728,813 694,327 694,327 809,233 114,906




51112 OUTSIDE PAY 183

51116 HOLIDAY 2X OVERTIME PAY 8,949

51122 SHIFT 2 - 1.5X OVERTIME 25,284

51128 SHIFT 3 - 1.5X OVERTIME 21,508


51140 LONGEVITY PAY 12,375 12,375 17,850 5,475





52360 MEDICARE 3,196 5,673 5,673 5,856 183





01257000 COMMUNICATIONS 825,086 877,605 877,605 800,239 -77,366




51114 OUTSIDE OVERTIME 1.5X PAY 768

51122 SHIFT 2 - 1.5X OVERTIME 89,969

51128 SHIFT 3 - 1.5X OVERTIME 72,392



51140 LONGEVITY PAY 10,800 10,800 10,950 150



52360 MEDICARE 4,690 7,005 7,005 6,013 -992

52399 UNIFORM ALLOWANCE 5,550 8,325 8,325 7,400 -925



01258000 AUXILIARY SERVICES 3,998,999 4,164,832 4,164,832 4,178,886 14,054

51000 FULL TIME EARNED PAY 2,597,098 2,816,878 2,816,878 2,800,055 -16,823


51102 LONG TERM ACTING PAY 56

51106 REGULAR STRAIGHT OVERTIME


51110 TEMP ACTING 1.5X OVERTIME 156



51116 HOLIDAY 2X OVERTIME PAY 4,888

51122 SHIFT 2 - 1.5X OVERTIME 122,398

51128 SHIFT 3 - 1.5X OVERTIME 33,299



51140 LONGEVITY PAY 60,300 60,300 60,210 -90



51320 COMP TIME PAYOUT RETIREMENT



52360 MEDICARE 19,106 31,653 31,653 29,402 -2,251

52385 SOCIAL SECURITY 3,637 3,637 2,090 -1,547





137



ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01259000 POLICE UNASSIGNED 3,748,544 3,965,101 3,965,101 4,179,331 214,230


51036 FT GRIEVANCE/ARB AWARD PAY 173,507 124,181 124,181 -124,181





51114 OUTSIDE OVERTIME 1.5X PAY 206

51116 HOLIDAY 2X OVERTIME PAY

51122 SHIFT 2 - 1.5X OVERTIME 322,643

51124 SHIFT 2 - 2X OVERTIME

51128 SHIFT 3 - 1.5X OVERTIME 39,464




51140 LONGEVITY PAY 1,513 48,525 48,525 58,350 9,825





52360 MEDICARE 21,482 30,357 30,357 31,478 1,121

52385 SOCIAL SECURITY 1,671 5,240 5,240 6,083 843

52399 UNIFORM ALLOWANCE 19,550 20,350 20,350 24,600 4,250




52920 HEALTH BENEFITS BUYOUT -601 -601 -601

138


FIRE DEPARTMENT


MISSION STATEMENT We, the members of the Bridgeport Fire Department, are dedicated to serving the people of the City of Bridgeport. We will safely provide the highest level of professional response to fire, medical, environmental emergencies and disasters, either natural or manmade. We will create a safer community through our extensive participation in Fire Prevention, Code Enforcement and education for the public and department members. Our goal is to provide twenty-four (24) hour emergency service for the protection of life and property within a four (4) minute response time frame.

CHIEF

ADMINISTRATIVE

OFFICER

CITY COUNCIL

FIRE

DEPARTMENT

MAYOR

BOARD OF FIRE

COMMISSIONERS

139

GENERAL FUND BUDGET FIRE DEPARTMENT BUDGET DETAIL


Brian Rooney Fire Chief

REVENUE SUMMARY


FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY2011

BUDGET

01260000 FIRE DEPARTMENT ADMINISTRATION -205,012 -194,515 -203,515 -203,515 9,000

41359 ALARM REGISTRATION FEE -1,000 -1,000 -1,000

41538 COPIES -1,142 -1,500 -1,500 -1,500

41583 BLASTING PERMIT -210 -250 -250 -250

41584 CARNIVAL PERMIT -800 -800 -800

41585 DAY CARE PERMIT -900 -2,800 -2,800 -2,800

41586 DAY CARE - GROUP PERMIT -75 -75 -75

41587 DRY CLEANER PERMIT -2,700 -350 -350 -350

41588 FLAMMABLE LIQUID LICENSE -28,250 -33,000 -33,000 -33,000

41589 FOAM GENERATOR LICENSE -500 -500 -500

41590 GAS PIPE TEST PERMIT

41591 HOTEL PERMIT -400 -450 -450 -450

41592 LIQUOR PERMIT -15,700 -15,000 -15,000 -15,000

41593 PUBLIC HALL PERMIT -1,000 -450 -450 -450

41594 ROOMING HOUSE PERMIT -4,100 -5,000 -5,000 -5,000

41595 SITE ASSESSMENT PERMIT -1,077 -5,000 -5,000 -5,000

41596 TANKINSTALLATION-COMMERCIALPER -2,050 -1,000 -1,000 -1,000

41597 TANKINSTALLATION-RESIDENTIALPE -1,225 -2,500 -2,500 -2,500

41598 TRUCK - HAZMAT PERMIT -20,100 -14,000 -14,000 -14,000

41599 VENDOR PERMIT -681 -200 -200 -200

41600 96/17 HOOD SYSTEM PERMIT -7,100 -7,500 -7,500 -7,500

41601 CHARGE FOR TIME -47,466 -38,000 -44,000 -44,000 6,000

41603 FIREWATCH REIMBURSEMENT -70,850 -65,000 -68,000 -68,000 3,000

41604 FIRE HYDRANT USE PERMITS -60 -140 -140 -140

140




ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01260000 FIRE DEPARTMENT ADMINISTRATION 23,398,791 25,566,055 25,675,917 25,262,338 -303,717

1260PS FIRE DEPT PERSONAL SVCS 44,889

2260TPS FIRE DEPT OTHER PERS SVCS 89,625 4,953,524 4,953,524 4,453,524 -500,000

3260FB FIRE DEPT FRINGE BENEFITS 6,857,653 4,179,272 4,179,272 4,301,072 121,800

4260EX FIRE DEPT OPER EXP 15,911,702 15,935,471 16,016,026 16,076,324 140,853

6260SS FIRE DEPT SPEC SVCS 494,921 497,788 527,095 431,418 -66,370

01261000 FIRE ENGINE 1 1,520,699 1,450,352 1,450,352 1,440,598 -9,754

1260PS FIRE DEPT PERSONAL SVCS 1,031,868 920,951 920,951 958,137 37,186

2260TPS FIRE DEPT OTHER PERS SVCS 271,240 14,025 14,025 15,000 975

3260FB FIRE DEPT FRINGE BENEFITS 217,592 515,376 515,376 467,461 -47,915

01263000 FIRE LADDER 5 1,918,374 2,023,003 2,023,003 2,035,417 12,414

1260PS FIRE DEPT PERSONAL SVCS 1,292,823 1,277,674 1,277,674 1,329,275 51,601

2260TPS FIRE DEPT OTHER PERS SVCS 324,675 20,100 20,100 22,575 2,475


01264000 FIRE RESCUE 5 1,569,550 1,659,463 1,659,463 1,666,287 6,824




01265000 FIRE ENGINE 3 1,359,701 1,440,588 1,440,588 1,433,679 -6,909

1260PS FIRE DEPT PERSONAL SVCS 932,794 922,996 922,996 960,270 37,274



01266000 FIRE ENGINE 4 1,471,645 1,544,606 1,544,606 1,478,742 -65,864

1260PS FIRE DEPT PERSONAL SVCS 955,294 991,621 991,621 975,286 -16,335



01267000 FIRE ENGINE 7 1,346,836 1,489,443 1,489,443 1,485,873 -3,570




01268000 FIRE LADDER 11 1,798,209 1,898,326 1,898,326 1,819,754 -78,572

1260PS FIRE DEPT PERSONAL SVCS 1,147,325 1,163,987 1,163,987 1,157,879 -6,108



141



ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01269000 FIRE ENGINE 6 1,338,241 1,447,555 1,447,555 1,436,440 -11,115




01270000 FIRE LADDER 6 1,560,750 1,729,877 1,729,877 1,719,158 -10,719




01271000 FIRE ENGINE 10 1,444,486 1,441,844 1,441,844 1,443,103 1,259




01272000 FIRE LADDER 10 1,901,861 2,061,266 2,061,266 1,972,096 -89,170




01273000 FIRE ENGINE 12 1,374,091 1,391,032 1,391,032 1,239,835 -151,197

1260PS FIRE DEPT PERSONAL SVCS 898,553 867,852 867,852 808,756 -59,096

2260TPS FIRE DEPT OTHER PERS SVCS 267,506 17,850 17,850 17,700 -150


01274000 FIRE ENGINE 15 1,385,943 1,445,919 1,445,919 1,438,795 -7,124




01275000 FIRE ENGINE 16 1,674,081 1,681,082 1,681,082 1,598,269 -82,813

1260PS FIRE DEPT PERSONAL SVCS 1,085,571 1,069,225 1,069,225 1,051,744 -17,481



01276000 FIRE UNASSIGNED 5,160,314 5,002,857 5,002,857 5,234,054 231,197



3260FB FIRE DEPT FRINGE BENEFITS 656,079 1,488,998 1,488,998 1,424,019 -64,979

142



PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


8.0 FIRE FIGHTER 426,843 444,076 17,233

4.0 PUMPER ENGINEER 234,192 243,648 9,456

3.0 FIRE LIEUTENANT 187,887 195,474 7,587

1.0 FIRE CAPTAIN 72,029 74,938 2,909

01261000 Total 16.0 920,951 958,136 37,185

19.0 FIRE FIGHTER 1,017,758 1,058,856 41,098

3.0 FIRE LIEUTENANT 187,887 195,474 7,587

1.0 FIRE CAPTAIN 72,029 74,938 2,909

01263000 Total 23.0 1,277,674 1,329,268 51,594

11.0 FIRE FIGHTER 599,082 623,277 24,195

4.0 PUMPER ENGINEER 234,192 243,648 9,456

3.0 FIRE LIEUTENANT 187,887 195,474 7,587

01264000 Total 18.0 1,021,161 1,062,399 41,238

8.0 FIRE FIGHTER 428,888 446,207 17,319

4.0 PUMPER ENGINEER 234,192 243,648 9,456

3.0 FIRE LIEUTENANT 187,887 195,474 7,587

1.0 FIRE CAPTAIN 72,029 74,938 2,909

01265000 Total 16.0 922,996 960,267 37,271

7.0 FIRE FIGHTER 425,484 386,003 -39,481

4.0 PUMPER ENGINEER 234,192 243,648 9,456

3.0 FIRE LIEUTENANT 187,887 195,474 7,587

2.0 FIRE CAPTAIN 144,058 150,159 6,101

01266000 Total 16.0 991,621 975,284 -16,337

8.0 FIRE FIGHTER 432,292 449,750 17,458

4.0 PUMPER ENGINEER 234,192 243,648 9,456

3.0 FIRE LIEUTENANT 187,887 195,721 7,834

1.0 FIRE CAPTAIN 72,029 74,938 2,909

01267000 Total 16.0 926,400 964,056 37,656

17.0 FIRE FIGHTER 966,700 952,618 -14,082

2.0 FIRE LIEUTENANT 125,258 130,316 5,058

1.0 FIRE CAPTAIN 72,029 74,938 2,909

01268000 Total 20.0 1,163,987 1,157,872 -6,116

8.0 FIRE FIGHTER 428,888 445,422 16,534

4.0 PUMPER ENGINEER 234,192 243,648 9,456

3.0 FIRE LIEUTENANT 187,887 195,721 7,834

1.0 FIRE CAPTAIN 72,029 74,938 2,909

01269000 Total 16.0 922,996 959,728 36,732

15.0 FIRE FIGHTER 799,910 832,210 32,300

3.0 FIRE LIEUTENANT 187,887 195,474 7,587

1.0 FIRE CAPTAIN 72,029 74,938 2,909

01270000 Total 19.0 1,059,826 1,102,622 42,796

8.0 FIRE FIGHTER 422,080 439,122 17,042

4.0 PUMPER ENGINEER 234,192 243,648 9,456

3.0 FIRE LIEUTENANT 187,887 195,474 7,587

1.0 FIRE CAPTAIN 72,029 74,938 2,909

01271000 Total 16.0 916,188 953,182 36,994

143




FY 2011

CURRENT

FY 2012


17.0 FIRE FIGHTER 975,840 964,657 -11,183

1.0 PUMPER ENGINEER 58,548 60,912 2,364

3.0 FIRE LIEUTENANT 187,887 195,474 7,587

1.0 FIRE CAPTAIN 72,029 74,938 2,909

01272000 Total 22.0 1,294,304 1,295,981 1,677

9.0 FIRE FIGHTER 494,921 401,585 -93,337

2.0 PUMPER ENGINEER 117,096 121,824 4,728

1.0 FIRE LIEUTENANT 62,629 65,158 2,529

2.0 FIRE CAPTAIN 134,658 149,875 15,217

1.0 FIRE INSPECTOR 58,548 70,311 11,763

01273000 Total 15.0 867,852 808,753 -59,099

8.0 FIRE FIGHTER 432,292 449,750 17,458

4.0 PUMPER ENGINEER 234,192 243,648 9,456

3.0 FIRE LIEUTENANT 187,887 195,474 7,587

1.0 FIRE CAPTAIN 72,029 74,938 2,909

01274000 Total 16.0 926,400 963,809 37,409

6.0 FIRE FIGHTER 323,368 336,427 13,059

5.0 PUMPER ENGINEER 288,654 304,560 15,906

3.0 FIRE LIEUTENANT 187,887 195,474 7,587

1.0 FIRE CAPTAIN 72,029 74,938 2,909

1.0 FIRE EQUIPMENT MECHANIC 62,629 65,405 2,776

1.0 ASSISTANT SUPERINTENDENT OF MAINT. 72,029 74,938 2,909

01275000 Total 17.0 1,006,596 1,051,740 45,144

PAYROLL CLERK 44,440 -44,440

1.0 EXECUTIVE SECRETARY 62,127 63,759 1,632

2.0 FIRE FIGHTER 108,924 113,752 4,828

19.0 FIRE LIEUTENANT 1,136,722 1,239,483 102,761

3.0 FIRE CAPTAIN 206,687 225,664 18,977

9.0 FIRE ASSISTANT CHIEF 745,461 775,888 30,427

3.0 FIRE DEPUTY CHIEF 285,753 298,416 12,663

1.0 FIRE DEPUTY MARSHALL 77,429 92,988 15,559

1.0 FIRE CHIEF 124,787 128,543 3,756

FIRE EQUIPMENT MECHANIC

1.0 SUPERINTENDENT OF MAINTENANCE 62,629 86,174 23,545

2.0 FIRE SENIOR INSPECTOR 134,656 161,722 27,066

4.0 FIRE INSPECTOR 269,312 281,246 11,934

1.0 FIRE MARSHALL 89,042 99,472 10,430


1.0 CUSTODIAN I 33,125 33,125

1.0 DIRECTOR -EMERGENCY SERVICE 89,648 92,453 2,805

01276000 Total 50.0 3,497,438 3,722,134 224,696

144

GENERAL FUND BUDGET FIRE DEPARTMENT PROGRAM HIGHLIGHTS




FIRE DEPARTMENT

Number of Fire Stations 14 14 8 8 8 8

Number of First Responder Stations 14 14 8 8 8 8

Number of Ladder Trucks 4 4 4 4 4 4

Number of Standby/Reserve Trucks 0 1 1 1 1 1

Number of Pumper Trucks/Engines 9 9 9 9 9 9

Number of Standby Pumper Trucks/Engines 0 3 4 3 3 3

Minimum staffing per truck 4 4 4 4 4 4

Number of Quints/combination equipment 1 1 1 1 1 1

Number of budgeted employees 368 368 366 366 366 366

REVENUE

Firewatch $86,554 $98,492 $113,722 $38,086 $70,850 $68,880

Insurance Reimbursement $68,400 $33,025 $16,525 $22,683 $47,465 $44,314

Permits & Inspection fees $78,635 $71,704 $70,711 $65,973 $85,553 $74,515

Total Revenue Generated $233,589 $203,221 $200,958 $126,742 $203,868 $187,709

FIRE INCIDENTS

Residential Fire Incidents 160 173 237 246 245 248

Commercial/Industrial Fire Incidents 20 16 281 285 278 302

Fire Incidents involving Non-Structures 480 49 205 337 416 396

TOTAL FIRE INCIDENTS 660 238 651 868 694 698

Non-fire Incidents requiring response 9,779 1,684 9,200 9,520 11,261 14,438

False Alarms 1,790 1,800 1,475 1,947 2,062 2,350

Arson Incidents in structure 21 21 18 11 10 6

Total Arson Incidents in non-structure 41 N/A 3 25 19 8

TOTAL ARSON INCIDENTS 62 53 44 36 29 14

Arson Arrests 1 4 0 4 0 0

STAFF INJURY DETAIL

Personnel Deaths 0 0 0 0 0 2

Injuries with time lost 134 73 58 13 7 14

Injuries with no time lost 58 57 63 20 17 26

TOTAL INJURIES 192 130 121 33 24 40

RESPONSE TIME/EMS

Calls responded to within 4 minutes 98% N/A 62% 59% 41% 64%

Basic Life Support Responder Incidents 3,366 3,398 1,696 2,585 3,943 4,838

FIRE INSPECTIONS & PREVENTION

Residential Structures Inspected 2,552 1,528 1,362 1,246 433 250

Commercial Structures Inspected 785 417 883 1,605 476 532

Industrial Structures Inspected 66 0 46 72 97 154

Total Structures Inspected 9,058 1,945 2,291 2,923 1,006 936

Inspections carried out by fire supression staff 4,069 N/A N/A 4,149 1,877 1,066

Smoke detectors installed 5,800 4,847 4,662 4,794 5,885 5,198

FY 2011-2012 GOALS 1) Submit a Capital Budget Request for a new Rescue truck to replace a 1992 Pierce Rescue with

very high engine hours and mileage. 2) Submit a Capital Budget Request for a new 105’ midship mount tower ladder truck to replace a

1992 rebuilt Baker Tower ladder which is reaching the end of its useful service life as a reserve ladder truck.

3) Continue training fire department members in the use of our new Fire Boat to ensure an adequate number of firefighters sufficiently trained to man the boat when emergency responses are necessary.

4) Conduct a Firefighter entrance examination in the spring of 2011 to establish a hiring list to replace positions vacant due to retirements.

5) Conduct promotional examinations for the position of Assistant Fire Chief, Deputy Fire Marshal, Senior Inspector and Assistant Superintendent of Maintenance.

6) Continue to promote and market our smoke alarm campaign Safe Asleep which is currently in the last year of a five year grant through the Federal Government’s Centers for Disease Control, by getting the message out to the residents of the City of Bridgeport as to the importance of working smoke alarms.

145



7) Actively seek funding opportunities from additional sources in the form of grants to sustain the tremendously successful smoke alarm initiative.

8) Continue to implement and build upon the Ready Bridgeport initiative. The goal that we are trying to achieve is 1% of our population to become trained volunteers in a specific area of emergency operations.

9) Continue to grow the Reverse 911 database to achieve its full capacity for community alerting. 10) Continue to lead the region in emergency preparedness, prevention standards and homeland

security initiatives that strategically buy down risks associated with all types of hazards. 11) Continue to enhance the City Emergency Operations Center technology efforts, to ensure state of

the art technology when preparing for all types of hazards including terrorism. 12) Work with the City Council to adopt ordinances to ensure business and community emergency

prevention, preparedness, response and recovery. 13) Continue implementation of the City of Bridgeport Credentialing and building security program. 14) Work with the vulnerable population community to better enhance our preparedness efforts and to

provide useful links to various community services. This goal includes special needs, places of worship, animal and educational as well as child/adult learning facilities comprehensive preparedness and emergency planning for all hazards.

FY 2009-2010 GOAL STATUS 1) Submit a Capital Budget Request for two new Fire Pumper Engines to replace two older engines

that are nearing the end of their status as front line apparatus. Submit a Capital Budget Request for one new 100’ ladder truck to replace a 1992 rebuilt Baker tower ladder which is rapidly reaching the end of its useful service life as a reserve ladder truck. Submit a Capital Budget Request for a purchase of a parcel of land in the North End that would be suitable for the construction of a new Station 12 to replace the current station that is nearly 100 years old. 6 MONTH STATUS: The two new Fire Pumpers have gone out to bid and the bid has been awarded to Pierce Manufacturing. The new Pumpers have been driven from the factory in Appleton, Wisconsin to the Pierce dealership, Firematic Supply, in Rocky Hill, CT where they are currently being fitted with much of the tools and equipment they will carry. Delivery to the Bridgeport Fire Department is expected in February 2011. The new ladder truck and land purchase never came to fruition for FY2009-2010 but will be attempted again in the future Capital Budget Requests.

2) The Fire Department this spring is prepared to have our new 28’ Fireboat in service with a sufficient number of qualified employees properly trained in the safe operation of the boat. 6 MONTH STATUS: Several Fire Companies have already been trained in the operation of the new Fire Boat and are capable of responding to emergency calls when needed. During the spring of 2011 a number of other firefighters will also be trained and qualified to operate the Fire Boat.

3) Conduct promotional examination for the positions of Fire Marshal, Senior Inspector, Assistant Fire Chief, Superintendent of Maintenance and Assistant Superintendent of Maintenance. 6 MONTH STATUS: Promotional examinations have been conducted for the positions of Fire Marshal and Superintendent of Maintenance. The Fire Assistant Chief Exam is scheduled for February 2011. Senior Inspector, Inspector and Assistant Superintendent of Maintenance exams have not been announced as of yet.

4) Develop and administer a Fire Department entrance examination in order to fill approximately 35 vacancies and bring the department to its full budgeted strength. 6 MONTH STATUS: A Firefighter entrance examination is scheduled for May 2011. After the final hiring list has been established, a determination will be made as to how many new firefighters will be hired.

5) Continue to market our Safe Asleep program, which is currently in the fourth year of the five year grant, by getting the word out to the residents of the City of Bridgeport as to the importance of working smoke alarms in their homes. The project to date has installed over 22,500 smoke alarms in homes of Bridgeport residents.

146



6 MONTH STATUS: The Safe Asleep Program is now in the last year of a five year Federal Grant through the Centers for Disease Control. The project to date has installed over 28,000 smoke alarms in homes of Bridgeport residents.

6) Continue implementation of Ready Bridgeport, a citywide preparedness initiative and trained volunteer recruitment. Collaborating with NYC Office of Emergency Management and Ready.Gov on this initiative. 6 MONTH STATUS: Ready Bridgeport was kicked off in September 2010. Right now approximately 235 persons want to become trained volunteers in some capacity of emergency operations. We are continuing to reach to all community groups and businesses to get involved. We also have strengthened are collaboration with US Ready.Gov/FEMA-DHS and various nationwide Ready programs.

7) Continue to work with our Specific Needs/Vulnerable Population, Red Cross, Social Services, Health Department and other local agencies to ensure accountability, emergency preparedness, emergency planning, and mass care availability for those residents with specific needs. 6 MONTH STATUS: We have been working with our Bridgeport Special Needs Coalition, Disability Resource Center and other special needs agencies. We are coordinating a program to engage these agencies along with other vulnerable population care sites.

8) Work with the Bridgeport Police Department Animal Control Officer to ensure proper animal preparedness procedures and planning is in place in the event of an emergency or hazard. 6 MONTH STATUS: We are continuing to educate the community on pet preparedness initiatives and ensuring that in an emergency or disaster pets are cared for.

9) Continue implementation of our City’s Reverse 911 Community Alerting program. 6 MONTH STATUS: We have begun to educate our community on staying informed when emergencies occur and this initiative has been welcome with open arms by our citizens. We have begun enhancing our database and making sure we have accurate contact information so we can alert everyone accordingly. The system has more options that we have yet to implement and we feel this is at this one more way to inform our citizens.

10) Continue to lead and support emergency management & homeland security (OEMHS ) initiatives, grants and programs that will better prepare our city and region. 6 MONTH STATUS: Bridgeport OEMHS continues to be the lead in our region and our State by advocating for comprehensive emergency management and homeland security regional collaboration strategies so that we will not only be the most prepared community but also the most prepared region in the State.

11) Enhance the City Emergency Operations Center technology efforts, to ensure state of the art technology is utilized when preparing for all types of hazards including terrorism. 6 MONTH STATUS: We have continued to enhance the usage of GIS, social media, Pictometry, web-based software, camera systems and other information sharing technologies. Purchases are targeted utilizing grants and other funding streams to help minimize operational costs.

12) Work with the City Council to adopt ordinances to ensure business and community emergency prevention, preparedness, response and recovery. 6 MONTH STATUS: We are continuing to find ways of engaging businesses and our neighborhoods in adoption of emergency planning, preparedness and adequate insurance coverage for all hazards.

13) Continue implementation of the City of Bridgeport Credentialing and building security program. The Implementation of the Bridgeport Credentialing and Building Security Program is to continue the initiatives to support Homeland Security Presidential Directive 7 Protection of Critical Infrastructures and Key Resources. In 2004 Bridgeport OEMHS in conjunction with Police, Fire and Public Facilities conducted security assessments of City Buildings to determine strengths and

147



weaknesses as well as priorities of Continuity of Government Operations. One goal is to have all city employees credentialed with uniformed Identification badges so that visitors can easily identify city workers in the event assistance is required and first responders can identify those persons working at a city building for accountability purposes in the event of emergencies. The second goal was to begin securing the facilities to minimize any hazards that may occur with video cameras and access control systems. For the purpose of security efficiency, the objective is to have one access card for all city buildings, uniformed credentials and security cameras migrated into one system, which will be located at our most secured site. Currently Fire Headquarters, Police Head Quarters, Emergency Communications and Operations Center, Public Health Department, Police Training Facility and City Hall were the first phase. Additional phases will include City Hall Annex, McLevy Hall, Parks and Recreation, and other City sites. 6 MONTH STATUS: 90% of our employees are credentialed and provided access cards to allow us to meet our federal and state standards. Security initiatives are continuing to advance and we will be in a process within the next year in creating a system that will virtually protect critical areas of our community.

FY 2010-2011 ADDITIONAL ACCOMPLISHMENTS 1) The Fire Department applied for and was awarded a Federal Grant for four new Thermal Imaging

Cameras that will replace some of our older cameras that are in need of replacement and provide for additional fire companies to now have a camera.

2) The Fire Department was also successful in obtaining a Federal Grant for 15,000 feet of Large Diameter Hose and 8 intake valves. This hose will replace older supply hose that is nearing or has reached its recommended service life and bring the department into compliance with NFPA (National Fire Protection Association) recommendations.

3) Spare Engine #10 was sent out for a refurbishment consisting of a new engine, transmission, water tank and rebuild of the fire pump. It is also scheduled to have body work done and to be re-painted. This will become one of the department’s primary spare apparatus.

4) As of December 2010, The Fire Department’s Safe Asleep program has installed approximately 28,000 smoke alarms in homes that otherwise did not have working smoke alarms. This has had a huge impact on fire safety both in reducing the number of fire fatalities as well as mitigating property loss.

5) The new boat launching ramp behind Fire Headquarters has been completed in December 2010. This ramp was damaged by a Nor’Easter storm in 2007. A Grant from FEMA (Federal Emergency Management Agency) provided funding for 75% of the cost for repairs. The total cost of the project was $325,000. This ramp is used by fire personnel to launch our inflatable Zodiac Rescue boat for emergency responses in Bridgeport harbor and the Pequonnock River.

6) There is a boat dock expansion project that is due to be completed in the spring of 2011 at the Water Street Ferry terminal. The project involves installing a number of finger docks which will allow the department’s Fire Boat to be docked in this central location along with the Police and Harbor Master’s boats. Currently, the Fire Boat is docked at Captain’s Cove which causes an increase in response times to Bridgeport Harbor.

148

GENERAL FUND BUDGET FIRE DEPARTMENT APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01260000 FIRE DEPARTMENT ADMINISTRATION 23,398,791 25,566,055 25,675,917 25,262,338 -303,717

51000 FULL TIME EARNED PAY 44,889


51108 REGULAR 1.5 OVERTIME PAY -4,405 3,100,000 3,100,000 2,600,000 -500,000

51110 TEMP ACTING 1.5X OVERTIME 3,800 3,800 3,800


51118 STAND-BY PAY 104,700 104,700 104,700

51122 SHIFT 2 - 1.5X OVERTIME 70,000 70,000 70,000

51126 FIREWATCH OVERTIME 80,000 80,000 80,000

51134 TEMP SHIFT 2 DIFFERENTIAL 105 387,846 387,846 387,846

51138 NORMAL STNDRD SHIFT DIFFER 1,428 1,428 1,428

51140 LONGEVITY PAY

51141 EMT CERTIFICATE PAY 93,925

51318 PERSONAL DAY PAYOUT RETIREMENT 1,130,250 1,130,250 1,130,250

51322 HOLIDAY PAYOUT RETIREMENT 35,000 35,000 35,000

51324 LONGEVITY RETIREMENT 35,000 35,000 35,000

52252 H& H MEDICAL - FIRE 711,000 719,400 719,400 745,000 25,600

52256 H & H INDEMNITY FIRE 682,000 759,000 759,000 845,000 86,000

52268 WORKERS' COMP INDM - FIRE 549,000 575,100 575,100 575,500 400

52284 WORKERS' COMP MED - FIRE 850,000 760,200 760,200 770,000 9,800

52360 MEDICARE 2

52510 FIRE PENSION FUND 1,795,280

52514 NORMAL COST- PENSION PLAN 1,365,572 1,365,572 1,365,572

52917 HEALTH INSURANCE CITY SHARE 2,270,372

53200 PRINCIPAL & INTEREST DEBT SERV 372,228 380,643 380,643 517,590 136,947

53201 PRIN / INTEREST PENSION A 14,831,430 14,831,942 14,831,942 14,832,573 631

53435 PROPERTY INSURANCE 4,436 8,998 8,998 4,499 -4,499



53715 PAGING SERVICES 2,787 3,500 3,500 3,500

53720 TELEPHONE SERVICES 63,980 65,638 65,638 65,638

53750 TRAVEL EXPENSES 21 21 11 -10


54010 AUTOMOTIVE PARTS 79,598 78,095 82,095 82,095 4,000

54020 COMPUTER PARTS 173 223 223 223

54025 ROADWAY PARTS 85 135 68 -17

54505 ARTS & CRAFT SUPPLIES 15 15 8 -7

54530 AUTOMOTIVE SUPPLIES 5,155 4,176 5,000 2,500 -1,676

54535 TIRES & TUBES 20,919 25,100 25,100 15,000 -10,100


54550 COMPUTER SOFTWARE 9,365 4,857 7,767 3,884 -973


54560 COMMUNICATION SUPPLIES 44,497 24,088 20,813 20,000 -4,088

54570 ELECTRONIC SUPPLIES 419 427 427 214 -213

54580 SCHOOL SUPPLIES 13 13 7 -6

54595 MEETING/WORKSHOP/CATERING FOOD 1,250 3,204 1,354 1,354 -1,850

54600 FOOD SERVICE SUPPLIES 31 31 16 -15

54610 DIESEL 73,850 74,000 80,000 80,000 6,000

54615 GASOLINE 33,847 47,552 58,000 58,000 10,448

54630 OTHER FUELS 275 275 138 -137

149



ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

54635 GASES AND EQUIPMENT 5,147 5,002 3,802 3,802 -1,200

54640 HARDWARE/TOOLS 8,541 14,734 15,934 10,000 -4,734

54650 LANDSCAPING SUPPLIES 15 15 8 -7

54665 LAUNDRY SUPPLIES 172 172 86 -86

54670 MEDICAL SUPPLIES 2,705 2,955 2,955 2,000 -955

54675 OFFICE SUPPLIES 13,053 13,137 13,137 10,000 -3,137

54680 OTHER SUPPLIES 1,815 3,239 3,239 1,620 -1,619

54695 PHOTOGRAPHIC SUPPLIES 142 315 315 315

54700 PUBLICATIONS 2,555 2,750 2,750 2,750

54705 SUBSCRIPTIONS 919 1,149 1,149 575 -574

54720 PAPER AND PLASTIC SUPPLIES 100 100 50 -50

54740 TEXTILE SUPPLIES 2,155 1,000 1,000 500 -500

54745 UNIFORMS 8,335 13,500 13,500 13,500

54750 TRANSPORTATION SUPPLIES 309 405 405 203 -202

54755 TRAFFIC CONTROL PRODUCTS 185 500 500 250 -250

54770 SALE OF SURPLUS/OBSOLETE ITE 110 900 450 340


55050 CLEANING EQUIPMENT 273 650 2,500 2,500 1,850

55055 COMPUTER EQUIPMENT 20,710 10,301 10,000 5,000 -5,301

55075 SCHOOL EQUIPMENT 47 90 90 45 -45

55080 ELECTRICAL EQUIPMENT 2,252 2,374 2,374 2,374

55095 FOOD SERVICE EQUIPMENT 3,683 1,134 1,134 1,134

55110 HVAC EQUIPMENT 650 650 325 -325

55120 LANDSCAPING EQUIPMENT 625 625 313 -312

55135 MEDICAL EQUIPMENT 16,369 4,663 4,663 4,663

55150 OFFICE EQUIPMENT 7,913 2,921 8,671 4,336 1,415


55160 PHOTOGRAPHIC EQUIPMENT 1,659 225 225 113 -112

55175 PUBLIC SAFETY EQUIPMENT 156,302 212,370 253,620 233,620 21,250

55190 ROADWAY EQUIPMENT 165 600 300 135

55205 TRANSPORTATION EQUIPMENT 561 862 862 431 -431

55210 TESTING EQUIPMENT 309 312 312 156 -156

55215 WELDING EQUIPMENT 4,411 500 500 250 -250

55510 OTHER FURNITURE 3,155 2,180 4,000 2,000 -180

55530 OFFICE FURNITURE 22,199 1,725 5,000 5,000 3,275

56035 TOWING SERVICES 1,156 3,525 3,525 1,763 -1,762


56060 CONSTRUCTION SERVICES 51,524 66,495 66,495 33,248 -33,247

56065 COMMUNICATION EQ MAINT SVCS 12,263 13,500 13,500 13,500

56115 HUMAN SERVICES 3,099 11,309 11,309 7,000 -4,309


56140 LAUNDRY SERVICES 4,493 7,900 7,900 5,000 -2,900

56155 MEDICAL SERVICES 10,875 24,500 24,500 20,000 -4,500



56180 OTHER SERVICES 275 4,800 1,475 738 -4,062

56190 FILM PROCESSING SERVICES 387 964 964 482 -482

56205 PUBLIC SAFETY SERVICES 118,983 122,662 124,162 124,162 1,500

56215 REFUSE SERVICES 105 15 15 8 -7

56245 TESTING SERVICES 6,598 3,800 3,800 3,000 -800

56250 TRAVEL SERVICES 55 650 650 325 -325

59005 VEHICLE MAINTENANCE SERVICES 162,439 170,520 176,278 125,000 -45,520

150



ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01261000 FIRE ENGINE 1 1,520,699 1,450,352 1,450,352 1,440,598 -9,754

51000 FULL TIME EARNED PAY 1,031,868 920,951 920,951 958,137 37,186


51126 FIREWATCH OVERTIME 1,139


51140 LONGEVITY PAY 14,025 14,025 15,000 975

51141 EMT CERTIFICATE PAY


51322 HOLIDAY PAYOUT RETIREMENT


52360 MEDICARE 7,455 12,156 12,156 12,062 -94


52510 FIRE PENSION FUND 81,873 227,651 227,651 222,827 -4,824


01263000 FIRE LADDER 5 1,918,374 2,023,003 2,023,003 2,035,417 12,414








51140 LONGEVITY PAY 20,100 20,100 22,575 2,475




52360 MEDICARE 11,586 20,060 20,060 17,847 -2,213

52385 SOCIAL SECURITY 2,686 2,686 2,686





01264000 FIRE RESCUE 5 1,569,550 1,659,463 1,659,463 1,666,287 6,824



51126 FIREWATCH OVERTIME 222


51140 LONGEVITY PAY 24,075 24,075 27,000 2,925



51322 HOLIDAY PAYOUT RETIREMENT 597


52360 MEDICARE 8,903 15,280 15,280 13,237 -2,043

52385 SOCIAL SECURITY 2,686 2,686 2,686




01265000 FIRE ENGINE 3 1,359,701 1,440,588 1,440,588 1,433,679 -6,909






51140 LONGEVITY PAY 19,200 19,200 20,550 1,350




52360 MEDICARE 6,935 12,853 12,853 11,223 -1,630

52385 SOCIAL SECURITY 2,686 2,686 2,686




151



ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01266000 FIRE ENGINE 4 1,471,645 1,544,606 1,544,606 1,478,742 -65,864





51140 LONGEVITY PAY 18,000 18,000 19,875 1,875



51322 HOLIDAY PAYOUT RETIREMENT


52360 MEDICARE 8,158 13,037 13,037 11,806 -1,231

52385 SOCIAL SECURITY 2,640 2,640




01267000 FIRE ENGINE 7 1,346,836 1,489,443 1,489,443 1,485,873 -3,570



51118 STAND-BY PAY 315



51140 LONGEVITY PAY 15,825 15,825 18,975 3,150




52360 MEDICARE 8,267 14,073 14,073 12,897 -1,176




01268000 FIRE LADDER 11 1,798,209 1,898,326 1,898,326 1,819,754 -78,572





51140 LONGEVITY PAY 19,350 19,350 23,850 4,500




52360 MEDICARE 10,649 16,808 16,808 15,172 -1,636





01269000 FIRE ENGINE 6 1,338,241 1,447,555 1,447,555 1,436,440 -11,115






51140 LONGEVITY PAY 16,950 16,950 19,500 2,550




52360 MEDICARE 7,591 12,935 12,935 12,031 -904




152



ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01270000 FIRE LADDER 6 1,560,750 1,729,877 1,729,877 1,719,158 -10,719






51140 LONGEVITY PAY 17,625 17,625 20,025 2,400




52360 MEDICARE 9,427 16,110 16,110 14,654 -1,456




01271000 FIRE ENGINE 10 1,444,486 1,441,844 1,441,844 1,443,103 1,259





51140 LONGEVITY PAY 18,150 18,150 20,550 2,400




52360 MEDICARE 8,418 12,185 12,185 11,251 -934




01272000 FIRE LADDER 10 1,901,861 2,061,266 2,061,266 1,972,096 -89,170





51140 LONGEVITY PAY 26,025 26,025 28,050 2,025





52360 MEDICARE 11,347 18,888 18,888 17,327 -1,561





01273000 FIRE ENGINE 12 1,374,091 1,391,032 1,391,032 1,239,835 -151,197


51036 FT GRIEVANCE/ARB AWARD PAY




51118 STAND-BY PAY 1,680



51140 LONGEVITY PAY 17,850 17,850 17,700 -150





52360 MEDICARE 8,332 13,857 13,857 11,483 -2,374

52385 SOCIAL SECURITY 2,686 2,686 2,640 -46




153



ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01274000 FIRE ENGINE 15 1,385,943 1,445,919 1,445,919 1,438,795 -7,124





51140 LONGEVITY PAY 21,000 21,000 22,125 1,125





52360 MEDICARE 7,762 13,867 13,867 12,323 -1,544

52385 SOCIAL SECURITY 2,686 2,686 2,686




01275000 FIRE ENGINE 16 1,674,081 1,681,082 1,681,082 1,598,269 -82,813









51140 LONGEVITY PAY 19,875 19,875 22,950 3,075




52360 MEDICARE 10,009 16,825 16,825 13,437 -3,388

52385 SOCIAL SECURITY 2,686 2,686 2,686





01276000 FIRE UNASSIGNED 5,160,314 5,002,857 5,002,857 5,234,054 231,197






51110 TEMP ACTING 1.5X OVERTIME 1,885




51140 LONGEVITY PAY 3,150 79,050 79,050 87,900 8,850







52360 MEDICARE 23,729 43,893 43,893 33,628 -10,265

52385 SOCIAL SECURITY 737 8,277 8,277 8,277



52510 FIRE PENSION FUND 253,618 633,339 633,339 644,597 11,258


154


WEIGHTS & MEASURES BUDGET DETAIL


Robert DeLucia



FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY2011

BUDGET

01285000 WEIGHTS & MEASURES -74,260 -76,000 -76,000 -76,000

41252 ANNUALCOMMERCIALSSCALECERTIFIC -74,260 -76,000 -76,000 -76,000 APPROPRIATION SUMMARY

ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01285000 WEIGHTS & MEASURES 79,977 126,546 126,546 135,805 9,259

1285PS WEIGHTS & MEASURES PERSONAL SVCS 66,401 110,003 110,003 111,801 1,798

2285TPS WEIGHTS & MEASURES OTHER PERS SVCS 2,123

3285FB WEIGHTS & MEASURES FRNG BENE 11,289 16,077 16,077 23,538 7,461

4285EX WEIGHTS & MEASURES OPER EXP 164 466 466 466 PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


1.0 SEALER OF WEIGHTS AND MEASURES 57,633 59,147 1,514

1.0 DEPUTY SEALER WEIGHTS AND MEAS 52,370 52,654 284

01285000 Total 2.0 110,003 111,801 1,798 PROGRAM SUMMARY The Department of Weights & Measures protects the public consumer by maintaining & monitoring all scales, gas pump meters, oil truck meters, taxi cab meters, measured materials, and cords of wood; by randomly selecting and testing packages for weight accuracy; and by enforcing laws and regulations regarding weights & measures; by investigating consumer complaints, and by issuing licenses in accordance with Connecticut State Statutes.

155

GENERAL FUND BUDGET WEIGHTS & MEASURES APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01285000 WEIGHTS & MEASURES 79,977 126,546 126,546 135,805 9,259



52360 MEDICARE 591 1,595 1,595 1,594 -1

52385 SOCIAL SECURITY 676 3,247 3,247 3,247



54675 OFFICE SUPPLIES 164 466 466 466

156


PUBLIC SAFETY COMMUNICATIONS


MISSION STATEMENT The Bridgeport Public Safety Communications 911 Center is committed to answering 911 calls and non-emergency calls with professionalism, integrity and compassion while efficiently dispatching police, fire and emergency medical services. Customer service is essential to our success, so we treat each caller with empathy and respect. As first responders and we provide the vital link between public safety staff and citizens in need of assistance. We strive to provide the highest degree of professionalism while providing service to citizens and public safety personnel.

CHIEF

ADMINISTRATIVE

OFFICER

CITY COUNCIL

PUBLIC SAFETY

COMMUNICATIONS

CENTER

MAYOR

157

GENERAL FUND BUDGET PUBLIC SAFETY COMMUNICATIONS BUDGET SUMMARY


Doree Price Manager

REVENUE SUMMARY


ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01290000 EMERGENCY OPERATIONS CENTER 3,418,278 4,418,433 4,459,492 4,445,312 26,879

1290PS EOC PERSONAL SVCS 1,703,883 2,386,429 2,386,429 2,379,081 -7,348

2290TPS EOC OTHER PERS SVCS 936,284 787,037 787,037 764,937 -22,100

3290FB EOC FRINGE BENEFITS 605,995 774,156 774,156 839,924 65,768

4290EX EOC OPER EXP 172,116 248,611 298,970 248,470 -141

6290SS EOC SPEC SVCS 222,200 212,900 212,900 -9,300 PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


1.0 DIRECTOR OF PUBLIC SAFETY COMM 109,711 112,593 2,882

26.0 4.0 TELECOMMUNICATIONS OPERATOR 1,082,960 1,071,346 -11,615

10.0 6.0 PUB SAFETY TCO 469,760 452,275 -17,484

1.0 PUB SAFETY COMM.BUDGET ANALYST 66,542 70,321 3,779

1.0 PROJECT MANAGER PUB SAFETY 77,410 79,444 2,034

9.0 PUBLIC SAFETY COMMUNICATIONS SPEC. 516,870 529,295 12,425

1.0 PUB SAFETY COMMUNICATIONS TRAINER 62,188 63,822 1,634

01290000 Total 49.0 10.0 2,385,442 2,379,096 -6,346

158

GENERAL FUND BUDGET PUBLIC SAFETY COMMUNICATIONS PROGRAM HIGHLIGHTS


FY 2011-2012 GOALS 1) We will continue to host training classes and regional meetings at the Center in order to bring

other agencies here to afford them the opportunity to observe the Center’s operations and gain a better understanding of the services we provide to the City of Bridgeport and demonstrate those services we can provide regionally.

2) We will establish a Safety Committee whose primary responsibilities will be to identify and report any hazardous conditions not only within the Center, but in the building so these can be addressed expeditiously to avoid any injuries.

3) We will establish an After Action Review Committee to include members of the Fire Department, Police Department, Public Safety Communications (PSC) Training Officer and PSC Supervisors to review and evaluate critical incidents.

4) With the assistance of the police and fire departments, this Center would like to implement the NIMS (National Incident Management System) standard of plain language. This will be possible once the police transfer to the digital radio system which is expected to occur this year.

5) We will continue to cross train all employees on police and fire dispatch responsibilities to increase the flexibility in the Center regarding scheduling and overtime needs. This will afford more flexibility during major incidents.

6) The Center will explore the idea of implementing a process whereby personnel can assist the Supervisors in a formal position of Lead Dispatcher, provided there are funds to do so and training would be provided for this new role. This would establish a career path for many of the staff members who are committed and dedicated to Public Safety for the City.

7) We will work on developing improvement within the CAD system to accommodate the police and fire department needs such as GPS locators, generating file numbers efficiently for the field units, improve unit assignments and/or districts within the system. This will be coordinated with the CAD vendor.

8) The Project Manager will continue to ensure the systems necessary to provide public safety services to the citizens of Bridgeport and to the field units are maintained and are operating optimally which includes replacement of equipment at end of life cycle.

9) The Public Safety Communications Center (PSC) will continue to monitor Operational and Overtime expenditures in an effort to keep the expenses at a minimum. The Director of Public Safety, in conjunction with the PSC Budget Policy Analyst, will develop and implement a program to meet periodically and review the YTD budget status. Implementation of such policy will help control costs by continually keeping the PSC Department aware of the funds available for Operational and Overtime expenditures. Periodic monitoring of the department budget will help avoid unexpected shortages in the budget, barring unusual and unexpected circumstances.

10) The PSC Department’s Office Supply purchases process will include comparative pricing for supplies using the various CITY Vendors providing this service. Comparative pricing will provide the Department with the most cost effective vendor for Office Supply purchases. The GOAL is to reduce and control the amount of expenditures for General Supplies and apply the savings to essential expenditures, such as Utilities where inflation costs are expected.

11) In an effort to support the Mayor’s BGreen Initiative, the PSC Department will continue to purchase paper and office supplies that are environmentally friendly. In FY 2011, 56.5% the Department’s copy paper purchased was recycled paper. This BGreen Initiative effort will continue in FY 2012 for all paper and office supplies provided it is accomplished using the comparative pricing method. Additionally, the Department will provide information to staff on how they can contribute to the BGreen Initiative by turning off unused lights, ensuring windows and doors are closed to avoid heat/cooling loss, and reduce water waste. Their contributions are essential in helping the environment and providing cost savings to the Department.

FY 2010-2011 GOAL STATUS 1) We will continue to host Public Safety certification classes offered by APCO (Association of

Public-Safety Communications Officials), NENA (National Emergency Number Association), PowerPhone and other nationally recognized organizations. The classes offer excellent training for our employees to enhance their skills and abilities of both police and fire communications. It also enhances professionalism of the center in order to provide an improved service to the local

159



departments and the citizens of Bridgeport. The classes are offered regionally as well and are attended by members of surrounding public safety communication centers, which affords Bridgeport the opportunity of becoming a centralized training location for Telecommunicators in the region. 6 MONTH STATUS: This is ongoing.

2) The new consolidated center is expected to open during the second quarter of 2010. The center will provide dispatching services for the police and fire departments. All personnel will be cross trained and will process calls for police, fire and EMS. This consolidation will reduce the number of telephone transfers required to process a 911 call and afford the citizens of Bridgeport, its visitors and field personnel an efficient and comprehensive service. 6 MONTH STATUS: The Center was successfully consolidated on April 29

th, 2010. Dispatching

services for the police and fire departments are processed at the Center. The Center has handled numerous events since the April opening including the tornado, several snow storms, structure fires and critical police events. The consolidation did reduce the number of telephone transfers necessary to process a 911 call and affords the citizens of Bridgeport and the field units a comprehensive service. The center received 117,573 911 calls The center received 122,891 non 911 calls, but emergency calls on the 7 digit line Total calls received in the Center = 240,464

3) Implementation of the first release of the Heartbeat CAD (Computer Aided Dispatch) system. This

is a new, customized CAD system being developed by KT International as part of a consortium with Hartford and New Britain. The CAD is critical to any Public Safety Answering Point. There will be further development of the CAD system to include a scheduling module, Locution interface, RMS (Records Management System) interface and others which will be completed in 2010. 6 MONTH STATUS: Bridgeport opened the new Center with the first release of the Heartbeat CAD system. We are still in the process of working with Hartford and New Britain along with KT International to finalize the system and its functionality. This product is expected to be finalized in the 3

rd quarter of 2011. The finalized system is expected to include Locution, Scheduling

Program, Tow data base and RMS capability.

4) Training of all personnel on the new CAD and Motorola radio systems will take place in March/April of 2010 and will continue as the CAD system is further developed. There will also be ongoing training of new personnel. 6 MONTH STATUS: The initial systems training was completed prior to the opening of the Center and is ongoing as the CAD system is developed and the protocols are modified.

5) Emergency Medical Dispatch training will begin in 2010 as well. All Telecommunicators will become certified in this protocol which will allow us to provide another service to the citizens of Bridgeport and its visitors during emergency situations. 6 MONTH STATUS: Emergency Medical Dispatch training was not completed in 2010 but is expected to be completed by the end of 2011 provided that the staffing needs of the center are able to be established. Due to the numerous changes and the extensive training that was already required of the Telecommunicators, it was decided that it was in the best interest of the Center to postpone the implementation of EMD.

6) Once the center is operational, committees will be developed to evaluate the systems, policies and procedures, enhancements and to provide constructive feedback from all departments for the overall improvement of the system and to recognize those employees who demonstrate exemplary performance. 6 MONTH STATUS: The Director and Training Officer meet regularly with the Assistant Chief of the Fire Department and with their Safety Committee when requested. We also meet monthly with the Police Department Captains to review protocols and exchange information. The Director also attends the Police Department’s staff meetings on a regular basis.

160



7) A Certified Training Officers (CTO) program will be further developed once the center is

operational. Those employees performing CTO responsibilities will be required to complete a formal certification program to ensure consistency and effective training of all personnel. 6 MONTH STATUS: This is ongoing.

8) The Office of Statewide Emergency Telecommunications will provide all Public Safety Answering Points (PSAP) with a new Emergency Notification System. This system will be implemented in 2010; personnel are currently training on this system. The system will allow the Public Safety Communications Department to communicate critical information to the citizens and/or to notify the citizens quickly and efficiently of an emergency situation so they are aware of any dangerous or potentially hazardous situation. It will also allow us to solicit assistance from the citizens as well. 6 MONTH STATUS: This is ongoing.

FY 2010-2011 ADDITIONAL ACCOMPLISHMENTS 1) Staff members were able to attend the following educational programs:

Powerphone – Advanced Fire Service Dispatch Powerphone – Protecting Law Enforcement Responders Powerphone - Shooting APCO – Communications Center Supervisor Certification

Office of Statewide Emergency Telecommunications – Public Safety Telecommunicator Certification Skillpath – Excelling as a Manager and Supervisor in the Work Place and Diversity in the Work Place. National Incident Management System (NIMS) – 100, 200 and 700 certifications. Berkley Administrators – Worker’s Compensation Training Motorola, Inc. – Technical radio/console training

2) A Certified Training Officers program has been selected by the Training Officer and staff members will be attending this program by the 3

rd quarter of the 2011. This will enhance their

training skills and afford them the opportunity to assist their peers as they continue to learn and progress in the Center.

3) With the assistance of the KT International who developed the CAD system, we were able to develop a first release of a status screen to be utilized by the Police Department to assist them unit location and call volume status.

4) This Department began to assist with the 2005 COPS grant in order to facilitate the processing of payments and to work more closely with the steering committee to ensure all aspects of the grant are being met.

5) The Department has worked closely with the police and fire departments to provide new hires with an opportunity to ride with the field personnel to gain more exposure to field experience.

6) Once operational we received feedback from the field personnel and the Telecommunicators of how to reconfigure the Center to allow for easier transition of information between the call taker and dispatcher and to eliminate noise levels in the room. The center was reconfigured at no cost to the City.

7) The Center appointed one Supervisor as the Validations Supervisor to ensure the NCIC (National Crime Information Center) validation process was efficient and adhered to by all personnel. The Supervisor implemented a structured process and has involved other personnel as well.

8) The Project Manager implemented a computer security policy to safeguard the critical computers used to perform public safety functions against any threat of breach or data compromise. The Project Manager also implemented a local backup for CAD data so in the event the main server is compromised we are able to access data from this backup server.

161

GENERAL FUND BUDGET PUBLIC SAFETY COMMUNICATIONS APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01290000 EMERGENCY OPERATIONS CENTER 3,418,278 4,418,433 4,459,492 4,445,312 26,879


51006 FULL TIME SICK PAY 8

51034 FT BONUS - CONTRACTUAL PAY 652



51116 HOLIDAY 2X OVERTIME PAY 34,460 16,000 16,000 16,000

51122 SHIFT 2 - 1.5X OVERTIME 274,948 100,000 100,000 100,000

51124 SHIFT 2 - 2X OVERTIME 29,607 60,000 60,000 60,000

51128 SHIFT 3 - 1.5X OVERTIME 148,465 26,000 26,000 26,000

51130 SHIFT 3 - 2X OVERTIME 21,226 40,000 40,000 40,000

51134 TEMP SHIFT 2 DIFFERENTIAL 3,881 4,000 4,000 4,000



51140 LONGEVITY PAY 1,181 31,650 31,650 29,550 -2,100


51308 FT GRIEV/ARB AWARD PAY RETIREM 400 1,000 1,000 -1,000



52360 MEDICARE 20,826 35,667 35,667 32,950 -2,717

52385 SOCIAL SECURITY 11,722 49,740 49,740 26,194 -23,546

52399 UNIFORM ALLOWANCE 8,556 7,800 7,800 7,200 -600



52920 HEALTH BENEFITS BUYOUT 2,000

53110 WATER UTILITY 3,115 4,000 4,000 4,000

53120 SEWER USER FEES 121 2,000 2,000 2,000

53130 ELECTRIC UTILITY SERVICES 84,143 99,000 107,000 107,000 8,000

53140 GAS UTILITY SERVICES 6,639 3,092 3,000 3,000 -92

53605 MEMBERSHIP/REGISTRATION FEES 926 1,000 2,500 2,500 1,500


53705 ADVERTISING SERVICES 1,000 1,000 500 -500

53720 TELEPHONE SERVICES 7,678 14,000 10,000 10,000 -4,000

53725 TELEVISION SERVICES 1,200 1,200 1,200

54020 COMPUTER PARTS 4,387 3,000 3,000 3,000

54545 CLEANING SUPPLIES 293 2,700 2,700 2,700

54550 COMPUTER SOFTWARE 3,666 7,388 12,000 12,000 4,612

54555 COMPUTER SUPPLIES 721 1,061 1,100 1,100 39

54560 COMMUNICATION SUPPLIES 1,916 1,000 4,000 4,000 3,000

54595 MEETING/WORKSHOP/CATERING FOOD 1,579 1,600 4,100 4,100 2,500

54610 DIESEL 151 5,720 5,720 5,720

54675 OFFICE SUPPLIES 8,050 14,150 14,150 14,150

54700 PUBLICATIONS 1,800 1,500 1,500 1,500

54705 SUBSCRIPTIONS 1,000 1,000 1,000

54720 PAPER AND PLASTIC SUPPLIES 2,000 3,000 3,000 1,000

54725 POSTAGE 2,000 2,500 2,500 500

54745 UNIFORMS 925 2,400 2,400 2,400

55055 COMPUTER EQUIPMENT 23,311 6,700 10,000 10,000 3,300

55080 ELECTRICAL EQUIPMENT 461 500 500 500


55175 PUBLIC SAFETY EQUIPMENT 3,650 1,500 1,500 1,500

56045 BUILDING MAINTENANCE SERVICE 56,100 28,800 28,800 -27,300

56065 COMMUNICATION EQ MAINT SVCS 166,100 148,500 148,500 -17,600

56170 OTHER MAINTENANCE & REPAIR S 11,600 11,600 11,600

56175 OFFICE EQUIPMENT MAINT SRVCS 6,500 6,500 6,500

56180 OTHER SERVICES 17,500 17,500 17,500

162

PUBLIC FACILITIES DIVISIONS

PUBLIC FACILITIES ADMINISTRATION


MISSION STATEMENT The Mission of Public Facilities Administration is to plan, organize, staff, direct and manage all units of the Public Facilities Department under its jurisdiction as prescribed in the City Charter. In this capacity, Public Facilities advises the Mayor, City Council and all boards, commissions and departments in matters relating to Public Facilities and infrastructure. The Public Facilities Department is comprised of fourteen divisions: Roadway, Sanitation/Recycling, Transfer Station, Municipal Garage, Facilities Maintenance, Parks, Recreation, Golf Course, Engineering, Airport, Harbormaster, Zoo, Construction Management Services and Public Facilities Administration. The Administration division provides payroll, personnel, budgeting, financial, purchasing, administrative, capital, construction, permits, organizational, supervisory and management services for all of the rest of the Department.

CHIEF

ADMINISTRATIVE

OFFICER

MAYORCITY

COUNCIL

PUBLIC FACILITIES

ADMINISTRATION

AIRPORT

COMMISSIONPARK BOARD

163

GENERAL FUND BUDGET PUBLIC FACILITIES ADMIN. BUDGET DETAIL


Charlie Carroll

Manager

REVENUE SUMMARY


FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY2011

BUDGET

01300000 PUBLIC FACILITIES ADMINISTRATION -1,100,589 -799,200 -799,200 -799,200

41538 COPIES 100 -1,000 -1,000 -1,000

41654 CONTRACTORS' STREET LICENSE -5,900 -6,500 -6,500 -6,500

41655 CONTRACTORS' SIDEWALK LICENSE -6,000 -8,400 -8,400 -8,400

41656 STREET EXCAVATING PERMITS -97,600 -80,000 -80,000 -80,000

41657 SIDEWALK EXCAVATING PERMITS -6,750 -6,500 -6,500 -6,500

41658 CONTRACTORS' DUMP LICENSES -10,600 -18,000 -18,000 -18,000

41662 SIDEWALK OCCUPANCY PERMITS -3,255 -3,000 -3,000 -3,000

41664 PARKING METER COLLECTIONS -434,479 -440,000 -440,000 -440,000

41666 SALE OF SCRAP METAL -191,295 -175,000 -175,000 -175,000

41667 OCCUPANCY PERMIT FINES -35 -500 -500 -500

41668 SIDEWALKEXCAVATINGPERMITFINES -1,100 -1,500 -1,500 -1,500

41669 STREET EXCAVATING PERMIT FINES -850 -1,500 -1,500 -1,500

41670 COMMERCIAL DUMPING TIP FEES -60,721 -57,000 -57,000 -57,000

41673 SIDEWALK REPAIR FEE -300 -300 -300

45172 CRRA HOST COMMUNITY REVENUE -282,104 APPROPRIATION SUMMARY

ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01300000 PUBLIC FACILITIES ADMINISTRATION 11,309,194 11,958,174 11,958,174 13,492,661 1,534,487

1300PS PUBLIC FACILITIES PERSONAL SVCS 1,123,879 1,160,847 1,160,847 1,200,819 39,972

2300TPS PUBLIC FACILITIES OTHER PERS SVCS 20,723 18,850 18,850 19,875 1,025

3300FB PUBLIC FACILITIES FRINGE BENEFITS 1,744,741 1,933,712 1,933,712 1,882,148 -51,564

4300EX PUBLIC FACILITIES OPER EXP 8,417,542 8,844,765 8,844,765 10,389,819 1,545,054

6300SS PUBLIC FACILITIES SPEC SVCS 2,309 PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


2.0 DEPUTY DIRECTOR OF PUBLIC FAC 219,422 225,186 5,764

1.0 DIRECTOR OF PUBLIC FACILITIES 119,932 123,082 3,150

1.0 SENIOR OFFICE MANAGER 70,052 73,747 3,695

1.0 ACCOUNTANT 71,779 73,665 1,886


1.0 BUDGET/POLICY ANALYST 72,774 74,686 1,912

1.0 PERMIT SUPERVISOR 72,752 77,972 5,220

1.0 MAINTAINER V 45,617 47,931 2,314

1.0 UTILITIES MANAGER (40 HRS) 87,225 89,516 2,291

1.0 ILLEGAL DUMPING COORDINATOR 48,728 50,252 1,524

0.5 DIRECTOR CONSTRUCTION ADMINISTRATOR 48,295 48,592 297

1.0 OFFICE COORDINATOR 47,054 47,575 521

1.0 PAYROLL COMPENSATION PROCESSOR 54,695 54,695

01300000 Total 15.5 1,160,847 1,200,819 39,972

164

GENERAL FUND BUDGET PUBLIC FACILITIES ADMIN. PROGRAM HIGHLIGHTS




PUBLIC FACILITIES ADMINISTRATION

Total Worker's Comp Claims $1,357,000 $1,441,256 $1,405,938 $1,456,281 $1,487,968 $1,666,523

Indemnity $495,000 $501,320 $564,978 $626,574 $ 632.971 $708,928

Medical and Expenses $862,000 $939,936 $745,046 $829,707 $854,996 $957,595

Sick Time Hours 7,726 7,947 8,392 7,607 7,502 8,977

Capital Improvement Projects 101 83 72 32 78 89

Calls Received (est.) 25,000 25,000 27,200 27,000 26,500 27,000

PAYROLL & PURCHASING

Amount of Payroll Processed $6,438,366 $6,622,739 $6,805,576 $6,687,889 $6,887,233 $7,453,463

F/T Employees entered in P/R 144 141 140 138 130 119

Number Requisitions 7,798 8,107 8,586 8,800 6,650 6,650

Vendors 550 550 310 326 300 300

ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED

FY 2011-2012 GOALS 1) Continue trends in reduced expenditure levels, reduced energy consumption and increased

productivity. 2) Continue to reduce refuse tonnage and increase recycling, thereby continuing to reduce expenses. 3) Continue to save more than $450k per year (compared to 2008 contract) by providing condo refuse

and recycling services directly. 4) Continue to save more than $300k per year (compared to FY08) on streetlight electric utility

expense. 5) Identify method to reduce $1.5M fire hydrant capacity expense. 6) Continue to assist in consolidation of City properties, reducing utility and maintenance costs, while

generating opportunities for economic development and increasing the property tax base. 7) Continue improvements to City facilities, including buildings, parks and streets. 8) Procure new rollout carts for Recycling in anticipation of implementing Single Stream in summer

2011. 9) Continue to upgrade vehicle and equipment fleet. 10) Move Municipal Garage from existing facility at Asylum Street to 990 Housatonic to improve vehicle

maintenance and longevity while improving worker productivity and efficiency. 11) Purchase or build wash bay for trucks at 990 Housatonic to improve vehicle maintenance and

longevity of equipment, reducing expenses in both short-term and long-term. 12) Continue to examine, adjust and balance Sanitation and Recycling routes to improve efficiency and

reduce payroll, fuel and vehicle costs. 13) In conjunction with the Mayor’s Office, the Chief Administrator’s Office and the City’s Sustainability

Program: a) Support and expand the Mayor’s Conservation Corps’ canvassing efforts, recycling bin and rain

barrel distributions and overall citizen outreach program to help increase recycling, divert storm-runoff, save energy and spend less.

b) Support efforts to re-develop closed landfill at Seaside Park into a Green Energy Park, potentially with solar panel or wind farm.

c) Complete energy-saving retrofits at Burroughs Memorial Library with funding from Energy Improvement Block Grant (ARRA) and UI’s Energy Conservation Fund, or other funding once secured.

d) Continue to work with Education Department on energy efficiency and recycling in City schools. e) Perform detailed study of potential to turn sludge from the WPCA’s Treatment Plant into

resource-sharing energy opportunity using funds from Energy Improvement Block Grant (ARRA). Instead of trucking sludge to New Haven for incineration, it might instead be converted into a biomass energy source utilizing a combination of different utilities’ by-products. The

2006-2007 2007-2008 2008-2009 2009-2010 2010-2011

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nearby RESCO waste-to-energy plant generates excess heat which the Treatment Plant could use to convert sludge to a biomass energy source, while in turn the Treatment Plant puts out grey water which the RESCO plant could utilize for cooling instead of the potable water it uses.

f) Promote recycling in private, commercial, industrial sectors, helping to increase tonnages at local Intermediate Processing Center.

g) Re-establish access to Pleasure Beach and initiate rehabilitation efforts there. h) Initiate major renovation of Knowlton and Washington Parks.


1) Continue trends in reduced expenditure levels, reduced energy consumption and increased productivity. Departmental Request for FY11 Budget was $345,201 below FY10 Adopted Budget (factoring out Medicare, insurance-benefit and collective-bargaining expenses, as not under direct administration of department). FY10 Request represented 1.2% reduction from FY10 and 5.7% reduction from FY09. FY10 Adopted Budget is 4.5% less than FY09 Adopted Budget. 6 MONTH STATUS: Meeting goal. Achieving 6% reduction (573,600 kwh) in overall electric energy consumption across Streetlight, Traffic Light and Public Facilities accounts in first six months of FY11 compared to same months FY10, saving $89k. The Public Facilities buildings are contributing at the highest rate, with savings of 9.3%. The above builds on an electricity consumption history already decreasing significantly over last three years. FY10 electricity consumption down by 1% from FY09 and almost 5% from FY08. If FY11 finishes as projected, will have decreased electricity consumption by 10% over only three years! Electricity consumption reductions, combined with careful lock-in of favorable rates has combined to reduce FY11 projected expense by $728k from FY08 level. If FY08 expense levels had remained unchanged, City would have spent almost $1.36M more by end of FY11! Natural gas consumption down 1.6% at Maintenance accounts locations for first six months of FY11 compared to same months FY10, avoiding $2,500 additional expense. FY10 consumption down from FY09 almost 8% across all accounts, saving more than $142k. Consumption for FY10 compared to FY08 down only 2.5%, but favorable rates helped reduce FY10 total expense by almost $255k compared to FY08! If Gas Utility expense from FY08 had remained unchanged, and we continued to spend same amounts for FY09, FY10 and projected FY11, we’d be spending $688k more than we are! Combining electricity and gas utilities, City has avoided spending a total of almost $2.05 Million over three years compared to FY08 levels!

2) Continue to reduce refuse tonnage and increase recycling, thereby continuing to reduce expenses. (See Sanitation and Recycling section for details on reductions in refuse, increases in recycling and reductions in expenses.) 6 MONTH STATUS: Meeting goal. Tip fee expenses for calendar years 2008, 2009 and 2010 combined are a total of $2M less than the total tip fee expenses for the previous three-year period.

3) Continue to save more than $450k per year (compared to 2008 contract) by providing condo refuse and recycling services directly. 6 MONTH STATUS: Meeting goal. Providing refuse and recycling services directly to condo residents continues to save more than $450k per year while increasing satisfaction.

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4) Continue to save more than $300k per year (compared to FY08) on streetlight electric utility expense. 6 MONTH STATUS: Meeting goal. Streetlight changeovers continue to save more than $300k per year compared to FY08 levels. Overall reductions in electric utility consumption avoided $2M in expenses over last three years (see #1 above).

5) Identify method to reduce $1.5M fire hydrant capacity expense. 6 MONTH STATUS: Goal is much larger than Public Facilities’ ability to meet. Must be part of coordinated effort through Mayor’s Office, City Council and State delegation to achieve rule changes effecting rate structure administered by DPUC.

6) Continue to assist in consolidation of City properties, reducing utility and maintenance costs, while generating opportunities for economic development and increasing the property tax base. 6 MONTH STATUS: Meeting goal. Already re-located: Housing, Environmental Health and Lead Prevention. Vital Statistics, Registrar of Voters and Probate Court expected to be re-located summer 2011.

7) Continue improvements to City facilities, including buildings, parks and streets. 6 MONTH STATUS: Meeting goal -- numerous locations complete; long list of capital improvements, renovations and rebuilds. For summer of 2011, currently planning re-establishment of access to Pleasure Beach, major improvements to Knowlton and Washington Parks, waterfront improvements, major downtown streetscape, lighting and signage improvements, more than $3M in re-paving citywide fall 2010 and again spring/summer 2011 and much more.

8) Procure new large rollout carts for Recycling in anticipation of implementing Single Stream in second half of FY11. 6 MONTH STATUS: Meeting goal. Expect bid April 2011, distribution of rollout carts summer 2011 with full implementation of Single Stream recycling August 1, 2011.

9) Upgrade vehicle and equipment fleet, including replacing six snowplows which must be retired at end of current season. 6 MONTH STATUS: Partially meeting goal. See Garage for detailed description of purchases and rebuilds completed during summer 2010 and plans for 2011.

10) Move Municipal Garage from existing facility at Asylum Street to 990 Housatonic to improve vehicle maintenance and longevity while improving worker productivity and efficiency. 6 MONTH STATUS: Multi-year ongoing effort. All vehicles stored at new garage facility and layout re-designed to improve efficiency and accountability. New garage doors and partial roof repairs expected complete April 2011.

11) Purchase or build wash bay for trucks at 990 Housatonic to improve vehicle maintenance and longevity of equipment, reducing expenses in both short-term and long-term. 6 MONTH STATUS: Not yet done. Part of multi-year project of improvements to facilitate full move of Vehicle Maintenance into this location.

12) Utilize new Accu-brine Machine purchased and installed in FY10 to improve winter road conditions, enhance snow and ice removal, reduce salt and sand consumption, thereby also reducing sand needing to be swept or washing into drains or watercourses, all combining to reduce expenses. 6 MONTH STATUS Goal met, but also continuing. Brine machine installed and operational summer 2010 and utilized heavily during record-breaking winter 2010-2011. Will expand number of trucks capable of spreading brine pre-storm during FY12.

13) Reconfigure snow routes to improve efficiency and reduce payroll, fuel and vehicle costs. 6 MONTH STATUS: Not meeting goal. Limited resources.

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14) Continue to examine, adjust and balance Sanitation and Recycling routes to improve efficiency

and reduce payroll, fuel and vehicle costs. 6 MONTH STATUS: See Sanitation and Recycling section. Already examining sanitation routes for balance, need and efficiency. Will implement Single Stream recycling summer 2011 and analyze feasibility of re-distributing routes and/or increasing frequency of recycling pickups.

15) Examine feasibility of expanding recycling to every week pickup. 6 MONTH STATUS: Implementing Single Stream recycling summer 2011, will generate data and analysis.

16) Continue to secure capital funding to facilitate City operating Transfer Station directly, reducing expenses. 6 MONTH STATUS: Not meeting goal.

17) Administer demolition of Congress Street Bridge. 6 MONTH STATUS: Complete.

18) Complete re-paving Capitol and Iranistan Avenue areas, administering use of American Recovery and Reinvestment Act (ARRA) funds. 6 MONTH STATUS: Project complete, although still some follow-up items active.

19) Install splash-pad Water Park at Luis Marin School. 6 MONTH STATUS: Splash-pad installed.

20) Continue expanding Mucci Memorial Green, adding additional panels, completing World War II, Korean War, Vietnam War and Operation Iraqi Freedom Monuments. 6 MONTH STATUS: Complete.

21) In conjunction with the Mayor’s Office, the Chief Administrator’s Office and the City’s Sustainability Program:

a) Support and expand the Mayor’s Conservation Corps’ canvassing efforts, recycling bin and rain barrel distributions, home energy efficiency audits, weatherization and overall citizen outreach program to help increase recycling, divert storm-runoff, save energy and spend less. The Corps’ campaign, coordinated with the our Sanitation/Recycling division and the cooperation of our residents, helped the City collect more recycling bins on curbside routes during the first six months of FY10 than in any six-month period in more than ten years. More households in Bridgeport are recycling than ever before. The rain barrel program has also been very popular, with more than 900 applications generated and 500 distributed through Feb 2010. 6 MONTH STATUS: Meeting goal(s). Working with Mayor’s Conservation Corps, received requests for and distributed approximately 4000 recycling bins over 18 months; there are more recycling bins being picked up on the City’s forty recycling routes than ever before. Procured, assembled and distributed several hundred more rain barrels. Continued through FY10 and FY11 to be only town in 13-member group to increase recycling tonnages each of past two years.

b) Support efforts to re-develop closed landfill at Seaside Park into a Green Energy Park, potentially with solar panel or wind farm. 6 MONTH STATUS: Meeting goal – multi-year, ongoing effort; early stages. Simultaneously pursuing potential buyers for electricity that would be generated, consulting with DPUC regarding jurisdiction of potential new power lines and pursuing funding for project from state agencies and elsewhere.

c) Begin energy-saving retrofits at Burroughs Memorial Library with funding from Energy Improvement Block Grant (ARRA) and UI’s Energy Conservation Fund, or other funding once secured. 6 MONTH STATUS: Meeting goal. Work expected complete spring/summer 2011.

d) Continue to work with Education Department on energy efficiency and recycling in City schools. 6 MONTH STATUS: Ongoing, multi-year effort. Conducted several shared programs and events; currently working to establish feasibility of solar panel installation on select locations.

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e) Perform detailed study of potential to turn sludge from the WPCA’s Treatment Plant into resource-sharing energy opportunity using funds from Energy Improvement Block Grant (ARRA). Instead of trucking sludge to New Haven for incineration, it might instead be converted into a biomass energy source utilizing a combination of different utilities’ by-products. The nearby RESCO waste-to-energy plant generates excess heat which the Treatment Plant could use to convert sludge to a biomass energy source, while in turn the Treatment Plant puts out gray water which the RESCO plant could utilize for cooling instead of the potable water it uses. 6 MONTH STATUS: Ongoing, multi-year effort. Winter-spring 2011: meeting with key participants (exploring on-site location and providing gray water cooling to RESCO) to plan and prepare RFP while also pursuing funding through Connecticut Clean Energy Fund. Potential to generate 750Kw clean energy while staying cash neutral to City yet provide significant reduction to carbon footprint.

f) Promote recycling in private, commercial, industrial sectors, helping to increase tonnages at local Intermediate Processing Center, thereby increasing opportunity for City to receive money back through SWEROC contract. 6 MONTH STATUS: Partially meeting goal – establishing new program with Downtown Special Services District to increase private business recycling.

g) Help develop Green Infrastructure Program, including EPA-grant funded Green Landscaper Training and Low Impact Development Design, Adopt a Tree, bikeways, Boston Avenue Dog Walk Park and more. 6 MONTH STATUS: Partially meeting goal. Tree programs implemented and more ongoing. Bike paths and dog parks planned – locations being finalized spring/summer 2011.

FY 2010-2011 ADDITIONAL ACCOMPLISHMENTS 1) Total electricity consumption (kwh) at top five buildings down 6.5% from FY09 to FY10, avoiding

more than $124k in expenses. That follows a decrease from FY08 to FY09 also of 6.5%, and that trend continues through first half of FY12. Total electric utility expenses for all Public Facilities accounts down more than $287k from FY09 to FY10, a 6% decrease.

2) Gas Utility consumption down almost 8% from fy09 to fy10, saving more than $142k. 3) Streetlight electric utility expense down more than $300k from FY07 levels. See Facilities

Maintenance section for more detailed discussion. 4) Refuse tonnage down more than 7000 tons from FY07 levels each of last three years and

continuing. Recycling tonnages growing while almost all surrounding towns’ declining and industry-wide weights decreasing. Only town in 13-member recycling group to increase their tonnage each of past two years. Collecting more recycling bins than ever. Using Toter rollout carts to reduce water-weight and provide aesthetic benefits to neighborhoods. Lower tip fee and minimum commitment rates negotiated in previous year(s). All factors combining to reduce tip fee and minimum commitment expense by $2M total over calendar years 2008, 2009 and 2010. (See Sanitation and Recycling section for details on reductions in refuse, increases in recycling and reductions in expenses.)

5) Saving more than $500k per year compared to 2008 contract-services by providing condo refuse and recycling services directly.

6) Reduction of open Sanitation routes, in part due to use of rollout carts and automated lifters, continues to reduce straight overtime expense: $14k below FY10 at same time and $100k below FY09.

7) Administered major Seaside Park cleanup from March 2010 storm, qualifying for FEMA reimbursements.

8) Administered major citywide cleanup from June 24, 2010 tornado. Damage to numerous City-owned locations, some work remaining to be completed spring 2011. Inexplicably, FEMA reimbursed zero dollars.

9) Continuing to administer GPS installations on vehicles throughout fleet, helping to decrease fuel consumption and improve productivity. Also utilizing new RTA software to track repair history and improve accountability for parts and payroll expenses.

10) Responding to record-breaking winter of 2010-2011. Converted almost entirely to treated salt, improving effectiveness while saving fuel and manpower costs of snow/ice removal. Also

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purchased new Accu-brine machine and installed in PF garage, further contributing to better winter road conditions while reducing costs per storm.

11) Revenue for Parks stickers and checkpoints doubled over three years due to Director’s improved management of collection methods and enhanced cooperation from Police Department for improved security. Collections have grown from $149,358 in FY07, to $184,185 in FY08, to $235,618 in FY09, to $298,643 in FY10.

12) Multi-year improvements at Golf Course, along with First Tee Program, improved management and Director’s efforts drove revenues for FY10 year-end past the $1.7M mark for the second year in a row, finishing at $1,772,948.

13) The Anti-Blight Initiative continues to administer enforcement for unlawful deposits and other violations and provides removal within five days in 95% of instances. Numbers of violations, fines and collections, organized by calendar year below:

CALENDAR YEAR 2005 2006 2007 2008 2009 2010 Notice of Violations and Citations 880 965 1257 1,070 869 713 Total Amount of Fines $122,300 $119,700 $158,700 $127,800 $118,100 $84,800 Total Amount Collected $14,000 $10,300 $13,600 $12,900 $11,900 $7,800 Percentage Collected 12% 9% 9% 10% 10% 9% 14) The Graffiti Removal Program provides a sophisticated process for color-matching homes and buildings which have been vandalized, as well as using high-pressure wash for removal from natural surfaces. The swift removal of graffiti contributes to a higher quality of life, improves the visual landscape and contributes to lower crime rates. The chart below illustrates the Public Facilities Department’s efforts for calendar 2010.

City Property

Private

Property Parks Municipal BOE Total

January 46 0 4 0 50

February 75 0 1 1 77

March 197 5 1 0 203

April 299 8 0 4 311

May 184 25 2 1 212

June 226 26 8 1 261

July 265 5 9 0 279

August 450 8 5 2 465

September 211 6 10 0 227

October 295 4 1 0 300

November 126 3 1 0 130

December 55 2 0 0 57

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GENERAL FUND BUDGET PUBLIC FACILITIES ADMIN. APPROPRIATION SUPPLEMENT


ORG DescOBJ Desc FY 2010 ACTUAL

FY 2011

CURRENT FY 2012 REQUEST

FY 2012 MAYOR

PROPOSED

01300000 PUBLIC FACILITIES ADMINISTRATION 11,309,194 11,958,174 11,958,174 13,492,661

51000 FULL TIME EARNED PAY 1,123,879 1,160,847 1,160,847 1,200,819

51108 REGULAR 1.5 OVERTIME PAY 276 0 0 0

51140 LONGEVITY PAY 0 18,850 18,850 19,875

51156 UNUSED VACATION TIME PAYOU 20,447 0 0 0

52154 LIFE INSURANCE CIVIL SERVICE 41 0 0 0

52276 WORKERS' COMP INDM - PUB F 695,000 715,000 715,000 600,000

52292 WORKERS' COMP MED - PUB FA 817,000 955,100 955,100 985,000

52360 MEDICARE 5,842 11,940 11,940 11,668

52504 MERF PENSION EMPLOYER CONT 91,234 112,071 112,071 136,895

52917 HEALTH INSURANCE CITY SHARE 135,625 139,601 139,601 148,585

53200 PRINCIPAL & INTEREST DEBT SERV 8,412,598 8,839,775 8,839,775 10,384,829

54555 COMPUTER SUPPLIES 214 276 276 276

54675 OFFICE SUPPLIES 4,461 4,454 4,544 4,544

54705 SUBSCRIPTIONS 269 260 170 170

56130 LEGAL SERVICES 2,309 0 0 0

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GENERAL FUND BUDGET



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MUNICIPAL GARAGE


MISSION STATEMENT The Municipal Garage has some responsibility for all City Vehicles. The entire fleet is registered through the Garage while maintenance is divided. The Garage maintains all City vehicles except for those utilized by the Police and Fire departments. The Garage schedules and performs routine maintenance to assure fleet safety, performs extensive repairs in-house, supervises repairs performed by outside vendors and maintains an inventory of parts to service vehicles and equipment. We operate within all State and Federal Standards.

The Garage performs these functions, totaling more than 3,000 repairs annually on more than 500 vehicles and pieces of equipment, with one foreman, five mechanics, one welder, one servicer, one inventory-keeper and one clerk.

CHIEF

ADMINISTRATIVE

OFFICER

PUBLIC FACILITIES

ADMINISTRATION

MUNICIPAL

GARAGE

MAYOR CITY COUNCIL

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GENERAL FUND BUDGET MUNICIPAL GARAGE BUDGET DETAIL


Andy Kennedy

Manager

REVENUE SUMMARY

Not Applicable


ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01305000 MUNICIPAL GARAGE 1,960,063 1,973,814 2,107,081 2,187,279 213,465

1305PS MUNICIPAL GARAGE PERSONAL SVCS 415,729 454,669 454,669 513,948 59,279

2305TPS MUNICIPAL GARAGE OTHER PERS SVCS 151,269 79,785 79,785 79,820 35

3305FB MUNICIPAL GARAGE FRINGE BENEFITS 169,754 177,235 177,235 213,119 35,884

4305EX MUNICIPAL GARAGE OPER EXP 1,031,073 1,025,246 1,167,242 1,152,242 126,996

6305SS MUNICIPAL GARAGE SPEC SVCS 192,237 236,879 228,150 228,150 -8,729 PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


1.0 GARAGE CLERK 37,582 38,891 1,309

1.0 STOREKEEPER 32,884 32,884

5.0 FLEET MECHANIC 237,252 267,394 30,142

1.0 AUTOMOTIVE SERVICER 33,002 36,411 3,409

1.0 SUPERVISOR OF FLEET OPERATIONS 64,442 88,434 23,992

1.0 WELDER 49,507 49,933 426

01305000 Total 10.0 454,668 513,947 59,278

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GENERAL FUND BUDGET MUNICIPAL GARAGE PROGRAM HIGHLIGHTS



SERVICE INDICATORS 2006-2007 2007-2008 2008-2009 2009-2010 2010-2011

MUNICIPAL GARAGE

Solid Waste Packers 22 24 26 26 27

Light Vehicles 126 135 153 153 153

Of these, # assigned to Departments 126 135 153 153 153

Of these, # using alternative fuel 7 12 14 15 20*

Medium & Heavy Duty Vehicles 59 73 89 89 90*

Heavy Duty Vehicles (vans, trucks & truck tractors) 65 63 104 98 94*

Heavy Equipment Regular & Reserve 25 19 11 11 11

Light Equipment # of pieces 206 210 192 192 192

Total: all vehicles & equipment maintained by garage 519 524 742 737 536

FLEET REPAIRS

Scheduled Maintenance 274 680 336 704 750

Unscheduled Maintenance 2,850 2,884 2,685 3,142 3300

Annual Checks 36 47 21 42 50

TOTAL WORK ORDERS: 3,160 3,611 3,042 3,888 4,100

*one hybrid truck, four conversions

*one payloader

*one sweeper, four truck conversions

FY 2011-2012 GOALS

1) Move into new Fleet Maintenance Garage with efficient work-flow design, replacing current old, poorly designed, too-small facility without enough bay doors.

2) Build new vehicle-washing facility to reduce rust and corrosion on vehicles, reducing component wear or failure, extending useful life and improving the appearance of the fleet.

3) Continue providing driver training to improve skills and increase responsible operation, and to reduce accidents, downtime and expenses.

4) Continue training supervisors for optimal Fleet Management practices -- assignment by supervisors of appropriate equipment for task at hand to improve maintenance, increase accountability, reduce downtime and expenses.

5) Continue to enforce accountability for load and weight abuse, holding drivers and supervisors accountable for overloading equipment which causes increased wear and breakdowns.

6) Continue using, updating and customizing the new computerized vehicle repair information system to compile data on the repairs and cost per vehicle, preventive maintenance scheduling and parts inventory.

7) Continue to use synthetic lubricants and oil analysis program. This program results in extended drain intervals that reduce parts and labor costs.

8) Continue and increase the tire-recapping program and continue installing Tire-Track ID’s. 9) Purchase new snowplow vehicles with sand/salt spreader equipment, replacing trucks that are

over 25 years old. 10) Continue to expand tire inflation with nitrogen in City vehicles. 11) Continue tire surveys, reducing tire wear, saving fuel and reducing flats. 12) Continue to research new vehicle technologies and schedule training classes to familiarize

mechanics with latest technologies. 13) Continue component failure analyses, thereby improving operations and reducing downtime. 14) To Reduce petroleum use by promoting smarter driving practices, idle reduction, fuel-efficient

vehicles, and increase sustainability efforts with new advanced technologies.


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1) Move into new a Fleet Maintenance Garage with efficient work-flow design. Our current Facility is old, poorly designed, too small, without enough bay doors. 6 MONTH STATUS: Ongoing, multi-year project. Improvements to new garage facility have been numerous, including completion of soil remediation, roof and door repairs, boiler installation. All vehicles now stored indoors on-site, greatly reducing vandalism from old location.

2) Build new vehicle-washing facility to reduce rust and corrosion on vehicles, reducing component wear or failure, extending useful life and improving the appearance of the fleet. 6 MONTH STATUS: Not yet accomplished, part of ongoing multi-year project.

3) Provide driver training to improve skills and increase responsible operation, and to reduce accidents, downtime and expenses. 6 MONTH STATUS: Partially meeting goal, ongoing effort. Driver training performed. Measures of responsible operation, accidents, downtime and expenses still developing.

4) Train supervisors for optimal Fleet Management practices, i.e., assignment by supervisors of appropriate equipment for task at hand to improve maintenance, increase accountability, reduce downtime and expenses. 6 MONTH STATUS: Working on daily basis

5) Enforce accountability for load and weight abuse, holding drivers and supervisors accountable for overloading equipment which causes increased wear and breakdowns. 6 MONTH STATUS: Meeting goal.

6) Continue using, updating and customizing the new computerized vehicle repair information system to compile data on the repairs and cost per vehicle, preventive maintenance scheduling, and parts inventory. 6 MONTH STATUS: Meeting goal.

7) Continue to use synthetic lubricants and oil analysis program. This program results in extended drain intervals that reduce parts and labor costs. More than half of fleet now on synthetics. 6 MONTH STATUS: Meeting goal. Enables extended intervals between oil changes – double for gas engines and triple for diesel. Estimate avoiding consuming additional 300 oil filters over last year (approx $3k), and 2000 gals of oil ($28k), plus saved approx 250 hrs of labor ($6k), for a total estimated savings of one year = $37k. Also helps reduce fuel consumption, exhaust emissions and waste oil generation.

8) Continue and increase the tire-recapping program and continue installing Tire-Track ID’s. 6 MONTH STATUS: Meeting goal. Re-capped tires cost 50-70% less than new tires, can have longer tread than new, and saves additionally by deferring disposal as well as benefiting environment. Currently have tagged more than 500 tires with computerized id’s. Recently recapped more than 100 truck tires, with a cost savings of $230 per tire (new cost $368 and recapped cost $138) for a total of $23k.

9) Purchase 5 new snowplow vehicles with sand/salt spreader equipment. These will replace trucks that are over 25 years old. 6 MONTH STATUS: In process of purchasing two through capital replacement program.

10) Continue to expand tire inflation with nitrogen in City vehicles. 6 MONTH STATUS: Meeting goal. Purchased Nitrogen Generator two years ago and have been removing air and replacing with nitrogen. Now in 80 vehicles citywide. Tire pressures maintain up to 40% longer, improving fuel and tire economy.

11) Continue tire surveys, reducing tire wear, saving fuel and reducing flats. 6 MONTH STATUS: Meeting goal.

12) Continue to research new vehicle technologies and schedule training classes to familiarize mechanics with latest technologies. 6 MONTH STATUS: Meeting goal.

13) Purchase a new Electric Hybrid box truck and remove old diesel truck from service permanently. This will save fuel and reduce diesel emissions. 6 MONTH STATUS: Accomplished

14) Continue component failure analyses, thereby improving operations and reducing downtime. 6 MONTH STATUS: Accomplished

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FY 2010 and 2011 ADDITIONAL ACCOMPLISHMENTS

(1) Eight older out of service Mack & Ford snow trucks were rebuilt & overhauled into like-new

front-line plow/dump trucks. The rotted, worn out bodies, frames, spreaders, plow hitches, plows, wiring and hydraulic lines were removed, the chassis power washed, painted, re-plumed, rewired and new hydraulic lines installed. The complete trucks were refurbished front to back with new springs, brakes, tires, steering and rebuilt rear ends. Then chassis were then sent out for new spreaders, dump bodies, hitches and plows. This saved the City from renting eight very expensive trucks with equipment during this record-breaking winter (2010-11). These complete rebuilt trucks will last another 5-7 years at ¼ the cost of what 8 new truck purchases would have been. The savings from not needing to rent was $70k+ and the savings from new truck purchases $1.5M. This project took 6 months working on and off in-between the daily workload. (picture of finished truck below)

(2) Continuous improvement of equipment purchases through research and experience. Purchased new Volvo wheel loader with Caretrack, a web-based system that helps locate, track and provide detailed vehicle information to improve maintenance decision-making and increase productivity. We get reports on how each machine is used, including engine load, brake use and differential locks. Better control -- we always know where the machine is and how used. Purchase also allowed removal from service one older high mileage/ high maintenance/higher pollution wheel loader, in turn reducing operating costs.

(3) Purchased one new Elgin Pelican 3-wheel street sweeper with added auto-lube system, providing more dependable lubrication of all points on equipment, saving labor costs through automation. The new Pelican allows us to remove from service an older, higher maintenance/mileage/pollution sweeper, reducing maintenance costs while also being more maneuverable, economical, durable and safer.

(4) Purchased three new Heavy Duty F-550 Mason dump trucks with complete snow fighting packages. The trucks are equipped 9’ power angling snow plows, self contained gas powered material spreaders, load cover tarps and heavy duty tow packages. The snow equipment is quick mount and in minutes we are able to remove. These trucks performed excellent this winter with all the heavy snow and will be used all year. Purchase allowed us to remove from service three older high mileage/maintenance/pollution Mason Dumps and in turn will help reduce operating costs.

(5) Purchased three new heavy duty pickup trucks with snow fighting equipment. These trucks are equipped with 8’ plows and 8’ beds, allowing us to remove from service three older high mileage/ high maintenance pickups, in turn helping to reduce operating costs.

(6) Purchased new cargo van with shelving, cabinets and security alarm system for the ITS department, allowing removal from service an older high mileage/maintenance/pollution van,

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also helping to reduce operating costs. The ITS Department benefits from this vehicle as they now work more efficiently as well.

(7) Purchased a new cargo van with aerial lift bucket, shelving, cabinets and security alarm for the Facilities Maintenance division. This new aerial lift will be operated by radio control requiring less maintenance with fewer moving parts, and allowed us to remove from service an older high mileage/maintenance/pollution aerial van, helping to reduce operating costs while helping the electricians and the Facilities Maintenance division work more efficiently.

(8) Purchased three new Tennant ATLV litter collection vehicles, which were upgraded with green paint, power lift arms and slope indicators for added safety and to aid the operator. This purchase allowed us to remove from service older high mileage/high maintenance/pollution ATLV vehicles, helping to reduce operating costs.

(9) Purchased a new enclosed-cab Mad Vac litter collection vehicle, enabling almost year-round litter collection. This is the first enclosed-cab Mad Vac for the City, and allowed us to remove from service an older high mileage/maintenance/pollution Mad Vac, helping to reduce operating costs.

(10) In process of purchasing two new extra heavy duty tandem axle cab & chassis trucks, 10’ snow plows, 13’ dump bodies with spreader, snow plow hitch and central hydraulic system. These trucks will have a larger body capacity than the current snow fleet, which should help save on fuel from going back and forth to the sand shed. Also this will allow the driver more time in the section to plow more efficiently.

(11) In the process of purchasing two tri-axle Dump trucks. These trucks will have 17’ bodies that will be used year round. These trucks will have a larger body capacity than the current dump truck fleet, which should save fuel by reducing travel to/from the work site or Transfer Station. In some cases this will eliminate the need for two trucks with two drivers as well as providing the driver more time at the work site. This purchase will allow us to remove from service older high mileage/maintenance/pollution dump trucks, helping to reduce operating costs.

(12) Purchased one new rear load 25 yd Sanitation truck in anticipation of Single Stream recycling. The new truck is fully equipped with twin rear cart lifters, power winch cable, and rear camera with color monitor for safe operation. This truck also is equipped with a snowplow hitch.

(13) Purchased two 1000 gal brine tanks, self-contained with pump, sprayers and frame assembly. Installed one unit on an older Mack with dump body temporally. We used it to treat the roads before any snow fell this winter. We are currently working on the second truck and removing the dump body and stripping the frame rails. We will be mounting directly to the frame rails both tanks on both trucks permanently. This will give us two dedicated brine trucks, saving thousands of dollars from having to purchase two new cabs and chassis trucks.

(14) Fabricated in-house two heavy-duty gantries for lifting sand spreaders, plows and all other heavy objects that require multiple lift points. These gantry units are complete with lift chains, hooks, D-rings and extendable booms and lock bolts. They take two minutes to hook up to the wheel loader or tow motor, and enable us to remove a sander from a truck while lifting from four points equally and safely, improving maneuverability of heavy equipment, reducing damage. The cost in-house was $3k for time and material; to purchase new would be $11k. Reduces operating costs and equipment down time.

(15) Initiated extensive plan to seek lost funds through vehicle accident insurance claims that lay dormant. So far collected $4k.

(16) Sold 25 pieces of old surplus equipment through Purchasing, using online bidding system. Benefits include reduced air pollution from high emission old vehicles taken off the road.

(17) Retrofitted two rear load Sanitation trucks with computerized equipment for the pilot rewards program for Recycling. Dismounted and remounted cab equipment to facilitate installation of needed equipment, also welded fabricated brackets to the rear for antenna mounting, allowing rewards-service to read cart information as they are being dumped.

(18) In process of utilizing $342k of federal EERE grant money administered by the Connecticut Clean Cities Future Fuels Project to convert three newer International dump trucks and one crane/dump truck from diesel power to clean-burning compressed natural gas, with first truck scheduled to be done by April 1, 2011.

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(19) Purchased new shop equipment that improves efficiency, morale, and allows for professional repairs done safely.

(a) New drill press for welding/fabrication shop requires much less effort by shop personnel. Instead of being forced to apply his body weight to the drill to generate force, the operator can use the leverage of the drill press. The working stock can also be clamped directly to the table of the drill press, so it cannot shift while the spindle is being lowered. It adjustable table, permitting perfect drilling of angled holes. No belts to replace which reduces maintenance. Shop personnel can work on a large piece of stock without having to keep moving it around on the table. The arm can also swing out of the way to make it easier to get the large stock onto the table and clamped into place.

(b) New rim clamp tire machine allows us to mount all tires under 21” faster with no need to send out, reducing down time and external labor costs.

(20) Hired April 2010 new ASE-certified professional Fleet Mechanic with over 25 years experience in the repair of heavy equipment and trucks. The new Mechanic has been an excellent addition to the professional hard working crew of the City of Bridgeport Municipal Garage. (21) All mechanics attended 8-hr training seminar December 2010. This training helped us become more efficient and diagnose problems right the first time, including specialized training on Powerstroke systems operation, subsystem strategies and operating systems; how to diagnose and repair the most common fault codes, electronic engine control system components, troubleshooting, IDS diagnostics, Technical Service Bulletin Info, high pressure oil rail check valve testing and much more. The result of this extensive training on this very complex equipment is lower operating cost and less down time. (22) With all the heavy snow this winter, from December 1

st to February 9

th (about 11 weeks) we

performed 950 repairs here at the garage. The bulk quantity of the repairs were: snow plows 177, sanders 72, preventative maintenance 133, lighting 95, hydraulic systems 48, brakes 50, cooling system 26, exhaust 10, cranking system 23, and much more. We have a stringent vehicle maintenance program. Everyone in the Fleet Division realizes the value of identifying problems and making repairs in our shop versus having an outside vendor complete. Minimizing unscheduled repairs leads to reduced down time and lower costs, and helps us provide better customer service.

179

GENERAL FUND BUDGET MUNICIPAL GARAGE APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01305000 MUNICIPAL GARAGE 1,960,063 1,973,814 2,107,081 2,187,279 213,465


51004 FULL TIME VACATION PAY 726

51104 TEMPORARY ACTING 2X OVERTI 8



51110 TEMP ACTING 1.5X OVERTIME 54 300 300 -300


51134 TEMP SHIFT 2 DIFFERENTIAL 53 100 100 -100


51138 NORMAL STNDRD SHIFT DIFFER 588

51140 LONGEVITY PAY 5,785 5,785 6,220 435


52360 MEDICARE 3,545 5,715 5,715 5,928 213

52385 SOCIAL SECURITY 1,049 2,046 2,046 2,046




53610 TRAINING SERVICES 225 1,425 1,425 1,425



54010 AUTOMOTIVE PARTS 332,330 292,368 298,898 283,898 -8,470

54025 ROADWAY PARTS 92,965 93,000 125,000 125,000 32,000

54530 AUTOMOTIVE SUPPLIES 44,193 37,900 33,900 33,900 -4,000

54535 TIRES & TUBES 37,557 28,700 37,000 37,000 8,300



54560 COMMUNICATION SUPPLIES 1,500 1,500 1,500

54610 DIESEL 315,690 323,000 387,566 387,566 64,566

54615 GASOLINE 136,805 149,400 175,000 175,000 25,600

54625 NATURAL GAS 1,802 5,550 5,550 5,550

54635 GASES AND EQUIPMENT 4,477 6,463 6,463 6,463

54640 HARDWARE/TOOLS 5,035 9,900 13,900 13,900 4,000

54670 MEDICAL SUPPLIES 634 1,200 1,200 1,200

54675 OFFICE SUPPLIES 446 475 475 475

54745 UNIFORMS 891 920 920 920

54750 TRANSPORTATION SUPPLIES 220 500 500 500


55145 EQUIPMENT RENTAL/LEASE 850 950 950 950

55155 OFFICE EQUIPMENT RENTAL/LEAS 2,229 3,650 3,400 3,400 -250

55160 PHOTOGRAPHIC EQUIPMENT 400 500 500 100

55175 PUBLIC SAFETY EQUIPMENT 150 150 150

55190 ROADWAY EQUIPMENT 34,779 40,000 45,000 45,000 5,000

55215 WELDING EQUIPMENT 1,000 1,000 1,000

55530 OFFICE FURNITURE 337 337 337 337

56015 AGRIC/HEAVY EQ MAINT SRVCS 350 350 350

56035 TOWING SERVICES 5,109 4,300 5,200 5,200 900


56065 COMMUNICATION EQ MAINT SVCS 200 200 200

56140 LAUNDRY SERVICES 6,115 5,000 5,000 5,000


56225 SECURITY SERVICES 4,100 9,000 9,000 9,000

59005 VEHICLE MAINTENANCE SERVICES 153,450 178,300 159,000 159,000 -19,300

180


FACILITIES MAINTENANCE


MISSION STATEMENT The Facilities Maintenance Division is centrally involved in a wide range of functions: keeping the physical condition of all City Buildings (with the exception of Education Buildings) properly repaired and maintained, including heating and air conditioning, electrical, plumbing, carpentry, painting and masonry; providing custodial services for all City properties; administering utility consumption, rate purchases and energy efficiency programs throughout the City, including streetlights, traffic and decorative lights; maintaining all traffic signals and decorative lighting; assisting in evictions and capital projects; providing venues and decorations for numerous special events and programs.

The Facilities Maintenance Division provides operational and maintenance service and repairs for more than four dozen locations and all traffic and decorative lights with nine tradesmen (two plumbers, four electricians, one painter, one carpenter and one mason) and one maintainer; provides custodial services for fifteen locations and numerous special events with nineteen budgeted positions; devotes two maintainers daily to assisting with evictions; all with support and management provided by Administration.

CHIEF

ADMINISTRATIVE

OFFICER

PUBLIC FACILITIES

ADMINISTRATION

BUILDING

MAINTENANCE

MAYOR CITY COUNCIL

181

GENERAL FUND BUDGET FACILITIES MAINTENANCE BUDGET DETAIL


John Tristine

Manager

REVENUE SUMMARY


FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY2011

BUDGET

01310000 FACILITIES MAINTENANCE -535

41512 RECLAIMED DOG -535


ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01310000 FACILITIES MAINTENANCE 10,789,970 10,379,206 10,659,619 10,554,421 175,215

1310PS MAINTENANCE PERSONAL SERVICES 1,334,222 1,421,834 1,421,834 1,453,694 31,860

2310TPS MAINTENANCE OTHER PERS SERVICE 214,848 124,257 124,257 122,707 -1,550

3310FB MAINTENANCE FRINGE BENEFITS 463,623 510,395 510,395 542,277 31,882

4310EX MAINTENANCE OPER EXP 8,331,738 7,993,464 8,193,687 8,079,687 86,223

6310SS MAINTENANCE SPEC SVCS 445,538 329,256 409,446 356,056 26,800 PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012



1.0 MAINTAINER I (GRADE II) 32,948 36,124 3,177

SEASONAL MAINTAINER I GRADE I 32,000 40,000 8,000

1.0 MAINTAINER II 36,899 38,771 1,872

1.0 MAINTAINER V 48,429 47,931 -498

1.0 CARPENTER 60,320 60,320

4.0 ELECTRICIAN 287,456 289,536 2,080

1.0 MASON 66,768 67,454 686

1.0 PAINTER 64,002 64,626 624

2.0 PLUMBER 162,531 167,939 5,408

2.0 JANITRESS 57,390 60,301 2,911

5.0 1.0 CUSTODIAN I 198,750 197,852 -898

1.0 CUSTODIAN III 34,892 34,892

2.0 CUSTODIAN IV 97,800 100,370 2,570

5.0 1.0 SERVICE ASSISTANT 184,258 185,874 1,616

01310000 Total 29.0 2.0 1,421,833 1,453,694 31,862

182

GENERAL FUND BUDGET FACILITIES MAINTENANCE UTILITY DETAIL


FY06-07 FY06-07 FY07-08 FY07-08 FY08-09 FY08-09 FY09-10 FY09-10 FY11 PROJ

ELECTRIC UTILITY DETAIL $ kwh $ kwh $ Kwh $ Kwh $

Street Lights (approx 10,700) and Deco Lights $ 2,456,901 8,144,361 $ 2,579,659 7,516,574 $ 2,189,489 6,467,358 $ 2,193,080 6,516,717 $ 2,166,595

Traffic Lights (1603 total count fy09) $ 100,630 436,982 $ 113,870 423,676 $ 112,235 439,559 $ 121,976 437,536 $ 115,674

Christmas Lights $ 2,495 14,765 $ 2,582 11,753 $ 2,632 11,427 $ 951 9,479 $ 2,900

Subtotal $ 2,560,026 8,596,108 $ 2,696,111 7,952,003 $ 2,304,355 6,918,344 $ 2,316,007 6,963,732 $ 2,285,169

Average dollars per kwh $ 0.2978 $ 0.3390 $ 0.3331 $ 0.3326 $ 0.3279

Parks -- buildings, lights, courts, fields, irrigation, bathhouses/restrooms, concessions, fountains (52 total) $ 182,065 793,351 $ 196,252 957,019 $ 201,012 797,641 $ 197,513 815,356 $ 196,287

All Other Buildings (Education not included) $ 1,415,878 9,340,260 $ 1,713,812 10,296,485 $ 1,874,903 10,473,158 $ 1,656,621 10,505,926 $ 1,450,275

Number of locations 39 42 44 44 44

Average dollars per kwh $ 0.1516 $ 0.1664 $ 0.1790 $ 0.1577 $ 0.1509

subtotal -- all above $ 4,157,968 18,729,719 $ 4,606,175 19,205,507 $ 4,380,270 18,189,143 $ 4,170,141 18,285,014 $3,931,731

Sample group -- City Hall, Annex, Police HQ, Fire HQ, Health $ 779,421 5,334,834 $ 937,864 5,790,957 $ 943,823 5,415,831 $ 819,564 5,374,616 $ 814,879

Airport – All Electric $ 105,487 658,959 $ 105,014 593,126 $ 149,432 817,649 $ 91,750 550,042 $ 58,000

Zoo and Carousel -- All Electric $ 129,308 832,985 $ 143,491 841,364 $ 150,576 837,839 $ 132,652 807,946 $ 134,384

Golf Course -- All Electric $ 33,778 185,785 $ 49,257 247,290 $ 51,426 267,458 $ 50,149 290,102 $ 51,574

Subtotal $ 268,573 1,677,729 $ 297,762 1,681,780 $ 351,434 1,922,946 $ 274,371 1,648,090 $ 243,958

Average dollars per kwh $ 0.1601 $ 0.1771 $ 0.1828 $ 0.1665 $ .1609

TOTAL ALL ELECTRIC UTILITY $ 4,426,541 20,407,448 $ 4,903,937 20,887,287 $ 4,731,704 20,112,089 $ 4,444,512 19,933,104 $4,175,689

Education Dept Electric Utility (General Fund expenses included for comparison only) $ 3,315,248 $ 3,989,260 $ 4,715,789 $ 4,580,665


GAS UTILITY DETAIL $ CCF $ CCF $ CCF $ CCF $

Facilities Maintenance group $ 1,017,427 545,777 $ 1,014,710 578,984 $ 962,728 635,566 $ 837,022 579,869 $ 756,888

Parks $ 26,223 14,302 $ 28,164 15,954 $ 24,716 16,009 $ 21,386 13,921 $ 21,185

Airport $ 91,645 49,062 $ 74,302 42,498 $ 21,738 14,400 $ 21,293 14,851 $ 36,000

Zoo and Carousel $ 129,260 65,601 $ 117,574 65,998 $ 116,010 74,957 $ 108,520 71,629 $ 108,980

Golf Course $ 28,951 17,734 $ 36,483 23,669 $ 33,442 26,582 $ 28,290 28,689 $ 27,020

Total Gas Utility Expense $ 1,293,506 692,476 $ 1,271,233 727,103 $ 1,158,634 767,514 $ 1,016,511 708,959 $ 914,073

183

GENERAL FUND BUDGET FACILITIES MAINTENANCE UTILITY DETAIL



WATER UTILITY DETAIL $ CCF $ CCF $ CCF $ CCF $

Hydrant Capacity $ 1,457,267 capacity $ 1,446,356 capacity $ 1,477,545 capacity $ 1,502,451 capacity $1,508,254

Municipal buildings $ 56,784 9,920 $ 75,226 10,079 $ 94,502 11,342 $ 93,743 10,761 $ 91,737

Parks -- offices, irrigation, bathhouses, concessions $ 33,555 5,174 $ 47,984 24,566 $ 63,482 15,795 $ 54,242 11,501 $ 72,319

Subtotal $1,547,606 15,094 $ 1,569,566 34,645 $ 1,635,529 27,137 $ 1,650,436 22,262 $1,672,310

Airport – All $ 20,068 $ 21,122 $ 20,550 $ 27,695 $ 20,000

Zoo and Carousel -- All $ 29,047 7,338 $ 26,120 6,080 $ 40,312 7,937 $ 32,046 7,789 $ 41,676

Golf Course -- All $ 31,929 24,692 $ 85,857 52,161 $ 88,379 26,108 $ 77,934 38,523 $ 93,874

Total Water Utility Expense $ 1,628,650 47,124 $ 1,702,665 92,886 $ 1,784,770 61,182 $ 1,788,111 68,574 $1,827,860

Hydrant capacity as % of Total 89% 85% 83% 84% 83%

184

GENERAL FUND BUDGET FACILITIES MAINTENANCE PROGRAM HIGHLIGHTS




FACILITIES MAINTENANCE

Facilities maintained 48 47 48 49 49

Est. square footage maintained (all) 1,423,609 1,170,916 1,185,916 1,255,916 1,255,916

Total employees assigned to buildings 33 33 33-29 28 28

Total regular hours of employee labor maintenance & repair 68,640 68,640 60,320 51,240 51,240

Hrs paid custodial maintenance only for admin./office facilities 33,483 33,715 34,560 28,400 28,400

Sq ft administrative/office facilities maintained per custodial FTE 10,420 10,420 21,536 24,766 24,766

SERVICE REQUESTS

Emergency Work: repair/maintenance 485 514 450 500 450

Emergency Work: custodial 2,786 2,804 3,010 2,980 3,105

RESPONSE TIME:

Emergency Work: repair/maintenance 30 min 30 min 40 min 40 min 40 min

Emergency Work: custodial 15 min 15 min 20 min 30 min 40 min

Non-Emergency Work: repair/maintenance 2,469 2,474 2,328 2,800 3,027

Non-Emergency Work: custodial 9,087 9,104 10,112 10,007 11,098

% completed within 48 hrs of request 100 100 100 100 100

FY 2011-2012 GOALS

1. Continue to drive down utility consumption and expenses across all City accounts. 2. Continue upgrade of deco lights to LED. 475 planned for Fairfield Ave, McLevy Park, Broad

St, Madison Ave, Park Ave, and State St. 3. Implement energy conservation measures in Burroughs Library, City Hall and Public Facilities

Vehicle Storage Barn identified in audits. 4. Install solar voltaic array on City Hall and Public Facilities Storage Barn. 5. Conduct pilot program with UI for placing LED lights on UI-owned streetlights. 6. Enroll the Emergency Communication and Operation Center in ISO New England Load

Response Program. 7. Identify and remove from service streetlights no longer meeting City needs, contributing to

reductions in consumption and expenses. 8. Monitor energy markets for most favorable commodity rate pricing, locking in when optimal. 9. Continue utility bill audits to identify billing errors and high usage trends requiring

investigation and corrective action. 10. Continue consolidation of City offices into City Hall Annex, completing re-location of McLevy

Hall offices. 11. Upgrade 14 additional traffic light intersections to LED, decreasing electric consumption and

expense. 12. Identify means of reducing expense for fire hydrant capacity, which is currently over $1.5M

and heading to $1.6M, representing approximately 85% of all water utility expense. Fire hydrant capacity costs roughly six times the total water utility expense for all other locations and uses combined (all buildings, all parks, all irrigation, no Education).

13. Continue numbering of decorative light poles and develop decorative light maintenance record system.

14. Install more light sensors throughout City buildings. 15. Install in buildings (where have not already done so) computerized energy management

system to control and monitor HVAC and lighting, reducing utility consumption and expense while providing easier access for changing settings.

185



16. Link the energy management systems into one network, all to facilitate energy and expense savings.

17. Continue to replace all boilers over twenty years old with higher efficiency, lower power units. 18. Replace all HVAC units over twenty years old with higher efficiency or alternate power units. 19. Replace roofs over twenty years old. 20. Generate a database of asbestos or other hazardous material information for all buildings to

improve safety during construction and repair projects as well as to improve advance cost estimates for those jobs.

21. Conduct air tests within City buildings to check for mold or other airborne contaminants, improving health environment, leading to reduced illnesses and increased productivity.

22. Improve reporting, communication and coordination between Police, City Attorney and Facilities Maintenance regarding accidents, property damage, insurance collections and overall tracking of liabilities owed City.

FY 2010-2011 GOAL STATUS 1) Continue to drive down utility consumption and expense across all City accounts.

6 MONTH STATUS: Meeting goal. Achieving 6% reduction (573,600 kwh) in overall electric energy consumption across Streetlight, Traffic Light and Public Facilities accounts in first six months of FY11 compared to same months FY10, saving $89k. The Public Facilities buildings are contributing at the highest rate, with savings of 9.3%. The above builds on an electricity consumption history already decreasing significantly over last three years. FY10 electricity consumption down by 1% from FY09 and almost 5% from FY08. If FY11 finishes as projected, will have decreased electricity consumption by 10% over only three years! Electricty consumption reductions, combined with careful lock-in of favorable rates has combined to reduce current-year projected expense by $728k from FY08 level. If FY08 expense levels had remained unchanged, City would have spent almost $1.36M more by end of FY11! Natural gas consumption down 1.6% at Maintenance accounts locations for first six months of FY11 compared to same months FY10, avoiding $2,500 additional expense. FY10 consumption down from FY09 almost 8% across all accounts, saving more than $142k. Consumption for FY10 compared to FY08 down only 2.5%, but favorable rates helped reduce FY10 total expense by almost $255k compared to FY08! If Gas Utility expense from FY08 had remained unchanged, and we continued to spend same amounts for FY09, FY10 and projected FY11, we’d be spending $688k more than we are! So combining electricity and gas utilities, City has avoided spending a total of almost $2.05 million over three years compared to FY08 levels remaining unchanged!

2) Identify and remove from service streetlights no longer meeting City needs, contributing to reductions in consumption and expenses. 6 MONTH STATUS: Ongoing, multi-year effort, contributing to expense savings described above. In last six months, approximately twenty missing lights identified, helping saving approx $13k.

3) Improve inventory control and analysis of streetlights to improve reconciliation of disagreements with UI as to presence, functionality or other issues. Also need to reduce maintenance charge imposed by UI and examine feasibility of metering. Of all UI territory, 20% of all streetlights are in Bridgeport. 6 MONTH STATUS: Continuously identifying missing and damaged lights. UI maintenance fees are DPUC rate structured approved.

186



4) Monitor energy markets for most favorable commodity rate pricing, locking in when optimal.

6 MONTH STATUS: Electrical generation locked in for FY 12 at rate that is approximately 28% per kwh less than UI’s generation rate, resulting in savings of $567k (as compared to using UI’s generation rate). Similar savings for BoE and WPCA also in process. Currently evaluating natural gas markets for locking in prices for FY 12.

5) Identify means of reducing expense for fire hydrant capacity, which was just under $1.5M in FY09 and is expected to be over $1.5M in each of FY10 and FY11, representing approximately 85% of all water utility expense. Fire hydrant capacity costs roughly six times the total water utility expense for all other locations and uses combined (all buildings, all parks, all irrigation, no Education). 6 MONTH STATUS: Goal is much larger than Public Facilities’ ability to meet. Must be part of coordinated effort through Mayor’s Office, City Council and State delegation to achieve rule changes effecting rate structure administered by DPUC.

6) Continue utility bill audits to identify billing errors and high usage trends requiring investigation and corrective action. 6 MONTH STATUS: Meeting goal – ongoing, continuous vigilance. More than $30k in errors identified and corrected this year.

7) Continue participation in ISO New England Load Response Program. Load response programs compensate large electricity users for reducing consumption when market prices or demand are highest and system reliability is at risk. 6 MONTH STATUS: Meeting goal. Enrolled City Hall and Fire HQ in 3 yr program. Participation in Load Response Program earned $23,540 back from UI in FY10.

8) Upgrade 14 additional traffic light intersections to LED, decreasing electric consumption and expense. 6 MONTH STATUS: Meeting goal – multi-year effort. Seventeen completed FY10 and project fourteen additional by year-end FY11.

9) Begin replacement of decorative light bulbs to LED. 6 MONTH STATUS: Meeting goal – multi-year effort. Completed St Mary’s by the Sea -- 115 lights; Downtown lower Main Street -- 10 lights completed; two locations resulting in 33% reduction in kilowatt-hours. Other locations throughout city – 130 changeovers. Major project planned for summer 2011 which expect to be partially funded through reimbursement program with UI -- 475 planned for Fairfield Ave, McLevy Park, Broad St, Madison Ave, Park Ave, and State St. locations.

10) Complete the numbering of decorative light poles and develop decorative light maintenance record system. 6 MONTH STATUS: Progress slow so far due to manpower assigned to other necessary projects. In process now to start with approximately 225 lights.

11) Install more light sensors throughout City buildings. 6 MONTH STATUS: Meeting goal. Installed approx dozen in Annex this year and continuing to install motion sensors in Annex first floor while performing remodeling. Performing preliminary audit on City Hall and PF truck barn for additional installations.

12) Install in buildings (where have not already done so) computerized energy management system to control and monitor HVAC and lighting, reducing utility consumption and expense while providing easier access for changing settings. 6 MONTH STATUS: Multi-year effort, but progress this year almost none; manpower performing other functions.

187



13) Link the energy management systems into one network, all to facilitate energy and expense savings. 6 MONTH STATUS: Tied in Police, Zoo, EOC, North End Library to single energy management computer controlled by Facilities Manager. Can now look at and adjust settings from single computer, including identification of broken units, read room temps, check if dampers are open, and conduct other operational-efficiency controls.

14) Continue to replace all boilers over twenty years old with higher efficiency, lower power units. 6 MONTH STATUS: Engine 3-4 starting April 2011. Engine 7-11 expected to start June 2011. Main Library replacement of chillers and air handlers expected to start May 2011 using American Recovery and Reinvestment Act (ARRA) funding.

15) Replace all HVAC units over twenty years old with higher efficiency or alternate power units. 6 MONTH STATUS: Partially meeting goal – ongoing, multi-year effort dependent on capital funding. Engine 3-4 -- four units starting April 2011.

16) Replace roofs over twenty years old. 6 MONTH STATUS: Partially meeting goal – ongoing, multi-year effort dependent on capital funding. Engine 12 and Engine 7-11 both starting June 2011. Repairs performed over past 6-9 months (at least partially due to June 24, 2010 tornado): Klein, 990 Housatonic, Health, Engine 6, Police HQ, Newfield Training Academy, Newfield Park restroom, West Side Police precinct and others. Beardsley Park restrooms to start June 2011.

17) Generate a database of asbestos or other hazardous material information for all buildings to improve safety during construction and repair projects as well as to improve advance cost estimates for those jobs. 6 MONTH STATUS: Partially meeting goal. Complete for: Police Dept, Health Dept, 990 Housatonic Public Facilites Garage, Newfield Training Academy, Engines 3-4 and 7-11.

18) Conduct air tests within City buildings to check for mold or other airborne contaminants, improving health environment, leading to reduced illnesses and increased productivity. 6 MONTH STATUS: Not meeting goal.

19) Improve reporting, communication and coordination between Police, City Attorney and Facilities Maintenance regarding accidents, property damage, insurance collections and overall tracking of liabilities owed City. (Replaced three traffic light cabinets and three deco light cabinets in first seven months of FY10 alone, due to automobile accidents. Repayment for damages very low compared to expenses for repairs and replacements.) 6 MONTH STATUS: Partially meeting goal. New paralegal in City Attorney’s Office making progress.


1. Performed electrical rate analysis and adjustment of rate plan to yield $69k savings. 2. Favorably negotiated and resolved UI back charge for North End Senior Center. 3. Achieve savings by personally turning off lights during tours of buildings/offices. 4. Selected vendor and conducted numerous meetings and analyses to identify strategic

locations energy performance contracting. 5. Financial grade energy audit performed on Burroughs Library. 6. General energy audit performed on City Hall and PF vehicle storage barn. 7. Hosted two energy efficient lighting sales open to employees and public.

188



8. Numerous building improvements throughout year at dozens of locations, including Public Facilities Garage, City Hall Annex, Engine 7-11, Engine 3-4, Engine 15, Parks Dept, Golf Course, Zoo, EOC, Police HQ, Raphola Taylor, Klein Memorial, eviction warehouse, Seaside Park bathrooms, City Hall, veterans’ memorial, Veterans Fountain, Animal Shelter, Bluefish Stadium, Arena, Airport, Congress St bridge and much more.

9. Identified urgent need and then supervised replacement of major water main at Airport, helping to reduce water consumption there by an estimated 20%.

10. Relocated Housing Code, Lead Prevention and Environmental Health from Health Dept building to City Hall Annex, continuing Mayor’s initiative of consolidating offices, increasing efficiency and reducing expenses.

11. Performed and/or contracted emergency repairs due to June 24, 2010 tornado, including roof work and hvac service at Newfield Training Academy, Newfield Park restrooms, Ike Center, Health Center, and elsewhere.

12. Procured new Christmas lighting downtown, including 50% re-imbursement from DSSD.

189

GENERAL FUND BUDGET FACILITIES MAINTENANCE APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01310000 FACILITIES MAINTENANCE 10,789,970 10,379,206 10,659,619 10,554,421 175,215









51122 SHIFT 2 - 1.5X OVERTIME 11,951 6,700 6,700 6,700

51124 SHIFT 2 - 2X OVERTIME 409 475 475 475

51128 SHIFT 3 - 1.5X OVERTIME 120

51134 TEMP SHIFT 2 DIFFERENTIAL 1,738 3,300 3,300 -3,300

51136 TEMP SHIFT 3 DIFFERENTIAL 273 100 100 -100


51140 LONGEVITY PAY 1,125 19,305 19,305 21,455 2,150



52360 MEDICARE 9,512 17,536 17,536 16,402 -1,134

52385 SOCIAL SECURITY 355 1,984 1,984 1,984



53110 WATER UTILITY 1,726,742 1,666,533 1,760,361 1,730,361 63,828

53120 SEWER USER FEES 62,518 68,000 79,077 79,077 11,077

53130 ELECTRIC UTILITY SERVICES 4,165,958 4,280,000 4,280,000 4,280,000

53140 GAS UTILITY SERVICES 860,481 1,031,000 1,031,000 1,031,000

53150 HONEYWELL CONSERVATION 22,549 30,000

53435 PROPERTY INSURANCE 383,123 388,000 439,000 400,000 12,000



53705 ADVERTISING SERVICES 450 1,650 1,650 1,650

53715 PAGING SERVICES 1,783 2,400 2,400 2,400

53725 TELEVISION SERVICES 1,032 1,465 1,465 1,465


53905 EMP TUITION AND/OR TRAVEL REIM 734

54540 BUILDING MATERIALS & SUPPLIE 84,544 77,848 97,915 97,915 20,067

54545 CLEANING SUPPLIES 26,503 38,876 39,376 39,376 500


54560 COMMUNICATION SUPPLIES 75,626 3,820 3,820 3,820

54585 ELECTRICAL SUPPLIES 630 900 900 900


54605 FURNISHINGS 345 870 5,000 5,000 4,130

54620 HEATING OIL 70,747 55,000 40,000 40,000 -15,000

54635 GASES AND EQUIPMENT 30 150 150 150

54640 HARDWARE/TOOLS 22,430 29,500 29,500 29,500

54670 MEDICAL SUPPLIES 2,747 1,400 1,400 1,400

54675 OFFICE SUPPLIES 1,593 1,553 1,553 1,553

54680 OTHER SUPPLIES 8,261 8,209 8,209 8,209

54695 PHOTOGRAPHIC SUPPLIES 90 90 90

54700 PUBLICATIONS -299 270 270 270

54715 PLUMBING SUPPLIES 37,534 33,826 23,826 23,826 -10,000


54745 UNIFORMS 1,087 900 900 900

190

GENERAL FUND BUDGET FACILITIES MAINTENANCE APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

54755 TRAFFIC CONTROL PRODUCTS 47,426 39,636 39,636 39,636

54780 DECORATIVE LIGHTING SUPPLIES 59,784 57,087 57,087 57,087

55045 VEHICLES 306,716

55050 CLEANING EQUIPMENT 3,683 3,150 3,150 3,150


55080 ELECTRICAL EQUIPMENT 45,355 36,750 45,000 45,000 8,250

55105 HOUSEHOLD APPLIANCES 89 10 10 10

55110 HVAC EQUIPMENT 53,293 54,629 61,000 46,000 -8,629

55145 EQUIPMENT RENTAL/LEASE 58,808 54,200 54,200 54,200

55150 OFFICE EQUIPMENT 85 442 442 442



55175 PUBLIC SAFETY EQUIPMENT 785 1,520 1,520 1,520

55190 ROADWAY EQUIPMENT 60,359 1,500 1,500 1,500

55220 WATER/SEWER EQUIPMENT 83,410

55530 OFFICE FURNITURE 3,488 2,350 2,350 2,350

56010 ENGINEERING SERVICES 6,400 1,600 1,600 1,600


56055 COMPUTER SERVICES 7,000 7,000 7,000

56060 CONSTRUCTION SERVICES -500 -500 -500

56125 LANDSCAPING SERVICES 32,760 3,557 3,057 3,057 -500


56165 MANAGEMENT SERVICES 13,537 9,300 15,000 10,000 700



56180 OTHER SERVICES 45,878 41,650 41,650 41,650

56185 PUBLIC FACILITIES SERVICES 173 465 465 465

56225 SECURITY SERVICES 51,361 57,327 68,327 62,327 5,000

191

GENERAL FUND BUDGET



192


ROADWAY MAINTENANCE


MISSION STATEMENT The Roadway Maintenance division of Public Facilities maintains the City’s 829 lane-miles of roads and streets. This maintenance includes street sweeping, pothole repair, asphalt patching, the collection of illegally dumped trash, evaluation of road conditions, re-paving, maintenance of all traffic signs and street markings, snow removal from street and parking lots, and barricading streets when assisting Police or Fire Departments during emergencies or during special events such as parades and festivals. In addition, the Roadway division conducts programs providing leaf collection and removal, Christmas tree disposal, cutting and removal of brush from City lots and abandoned buildings in coordination with the anti-blight initiative, sidewalk and curb repair, cleaning of catch basins and removal of downed trees during storms. The division also provides extensive backup manpower for Sanitation, Recycling and Transfer Station as well as assisting Maintenance with evictions and Parks with various projects.

Roadway performs these functions with 45 full-time positions: four foremen, one administrative assistant and 40 maintainers; and approximately 10-15 seasonal part-timers.

CHIEF

ADMINISTRATIVE

OFFICER

PUBLIC FACILITIES

ADMINISTRATION

ROADWAY

MAINTENANCE

MAYOR CITY COUNCIL

193

GENERAL FUND BUDGET ROADWAY MAINTENANCE BUDGET DETAIL


Robert Kennedy

Manager

REVENUE SUMMARY

Not Applicable


ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01320000 ROADWAY MANAGEMENT 2,907,443 3,292,386 3,447,386 3,542,136 249,750

1320PS ROADWAY PERSONAL SVCS 1,605,195 1,923,164 1,923,164 2,019,451 96,287

2320TPS ROADWAY OTHER PERS SERVICE 212,787 185,475 185,475 182,390 -3,085

3320FB ROADWAY FRINGE BENEFITS 528,672 586,871 586,871 650,919 64,048

4320EX ROADWAY OPER EXP 475,969 507,581 628,581 587,581 80,000

6320SS ROADWAY SPEC SVCS 84,819 89,295 123,295 101,795 12,500 PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012



8.0 2.0 MAINTAINER I (GRADE I) 273,743 296,458 22,715

SEASONAL MAINTAINER I GRADE II 291,361 309,361 18,000

15.0 4.0 MAINTAINER II 649,709 681,365 31,656

1.0 2.0 MAINTAINER III 101,307 106,438 5,132

6.0 1.0 MAINTAINER IV 288,121 302,729 14,608

2.0 2.0 PUBLIC WORKS FOREMAN II 215,149 216,366 1,217

1.0 PUBLIC WORKS TRAFFIC FOREMAN 55,346 56,800 1,454

01320000 Total 34.0 11.0 1,923,154 2,019,451 96,297

194

GENERAL FUND BUDGET ROADWAY MAINTENANCE PROGRAM HIGHLIGHTS




ROADWAY

HIGHWAY & ROAD MAINTENANCE

Paved lane miles responsible for 829 829 829 829

Road Rehabilitation Expenditures (1) $1,218,199 $1,011,128 $2,470,235 $257,910

Percentage of Rehabilitation Expenditures Contracted out 90% 75% 91% 0%

Road Rehabilitation Expenditures per paved lane mile $1,469 $1,220 $2,980 $311

Road Rehabilitation Expenditures per capita $8.73 $7.33 $18.13 $1.89

Pothole Repair Expenditures $48,771 $118,145 $77,650 $82,360.59

Number of potholes repaired 6,074 7,736 9,420 14,688

Potholes repaired per lane mile 7 9 11 18

Average response time to pothole complaints 2 days 2 days 2 days 2 days

Site Patching 143 447 732

Paved Miles Assessed for Condition 7 2 18.1 0

Percentage of Paved Miles Assessed for Condition (2) 0.84% 0.24% 2.18% 0.00%

STREET SWEEPING

Linear miles swept 9,530 8,869 9,662 8,429

O & M Expenditures on Street Sweeping (3) $374,243 $479,713 $385,356 $323,501

Operating cost per linear mile swept $39.27 $54.09 $39.88 $38.38

Operating and Maintenance Expenditures per capita $2.68 $3.48 $2.83 $2.37

TRAFFIC SIGNAL & SIGN MAINTENANCE

Total Number of Traffic Signal devices 1,552 1,552 1,552 1,552

Total Number of Traffic Signal repairs 530 490 310 325

Traffic Signal Replacements 15 6 2 1

Traffic Signal Expenditures $53,016 $187,496 $124,152 $262,308

Average response time (in days) to traffic signal repair 0.5 0.5 0.5 0.5

Average response time (in working days) to complete replacement 2 2 2 2

Number of Traffic Signs Replaced 430 532 673 444

Number of Traffic Signs Repaired 727 910 1,023 703

Number of Traffic Signs Installed (new installations) 127 107 179 81

Number of Stop Signs Installed (new installations) 24 20 30 1

Number of Handicap Signs Installed 37 27 44 15

Number of Handicap Signs Removed 15 0 0 10

Number of Neighborhood Watch Signs Installed 0 0 15 0

Number of Street Signs Replaced 50 14 18 42

Number of Street Signs Repaired 233 216 287 280

Number of Street Signs Installed 13 9 6 29

Number of Special Signs Manufactured 39 68 59 65

Number of Special Signs Installed 39 68 65 31

Number of Barricades Delivered 1,840 1,505 1,540 1,885

Number of Portable Stop Signs Delivered 158 197 203 160

Number of Intersections Painted (crosswalks, stopbars) 46 30 42 660

Number of Streets Center Lined 21 30 50 22

Number of Miles Center Lined 15 10 10 10

ILLEGAL DUMPING

Number of Sites Illegal Dump Picked Up 3,094 4,190 3,343

Tons of Illegal Bulk Picked Up 1,586 832 837

Tons of Illegal Dump Pick Up - Metal 598 111 83

Number of Illegal Dump Picked Up - Tires 887 481 671

Tons of Leaves Picked Up 1,589 1,889 1,706 (1) Actual 2007-2008 column includes Capital Budget allocation for re-paving in the amount of $2,242,192. (2) Road Condition Assessments are conducted by an outside vendor. In 2001, 100% of paved line miles were assessed,

assessments since then have been of lane miles re-paved the previous year. (3) O & M = Operations and Maintenance Expenditures.

FY 2011-2012 GOALS

FY 2010-2011 GOAL STATUS 1) To improve coordination with other City departments to provide enhanced parking regulation

enforcement in order to execute plan for systematically cleaning each district on continuous basis, including increased street sweeping in each section of the City. 6 MONTH STATUS:

2) To reduce overall age of sweeper fleet by purchasing new equipment through capital funding. 6 MONTH STATUS:

195



3) To purchase new Mad-Vac for cleaning sidewalks. 6 MONTH STATUS:

4) To continue utilization of GPS system to improve accountability, performance and efficiency of fleet and crews. 6 MONTH STATUS:

5) To continue to improve response time for pothole repair from 48hrs to 24hrs. 6 MONTH STATUS:

6) To continue training employees in safe operation of all mechanical equipment and use of personal protective equipment. 6 MONTH STATUS:


ACTUAL ACTUAL ACTUAL ESTIMATED ACTUAL ESTIMATED


SNOW & ICE REMOVAL

Paved Miles Responsible for 829 829 829 829

Calendar Days snow & ice removal occurred 12 14 17 26

Number of Snow Events during the fiscal year 11 13 8 13

Number of lane miles treated per event (estimated) 9,936 48,911 48,911 54,714

Number of Hours paid for snow & ice removal 5,234 6,142 6,032 9,083

O & M Expenditures for snow & ice control $374,294 $442,945 $464,151 $861,484

Expenditures per mile lane plowed or treated $37.67 $9.06 $9.49 $15.75

Expenditures per capita $2.68 $3.21 $3.41 $6.32

FY 2011-2012 GOALS

FY 2010-2011 GOAL STATUS 1) To expand existing snow routes from 22 routes to 30 routes, treating roads sooner or more

frequently, and reducing manpower costs due to work practice overtime. 6 MONTH STATUS:

2) To purchase additional snow equipment to replace equipment that is over 15 years old. 6 MONTH STATUS:

3) To continue training employees in safe operation of snow removal and operating snow equipment. 6 MONTH STATUS:

196



4) To utilize Accu-Brine machine bought in FY10 more fully, to systematically treat our main roads, hills, and around hospitals and emergency buildings. Roads can be treated with brine 24 to 48 hours prior to a snow/sleet/ice storm and then reduce the need for salt, sand and plowing during the storm. 6 MONTH STATUS:

197

GENERAL FUND BUDGET ROADWAY MAINTENANCE APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01320000 ROADWAY MANAGEMENT 2,907,443 3,292,386 3,447,386 3,542,136 249,750


51024 FT SNOW DAY PAY 185






51110 TEMP ACTING 1.5X OVERTIME 2,201 1,600 1,600 -1,600

51111 SNOW REMOVAL OVERTIME 82,708 100,000 100,000 100,000






51138 NORMAL STNDRD SHIFT DIFFER 1,959

51140 LONGEVITY PAY 900 22,875 22,875 21,390 -1,485


52360 MEDICARE 11,381 22,613 22,613 18,627 -3,986

52385 SOCIAL SECURITY 6,475 9,684 9,684 6,372 -3,312



53605 MEMBERSHIP/REGISTRATION FEES 5,000 5,000 5,000


53705 ADVERTISING SERVICES 260 450 450 450

54025 ROADWAY PARTS 38,378 39,029 39,029 39,029



54630 OTHER FUELS 436 900 900 900

54640 HARDWARE/TOOLS 4,879 8,932 8,932 8,932

54650 LANDSCAPING SUPPLIES 8,609 7,288 7,288 7,288

54670 MEDICAL SUPPLIES 1,359 500 500 500

54675 OFFICE SUPPLIES 1,859 3,400 3,400 3,400

54680 OTHER SUPPLIES 250 1,100 1,100 1,100

54705 SUBSCRIPTIONS 853 950 950 950

54735 ROADWAY SUPPLIES 360,955 368,438 489,438 448,438 80,000

54745 UNIFORMS 8,553 7,000 7,000 7,000

54755 TRAFFIC CONTROL PRODUCTS 43,523 45,000 45,000 45,000

55145 EQUIPMENT RENTAL/LEASE 10,000 10,000 10,000


55160 PHOTOGRAPHIC EQUIPMENT 500 500 500


56045 BUILDING MAINTENANCE SERVICE 7,000

56125 LANDSCAPING SERVICES 925 1,000 1,000 1,000




56180 OTHER SERVICES 4,774 9,000 12,000 9,000

56185 PUBLIC FACILITIES SERVICES 30,069 46,500 75,000 56,500 10,000

56205 PUBLIC SAFETY SERVICES 2,714 2,295 2,295 2,295

56220 ROADWAY SERVICES 2,500 2,500 2,500


59005 VEHICLE MAINTENANCE SERVICES 12,931

198


SANITATION & RECYCLING


MISSION STATEMENT Sanitation Division provides weekly curbside collection of all general household solid waste in the City in compliance with all applicable City, State and Federal health, environmental and safety regulations.

The Recycling Division removes recyclable materials from the solid waste stream through collection and transportation to a regional intermediate processing center as prescribed by City ordinance. Recycling provides bi-weekly curbside household recycling collection of glass, metal food containers, newspapers, HDPE & PETE plastics while also providing recycling of tires, white metal goods and batteries through the Transfer Station. In addition, Recycling removes and processes leaves and tree trimmings for composting and use in City landscaping projects. All services are provided with strict adherence to all applicable Environmental Protection Agency & Department of Environmental Protection regulations.

The Sanitation/Recycling Division accomplishes these tasks with 34 total full-time positions: one manager, one foreman, two supervisors and 30 maintainers (22 assigned to Sanitation, 8 assigned to Recycling). There are twelve daily sanitation routes and four daily recycling routes.

CHIEF

ADMINISTRATIVE

OFFICER

PUBLIC FACILITIES

ADMINISTRATION

SANITATION

MAYOR CITY COUNCIL

199

GENERAL FUND BUDGET SANITATION / RECYCLING BUDGET DETAIL


Charlie Carroll



FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY2011

BUDGET

01325000 SANITATION & RECYCLING -9,200 -20,000 -20,000 -20,000

41285 PF ENFORCEMENT FINES -9,200 -20,000 -20,000 -20,000

41406 CURBSIDE ADVERTISING APPROPRIATION SUMMARY

ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01325000 SANITATION & RECYCLING 5,084,752 5,179,518 5,423,694 5,340,854 161,336

1325PS SANITATION PERSONAL SVCS 1,360,210 1,438,731 1,438,731 1,446,692 7,961

2325TPS SANITATION OTHER PERS SERVICES 397,051 328,957 328,957 327,377 -1,580

3325FB SANITATION FRINGE BENEFITS 568,338 605,765 605,765 656,544 50,779

4325EX SANITATION OPER EXP 2,676,540 2,726,665 2,831,841 2,811,841 85,176

6325SS SANITATION SPEC SVCS 82,613 79,400 218,400 98,400 19,000 PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


28.0 2.0 MAINTAINER III 1,210,871 1,212,580 1,709

2.0 SANITATION SUPERVISOR 113,392 116,370 2,978

1.0 PUBLIC WORKS FOREMAN II 55,070 56,800 1,730

1.0 MANAGER OF SANITATION RECYCLING 59,394 60,954 1,560

01325000 Total 32.0 2.0 1,438,727 1,446,704 7,977

200

GENERAL FUND BUDGET SANITATION/RECYCLING PROGRAM HIGHLIGHTS



SERVICE INDICATORS FY 05-06 FY 06-07 FY 07-08 FY 08-09 FY 09-10 FY 10-11

SANITATION

Residential Refuse Collection Accounts 40,322 40,374 40,374 40,374 40,374 40,374

Non-residential Refuse Collection Accounts 18 18 19 20 20 20

Curbside Pickup 34,750 34,750 34,750 34,750 33,330 33,330

Backdoor / Other (FY09 six months only) 18 18 19 5624 7044 7044

Refuse Collection Accounts by contract (FY09 for six months only) 5,572 5,624 5,624 5,624 0 0

Pickups per week 1 1 1 1 1 1

Average collection per vehicle (cubic yards) 25 25 25 25 25 25

Staff per truck 2 2 2 2 2 2

# of accounts per hour of collection 130 130 150 150 150 150

Tons -- residential routes 44,662 43,137 41,310 40,903 40,108 39,681

Tons -- residential/municipal through T Station 18,193 20,584 15,274 14,533 16,516 16,330

Tons -- Total Residential Refuse 62,855 63,721 56,584 55,436 56,624 56,011

Tons -- Schools Refuse 2,752 2,521 2,297 2,370 2,255 2,325

Tons -- Commercial Refuse 2,853 818 911 738 876 1,250

Tons -- Total Refuse 68,460 67,060 59,792 58,543 59,756 59,586

Tipping fee per ton (Residential / Commercial) $61.83 / 66 $65.67/ 70 $71.61/76 $75.34/80 $63.00 $ 64.09

Total Tip Fees Paid to CRRA $4,244,773 $4,404,992 $4,285,695 $4,060,437 $3,764,620 $ 3,818,840

Minimum Commitment Charges paid to CRRA $880,000 $880,000 $550,000 $1,017,500 $0 $0

Total Paid to CRRA $5,124,773 $5,284,992 $4,835,695 $5,077,937 $3,764,620 $3,818,840

YARD WASTE COLLECTION

Accounts 34,750 34,750 34,750 34,750 33,330 33,330

Leaves -- loose collection, tons na na na 832 859 859

Leaves -- brown bag, tons 997 1,589 1,175 1,706 1,666 1,666

Leaves -- Transfer Station, tons 671 728 709 621 727 750

Leaves -- Total Tons 1,668 2,317 1,884 3,159 3,252 3,275

Yard Waste / Brush -- curbside and T Station na na na na 2,194 2,000

Leaves and Yard Waste -- Total Tons 1,581 1,500 2,626 3,596 5,446 5,666

Leaves and Yard waste -- Tons Composted 1,581 1,500 2,626 3,596 5,446 5,666

SATISFACTION INFORMATION

Total Complaints about refuse collection 300 290 270 400 230 348

201

GENERAL FUND BUDGET SANITATION / RECYCLING PROGRAM HIGHLIGHTS


SANITATION FY 2011-2012 GOALS

1) To procure and distribute approximately 25,000 64gal rollout carts for implementation of Single Stream recycling.

2) To continue to reduce refuse tonnages and tip fee expense while increasing recycling. 3) To continue to execute comprehensive plan for enforcement over contaminated stops. Sanitation will continue to coordinate with Recycling Foreman and Supervisors to enhance recycling compliance by improving separation from refuse stream. 4) To re-evaluate all refuse and recycling routes to ensure balance required by collective bargaining agreement (12 tons/per route) as well as to improve efficiency, reduce costs and eventually to shift from refuse routes to recycling routes. 5) To continue to conduct and improve public outreach programs to increase participation in recycling, driving refuse tonnages down, avoiding expenses. 6) To continue safety training to sustain progress in prevention of work-related injuries, reduction of open routes and related overtime, and reduction in the number and expense of Workers’ Compensation Claims & overtime expenses. 7) To improve and expand employee training on equipment to improve safety, reduce equipment damage due to improper operation, to decrease absenteeism due to injury and reduce expense from damage.

SANITATION FY 2010-2011 GOAL STATUS

1) To continue to reduce refuse tonnages and tip fee expense while increasing recycling. We will complete and execute a comprehensive plan for enforcement over contaminated stops. Sanitation will coordinate with Recycling Foreman and Supervisors to enhance recycling compliance by improving separation from refuse stream. 6 MONTH STATUS: Meeting goal – ongoing effort. Residential/municipal refuse tonnages down 600 tons through same period last year, avoiding more than $38k in tip fees. Recycling tonnages increased by 2.2% over first six months of fiscal year. Created warning stickers for violations for refuse loads containing recycling or other violations, issuing 6000 of those in FY10 and on pace to issue another 6000 in FY11.

2) To re-evaluate all refuse and recycling routes to ensure balance required by collective bargaining agreement (12 tons/per route) as well as to improve efficiency and reduce costs. 6 MONTH STATUS: Partially meeting goal — ongoing effort. Will be re-examining and re-evaluating routes as part of implementation of Single Stream recycling this summer, with long-term goal of replacing sanitation routes with recycling routes. Currently initiating requirement for operators to dump after every route rather than continue onto next route, thereby enabling better recording of each route’s tons.

3) To continue to drive down refuse tonnages and tip fee expenses while increasing recycling, improving public outreach programs, and increasing frequency and volume of recycling. We will continue to provide information about recycling availability and benefits, and issue reminders to separate recycling from trash and to reduce water weight in trash. 6 MONTH STATUS: Meeting goal(s). Initiated rewards pilot program on four recycling routes, conducting repeated, multi-faceted, multi-location outreach program on recycling benefits, as well as direct mail. Also, when stop is cited for contamination, Recycling Foreman visits resident and provides information about the citation, compliance, expense-avoidance and benefits of recycling.

202



4) To continue safety training to sustain progress in prevention of work-related injuries,

reduction of open routes and related overtime, and reduction in the number and expense of Workers’ Compensation Claims & overtime expenses. We will introduce a safety guide specific to hazards of sanitation/recycling curb-side collection and implement this through monthly safety meetings. 6 MONTH STATUS: Meeting goal. Among safety training conducted over past year: defensive driving, bending/lifting, blood-borne pathogens, winter preparedness and others. Also increased attention to personal protective equipment, including spikes for shoes in winter. Combined with use of rollout carts and automated lifters citywide, efforts have helped achieve zero lost-time claims in excess of one week during either FY10 or FY11.

5) Continue to expand employee training on equipment to improve safety, reduce equipment damage due to improper operation and to decrease absenteeism due to injury. 6 MONTH STATUS: Not meeting goal. Equipment damage and accidents still too frequent and costly. Need to increase and enhance training to reduce it.

6) To continue to work with Mayor’s Office to assist in providing Single Stream recycling to Bridgeport residents during fiscal year 2011. 6 MONTH STATUS: Meeting goal. Single Stream recycling will be available citywide summer 2011.

SANITATION FY 2010-2011 ADDITIONAL ACCOMPLISHMENTS

1) Contributed major role to record-breaking snowfall removal through winter 2010-2011 while maintaining regular routes as best as possible.

2) Distributed 4800 64gal recycling rollout carts for use in recycling rewards program. 3) Spent $2M less over calendar years 2008-2010 on disposal fees as compared to three

previous years due to improved solid waste agreement, solid waste reduction, enhanced enforcement, increased education and recycling improvements.

203




FY 05-06 FY 06-07 FY 07-08 FY 08-09 2009-2010 2010-2011

RECYCLING SERVICES

Residential Accounts, curbside 34,750 34,750 34,750 34,750 33,330 33,330

Residential Accounts, condominium routes 5,572 5,624 5,624 5,624 7,044 7,044

Non- Residential Accounts 18 18 19 20 20 20

Total Accounts 40,340 40,392 40,393 40,394 40,394 40,394

Bins collected, curbside -- monthly average 30,950 31,509 31,154 32,300 33,302 33,527

Tons -- Residential, curbside, per year 2,438 2,111 2,291 2,249 2,461 2475

Tons -- Total Residential 2,438 2,111 2,291 2,249 2,461 2,475

Tons recycled as % of total tons -- curbside only 5.2% 4.7% 5.3% 5.4% 6.1% 6.1%

Tons -- Cardboard 380 347 319 344 376 390

Tons -- Paper 62 51 57 54 26 38

Tons -- Commingled na na na 103 122 110

Tons -- Scrap Metal 2,773 2,600 1,611 1,352 1,039 800

Tons -- Total residential and other non-yard waste 5,653 5,109 4,278 4,101 4,025 3,813

Tons Recycled as % of Total Tons -- all non-yard waste 7.6% 7.1% 6.7% 6.5% 6.3% 6.0%

Tons -- Total Yard Waste Composted (from above) 1,581 1,500 2,626 3,596 5,446 5,666

Tons -- Tires 123 123 93 95 132 120

Tons Recycled -- Total ALL Types Above Combined 7,357 6,732 6,997 7,792 9,603 9,599

Tons Recycled as % of Total Tons -- ALL Types Above 9.7% 9.1% 10.5% 11.7% 13.8% 13.9%

Tons -- Total Recycling Delivered to IPC/SWEROC 3,378 2,992 3,055 3,128 3,194 3,180

Tons Recycled (SWEROC) as % of Total Tons (MSW+Recycling) delivered to CRRA/SWEROC 4.7% 4.3% 4.9% 5.1% 5.1% 5.1%

Tons Recycled as % of Total Tons (MSW+Recycling) delivered to CRRA/SWEROC FOR ALL SWEROC TOWNS COMBINED (19 towns through Dec 2008, now 13 towns) 9.9% 10.1% 11.4% 10.8% 10.8% 10.8%

SATISFACTION INFORMATION

Total Complaints about recycling collection 150 145 135 150 812* 1347* *almost all were requests for bins

204



RECYCLING FY 2011-2012 GOALS 1) To implement Single Stream recycling citywide summer 2011, including public information campaign about increased list of acceptable items, greatly improved convenience and benefits both environmentally and economically. 2) To procure and distribute 64gal rollout carts to resident households for use in Single Stream recycling. Single Stream recycling will allow expanded list of accepted items to be thrown all into same container, with no need to separate paper from plastics or cardboard. Additional numbered plastic containers as well as screw-top paper containers will become accepted. Recycling tonnages should increase, potentially by 30% or more, thereby avoiding expense for disposal. 3) Utilizing Single Stream recycling, perform routes with rear-loader trucks (same as Sanitation) equipped with automatic cart-lifters, thereby continuing to reduce worker compensation costs as well as improving vehicle maintenance efficiency. 4) Examine potential for shifting routes from Sanitation to Recycling if tonnages warrant.

RECYCLING FY 2010-2011 GOAL STATUS

1) To continue to work with the Mayor’s Office and CRRA (Connecticut Resources Recovery

Authority) to provide Single Stream recycling to households during second half of fiscal year 2011, eliminating need to separate recycling by types, reducing burden to households, expanding types accepted and greatly increasing tonnage. 6 MONTH STATUS: Meeting goal. Single Stream recycling to be available citywide mid-2011.

2) To continue multi-faceted outreach effort to improve residents’ information and participation. 6 MONTH STATUS: Meeting goal – ongoing effort. Initiated rewards pilot program on four recycling routes, conducting repeated, multi-faceted, multi-location outreach program on recycling benefits, as well as direct mail. Coordinated Mayor’s Conservation Corp canvassing of thousands of homes, providing recycling information, soliciting requests for additional bins and rain barrels.

3) To continue to reduce refuse tonnages and increase recycling tonnages, thereby reducing tip fee expenses. The goal for curbside recycling route tonnages is to increase fiscal year 2011 by 15% over fiscal year 2010, which is projecting at 15% increase over fiscal year 2009. 6 MONTH STATUS: Partially meeting goal. Recycling tonnages through first six months of fiscal year up 2.2% from same time last year. Curbside/residential recycling tonnages for FY10 finished 9.4% above FY09, but continuing that rate of growth in weight so far in FY11 has been very challenging. Industry-wide, recycling tonnages are down not only due to the recession, but also from fewer newspapers and magazines in circulation, lighter weight containers, smaller packaging, increased use of thinner plastics, plastics replacing glass, deposits on water bottles and many efforts by manufacturers, shippers and retailers to save costs and shelf-space by reducing the size and weight of packaging. Bridgeport was one of only three municipalities in 13-town coalition (SWEROC) to increase recycling tonnages for FY10. Through first six months of FY11, Bridgeport is one of only two towns to show increases. For Bridgeport’s tonnages to be climbing at a time when many factors are combining to drive down the weight of recycling speaks to the continued efforts of departmental staff, the direction and leadership of the Mayor’s Office, along with the increased cooperation of our residents. It also suggests that we had and likely continue to have much room to grow.

205



Diversion of solid waste from the refuse stream to the recycling stream continues to defy any direct, dependent relationship. Refuse tonnages (isolating curbside collection only) decreased 1000 tons from FY09 to FY10, but recycling tonnages increased only 212 tons. From FY08 to FY09, refuse tonnages decreased 1887 tons while recycling tons actually decreased 42 tons. Through the first six months of FY11, curbside-only refuse tons have dropped 486 tons, but recycling tonnage is up only 27 tons.

4) To continue to increase the number of bins collected per month by 15%. 6 MONTH STATUS: Partially meeting goal — ongoing effort. Participation in recycling has never been higher. Together with the Mayor’s Conservation Corps, distributed approximately 4000 new recycling bins were distributed over approx 14 months. Curbside routes in FY10 collected almost 400k bins over course of year, an increase of 12k over previous year (approx 3%). That progress continues, as almost 5k more bins have been collected in first half of FY11 as compared to FY10.

5) To work with Mayor’s Office to identify and explore new sources of untapped potential: private commercial generators. 6 MONTH STATUS: Partially meeting goal – ongoing effort. Working with Downtown Special Services District to improve recycling through downtown merchants.

RECYCLING FY 2010-2011 ADDITIONAL ACCOMPLISHMENTS

1) Contributed major role to record-breaking snowfall removal through winter 2010-2011 while maintaining regular routes as best as possible.

2) Distributed approximately 4800 64gal recycling rollout carts to four routes for pilot rewards program, fully cataloging distribution.

206

GENERAL FUND BUDGET SANITATION/RECYCLING APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01325000 SANITATION & RECYCLING 5,084,752 5,179,518 5,423,694 5,340,854 161,336


51024 FT SNOW DAY PAY 1,784


51104 TEMPORARY ACTING 2X OVERTI 1,333 1,600 1,600 1,600





51134 TEMP SHIFT 2 DIFFERENTIAL 45 200 200 200



51140 LONGEVITY PAY 28,165 28,165 27,185 -980


52360 MEDICARE 11,001 17,313 17,313 15,925 -1,388

52385 SOCIAL SECURITY




53735 COMMERCIAL TIPPING FEE 28,675 35,000 52,284 52,284 17,284

53745 MUNICIPAL TIPPING FEES 2,515,236 2,619,640 2,682,532 2,682,532 62,892

54010 AUTOMOTIVE PARTS 69,145

54545 CLEANING SUPPLIES 1,690 360 360 360


54640 HARDWARE/TOOLS 31,999 30,000 35,000 35,000 5,000

54675 OFFICE SUPPLIES 484 746 746 746

54745 UNIFORMS 12,092 12,694 12,694 12,694

54775 RECYCLING SUPPLIES 16,993 20,000 40,000 20,000

55160 PHOTOGRAPHIC EQUIPMENT 2,500 2,500 2,500


56045 BUILDING MAINTENANCE SERVICE 11,540

56125 LANDSCAPING SERVICES 5,340


56165 MANAGEMENT SERVICES 1,682


56180 OTHER SERVICES 4,778

56210 RECYCLING SERVICES 25,000 41,000 180,000 60,000 19,000

56215 REFUSE SERVICES 14,200 14,200 14,200


59005 VEHICLE MAINTENANCE SERVICES 14,200 -14,200

207

GENERAL FUND BUDGET



208


TRANSFER STATION


MISSION STATEMENT

The Transfer Station is owned and operated by the City of Bridgeport to provide for its residents and permitted small businesses safe, environmentally responsible access to refuse disposal and recycling services. The City provides the site itself, management of the site, a Weigh Master, a roll-off truck with driver employed by the City to provide for refuse disposal and recycling.

CHIEF

ADMINISTRATIVE

OFFICER

PUBLIC FACILITIES

ADMINISTRATION

SANITATION

MAYOR CITY COUNCIL

TRANSFER

STATION

209

GENERAL FUND BUDGET

TRANSFER STATION BUDGET DETAIL


Anthony DePrimo

Manager

REVENUE SUMMARY

Not Applicable


ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01330000 TRANSFER STATIONS 1,820,057 1,796,079 1,980,777 1,882,223 86,144

1330PS TRANSFER STATIONS PERSONAL SVCS 38,169 39,602 39,602 41,610 2,008

2330TPS TRANSFER STATION OTHER PERS SV 13,150 24,420 24,420 24,320 -100

3330FB TRANSFER STATION FRNGE BENEF 21,142 22,179 22,179 25,176 2,997

4330EX TRANSFER STATIONS OPER EXP 73,060 77,640 77,640 77,640

6330SS TRANSFER STATION SPEC SVCS 1,674,536 1,632,238 1,816,936 1,713,477 81,239

PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


1.0 MAINTAINER III 39,602 41,610 2,009

01330000 Total 1.0 39,602 41,610 2,009

210

GENERAL FUND BUDGET

TRANSFER STATION PROGRAM HIGHLIGHTS




TRANSFER STATION

Tons -- Residential / Municipal 18,193 20,548 15,274 14,533 16,516 16,330

Tipping fee per ton -- Residential* $61.83 $65.67 $71.61 $75.34/$63 $63.00 $64.09

Tons – Commercial 282 234 239 507 414 474

Tipping fee per ton -- Commercial* $66.00 $70.00 $76.00 $80/$63 $63.00 $64.09

FY 2011-2012 GOALS 1) Implement electronic waste recycling program, removing unwanted televisions, computers,

printers, amplifiers, receivers, tape players, speakers, headphones and other equipment from the waste stream, thereby avoiding disposal and tip fee costs while reducing incineration of toxic materials.

2) Enter into partnership with Salvation Army to reduce amount of bulk trash moving through Transfer Station. Salvation Army will take usable furniture, including sofas, chairs, dressers, and other household furnishings at no cost to City. They will supply their own container and their own manpower. This effort should reduce tip fee expenses as well as illegal dumping and its related costs throughout city.

FY 2010-2011 GOAL STATUS 1) Dramatically reduce cost of Transfer Station operations through contract re-negotiation, bid

process, direct City operation or other means. 6 MONTH STATUS: Not meeting goal.

2) Enter into partnership with Salvation Army to reduce amount of bulk trash moving through Transfer Station. Salvation Army will take usable furniture, including sofas, chairs, dressers, and other household furnishings at no cost to City. They will supply their own container and their own manpower. This effort should reduce tip fee expenses as well as illegal dumping and its related costs throughout city. 6 MONTH STATUS: Efforts ongoing, program not yet implemented.

ADDITIONAL TRANSFER STATION INFORMATION

Listed below are accepted items, their associated disposal fees when applicable (or historical averages), and a typical monthly tonnage:

Municipal Solid Waste (bulk, furniture, house-hold trash): $64.09/ton, 1,376 tons/month.

Leaves: processed at compost site-in-house: 61 tons/month.

Brush: processed at compost site-in-house: 183 tons/month.

Tires: $12.50/yard, usually $500.00/load, 3-4 loads delivered per month.

Scrap Metal: $100/gross-lg-ton: 87 tons/month—revenue from sale deposited to General Fund, rates vary with market.

Waste Oil: $6,000 fee; 187 gal/month.

Antifreeze: 99 gal/month.

Small amounts of aggregated construction and demolition material: .75/ton, processed by

211

GENERAL FUND BUDGET

TRANSFER STATION PROGRAM HIGHLIGHTS


City personnel to offset costs: 5 tons per month.

Small amounts of construction and demolition material: $80.00/ton,17 tons/month.

Cardboard: I.P.C., 31 tons per month; no charge: offset tip fee at burn plant.

Mixed Paper: (2 tons per month; I.P.C, no-charge: offset tip fee at burn plant.

Magazines: I.P.C. no-charge: included-with paper: off set tip fee at burn plant.

Newspaper and co-mingled glass, plastic, metal #1 and 2; I.P.C. no-charge: 10 tons/month, offset tip fee at burn plant.

The facility is open to Bridgeport residents and small business owners/haulers with permits, year-round, with the following hours of operation:

Spring/Summer/Fall Hours

Winter Hours April 1 through October 31 November 1 -March 31

Monday-Friday Monday-Friday 7 AM-3:30 PM 7 AM-2:30 PM Monday-Friday

Saturday Saturday 7 AM-2:30 PM 7 AM-NOON

Closed on the following holidays

followingholidays:holidays: New Year's Day, Martin Luther King Day, Good Friday Memorial Day, Independence Day, Labor Day, Thanksgiving Day and Christmas Day

212

GENERAL FUND BUDGET

TRANSFER STATION APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01330000 TRANSFER STATIONS 1,820,057 1,796,079 1,980,777 1,882,223 86,144


51106 REGULAR STRAIGHT OVERTIME 151 200 200 200


51110 TEMP ACTING 1.5X OVERTIME 100 100 -100



51124 SHIFT 2 - 2X OVERTIME 9




51140 LONGEVITY PAY 1,120 1,120 1,120

51156 UNUSED VACATION TIME PAYOU 731

52360 MEDICARE 367 590 590 567 -23





53730 CASH FOR TRASH 13,500 13,500 13,500 13,500

54540 BUILDING MATERIALS & SUPPLIE 644 2,000 2,000 2,000


54640 HARDWARE/TOOLS 20 720 720 720

54670 MEDICAL SUPPLIES 160 750 750 750

54675 OFFICE SUPPLIES 466 466 466

54680 OTHER SUPPLIES 125 1,812 1,812 1,812

54745 UNIFORMS 99 184 184 184

54770 SALE OF SURPLUS/OBSOLETE ITE 20,900 20,000 20,000 20,000

55155 OFFICE EQUIPMENT RENTAL/LEAS 775 1,090 1,090 1,090

55165 PARKS EQUIPMENT 25,103

56080 ENVIRONMENTAL SERVICES 13,016 17,500 57,500 17,500

56125 LANDSCAPING SERVICES 4,485 1,000 630 630 -370

56140 LAUNDRY SERVICES 503 747 747 747


56180 OTHER SERVICES 2,120 5,130 5,500 5,500 370

56210 RECYCLING SERVICES 3,000 3,000 3,000

56215 REFUSE SERVICES 1,613,476 1,591,575 1,736,273 1,672,814 81,239


213

GENERAL FUND BUDGET



214


D. FAIRCHILD WHEELER GOLF COURSE


MISSION STATEMENT The D. Fairchild Wheeler Golf Course is operated for the enjoyment of Bridgeport residents and visitors and dedicated to providing an excellent golf experience for all. The golf course staff strives to maintain and achieve optimal course conditions on all 36 holes and to provide excellent customer service. Additionally, in conjunction with the Professional Golf Association’s First Tee Program, the course and staff are actively reaching out to extend increased golfing opportunities to the local community.

CHIEF

ADMINISTRATIVE

OFFICER

PUBLIC FACILITIES

ADMINISTRATION

PARKS

ADMINISTRATION

MAYOR CITY COUNCIL

PARK BOARD

D. FAIRCHILD

WHEELER

GOLF COURSE

215

GENERAL FUND BUDGET FAIRCHILD WHEELER G.C. BUDGET DETAIL


Charles Carroll


Contained in Parks APPROPRIATION SUMMARY

ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01331000 FAIRCHILD WHEELER GOLF COURSE 1,229,797 1,323,048 1,339,300 1,327,843 4,795

1331PS FAIRCHILD WHEELER PERSONAL SVCS 513,493 538,837 538,837 543,283 4,446

2331TPS FAIRCHILD WHEELER OTHER PERS SVC 48,875 50,000 50,000 50,000

3331FB FAIRCHILD WHEELER FRINGE BENEFITS 47,291 50,556 50,556 49,653 -903

4331EX FAIRCHILD WHEELER OPER EXP 561,577 635,055 635,007 635,007 -48

6331SS FAIRCHILD WHEELER SPEC SVCS 58,560 48,600 64,900 49,900 1,300 PERSONNEL SUMMARY

SEASONAL GOLF COURSE EMPLOYEES 364,270 364,270

1.0 ASSISTANT GREENS KEEPER 54,607 57,600 2,993

1.0 GREENSKEEPER 73,093 75,013 1,920

1.0 GOLF COURSE MANAGER 46,867 46,400 -467

01331000 Total 3.0 538,836 543,283 4,447

216

GENERAL FUND BUDGET FAIRCHILD WHEELER G.C. PROGRAM HIGHLIGHTS




D. FAIRCHILD WHEELER GOLF COURSE

Rounds played 53,375 45,007 49,708 53,706 60,069 62,000

Golf Course Acreage 320 320 320 320 320 320

Tournaments and Outings Played (1) 12 12 42 54 60 65

Driving Range Rounds played 8,170 4,500 9,900 11,838 15,406 17,900

Number of Holes 36 36 36 36 36 36

MAINTENANCE ACTIVITIES

Irrigation Inspections 5 5 228 225 221 221

Fertilization Total 12 12 6 8 10 10

Aeration Total 2 2 3 5 4 4

Integrated Pest Management (IPM) Inspections 225 221 221

Plant Protection Applications Total 25 28 28

Masonry Work/Cart Paths Repaired 2 6 36 2 5 5

Number of Carts 120 120 120

EDUCATIONAL PROGRAMS

Golf Lessons 60 60 60 60 60 60

The First Tee Fairchild Wheeler Program

Number of Programs 24 24 27 29 28 28

Youth Participation at Fairchild Wheeler N/A N/A N/A N/A 1,427 1,500

REVENUES & EXPENDITURES

Golf Course Revenues $1,442,903 $1,217,038 $1,570,883 $1,716,744 $1,820,798 $1,700,000

F. Wheeler Restaurant Revenue $50,000 $25,000 $52,875 $50,125 $50,000 $50,000

Combined Golf Course Revenues $1,492,903 $1,242,038 $1,623,758 $1,762,406 $1,870,798 $1,900,000

Revenue per round $27.97 $27.60 $32.67 $32.82 $31.15 $30.65 (1) groups of 15-40 persons

FY 2011-2012 GOALS

1) To increase rounds to 62,000 and continue to increase the # of Tournament/Outings/Events. To this end we need to maintain the momentum and progress we’ve made improving the course conditions. We also aim to retain all new and long-standing Tournaments/Outing/Events partnerships.

2) To continue the strong partnership with the First Tee Program at Fairchild Wheeler and to increase Bridgeport youth involvement in the sport of golf. The construction of a new building to facilitate First Tee programs at the driving range is being planned through the generous donation of J.J. Henry and the Henry House foundation. To continue the promotion, youth engagement and success of the First Tee Program at Fairchild Wheeler as the flagship model of First Tee’s nationally recognized program and chapter consisting of 6 locations in the tri-state area.

3) To continue to grow our relationship with Sacred Heart University (I.E. – Alumni Association Golf Outing/ Faculty and Student leagues).

4) To continue to increase advertising, visibility and accessibility of D. Fairchild Wheeler Golf Course through Internet, print and radio media. By increasing our web presence, integrating social media, and linking with Bridgeport’s current web site, awareness about the course will increase. To establish a Facebook page and Twitter page to update our customers with current course conditions and specials. To expand our advertising through trade.

5) To improve customer service at Fairchild Wheeler while maintaining professional accommodations and proper golf course etiquette. To schedule part time employee work at Fairchild Wheeler Golf Course based on weekly peak golf times and seasonal trends as a

217



means of minimizing expenditures. To address Pace of Play issues. This will allow us to accommodate more golfers during peak hours as well as improve experience for golfers. Adjusting tee intervals and strategic use of our rangers. To expand our morning leagues.

6) To utilize environmentally sound techniques to improve drainage, grounds and overall landscape while preserving and protecting the natural habitat and wetlands that make the golf course a unique and special destination.

7) To improve and enhance the property with special attention to the welcome area and main clubhouse, cart paths, bunkers, tee boxes, grass lengths, and signage.


1) To increase player rounds to 60,000 and to hold more events, tournaments and outings. 6 MONTH STATUS: FY 2009-2010 we did reach 60,000 rounds. This increase is a result of continued momentum in improving the overall reputation of the golf course. This has been mainly driven by improving the conditions of the golf courses (New Bunkers/ Drainage/ Irrigation).

Fairchild Wheeler continues to keep pricing lower than nearest competitor as well as incentivizing off peak times with discounts (I.E. 2 player special/4 player special). Increase focus on attracting more Tournaments/Outings/Events.

Continue to book Tee Times online through our website www.fairchildwheelergolf.com

Entered into partnership with golfnow.com to sell unused tee times at a discounted rate.

2) To continue the strong partnership with the First Tee Program at Fairchild Wheeler and to increase Bridgeport youth involvement in the sport of golf. 6 MONTH STATUS: Over 1500 youth participated in the First Tee Program. Groups from local community recreation centers, Bridgeport schools and Fairfield county youth ranging from ages 7 through 17 utilized Fairchild Wheeler Golf Course to learn the sport of golf, team building, discipline, leadership skills and work ethic on and off the fairways.

The First Tee at Fairchild Wheeler continues to grow and represent the largest number of participants in the North East Section of all seven First Tee facilities. The construction of a new building to facilitate First Tee programs at the driving range is being planned through the generous donation of J.J. Henry and the Henry House foundation.

3) To assess and phase-in the completion of the remaining prioritized areas of improvement

outlined in the Master Plan. To monitor and measure how these improvements in landscape design and safety impact the future playability and sustainability of the golf course. As a component of this exercise, to revisit the Master Plan to evaluate the construction of bunkers and drainage repairs on the Red course. 6 MONTH STATUS: A main strength of the Fairchild Wheeler Golf Course Greens keeper crew is its ability to implement Master Plan recommendations for improvements in-house without the markup of outside contractors and extra capital dollars. 90% of Fairchild Wheeler capital construction projects were performed on an in-house basis. In keeping with the spirit of the Master Plan our staff has designed and built many course improvements in the past 6 to 12 months. Staff has carried out these construction projects efficiently, interfacing golf course resources and coordinating work with Public Facilities and Parks Maintenance while recycling and reusing supplies. We enjoy this work, and we continually improve the finished product.

4) To increase advertising, visibility and accessibility of D. Fairchild Wheeler Golf Course

through Internet, print and radio media. 6 MONTH STATUS: www.fairchildwheelergolf.com is fully operational and has increased the quality of customer service with updated information regarding course conditions, online booking of Tee Times, advertisement of daily specials and promotion of all of the Fairchild Wheeler amenities such as the Vazzy’s Catering Facility online through our website www.fairchildwheelergolf.com.

218

http://www.fairchildwheelergolf.com/





Entered into partnership with golfnow.com to sell unused tee times at a discounted rate.

We have expanded our relationship with WICC/WEBE and maintain healthy business relationships with WICC/WEBE and CT POST.

WICC has delivered deals on Half-Price Business of the Day Radio Promotions. We’ve also expanded relationships with CT Golfer to include links to our site from theirs.

5) To improve customer service at Fairchild Wheeler while maintaining professional accommodations and proper golf course etiquette. To schedule part time employee work at Fairchild Wheeler Golf Course based on weekly peak golf times and seasonal trends as a means of minimizing expenditures. 6 MONTH STATUS: We have fully implemented our dress code and have received positive feedback from our constituents. We continue to professionalize golf staff and increased efficiency and customer service through better scheduling, practices and training.

We have positioned competent part time help for peak season volume, including seasonal work for retirees, high school and college students and First Tee Kids. Our mission to be the cleanest and nicest course in the area is reinforced on a daily basis to our employees.

For the first time last year we held a popular weekday morning league and also serviced other leagues and networks of players on late-afternoons Monday through Thursday. Greenskeeping staff also supervised local Bridgeport youth employed by the Workplace Summer Work program.

6) To utilize environmentally sound techniques to improve drainage, grounds and overall

landscape while preserving and protecting the natural habitat and wetlands that make the golf course a unique and special destination. 6 MONTH STATUS: Greens keeper staff has painstakingly re-marked all protected wetlands areas to remain in compliance with the town of Fairfield. We have also maintained and unclogged drainage ditches along the course property, which aids in flood control for the local neighborhood.

7) To improve and enhance the property with special attention to the welcome area and main clubhouse, cart paths, bunkers, tee boxes, grass lengths, and signage. 6 MONTH STATUS: To complement the restriping and paving of the parking lot and entrance road, so far this fiscal year has been an active period for course renovations. Several major improvements involving tee box enhancements, drainage repairs, irrigation upgrades have been completed on both the Black and Red Course, augmented by Public Facilities Roadway Maintenance assistance widening and repairing cart paths and cart pickup/drop off areas and Parks Department help building a new scoreboard, positioning traffic horses and planters and cleaning driving range.

1. Tripled the size of the Red Tee box on 1st hole of the Black Course

2. Built a brand new Red Tee box on the 2nd

hole of the Black course 3. Built a brand new Red Tee box on the 4th hole of the Black course 4. Built a brand new Red Tee box on the 8th hole of the Red course 5. Began doubling the size of the White Tee box on the 9

th hole of the Red Course;

scheduled for completion in the Spring of 2011 6. Began expansion of the Tee box on the 3rd hole of the Black Course; scheduled for

completion in the Spring of 2011 7. Began doubling the size of the Tee box on the 12

th hole of the Red Course;

scheduled for completion in the Fall of 2011 8. Finished an extensive in-house drainage project on #1 Black fairway; finally

eliminating the biggest eye-sore on the property and increasing playability during wet periods, potentially increasing revenue.

9. Completed smaller, but important, drainage projects on #17 Black, #13 Black, #18 Red, #2 Red, #9 Red.

219



10. Cut and filled 11th Red fairway to aid in surface drainage. Subsurface drainage

project scheduled to begin July 2011. Topsoil and fill from this project will be used in future construction.

11. Began extension of fairways on #16 Black and # 10 Red; scheduled for completion Fall 2011.

12. Built 2 new bridges to cross London’s Brook on the 16th Black hole.

13. The City of Bridgeport’s Roadway paving crew fixed or enlarged cart paths on #4 Red, #12 Black, #12 Red, #10 Red, and in the parking area outside the cart barn.

14. The carpenters from the Parks Department built a new scoreboard outside the clubhouse

Projects #1 through # 7 used recycled supplies and materials found on the golf course; whether it was topsoil or fill, the tees were constructed with very, very little cost to the golfer or taxpayer. One of the two bridges constructed were made from scrap metal found at the Parks Complex, and pressure treated wood recycled from an older, previously removed bridge.

8) To expand the cart barn to facilitate all 120 carts and as a long-term goal, to establish an electric fleet to replace gas-powered golf carts in 2011. 6 MONTH STATUS: At the end of the term of the current lease with the current golf cart provider the feasibility of an electric fleet at Fairchild Wheeler Golf Course will be evaluated for its cost savings and energy benefits. Electric cart deployments at similar facilities will be researched for its effect on the pace of the course, player satisfaction, operations and increased revenue. Preliminary planning for strategic action will be conducted in fiscal year 2012.

220

GENERAL FUND BUDGET FAIRCHILD WHEELER G.C. APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01331000 FAIRCHILD WHEELER GOLF COURSE 1,229,797 1,323,048 1,339,300 1,327,843 4,795


51100 PT TEMP/SEASONAL EARNED PA 337,049 364,270 364,270 364,270






52360 MEDICARE 3,585 7,814 7,814 2,507 -5,307

52385 SOCIAL SECURITY 9,362 6,622 6,622 6,622



53110 WATER UTILITY 77,934 99,000 99,000 99,000

53120 SEWER USER FEES 1,975 3,200 3,200 3,200

53130 ELECTRIC UTILITY SERVICES 50,149 55,940 55,940 55,940

53140 GAS UTILITY SERVICES 28,290 38,000 38,000 38,000

53605 MEMBERSHIP/REGISTRATION FEES 160 1,000 1,000 1,000



54010 AUTOMOTIVE PARTS 1,919 2,000 2,000 2,000

54530 AUTOMOTIVE SUPPLIES 449

54535 TIRES & TUBES 620 800 800 800



54560 COMMUNICATION SUPPLIES 436 500 500 500

54610 DIESEL 9,458 15,000 15,000 15,000

54615 GASOLINE 25,003 31,000 31,000 31,000

54635 GASES AND EQUIPMENT 1,000 1,000 1,000

54640 HARDWARE/TOOLS 4,524 4,500 4,500 4,500

54650 LANDSCAPING SUPPLIES 177,332 156,500 156,452 156,452 -48

54675 OFFICE SUPPLIES 227 1,200 1,200 1,200

54710 PARKS SUPPLIES 7,275 20,500 20,500 20,500


54735 ROADWAY SUPPLIES 5,939 6,200 6,200 6,200

54745 UNIFORMS 2,805 2,800 2,800 2,800


55040 VEHICLE RENTAL/LEASE 104,362 122,265 122,265 122,265

55055 COMPUTER EQUIPMENT 130 500 500 500


55120 LANDSCAPING EQUIPMENT 4,578 7,500 7,500 7,500


55195 SPORTING EQUIPMENT 4,102 16,915 16,915 16,915

56045 BUILDING MAINTENANCE SERVICE 2,832 3,300 3,300 3,300

56125 LANDSCAPING SERVICES 7,251 7,110 10,610 10,610 3,500


56175 OFFICE EQUIPMENT MAINT SRVCS 500 500 500

56180 OTHER SERVICES 1,490 1,850 1,850 1,850


59005 VEHICLE MAINTENANCE SERVICES 300 500 500 500

221

GENERAL FUND BUDGET



222


BEARDSLEY ZOO


MISSION STATEMENT Connecticut's Beardsley Zoo is dedicated to acquainting a diverse public to the delicate balance that exists between living things and their environment. Animal exhibits, plantings, graphics, and Zoo programs are presented in such a manner as to give the visitor a sense of awareness and concern for the intricate beauty and fragility of our planet. This mission is achieved by a formal master plan comprised of the following goals:

Education: Achieved through staff involvement and training, outreach and in-house formal programs, workshops, lectures, docent volunteers, natural animal exhibits, informational and interpretive graphics, and research utilizing staff, universities and other zoological facilities. Conservation: Achieved through participation in endangered species programs such as AZA’s Species Survival Program and additionally through professional animal and veterinary care and a comprehensive animal management policy. Recreation: Achieved through state-of-the-art exhibit design, well-run visitor services and by maximizing the natural and park-like setting with formal and informal landscaping.

CHIEF

ADMINISTRATIVE

OFFICER

PUBLIC FACILITIES

ADMINISTRATION

PARKS

ADMINISTRATION

BEARDSLEY

ZOOLOGICAL

GARDENS

MAYOR CITY COUNCIL

223

GENERAL FUND BUDGET BEARDSLEY ZOO BUDGET DETAIL


Greg Dancho



FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY2011

BUDGET

01341000 BEARDSLEY ZOO/CAROUSEL -355,000

44268 STATE OF CT ZOO SUBSIDY -355,000 APPROPRIATION SUMMARY

ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01341000 BEARDSLEY ZOO / CAROUSEL 1,289,785 1,407,851 1,423,050 1,467,878 60,027

1341PS ZOO PERSONAL SVCS 596,158 636,838 636,838 662,855 26,017

2341TPS ZOO OTHER PERS SVCS 57,789 70,865 70,865 71,295 430

3341FB ZOO FRINGE BENEFITS 182,721 206,828 206,828 225,209 18,381

4341EX ZOO OPER EXP 400,329 439,240 454,739 454,739 15,499

6341SS ZOO SPEC SVCS 52,787 54,080 53,780 53,780 -300 PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


SEASONAL MAINTAINER I GRADE I 85,000 85,000

7.0 1.0 ZOO KEEPER 283,963 299,981 16,018

2.0 SENIOR ZOOKEEPER 98,837 103,122 4,285

1.0 GREENHOUSEMAN 40,733 42,799 2,067

1.0 ZOO MANAGER 72,821 75,013 2,192

1.0 ZOO CURATOR 55,481 56,938 1,457

01341000 Total 12.0 1.0 636,835 662,853 26,018

224

GENERAL FUND BUDGET BEARDSLEY ZOO PROGRAM HIGHLIGHTS


ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL

SERVICE INDICATORS 2005 2006 2007 2008 2009 2010

ZOO PROGRAM INFORMATION

Zoo Attendance Calendar Year 230,111 225,737 220,419 243,842 265,000

Attendance Growth -2% -2% 10% 8%

Education Program Attendance 17,677 12,427 11,470 15,801 16,210

Education Program Growth -42% -8% 27% 3%

Birthday Party & Rental Attendance 10,663 14,273 13,660 20,450 21,052

Party & Rental Growth 25% -4% 33% 3%

Summer Camp Program Participants 240 250 265 282 285

FACILITY INFORMATION

Combined area of facility in square feet (1) 33 acres 33 acres 33 acres 33 acres 33 acres (1) The facility encompasses 55 acres, 25 of these acres are not used in the park.

Please note that Zoo Service Indicators are based on calendar year attendance rather than fiscal year attendance.

FY 2011-2012 GOALS


1) This year the Connecticut Zoological Society has looked inward to its board and has renovated its committee structure. One committee that has been formed is the Education and Visitor Experience Committee. One of the charges of this group is to standardize our training of all full and part time staff along with volunteers. Our goal is to become even more of a facility friendly organization. More programs and interactive displays will be added to the grounds along with small animal exhibits that will bring our collection numbers up. 6 MONTH STATUS:

2) A new eagle exhibit will open this spring with three eagles being selected for the exhibit: 2 from Alaska and 1 from Florida.

6 MONTH STATUS:

3) We will continue to enhance our sculpture garden from a local artist Kim Kuzina.

6 MONTH STATUS:

4) Our education department will again create a “show” for our visitors, this year focusing on the Wildlife of the World. We will dovetail that program into our marketing plan.

6 MONTH STATUS:

5) A staff focus group has put the beginning touches on that plan which will be rolled out this spring. We know that we will not be able to build a major exhibit with the existing economy but we can look at bringing new animals that will not tax our operational expense. Small exhibits are planned along the walkway from the front gate into the Zoo and a replacement for our Andean Condor is in the works with The Association of Zoos & Aquariums (AZA). Also all empty exhibits will be filled for the summer season.

6 MONTH STATUS:

225

GENERAL FUND BUDGET BEARDSLEY ZOO PROGRAM HIGHLIGHTS


6) The Zoo needs to have a great relationship with its guest as they are our best marketing plan through word of mouth. To that end we are standardizing a customer service training program for all staff and volunteers. This program will be held this spring and recorded for use throughout the season.

6 MONTH STATUS:

7) As always, we look to increase our visitation and we have been fortunate to have brought more visitors to the Zoo year after year—this year attendance increased 8%. We have an AZA Species Survival recommendation to breed our Amur Tigers this year. You cannot count your cubs before they are born, but we will put together a plan for marketing and education in case of that lucky event. This year being the Asian Year of the Tiger would help that effort!

6 MONTH STATUS:

8) We are again focusing on our Andean Bear exhibit with the aim of fundraising to move the bears to a new location. We are hopeful that private funding can be secured and perhaps bond funding can be investigated.

6 MONTH STATUS:

9) This is the last year that the People’s United Bank Foundation will fund our graphics program. The New World Tropics is the last area for a graphic makeover and enhancements will be complete this spring/summer. We will also be adding interpretive graphics throughout the grounds that will be informative and offer better photo opportunities.

6 MONTH STATUS:

10) This year, we will institute a Teacher Appreciation Day with free admission to the zoo for area school teachers. We will inform teachers about our educational programs and show them how they can use the Zoo for their Mastery programs.

6 MONTH STATUS:

226

GENERAL FUND BUDGET BEARDSLEY ZOO APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01341000 BEARDSLEY ZOO / CAROUSEL 1,289,785 1,407,851 1,423,050 1,467,878 60,027






51140 LONGEVITY PAY 13,865 13,865 14,295 430


51306 PERSONAL DAY PAY OUT 3,227

52360 MEDICARE 2,844 6,295 6,295 4,994 -1,301

52385 SOCIAL SECURITY 1,781 7,052 7,052 1,872 -5,180



53110 WATER UTILITY 32,046 42,000 43,760 43,760 1,760

53120 SEWER USER FEES 10,614 11,800 12,239 12,239 439



53610 TRAINING SERVICES 300 300 300 300


54010 AUTOMOTIVE PARTS 200 200 200

54515 ANIMAL SUPPLIES 78,831 80,000 80,000 80,000

54540 BUILDING MATERIALS & SUPPLIE 5,020 4,440 5,200 5,200 760



54640 HARDWARE/TOOLS 2,989 3,200 3,200 3,200

54650 LANDSCAPING SUPPLIES 3,074 2,550 2,550 2,550


54675 OFFICE SUPPLIES 150 150 150

54715 PLUMBING SUPPLIES 404 2,990 2,990 2,990


54745 UNIFORMS 1,162 3,800 3,800 3,800

54765 WATER/SEWER SUPPLIES

55055 COMPUTER EQUIPMENT 300 300 300

55080 ELECTRICAL EQUIPMENT 350 350 350

55110 HVAC EQUIPMENT 2,227 3,360 2,300 2,300 -1,060

56030 VETERINARY SERVICES 26,125 27,000 27,000 27,000


56125 LANDSCAPING SERVICES 2,300 2,300 2,300

56155 MEDICAL SERVICES 3,062 3,500 3,500 3,500

56170 OTHER MAINTENANCE & REPAIR S 1,610 1,121 1,637 1,637 516

56225 SECURITY SERVICES 11,170 9,816 9,000 9,000 -816

227

GENERAL FUND BUDGET BEARDSLEY ZOO APPROPRIATION SUPPLEMENT



228


RECREATION PROGRAMS


MISSION STATEMENT The mission of the Recreation division is to improve the quality of life of the City's residents through recreational programs. Our objectives are to maintain exceptional facilities and to provide creative, healthy, fun programs for all our residents, but with particular focus on youth and seniors.

CHIEF

ADMINISTRATIVE

OFFICER

PUBLIC FACILITIES

ADMINISTRATION

PARKS

ADMINISTRATION

MAYOR CITY COUNCIL

PARK BOARD

RECREATION

DEPARTMENT

229

GENERAL FUND BUDGET RECREATION PROGRAMS BUDGET DETAIL


Luann Conine Manager

REVENUE SUMMARY


FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY2011

BUDGET

01350000 RECREATION -69,270 -62,000 -67,000 -67,000 5,000

41675 BALLFIELD RENTAL -14,250 -12,000 -12,000 -12,000

41676 SEASIDE PARK RENTAL -55,020 -50,000 -55,000 -55,000 5,000 APPROPRIATION SUMMARY

ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01350000 RECREATION 812,871 875,256 875,256 876,234 978

1350PS RECREATION PERSONAL SVCS 524,120 566,460 566,460 569,636 3,176

2350TPS RECREATION OTHER PERS SERVIC 120,976 125,900 125,900 125,975 75

3350FB RECREATION FRINGE BENEFITS 50,772 59,721 59,721 57,448 -2,273

4350EX RECREATION OPER EXP 101,015 105,058 105,058 105,058

6350SS RECREATION SPEC SVCS 15,989 18,117 18,117 18,117 PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


LIFEGUARD 396,460 396,460

2.0 RECREATION COORDINATOR 84,747 87,399 2,652

1.0 RECREATION SUPERINTENDENT 85,253 85,777 524

01350000 Total 3.0 566,461 569,636 3,176

230

GENERAL FUND BUDGET RECREATION PROGRAMS PROGRAM HIGHLIGHTS




RECREATION

RECREATION FACILITIES

Number of Night Recreation Sites 8 9 10 6 6 6

Number of Programs at other facilities (5) 5 5 4 5 5 5

Number of Recreation/Community Centers 0 0 10 6 6 6

Total seasonal staff (2) 88 88 103 96 110 100

AQUATICS PROGRAMS

Swimming Pools Open 2 2 2 2 2 2

Lifeguard Swim Academy Participants 0 0 20 28 22 25

Certified Lifeguards at Pools and Beaches 32 32 33 42 45 45

Swimming Program Participants 600 600 800 900 1,000 1,000

Senior Swimming Nights Offered 28 42 42 0 0 0

RECREATION PROGRAMS

Number of Night Recreation Sites 8 9 10 6 6 6

Night Recreation Program Participants (4) 1,000 2,096 2,400 1,500 1,750 1,850

Average daily visitors at all Recreation centers 575 650 1,025 900 900 950

Senior Program Participants 750 750 1,335 1,200 1,250 1,300

Adult Program Participants 225 225 825 500 750 800

Basketball League Participants 120 189 200 150 150 180

Softball League Participants 0 81 125 165 180 180

Total Recreation Program Participants 2,095 3,341 4,885 3,515 4,080 4,310

Percentage of Recreation Programs that are free 89% 93% 83% 83% 85% 85%

Indoor Soccer Nights at Blackham 0 36 36 12 36 36

Arts and Crafts projects, youth and young adults 516 625 625 300 450 500

Movie Nights at Night Recreation 12 104 40 12 15 20

Movie afternoons as Senior programs 0 30 30 15 15 15

Senior Leisure Trips 5 8 12 10 12 12

SUMMER CAMP PROGRAMS

Summer Camp Locations 2 2 3 2 2 2

Summer Camp Program Participants (6) 400 400 500 500 500 500

Swimming, Basketball and Field Trips, Night Rec 22 30 25 12 30 30

PARTICIPANT INFORMATION

Total Youth Population (ages 6-18) in Bridgeport 10,501 10,501 10,501 10,501 10,501 10,501

Night Recreation Program Participants (4)* 1,000 2,096 2,400 1,500 1,750 1,850

Summer Camp Program Participants (6) 400 400 500 500 500 500

Percentage of Bridgeport Youth impacted by programming 13% 24% 28% 19% 11% 12%

Total Adult Population (18-65) in Bridgeport 96,130 96,130 96,130 96,130 96,130 96,130

Adult Program Participants 225 225 825 500 750 800

Percentage of Bridgeport Adults impacted by programming 0.23% 0.23% 0.86% 0.52% 0.78% 0.83%

Total Senior Population (65+) in Bridgeport 13,942 13,942 13,942 13,942 13,942 13,942

Senior Program Participants 750 750 1,335 1,200 1,250 1,300

Percentage of Bridgeport Seniors impacted by programming 5% 5% 10% 9% 9% 9%

Parks & Beach Visitors 22,600 25,000 30,000 35,000 37,500 38,500

Total Bridgeport residents impacted by programming** 24,975 28,471 35,060 38,700 41,750 42,950

Percentage of Bridgeport residents impacted by programs 21% 24% 29% 32% 35% 36%

REVENUES

Seaside Park Rental Revenues $5,000 $350 $41,000 $55,020 $60,000

Ballfield Rental $2,500 $475 $750 $10,210 $14,250 $15,000

Recreation Revenues $7,500 $825 $41,750 $69,270 $75,000 (1) summer camps/pools, senior events/programs, adult softball league & night recreation programs (2) summer camps/pool staff & night recreation staff (3) summer lifeguards & night recreation pool lifeguards (4) a decrease in the number of participants in programming in the estimated column is a result of a programming freeze instituted as a result of the budget crisis (5) Night Recreation Programs and Senior Events are commonly held in facilities not owned or operated by the Recreation Department *Some overlap, many night recreation sites also allow young adults to play basketball and participate in sports. ** Total Bridgeport population estimates based on information from the US Census Bureau

231

GENERAL FUND BUDGET RECREATION PROGRAMS PROGRAM HIGHLIGHTS


FY 2011-2012 GOALS 1) To provide recreation programs for youth, adults, and senior citizens in the Park City. 2) To develop new and innovative activities to engage children, youth, and young adults in

educational, health conscious, and environmentally-friendly activities. 3) To expand opportunities for youth to support and reinforce good behavior. To expand the

Annual Night Recreation Basketball Tournament and reinforce the principles of sportsmanship and teamwork that the program inspires.

4) To provide exceptional support to youth and young adults who are entering the job field in Recreation and related areas. To continue the Lifeguard Swim Academy for the fifth consecutive year in 2012. The Lifeguard Academy trains youth and adults to staff our pools and beaches and provide water safety instruction, lifesaving skills, and other important life skills.

5) To expand upon the recreational activities offered to Adults and Senior Citizens in Bridgeport and to provide a progressive and varied assortment of fitness classes and other health related activities. To facilitate Senior Leisure and Healthy Lifestyle Programs that will include an outdoor recreation component, leisure excursions, and health and fitness enrichment classes.

6) To expand and continue the success of the Parks and Recreation Adult Softball League. 7) To continue to provide outstanding leadership and staff support at Seaside and Beardsley

Parks during the summer peak season most notably with lifeguard and checkpoint staffing. 8) To continue to foster relationships with other municipal departments and community

organizations in an effort to deliver an assortment of activities to all Bridgeport residents. 9) To provide comprehensive up-to-date web content on the City website detailing news and

information about departmental programs.


1) To provide Recreational Programs for youths, adults, and senior citizens in the Park City. 6 MONTH STATUS: All city residents are eligible to participate in the programs offered by the Recreation Department. Our first-come, first-served registration for two 5-week summer camps enrolled over 175 children in 2010. Family Swim nights were offered for six weeks in July and August, 2010 at JFK East Side / High Horizons Elementary School Pool and Blackham School Pool, and city residents took the opportunity to cool off. The Night Recreation program started in November 2010 and concluded in April 2011 at six schools throughout the city. This program provides physical exercise activities and arts and crafts programming to over 2,100 children and young adults. The Recreation Department has continued its partnership with the Department on Aging, as well as other senior community centers to bring senior citizens from all neighborhoods of the City together. Celebratory events at the Holy Trinity Greek Orthodox Church and the Mayor’s Annual Senior Picnic at Seaside Park served cumulatively over 1,300 Bridgeport Seniors who enjoyed the company and delicious food at these events. The Parks and Recreation Department Softball League promoted health and fitness by inviting local adult teams to compete. The league expanded to 12 teams. For city residents and visitors to Seaside Park, the Recreation Department facilitated Seaside Park Lifeguard Safety to ensure the safety of thousands of visitors throughout the summer. In addition, athletic field usage and small event permit requests were processed by the Parks and Recreation office staff throughout the year.

2) To develop new and innovative activities to engage children, youth and young adults in educational, health conscious, and environmentally-friendly activities.

To maintain the current structure of Night Recreation Programming while and continuing to attract more Bridgeport youth & young adults to participate.

6 MONTH STATUS: The Night Recreation program for children and adults for the 2010-2011 season took place at 6 recreation sites at Blackham, Cesar Batalla, Geraldine Johnson, JFK-Eastside, Longfellow, and Luis Marin Schools. Participant numbers all sites improved from the previous year.

232

GENERAL FUND BUDGET RECREATION PROGRAMS APPROPRIATION SUPPLEMENT


To enhance the experience for children ages 5-14 at Seaside Park Summer Day Camp and Veteran’s / Puglio Park Tennis camp and continue to provide these affordable and organized programs to working families in Bridgeport. 6 MONTH STATUS: The 2010 Seaside Park Summer Camp was a tremendous success as the number of campers increased. The camp staff coordinated all the daily activities including trips to the Beardsley Zoo, Bridgeport / Port Jefferson Ferry, Nutmeg Bowl as well as two exciting new trips to Bounce U and Lake Quassy Amusement Park. The 2010 Tennis Camp enjoyed the gorgeous location at Veteran’s / Puglio Park which provides a great facility and more exciting environment, and the tennis campers also took part in a variety of field trips.

To expand Safety Awareness and Fitness / Health Initiatives to be implemented at Night Recreation School Sites. 6 MONTH STATUS: The Night Recreation Staff is trained in safety awareness and informed of the proper procedures to ensure the participants in the program are in a safe environment. Fitness programs are coordinated daily at all the sites to promote physical exercise for youths and adults including the addition of the Nintendo Wii Game System that participants used for physical fitness activities.

3) To expand opportunities for youth to support and reinforce good behavior including field trips.

To expand the Annual Night Recreation Basketball Tournament and support the sportsmanship and teamwork that the event inspires. 6 MONTH STATUS: The Night Recreation Basketball Tournament named in memory of Jackie Lindsay Sr. took place in March/April 2011 and included 4 sites with two divisions of 8-12 year olds and 13-14 year olds. Over 100 youths participated in the tournament.

4) To provide exceptional support to youth and young adults who are entering the job field in Recreation and related areas. To continue the Lifeguard Academy for the fourth consecutive year in 2011. The Lifeguard Academy trains Bridgeport youth to staff our pools and beaches, and provides water safety instruction, lifesaving skills, and other important life skills. 6 MONTH STATUS: The Lifeguard Swim Academy took place in March/April 2011 with 16 registered applicants. The Swim Academy is a program for applicants to train and build endurance to become proficient in all lifeguard skills and receive their required certifications. The Department supports and sustains this community of certified lifeguards with attention to maintaining their practice and skill set as required by the American Red Cross.

5) To expand upon the recreational activities offered to Adults and Senior Citizens in Bridgeport

and to provide a progressive and varied assortment of fitness classes and other health related activities. To facilitate Senior Leisure and Healthy Lifestyle Programs that will include an outdoor recreation, leisure excursions, health/fitness, arts and enrichment classes. 6 MONTH STATUS: The Recreation Department coordinated various activities for adults and senior citizens. The Senior Picnic at Seaside Parks in September 2010 served over 400 seniors. The Halloween Dinner at the Holy Trinity Greek Orthodox Church served over 275 seniors. Zumba fitness instruction is a weekly class offered at Black Rock Senior Center, Eisenhower Senior Center, and Holy Trinity Greek Orthodox Church for Recycled Teenagers Group with an instructor provided by the Recreation Department. The Night Recreation Program offers supervised athletic activities for adults at the six night recreation centers and swimming nights for adults and families at the Blackham School Pool.

6) To expand and continue the success of the Parks and Recreation Adult Softball League.

6 MONTH STATUS: The Parks and Recreation Department Adult Softball League at Seaside Park increased to 12 teams for the Summer 2010 season. The league included an 11 game schedule for each team and a double-elimination playoff tournament. The Boricuas won the regular season championship and The Chosen Few won the playoff tournament. Over 200 adults participated in the league.

233



7) To continue to provide outstanding leadership and staff support at Seaside and Beardsley Parks during the summer peak season most notably with lifeguard and checkpoint staffing. 6 MONTH STATUS: Recreation staffed and supervised lifeguards and checkpoint attendants seven days a week from Memorial Day Weekend to Labor Day Weekend in 2010 at Seaside and Beardsley Park.

8) To continue to foster relationships with other municipal departments and community

organizations in an effort to deliver an assortment of activities to all Bridgeport residents. 6 MONTH STATUS: Other municipal departments have joined the Recreation Department at various events to support city-provided recreation functions. The Department on Aging has partnered with the Recreation Department to coordinate various programs and activities for senior citizens. The Department of Public Facilities and Board of Education have provided assistance for many recreation activities and events such as the Bridgeport Baseball Classic featuring local high school teams at Veterans Memorial Park and Harbor Yard.

9) To provide comprehensive up-to-date web content on the City website detailing news and information about departmental programs. 6 MONTH STATUS: The Recreation Department continues to update the website regularly to include new information for the public including recent photos and up-to-date information on all offerings from the Parks and Recreation Department.

234



ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01350000 RECREATION 812,871 875,256 875,256 876,234 978





51122 SHIFT 2 - 1.5X OVERTIME 48,000 48,000 48,000 48,000

51140 LONGEVITY PAY 900 900 975 75


52360 MEDICARE 2,642 8,226 8,226 2,382 -5,844

52385 SOCIAL SECURITY 4,746 6,622 6,622 6,622





53720 TELEPHONE SERVICES 500 500 500


54505 ARTS & CRAFT SUPPLIES 2,741 4,824 4,824 4,824

54545 CLEANING SUPPLIES 480 500 500 500


54560 COMMUNICATION SUPPLIES 1,453 600 600 600

54580 SCHOOL SUPPLIES 989 1,000 1,000 1,000


54615 GASOLINE 1,500 1,500 1,500


54675 OFFICE SUPPLIES 1,434 3,768 3,768 3,768

54710 PARKS SUPPLIES 1,997


54725 POSTAGE 204 204 204

54730 PRINTING SUPPLIES 431 800 800 800

54745 UNIFORMS 12,653 10,900 10,900 10,900

55045 VEHICLES 3,995


55165 PARKS EQUIPMENT 24,158 20,233 20,233 20,233

55195 SPORTING EQUIPMENT 14,640 14,000 14,000 14,000



56180 OTHER SERVICES 5,490 6,710 6,710 6,710

56250 TRAVEL SERVICES 8,007 8,000 8,000 8,000

59015 PRINTING SERVICES 410 1,007 1,007 1,007

235




236


PARKS ADMINISTRATION & MAINTENANCE


MISSION STATEMENT The mission of the Parks Department is to provide well-maintained, enjoyable park grounds and facilities to enhance the quality of life for City residents and visitors; to preserve and protect open spaces; to provide opportunities for active and passive recreation; and to maintain the landscapes, structures, streams, and woodlands that exist within these areas. In addition, it is our goal to monitor and replace playgrounds that are deteriorated and/or fail to meet ADA standards in order to provide a safe and aesthetically pleasing recreational environment.

CHIEF

ADMINISTRATIVE

OFFICER

PUBLIC FACILITIES

ADMINISTRATION

PARKS

ADMINISTRATION &

MAINTENANCE

MAYOR CITY COUNCIL

PARK BOARD

237

GENERAL FUND BUDGET PARKS ADMINISTRATION BUDGET DETAIL


Charles Carroll Manager

REVENUE SUMMARY


FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY2011

BUDGET

01355000 PARKS ADMINISTRATION -2,382,991 -2,374,005 -2,380,356 -2,440,356 66,351

41316 T-MOBILE RENT KENNEDY STADIUM -36,000 -36,000 -36,000 -36,000

41326 WONDERLAND BOND DEBT SERVICE -65,106 -65,106 -65,106

41623 SEASIDEANDBEARDSLEYCHECKPOINT -281,427 -242,649 -280,000 -280,000 37,351

41624 KENNEDY STADIUM RENTAL -3,700 -1,000 -10,000 -10,000 9,000

41625 PARK STICKERS -17,216 -110,000 -20,000 -80,000 -30,000

41626 90ACRESFLEAMARKETSPACERENTAL -4,500 -2,250 -2,250 -2,250

41629 WONDERLAND OF ICE - RENT -79,000 -72,000 -72,000 -72,000

41630 % OF PROFIT -125,000 -75,000 -75,000 -75,000

41632 CITY CONCESSIONS -8,000 -8,000 -8,000

41633 APARTMENT RENTAL -2,700 -1,500 -1,500 -1,500

41635 FAIRCHILDWHEELERGOLFCOURSEREVE -1,772,948 -1,700,000 -1,750,000 -1,750,000 50,000

45341 W.I.C.C ANNUAL LEASE -10,500 -10,500 -10,500 -10,500

45342 FAIRCHILDWHEELERRESTAURANTREVE -50,000 -50,000 -50,000 -50,000

41635 FAIRCHILDWHEELERGOLFCOURSEREVE 24,976 APPROPRIATION SUMMARY

ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01355000 PARKS ADMINISTRATION 239,854 376,805 376,805 368,480 -8,325

1355PS PARKS ADMIN PERSONAL SVCS 190,038 301,128 301,128 300,098 -1,030

2355TPS PARKS ADMIN OTHER PERS SVCS 7,078 8,250 8,250 9,000 750

3355FB PARKS ADMIN FRINGE BENEFITS 40,721 64,433 64,433 56,388 -8,045

4355EX PARKS ADMIN OPER EXP 2,017 2,994 2,994 2,994 PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


1.0 DIRECTOR OF PARKS & RECREATION 110,267 110,267

1.0 PAYROLL CLERK (40 HOURS) 54,696 54,696

1.0 SPECIAL PROJECTS COORDINATOR 71,267 65,226 -6,041


01355000 Total 3.0 1.0 301,128 300,098 -1,030

238

GENERAL FUND BUDGET PARKS ADMINISTRATION PROGRAM HIGHLIGHTS




PARKS

Developed Acreage 1,200 1,127 1,127 1,127 1,127 1,127

Undeveloped Acreage (1) 150 202.5 202.5 202.5 202.5 202.5

Golf Course Acreage (36 holes) 320 320 320 320 320 320

Total Park Acreage 1,350 1,330 1,330 1,330 1,330 1,330

Park Acreage per 1,000 residents 9.7 9.6 9.6 9.6 9.6 9.6

Number of Parks 47 45 45 45 45 45

Number of Esplanades Maintained (37,006 linear feet) 17 17 17 17 17 17

Number of Playgrounds 19 19 19 19 19 19

Number of Tennis Courts 24 24 24 24 24 24

Basketball Courts 11 11 11 11 11 11

Baseball/Softball Fields 25 25 25 25 25 25

Football and/or Soccer Fields 17 17 17 17 17 17

Total Acreage of Athletic Fields 74 74 74 74 74 74

Bocce Courts 0 1 1 1 1 1

Ice Skating Facilities 1 1 1 1 1 1

Horseshoe Lanes 12 12 12 12 12 12

Beaches 3 3 3 3 3 3

Beach Acreage 20 20 20 20 20 20

Miles of Walking, Hiking & Bicycle Trails 8 8 8 8 8 8

Parks Stickers Issued (2) 22,000 19,000 21,849 23,000 25,500 26,000

Revenue from Parks Stickers $91,017 $105,427 $114,550 $120,000 $17,215 $18,000

Checkpoint Revenues Beardsley & Seaside Park $43,326 $43,931 $69,635 $70,000 $281,427 $285,000

PARK MAINTENANCE

Est. Irrigation Operation Inspections/Repairs/Pipe work 3,500 3,756 3,800 3,800 3,800 3,800

Garbage cans emptied, One Armed Bandit (21 locations) 265 275 300 300 300 300

Grass effectively mowed and maintained (acres) 1,400 1,400 1,800 1,800 1,800 1,800

Baseball/Softball Fields maintained 29 29 29 29 29 29

Football and/or Soccer Fields maintained 26 26 26 26 26 26

Playgrounds Inspected, including swingsets N/A 19 19 19 19 19

Bathrooms Cleaned & maintained (including port-o-lets) 24 27 31 31 31 31

Parks Maintenance Full Time Equivalents 59 59 59 59 59 59

TREE & LANDSCAPE MAINTENANCE

Total Trees in Bridgeport Parks 20,000 20,000 20,000 20,000 20,000 20000

Tree Maintenance Work* (3) 400 615 1,430 1,430 1,430 1800

Percentage of trees maintained 2% 3% 7% 7% 7% 9%

Outsourced Tree Maintenance Jobs 500 500 650 650 675 675

Tree Maintenance Expenditures $238,770 $242,459 $253,624 $253,624 $272,000 $272,000

Percentage of Trees Pruned 1.80% 1.60% 1.60% 1.60% 2.00% 2%

Tree Pruning Expenditures $18,750 $62,200 $88,800 $88,800 $60,000 $60,000

Cost per tree pruned $54 $197 $273 $250 $150 $150

Trees Planted* N/A 120 150 150 200 400

EVENT SUPPORT

Large Events (4) 92 62 146 150 150 160

Small Activity Permits Issued (5) N/A 306 375 400 325 350

Senior Citizen Resident Stickers Issued 712 1,100 750 1000 1200 1250

Non-Resident Day Passes Sold (Beardsley & Seaside) N/A N/A 5,002 5,000 5,200 5,500

Food Concessions Open at Seaside Park 1 1 1 1 2 2

Revenues from Seaside Park Rental $5,000 $350 $40,100 $45,000 $55,020 $60,000

TOTAL REVENUES

Revenue from Parks Stickers $91,017 $105,427 $114,550 $120,000 $17,215 $18,000

Revenues from Seaside Park Rental $5,000 $350 $40,100 $45,000 $55,020 $60,000

Checkpoint Revenues Beardsley & Seaside Park $43,326 $43,931 $69,635 $70,000 $281,427 $285,000

Other Rental, Lease, and Profit Sharing Revenues $143,938 $152,053 $123,225 $150,000 $144,400 $144,700

Golf Course Revenues $1,442,903 $1,217,038 $1,570,883 $1,716,744 $1,820,798 $1,850,000 (1) Elton Rogers, Fairchild Memorial, Svirha and a portion of Veteran's Memorial Park. (2) Sold at Checkpoints, Lupe's Drugstore, City Hall & Parks Office. Total stickers issued, resident and non-resident. (3) Any Tree Maintenance, Pruning, Take down, Limb pickup and Stump Removal done by the Parks and Recreation Department (4) Events at all Parks including Kennedy Stadium. (5) Showers, field trips, filming, fishing, picnics, weddings and rallies

239



FY 2011-2012 GOALS

1) To continue to deliver extensive services to City residents and visitors throughout our 45 beautiful parks and to support a healthier lifestyle by providing recreational havens for all city residents.

Park Master Plan - comprehensive plan to improve all parks in the City; Enhance existing resources of the Park City; Expand the city’s open space inventory; Ensure that all residents live within a 15-minute walk from a park or open space by 2020. Complete and deliver results as part of BGreen sustainability plan in 2011.

Pleasure Beach Master Plan and Feasibility Study - conduct an all-inclusive planning process coordinated with multiple environmental regulatory and local agencies, departments and community residents while protecting the existing environmental habitats and preparing for the restoration of public access.

Washington and Knowlton Park - Initiate enhancements and renovations to both East Side parks. Establish Knowlton Park as the first thrust of the City’s plan to recapture riverfront and create an accessible recreational haven for the East Side while stabilizing and supporting neighborhood economic development.

2) To continue to provide support services annually for large and small events, recreational

activities, volunteer cleanups and beautification service projects and community gatherings.

3) To continue to enhance and maintain park system and augment services in areas experiencing increased resident and visitor usage. To continue to provide quality ball field preparation for 37 athletic fields and daily cleaning and maintenance to Parks and Recreation facilities.

4) To continue to work closely with the Board of Parks Commissioners on projects and initiatives

that prioritize the delivery of outstanding results to City residents and visitors who enjoy the parks, recreation programs and D. Fairchild Wheeler Golf Course.

Board of Park Commissioners to play active role in community outreach, engagement and visioning contained in citywide Park Master Planning Process as well as the Pleasure Beach Master Planning Process.

Board of Park Commissioners to continue to support the Park & Recreation Department in daily operations, capital construction projects and improvements to resident services.

5) To continue to improve Seaside Park, the beautiful Long Island Sound waterfront recreational

area. To monitor existing resources at the park through daily assessments. To balance development and increased usage with sustainable initiatives and maintenance activities to protect its natural green spaces.

6) To continue improvements to the natural resources found at Beardsley Park while enhancing accessibility to its picturesque landscapes and protecting the Pequonnock River Watershed by applying best practice models as an outcome of the City’s Stormwater Management plan. Where applicable, deploy Pequonnock River Initiative priorities, goals and action items to subwatersheds (Islandbrook, Johnson Creek, Yellow Mill River, Lewis Gut and other water bodies).

7) To continue to expand and expedite citywide playground, fence and signage repairs and

improvements. To promote the utilization of the parks as an essential public space for the neighborhood and community. To promote park appreciation among City residents.

To continue to work with CitiStat to respond effectively and efficiently to constituent requests via the QALert system.

To engage Kaboom in a community service playground building project in the fall of 2011 if selected and awarded the opportunity.

240



To conduct extensive public outreach during the Park Master Planning process and reinvigorate park users to continue to enjoy, celebrate and utilize the City’s parks. To strengthen connectivity of all parks to neighborhoods, downtown and all park users.

8) To provide updated information and press releases about the Parks and Recreation

Department, program information and special events and workshops on the City Website.

9) To effectively maintain and protect the urban tree canopy in the Park City through proper tree care and maintenance practices and the implementation of citywide street tree plantings that encourage community residents and neighborhoods to be engaged in local environmental stewardship.

To implement the BGreen 2020 Urban Forest Effects Model Study America the Beautiful Grant Program provided by the CTDEP and US Forest Service as the first step in developing an urban forest management plan.

To benchmark tree planting goals leading to the fulfillment of the milestone of planting 2,012 trees by the spring of 2012. To organize and gather neighborhood support, shared resources and volunteer groups to achieve this goal.

To continue effective tree maintenance and stump removal while also fielding constituent requests via the Qalert system.

To continue to work closely with OEMHS and Emergency personnel to be prepared to respond in the event of a severe storm event.

10) To continue to work closely with all departments of the City of Bridgeport to improve services to the residents and all who visit the largest municipality in the State of Connecticut. To conduct and develop strong relationships with all agencies, neighborhood groups, organizations and entities that are partners, contribute and support Bridgeport’s urban renewal and revitalization.

FY 2010-2011 GOAL STATUS 1) To continue to deliver extensive services to City residents and visitors throughout our 45

beautiful parks and to support a healthier lifestyle by providing recreational havens for all city residents. 6 MONTH STATUS: The Parks and Recreation Department has worked hard to make improvements to the park system every year by maintaining parks, adding, renovating and/or upgrading recreational amenities and public park facilities, and responding effectively to severe weather events.

2) To provide support services annually for large and small events, recreational activities and community gatherings. 6 MONTH STATUS: Over 325 small events and 150 large events are expected to be supported by the Parks and Recreation Department by the end of the year. Close coordination with Parks and Recreation Administration, staff, the Board of Park Commissioners and Parks Maintenance and the event organizers and individual residents has been strong throughout the year.

3) To continue to provide quality ball field preparation for 37 athletic fields and daily cleaning and maintenance to Parks and Recreation facilities. This goal also includes the renovation and enhancement of existing park facilities scheduled for completion in 2010 such as Ellsworth Park, Luis Marin Water Splash pad, Newfield Park, Veteran’s Memorial Park Trails and other public park improvements. 6 MONTH STATUS: Ellsworth Park: Construction Management Services conducted multiple bids to stay within budget and has broken ground on Ellsworth Park in 2010. The project is expected to be completed during spring/early summer 2011. The Parks Board of Commissioners has allocated 65K to build a splash pad feature as part of the playground renovations. The existing playground has been removed and stored to be reinstalled into another park.

241



Luis Marin Water Splashpad: Construction and majority of Site Work has been completed in the fall of 2010. Final preparations include fencing to be installed along Boston Avenue; building enhancements including mural paintings involving local children; and signage development in advance of opening in early summer 2011. Newfield Park: Following the tornado of June 24, 2010 the roof of the restroom building had been completely torn off. A more durable steel roof has been installed and updated bathroom fixtures are planned for the spring of 2011. Materials have been received for walking paths, picnic areas. Installment is scheduled weather permitting for late winter/early spring 2011. Veteran’s Memorial Park Trails: Solar Nature Trail behind Discovery Museum completed in summer 2010. Final enhancements are needed to provide access via Park Avenue entrance and rear road to Discovery Magnet Science School upon completion of school site work. Existing trails were enhanced by volunteer groups during cleanup and invasive species removal in summer 2010 as well as from volunteers from Bridgeport Disc Golf, who were approved to build a disc golf course by the Board of Park Commissioners in August of 2010.

4) To continue to work closely with the Board of Parks Commissioners on projects and initiatives that prioritize the delivery of outstanding results to City residents and visitors who enjoy the parks, recreation programs and D. Fairchild Wheeler Golf Course. 6 MONTH STATUS: The Board of Park Commissioners first priority is to service the City and its residents. The Board of Park Commissioners reviewed all major events held in the Bridgeport Park System, providing advice and recommendations in order to permit each event to be held safely, securely and with the most positive results. In addition, the Luis Marin Splashpad project, Seaside Park Diamond #1 Improvements were coordinated with Parks Board support. Ellsworth Park improvements have integrated a water play feature into their renovations through the Board of Park Commissioner efforts. The Board of Park Commissioners has supported D. Fairchild Wheeler Golf Course has increased rounds of golf and the number of tournaments.

5) To continue to improve Seaside Park, the beautiful Long Island Sound waterfront recreational area. To monitor existing resources at the park through daily assessments. To balance development and increased usage with sustainable initiatives and maintenance activities to protect its natural green spaces. To assess West Beach and Area leading to Fayerweather Lighthouse, to shape existing picnic areas to accommodate park visitors, to implement sidewalk repairs where needed, and to explore other conservation and public service opportunities at Bridgeport’s premier leisure destination. 6 MONTH STATUS: Following the March 2010 Storm a variety of improvements were necessary to rebuild from the damage inflicted on Seaside Park and St. Mary’s. Sidewalk and Rock wall reconstruction, widespread curb repairs, beach sand restoration, fishing pier refurbishment, reseeding of disturbed lawn areas, tree pruning and removal and other park repairs were done during the weeks and months following the storm. Additionally, West Beach picnic areas were refurbished, new picnic tables and grills installed and West Beach Bathhouse planters were filled with salt tolerant perennials.

6) To continue improvements to the natural resources found at Beardsley Park while enhancing accessibility to its picturesque landscapes and protecting the Pequonnock River Watershed. 6 MONTH STATUS: PRI Initiative: Public Facilities began grant implementation on a 319 CTDEP grant. Working with Fuss & O’Neill, Save the Sound, non-profit groups, businesses and an array of local agencies, City departments and outside organizations, the City established strong partnerships with the town of Trumbull and Monroe on this multifaceted BGreen Initiative. The Pequonnock Watershed protection plan is in the final stages of development by the firm and is expected to be completed in May following a series of public workshops being held.

242



7) To continue to expand and expedite citywide playground, fence and signage repairs and

improvements. To promote the utilization of the parks as an essential public space for the neighborhood and community. To promote park appreciation among City residents. 6 MONTH STATUS:

William Barnum Park Improvements: trees, plantings, a swingset, benches, and a new half court were built in the summer and fall of 2010.

Newfield Park Improvements: Horseshoe pits were repaired. Restroom roof fixed.

Public Park improvements are planned for James Brown Waterview Park, McGovern Park, Johnson Oak Park and Svirha Park in the spring and early summer of 2011.

Tree Planting Program and Glenwood Park Court Improvements as part of the PY36 Community Development Block Grant Program to be completed in phases this year.

8) To revise and update the Parks and Recreation Department information on the City Website

to better service City residents. 6 MONTH STATUS: Overhauled site content to reflect departmental offerings and provide information regarding new developments. Future planning efforts are expected to be updated on the calendar to encourage public participation in public meetings, workshops, and events.

9) To effectively maintain and protect the urban tree canopy in the Park City through proper tree care and maintenance practices and the implementation of citywide street tree plantings that encourage community residents and neighborhoods to be engaged in local environmental stewardship. 6 MONTH STATUS:

Community Development Block Grant Tree Planting Program: City has planted over 350 trees in the past year and aim to increase planting through renewed efforts identified in Mayor Bill Finch’s BGreen 2020 Sustainability initiative to plant 2,012 trees by 2012.

Urban Forest Effects Model America the Beautiful Grant Program planning has started.

QAlert: Tornado response and FEMA Emergency documentation

St. Mary’s by the Sea Tree vandalism damage is being monitored for recovery and the healing of the wounds. Tree conditions have been routinely inspected and will be continued to be monitored in springtime 2011.

Planted trees as part of the Greening of the Boston Post Road program, CDBG Adopt-A-Tree Planting Program, Tree City USA arbor day celebration, and various park improvement projects.

243

GENERAL FUND BUDGET PARKS ADMINISTRATION APPROPRIATION SUPPLEMENT



FY 2011

CURRENT

FY 2012


SENIOR CHECKPOINT ATTENDANT 89,432 89,432




2.0 MAINTAINER IV 85,003 89,314 4,311


1.0 GOLF COURSE SUPERINTENDENT 68,929 70,739 1,810

1.0 MANAGER OF ROADWAY AND PARKS 69,992 72,099 2,107

1.0 PLUMBER 75,546 78,250 2,704

1.0 1.0 JANITRESS 63,012 57,070 -5,942

SERVICE ASSISTANT 30,979 -30,979

1.0 ANTI BLIGHT TECHNICIAN 38,984 40,203 1,219

01356000 Total 15.0 1.0 1,239,171 1,230,351 -8,820

244

GENERAL FUND BUDGET PARKS MAINTENANCE BUDGET DETAIL


Charles Carroll



ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01356000 PARKS MAINTENANCE SERVICES 2,310,454 2,330,172 2,342,591 2,340,016 9,844

1356PS PARKS MAINTENANCE PERSONAL SVCS 1,211,895 1,239,173 1,239,173 1,230,350 -8,823

2356TPS PARKS MAINTENANCE OTHER PERS SVCS 169,403 143,345 143,345 143,120 -225

3356FB PARKS MAINTENANCE FRINGE BENEFITS 244,149 268,009 268,009 274,482 6,473

4356EX PARKS MAINTENANCE OPER EXP 404,907 393,133 405,544 405,544 12,411

6356SS PARKS MAINTENANCE SPEC SVCS 280,100 286,512 286,520 286,520 8 PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


SENIOR CHECKPOINT ATTENDANT 89,432 89,432




2.0 MAINTAINER IV 85,003 89,314 4,311


1.0 GOLF COURSE SUPERINTENDENT 68,929 70,739 1,810

1.0 MANAGER OF ROADWAY AND PARKS 69,992 72,099 2,107

1.0 PLUMBER 75,546 78,250 2,704

1.0 1.0 JANITRESS 63,012 57,070 -5,942

SERVICE ASSISTANT 30,979 -30,979

1.0 ANTI BLIGHT TECHNICIAN 38,984 40,203 1,219

01356000 Total 15.0 1.0 1,239,171 1,230,351 -8,820

245

GENERAL FUND BUDGET PARKS MAINTENANCE APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01356000 PARKS MAINTENANCE SERVICES 2,310,454 2,330,172 2,342,591 2,340,016 9,844


51024 FT SNOW DAY PAY 508


51104 TEMPORARY ACTING 2X OVERTI 30 50 50 50





51122 SHIFT 2 - 1.5X OVERTIME 108 1,000 1,000 1,000

51124 SHIFT 2 - 2X OVERTIME 1,000 1,000 1,000

51128 SHIFT 3 - 1.5X OVERTIME 1,000 1,000 1,000




51140 LONGEVITY PAY 15,645 15,645 15,570 -75


52360 MEDICARE 8,077 16,338 16,338 7,700 -8,638

52385 SOCIAL SECURITY 11,906 12,167 12,167 12,167

52399 UNIFORM ALLOWANCE 4,400 4,400 -4,400






53905 EMP TUITION AND/OR TRAVEL REIM 2,000 2,000 2,000

54005 AGRICULTURAL PARTS 2,414 1,481 1,481 1,481

54010 AUTOMOTIVE PARTS 4,646 7,285 7,685 7,685 400

54025 ROADWAY PARTS 6,510 5,675 5,675 5,675

54030 PERMITS 555 555 555

54530 AUTOMOTIVE SUPPLIES 2,757 1,200 1,200 1,200

54535 TIRES & TUBES 8,580 9,504 9,504 9,504

54540 BUILDING MATERIALS & SUPPLIE 39,129 37,085 27,585 27,585 -9,500

54545 CLEANING SUPPLIES 11,259 9,900 16,000 16,000 6,100


54560 COMMUNICATION SUPPLIES 87 1,000 1,000 1,000

54570 ELECTRONIC SUPPLIES 149 200 200 200

54585 ELECTRICAL SUPPLIES 295 400 400 400

54610 DIESEL 28,818 44,000 35,000 35,000 -9,000

54615 GASOLINE 26,389 41,000 50,000 50,000 9,000

54620 HEATING OIL 7,070 7,550 4,050 4,050 -3,500

54635 GASES AND EQUIPMENT 53 799 799 799

54640 HARDWARE/TOOLS 20,372 17,190 18,490 18,490 1,300

54650 LANDSCAPING SUPPLIES 165,499 134,800 148,233 148,233 13,433

54680 OTHER SUPPLIES 590 40 40 40

54690 PUBLIC FACILITIES SUPPLIES 3,100 750 750 750

54700 PUBLICATIONS 180 180 180

54710 PARKS SUPPLIES 11,824 11,886 11,886 11,886

54715 PLUMBING SUPPLIES 9,117 8,317 8,317 8,317

54720 PAPER AND PLASTIC SUPPLIES 7,355 6,300 10,000 10,000 3,700

54735 ROADWAY SUPPLIES 1,604 935 935 935

54745 UNIFORMS 4,875 3,622 4,500 4,500 878


55020 AGRICULTURAL EQUIPMENT 71 556 556 556

55035 AUTOMOTIVE SHOP EQUIPMENT 59 3,372 250 250 -3,122

55050 CLEANING EQUIPMENT 500 500 500

55055 COMPUTER EQUIPMENT 1,205 -1,205


55120 LANDSCAPING EQUIPMENT 19,680 15,400 15,400 15,400


55150 OFFICE EQUIPMENT 400 497 497 497

55175 PUBLIC SAFETY EQUIPMENT 1,119 500 2,500 2,500 2,000

55190 ROADWAY EQUIPMENT 2,663 3,073 5,000 5,000 1,927

55215 WELDING EQUIPMENT 150 200 200 200


56125 LANDSCAPING SERVICES 218,566 228,377 228,385 228,385 8




56180 OTHER SERVICES 2,584 3,183 3,183 3,183

56185 PUBLIC FACILITIES SERVICES 6,730 6,735 6,735 6,735

56215 REFUSE SERVICES 571 2,000 2,000 2,000


246



DEPARTMENT ON AGING PROGRAMS

MISSION STATEMENT To ensure that all Bridgeport Seniors will be able to reach their full potential by providing opportunities for socialization, employment, volunteerism, information and referral services. To increase awareness of available nutrition, health, transportation, chore service/handyman service, exercise (including swim aerobics), and social services available to Bridgeport’s active senior population.

CHIEF

ADMINISTRATIVE

OFFICER

DEPARTMENT

ON AGING

MAYOR CITY COUNCIL

247

GENERAL FUND BUDGET DEPARTMENT ON AGING PROGRAM HIGHLIGHTS


Rosemarie Hoyt Manager

REVENUE SUMMARY

Not Applicable


ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01351000 DEPT ON AGING 327,846 359,415 359,415 369,925 10,510

1351PS DEPT ON AGING PERSONAL SVCS 240,603 256,008 256,008 258,338 2,330

2351TPS DEPT ON AGING OTHER PERS SVCS 2,304 6,750 6,750 7,050 300

3351FB DEPT ON AGING FRINGE BENEFITS 81,984 90,124 90,124 98,004 7,880

4351EX DEPT ON AGING OPER EXP 2,955 2,553 2,553 2,553

6351SS DEPT ON AGING SPEC SVCS 100 100 100

7351SC DEPT ON AGING SUPP CONT 3,880 3,880 3,880 PERSONNEL SUMMARY

ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01351000 DEPT ON AGING 327,846 359,415 359,415 369,925 10,510

1351PS DEPT ON AGING PERSONAL SVCS 240,603 256,008 256,008 258,338 2,330

2351TPS DEPT ON AGING OTHER PERS SVCS 2,304 6,750 6,750 7,050 300

3351FB DEPT ON AGING FRINGE BENEFITS 81,984 90,124 90,124 98,004 7,880

4351EX DEPT ON AGING OPER EXP 2,955 2,553 2,553 2,553

6351SS DEPT ON AGING SPEC SVCS 100 100 100

7351SC DEPT ON AGING SUPP CONT 3,880 3,880 3,880

248

GENERAL FUND BUDGET DEPARTMENT ON AGING PROGRAM HIGHLIGHTS




DEPARTMENT ON AGING

Volunteer Placements 149 197 215 215 215 215

Meals Provided 11,350 8,247 8,924 9,075 9,075 10,050

Health Services-approx. units incl. Outreach (1) 4,080 640 380 380 380 380

Transportation Provided (2) 285 400 760 750 750 760

Chore Program Visits (units) (3) 1,556 750 1,030 650 350 0

Recreation unduplicated (4) 120 190 650 450 450 650

Social Services and Referrals 4,238 5,200 6,150 4,590 4,590 5,250

Senior Activity Excursions & luncheons: Units 14,860 18,000 18,000 18,000 18,000 18,000

Total Seniors Served FY 36,638 33,624 36,109 34,110 34,110 36,155

(1) We have not had a full-time nurse in some time. The Health Department sends a nurse only twice a month now to

the Eisenhower Center and once a month to the Black Rock Senior Center. (2) Transportation provided includes trips to and from shopping centers. (3) The CHORE Program was only for a few months and was not renewed for the next fiscal year. (4) This includes swimming, exercise w/ equipment, ceramics, bingo, line dancing, arts & crafts, cards, billiards.

FY 2011-2012 GOALS 1) Our goals remain the same: to provide more services, recreation and seniors to participate in

the programming we provide. It is essential for mental & physical well-being of seniors that they get out of the house & socialize with others.

2) We continue to strive to provide varied nutrition, health, transportation and recreational opportunities to Bridgeport’s senior population.

3) Our swimming pool has a new furnace that keeps the water at a very comfortable 86 degrees. Swimming is great exercise for seniors, and it is great for easing aches & pains, particularly arthritis. We are also blessed with a very caring and energetic lifeguard who jumps in the pool with swimmers and leads them in swim aerobics.


1) Our goals remain to provide more and more services and recreation for our seniors to give them reason to get dressed and leave their homes for participate in all that we provide. 6 MONTH STATUS: We continue to provide varied and interesting recreation and service to Bridgeport’s senior population.

FY 2010-2011 ADDITIONAL ACCOMPLISHMENTS 1) College students come to the Eisenhower Center to instruct seniors on computer use and

internet access, where they can find information of use to them, particularly Medicare information and the like.

2) The Wii Video Game system remains popular at all three senior centers. Visitors challenge each other and have a great deal of fun. They are also able to watch movies every day. We are also in the process of setting up an arts class. A teacher from adult education has agreed to visit and instruct at our three senior centers in the art of drawing and painting. We are planning a wonderful trip to New York to see The Jersey Boys (on Broadway) and to have lunch in New York.

249

GENERAL FUND BUDGET DEPARTMENT ON AGING APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01351000 DEPT ON AGING 327,846 359,415 359,415 369,925 10,510



51140 LONGEVITY PAY 6,750 6,750 7,050 300



52360 MEDICARE 1,493 2,796 2,796 2,510 -286

52385 SOCIAL SECURITY 838 259 259 259



53905 EMP TUITION AND/OR TRAVEL REIM 146

54555 COMPUTER SUPPLIES

54675 OFFICE SUPPLIES 979 1,214 1,214 1,214

54765 WATER/SEWER SUPPLIES 332 150 150 150

55010 ARTS & CRAFT EQUIPMENT 899 450 450 450

55155 OFFICE EQUIPMENT RENTAL/LEAS 600 739 739 739

56170 OTHER MAINTENANCE & REPAIR S 100 100 100

59500 SUPPORTIVE CONTRIBUTIONS 3,880 3,880 3,880

250


SIKORSKY AIRPORT


MISSION STATEMENT The Mission of the Sikorsky Memorial Airport is to operate effectively in accordance with the regulations of the Federal Aviation Administration (FAR Part 139). Our objectives include maximizing the airport’s economic & public service value to the City and the region, and providing a safe and secure aviation facility for the general and aviation public.

CHIEF

ADMINISTRATIVE

OFFICER

PUBLIC FACILITIES

ADMINISTRATION

SIKORSKY

AIRPORT

MAYOR CITY COUNCIL

AIRPORT

COMMISSION

251

GENERAL FUND BUDGET SIKORSKY AIRPORT BUDGET DETAIL


John Ricci Manager

REVENUE SUMMARY


FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY2011

BUDGET

01375000 AIRPORT -758,062 -922,115 -928,200 -928,200 6,085

41273 AIRPORT FINANCE CHARGES -8

41501 PARKING FEES -3,500

41502 TRANSIENT REVENUE -50,355 -54,015 -48,200 -48,200 -5,815

41503 SECURITY BADGES -330 -200 -200 -200

41504 TIE DOWN -56,198 -95,940 -95,940 -95,940

41505 T-HANGARS -65,000 -67,200 -67,200 -67,200

41506 HANGER RENTALS -242,917 -267,000 -267,000 -267,000

41507 ANNUAL BASE RENT -169,397 -239,660 -275,660 -275,660 36,000

41508 OPERATING CERTIFICATE FEE -1,100 -1,200 -1,200 -1,200

41509 % OF GROSS -75,150 -90,400 -74,600 -74,600 -15,800

41510 FUEL FLOWAGE FEE -85,103 -106,500 -98,200 -98,200 -8,300

41511 CAR RENTAL % OF GROSS -9,004 APPROPRIATION SUMMARY

ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01375000 AIRPORT 1,129,055 1,087,274 1,154,607 1,095,991 8,717

1375PS AIRPORT PERSONAL SVCS 540,753 637,368 637,368 607,171 -30,197

2375TPS AIRPORT OTHER PERS SVCS 78,303 52,960 52,960 54,230 1,270

3375FB AIRPORT FRINGE BENEFITS 153,041 190,597 190,597 160,908 -29,689

4375EX AIRPORT OPER EXP 292,332 165,601 224,027 224,027 58,426

6375SS AIRPORT SPEC SVCS 64,626 40,748 49,655 49,655 8,907 PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


1.0 TYPIST II (35 HOURS) 38,724 38,724

1.0 ACCOUNTING CLERK II (35 HOURS) 47,859 47,859

1.0 AIRPORT SERVICEMAN I 28,651 30,104 1,453

2.0 1.0 AIRPORT SERVICEMAN II 106,083 102,895 -3,188

3.0 1.0 AIRPORT CERTIFICATION SPECIALIST 192,287 159,575 -32,712

1.0 SUPERINTENDENT OF OPERATIONS 71,853 73,741 1,888

1.0 AIRPORT MANAGER 89,952 92,315 2,363

2.0 SERVICE ASSISTANT 61,958 61,958

01375000 Total 12.0 2.0 637,368 607,171 -30,197

252

GENERAL FUND BUDGET SIKORSKY AIRPORT PROGRAM HIGHLIGHTS




SIKORSKY AIRPORT

Arriving Flights Annually 77,486 83,261 71,237 66,210 66,277 64,000

Helicopter flights 8,320 9,400 2,561 1,400 2,421 1,800

Aircrafts housed on the field 261 250 217 200 205 198

Percentage Local Flights 50 50 50 50 50 50

Percentage Single Engine Aircraft 50 50 50 50 50 50

Percentage Multiengine Aircraft 50 50 50 50 50 50

Percentage Military Aircraft 2 2 2 2 2 2

Tower operations 77,486 83,261 71,237 67,610 69,682 65,000

Last FAA Certification Inspection 12/3/2005 12/3/2005 3/3/2008 7/10/2009 11/18/2010

Airport Improvement Program (federal funding) $150,000 $0 $715,000 $436,000 $410,000 600,000

Discretionary Funding, FAA (federal funding) 0 0 0 0 0 0 (1) If runway reconstruction occurs, we anticipate being eligible for Airport Improvement Program funds.

FY 2010-2011 GOALS 1) Complete preliminary design for RW 6-24. 2) Obtain approval for relocation of Main Street, Stratford Route 113. 3) Negotiate Phase II of New Hangar and Office Complex. 4) Continue to complete T-Hangar Project on South Ramp 5) Complete sale of 5.6 acres of surplus land now under negotiations.


1) Complete sale of former Flight Service Station Building. 6 MONTH STATUS:

2) Finalize settlement agreement between US Army, Atlantic Aviation, Hollywood East Developers and the City of Bridgeport from which the Airport will acquire property to provide right of way for Main St., Stratford relocation needed for Runway 6-24 reconstruction and safety improvement project. 6 MONTH STATUS:

3) Transfer by lease to Atlantic Aviation as part of the settlement agreement property on East Ramp for demolition of antiquated Hangar & Office Buildings and redevelopment. 6 MONTH STATUS:

4) Submit plans for approval to State of Connecticut and the Town of Stratford for relocation of Main Street, Stratford and the safety improvement project. 6 MONTH STATUS:

5) Complete Phase I of the New Hangar and Office Building Complex and develop plans for Phase II. 6 MONTH STATUS:

6) Continue to complete T-hangar Project on South Ramp. 6 MONTH STATUS:

253

GENERAL FUND BUDGET SIKORSKY AIRPORT APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01375000 AIRPORT 1,129,055 1,087,274 1,154,607 1,095,991 8,717





51122 SHIFT 2 - 1.5X OVERTIME 22,522 10,000 10,000 10,000

51124 SHIFT 2 - 2X OVERTIME 3,126 5,010 5,010 5,010

51128 SHIFT 3 - 1.5X OVERTIME 6,168 6,000 6,000 6,000

51130 SHIFT 3 - 2X OVERTIME 443 1,000 1,000 1,000




51140 LONGEVITY PAY 1,062 8,920 8,920 10,190 1,270



52360 MEDICARE 3,721 7,555 7,555 7,288 -267

52385 SOCIAL SECURITY 806 1,776 1,776 1,872 96



53110 WATER UTILITY 27,695 14,000 21,000 21,000 7,000

53120 SEWER USER FEES 5,840 6,000 10,000 10,000 4,000



53420 LIABILITY INSURANCE 34,925 22,100 38,000 38,000 15,900


53610 TRAINING SERVICES 236 236 236


53905 EMP TUITION AND/OR TRAVEL REIM 75 75 75

54005 AGRICULTURAL PARTS 71 450 450 450

54010 AUTOMOTIVE PARTS 3,974 4,774 5,000 5,000 226

54025 ROADWAY PARTS 642 500 500 500

54030 PERMITS 459 1,459 1,480 1,480 21

54535 TIRES & TUBES 1,295 6,400 2,500 2,500 -3,900



54555 COMPUTER SUPPLIES 1,079 900 900 900

54560 COMMUNICATION SUPPLIES 822 87 887 887 800

54585 ELECTRICAL SUPPLIES 1,258 1,375 1,375 1,375

54615 GASOLINE 14,833 18,000 20,000 20,000 2,000

54635 GASES AND EQUIPMENT 6 1,900 1,900 1,900

54640 HARDWARE/TOOLS 1,179 900 900 900

54650 LANDSCAPING SUPPLIES 6,304 9,350 11,350 11,350 2,000

54670 MEDICAL SUPPLIES 348 350 350 350

54675 OFFICE SUPPLIES 2,164 1,248 2,248 2,248 1,000

54680 OTHER SUPPLIES 145 250 250 250

54700 PUBLICATIONS 65 65 65

54715 PLUMBING SUPPLIES 100 100 100


54735 ROADWAY SUPPLIES 2,395 1,400 3,000 3,000 1,600

54745 UNIFORMS 580 400 400 400

54755 TRAFFIC CONTROL PRODUCTS 5,291 900 1,400 1,400 500

55045 VEHICLES 47,490

55080 ELECTRICAL EQUIPMENT 550 600 600 600

55120 LANDSCAPING EQUIPMENT 299 350 350 350

55145 EQUIPMENT RENTAL/LEASE 290 700 700 700


55175 PUBLIC SAFETY EQUIPMENT 1,192 1,000 1,000 1,000

55190 ROADWAY EQUIPMENT 2,102 900 2,900 2,900 2,000

55205 TRANSPORTATION EQUIPMENT 7,178 15,498 11,477 11,477 -4,021

55215 WELDING EQUIPMENT 75 75 75

56035 TOWING SERVICES 159 750 750 750



56060 CONSTRUCTION SERVICES 75 75 75

56065 COMMUNICATION EQ MAINT SVCS 2,459 4,750 3,200 3,200 -1,550

56080 ENVIRONMENTAL SERVICES 975 1,550 1,550 1,550

56130 LEGAL SERVICES 24,055 1,000 1,000 1,000

56140 LAUNDRY SERVICES 2,242 2,343 4,200 4,200 1,857


56180 OTHER SERVICES 840 1,750 1,750 1,750

56215 REFUSE SERVICES 5,216 5,251 5,251 5,251


59010 MAILING SERVICES 162 300 300 300

254


ENGINEERING DEPARTMENT


MISSION STATEMENT To provide engineering services to the City of Bridgeport’s Departments and Commissions and to provide the public with a safe and efficient traffic system by making recommendations, administering public improvement projects, providing technical data, assistance, survey, design, preparation and maintenance of City record maps.

CHIEF

ADMINISTRATIVE

OFFICER

PUBLIC FACILITIES

ADMINISTRATION

CITY

ENGINEERING

MAYOR CITY COUNCIL

255

GENERAL FUND BUDGET ENGINEERING BUDGET DETAIL


John Urquidi Manager

REVENUE SUMMARY


FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY2011

BUDGET

01385000 ENGINEERING -2,801 -4,600 -4,000 -4,000 -600

41546 MAP SALES -2,801 -4,600 -4,000 -4,000 -600 APPROPRIATION SUMMARY

ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01385000 ENGINEERING 388,843 529,412 532,799 543,955 14,543

1385PS ENGINEERING PERSONAL SVCS 299,389 414,336 414,336 421,897 7,561

2385TPS ENGINEERING OTHER PERS SVCS 1,301 3,675 3,675 1,950 -1,725

3385FB ENGINEERING FRINGE BENEFITS 80,027 102,153 102,153 107,473 5,320

4385EX ENGINEERING OPER EXP 4,661 6,068 9,455 9,455 3,387

6385SS ENGINEERING SPEC SVCS 3,465 3,180 3,180 3,180

PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


1.0 CITY ENGINEER 107,708 115,400 7,692

1.0 EXECUTIVE SECRETARY 62,127 52,279 -9,848

1.0 ENGINEERING SUPERVISOR 75,000 82,782 7,782

1.0 ENGINEERING AID III 44,272 47,106 2,834

1.0 ENGINEERING AIDE IV 55,855 52,776 -3,079

1.0 CIVIL ENGINEER I 69,374 71,554 2,180

01385000 Total 5.0 1.0 414,336 421,897 7,561

256

GENERAL FUND BUDGET ENGINEERING PROGRAM HIGHLIGHTS




ENGINEERING

Building permit applications received 182 619/163 686/145 495/112 375/73 425/100

Maps received for review 81 126 85 38 60 70

Record maps completed or revised 5 96 82 73 89 75

TRAFFIC SIGNAL CONTROL

Average age 5 4 3 5 6 6

Average replacement cost/ intersection $170,000 $170,000 $170,000 $320,000 $320,000 $320,000

Designs/modifications completed 19 17 4 15 4 16

Streets where traffic counted 56 36 38 22 10 35

Intersection improvement designs 14 14 11 8 16 20

VALUE OF CONTRACTS

Engineering $840,000 $865,000 $2,375,000 $2,650,000 $3,476,800 $4,100,000

Construction $5,550,000 $6,761,038 $4,900,000 $9,900,000 $14,100,000

SURVEY CONTROL POINTS

Number replaced 28 33/97 36/113 18/36 13/65 60*

Number referenced 52 34 38 49 21 0*

Survey and work requests 117 161 244 163 115 120

REQUESTS/ WRITTEN RESPONSES

From City Council 29 23 35 25 9 15

From Planning, Zoning, ZBA 389 280 261 194 156 180

From Public 83 12 91 56 94 100

From Board of Police Commissioners 96 115 0 70 56 70

From Other 10 13 245 103 157 175

Counter Service 4,000 4,310 3,706 3,422 3,619 3600

Special committee reports completed 0 6 6 2 0 12

Number of active projects 8 7 6 5 5 7

Number of permits obtained 2 2 1 2 36 25

Number of RFP's/RFQ's 4 2 3 0 2 3 * - Replaced by outside consultant and paid through City funds due to lack of Survey crew in this department

FY 2011-2012 GOALS 1) To propose, initiate, secure funding, administer and manage public improvement projects that

will enhance the City's environment, reduce flooding and improve safety by repairing or replacing the City's infrastructure, specifically the construction of Downtown Paving to include John Street, Lafayette Boulevard, North Frontage Road and Water Street. Design of the project is currently being done in-house in the Engineering Department and funding will be obligated shortly. Construction is slated to begin in the second half of 2011. We are in discussion with the State Department of Transportation (DOT) for additional funding sources for paving projects through federally funded programs.

2) To modernize the traffic signal surveillance system with state of the art technology. Design will begin for 20 new state of the art intersections on Main Street to replace the antiquated system. Construction is slated to begin in 2012. Engineering will oversee all construction activities and make field decisions based on design.

3) Seek alternative funding for design of the replacement of the Capitol Avenue and Arctic Street Bridges.

4) To maintain engineering maps, records and survey monument system, to aid and promote development in the City.

5) To provide technical assistance and data to City Departments, Commissions, Boards, residents and businesses of the City, and to respond efficiently to citizen requests and complaints to enhance the quality of life and aid in development.

6) Continue design goals to replace Congress Street Bridge. Final design has been put on hold during the demolition project. Final Design for bridge replacement is approximately 90% complete. Permitting will be required for the construction of the new bridge.

257



7) Secure Federal funding for new sidewalks to replace the dangerous and unsafe conditions present on Iranistan Avenue. This proposal will be submitted through the GBRPA (Greater Bridgeport Regional Planning Agency).

8) AutoCAD and GIS based training for engineering staff as demand for technical assistance from other departments and increase in number of projects administered has increased.

FY 2010-2011 GOAL STATUS 1) To propose, initiate, secure funding, administer and manage public improvement projects that

will enhance the City's environment, reduce flooding and improve safety by repairing or replacing the City's infrastructure, specifically the construction of two major roadway projects for the rehabilitation of Iranistan Avenue and Capitol Avenue. Design of the project is currently being done in-house in the Engineering Department and funding will be obligated shortly. Construction is slated to begin in the second half of 2010. We are in discussion with the State Department of Transportation (DOT) for additional funding sources for paving projects through federally funded programs. 6 MONTH STATUS: Project was designed in house by this department and began construction in September 2010. This department has been involved in all project oversight from design, bidding, contracts and construction. Currently the construction is in winter shut down operations and will resume in late March 2011. Project will be completed in the spring of 2011.

2) To modernize the traffic signal surveillance system with state of the art technology. Design has been completed for 14 new state of the art intersections. Construction is slated to begin in the fall of 2010. Engineering will oversee all construction activities and make field decisions based on design. 6 MONTH STATUS: Project has begun construction and is currently in winter shut down operations. This department has been involved in all project oversight from design, bidding, contracts and construction. Project will resume construction in the spring 2011 and likely be completed with construction activities in the fall of 2011. Inspection and testing will continually be done by Engineering after construction is completed.

3) Seek alternative funding for design of the replacement of the Capitol Avenue and Arctic Street Bridges. 6 MONTH STATUS: All funding avenues to date have not been eligible. We will continue to work with GBRPA and DOT to find an applicable funding source.

4) Secure Federal funding for the upgrade of Main Street’s traffic signal system. Install state of the art system complete with video traffic detectors and ID capable emergency vehicle preemption equipment. This proposal will be submitted through the GBRPA (Greater Bridgeport Regional Planning Agency). 6 MONTH STATUS: Funding has been accepted through the GBPRA MPO. The funds for the design phase will come out of the STP (Surface Transportation Program) Urban fund. Consultant proposal will be requested through Purchasing once a scope of work is initiated. Engineering will administer the RFQ process for hiring a design consultant. Design will begin in the Summer/Fall of 2011.

5) To maintain engineering maps, records and survey monument system, to aid and promote

development in the City. 6 MONTH STATUS: Ongoing.

6) To provide technical assistance and data to City Departments, Commissions, Boards, residents and businesses of the City, and to respond efficiently to citizen requests and complaints to enhance the quality of life and aid in development. 6 MONTH STATUS: Ongoing. The lack of Survey Staff has severely hindered the quality and timeliness of responses to these requests from other departments.

258



7) Continue design goals to replace Congress Street Bridge. Final design has been put on hold during the demolition project. Final Design for bridge replacement is approximately 90% complete. Permitting will be required for the construction of the new bridge. 6 MONTH STATUS: Overall design was put on hold to move forward with Demolition of bridge through ARRA funding. See Additional Accomplishments.

8) Evaluate the new FEMA (Federal Emergency Management Agency) Flood Insurance Rate

Maps (FIRM) and revise ordinances to reflect new FEMA minimum requirements. The new FIRM maps will be GIS based. 6 MONTH STATUS: Ordinances have been revised and approved through City Council. FIRM maps are on file and being used by staff in the office.

9) AutoCAD and GIS based training for engineering staff as demand for technical assistance

from other departments and increase in number of projects administered has increased. 6 MONTH STATUS: A request was made for additional training dollars in last year’s budget but denied.

FY 2010-2011 ADDITIONAL ACCOMPLISHMENTS 1) The city received $1.6 million dollars in ARRA funding for the first phase of demolition of the

Congress Street Bridge. All permits were in place by the spring of 2010 and demolition took place in the summer of 2010. The project was a success at the local level in removing a City eyesore and marking progress in the possible reconstruction on the long closed bridge. It was also a success at the State DOT level as it marked the first successful ARRA project to be completed and closed out in the State of Connecticut.

2) We are in the ongoing process of addressing traffic signal operations and daily monitoring of computerized signals and fine tuning according to traffic demands thus decreasing vehicle stop time and promoting cleaner air in the City.

259

GENERAL FUND BUDGET ENGINEERING APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01385000 ENGINEERING 388,843 529,412 532,799 543,955 14,543



51140 LONGEVITY PAY 3,675 3,675 1,950 -1,725


52360 MEDICARE 1,804 5,226 5,226 5,926 700








54555 COMPUTER SUPPLIES 81 250 700 700 450

54640 HARDWARE/TOOLS 457 325 325 325

54675 OFFICE SUPPLIES 2,429 2,058 2,500 2,500 442

54705 SUBSCRIPTIONS 34 150 150 150

55015 ENGINEERING EQUIPMENT 1,145 800 800 800

55155 OFFICE EQUIPMENT RENTAL/LEAS 280 280 280


59005 VEHICLE MAINTENANCE SERVICES 7 180 180 180

260


HARBOR MASTER


MISSION STATEMENT The Harbormaster is responsible for the safe & efficient operation of Bridgeport's harbors and navigable waters. The Harbormaster works to ensure that all Homeland Security Directives, as they pertain to port security, are implemented.

CHIEF

ADMINISTRATIVE

OFFICER

PUBLIC FACILITIES

ADMINISTRATION

HARBORMASTER

MAYOR CITY COUNCIL

261

GENERAL FUND BUDGET HARBOR MASTER BUDGET DETAIL


Robert A. Scinto



ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01390000 HARBOR MASTER 72,966 76,562 76,562 79,759 3,197

1390PS HARBOR MASTER PERSONAL SVCS 66,020 68,143 68,143 69,933 1,790

3390FB HARBOR MASTER FRINGE BENEFIT 6,946 8,419 8,419 9,826 1,407 PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


1.0 HARBORMASTER 68,143 69,933 1,790

01390000 Total 1.0 68,143 69,933 1,790

262

GENERAL FUND BUDGET HARBOR MASTER PROGRAM HIGHLIGHTS




HARBORMASTER

Coastline patrolled (miles) 17 17 17 17 17

Area patrolled (sq. miles) 30 30 30 30 30

No. of staff hours 1,825 1,825 1,825 1,925 1,925

Harbormaster fleet (1) 7 7 7 5 5

Boats moored 1,640 1,640 1,640 1,680 1740 *

Mooring applications processed 137 204 210 216 230

Approved 137 204 210 216 230

New 29 37 20 57 40

Denied 0 0 0 0 0

REGULATORY ACTIVITIES

Inspections/Mooring tackle(2) 168 204 20 216 40

Safety checks (3) 20 20 30 25 30

Passed 15 20 25 25 23

Failed 5 5 5 0 5

Warnings 10 20 10 0 0

MARITIME ACTIVITIES

General assistance 22 25 25 27 25

Navigational hazard assistance 20 27 40 32 40

Call backs 24 24 30 12 20

Marine assisted requests 25 25 30 32 35

Vessels in distress 20 20 20 17 25

Search and rescue 10 10 20 12 15

Pump outs 266 250 300 330 350

Assistance to other agencies 17 27 40 33 40

Educating public to achieve “Boating Certif” 102 83 115 122 130

HOMELAND SECURITY (4)

Facility Security Officer No. of staff hours 208 100 300 ** **

Conduct required Security Drills/Exercises 4 4 4 ** **

Administer Facility Security Plan 200 200 260 ** **

Bridgeport Port Security Committee meetings 2 2 12 4 4

Area Maritime Security Committee meetings 4 4 2 4 4

Supervise installation of port security systems 5 10 4 5 10 Mooring Inspections are being conducted every other year, which leads to fluctuation in these numbers. For FY 11-

12, only new moorings will be inspected The number of boats moored has increased and will continue to increase as marinas are developed on the Yellow

Mill River and Steel Point. I am currently marketing the underutilized mooring field in Johnson Creek, which I feel will be very attractive to the yacht club members currently on a slip waiting list at the East End Yacht Club and Miamogue Yacht Club. Of course, this field will also be available to the general public who can access their vessels from public access sites and possibly by water taxi.

There are no hours, drills, or Security plan administration in this department since the Facility Security officer duties are now the responsibility of the Port Jefferson Ferry Co.

FY 2011-2012 GOALS 1) Attend training modules to hone my security skills. 2) Update the charting and configuration of the city’s mooring fields. 3) Update the GPS coordinate mapping of the mooring fields with aerial view. 4) Continue to provide safe and efficient operation of Bridgeport’s harbors through oversight,

proper planning and education. 5) To secure funds to remove an abandoned 25’x40’ wooden barge, circa early 1900’s, from the

head of Johnson Creek. 6) The permit and bid process has been completed for the Water Street floating dock expansion

and will be completed by the end of the fiscal year.

263

GENERAL FUND BUDGET HARBOR MASTER PROGRAM HIGHLIGHTS


7) To install a floating dock at the Seaside Park boat launch to assist boaters with launching their vessels safely.

8) To have “Dock and Harbor” fees increased by the City Ordinance Committee from $30 to $50 for barges and ships from $100 to $150.

9) I am going to lobby the state delegation to increase the mooring fee ceiling from $200 to $300.

FY 2010-2011 GOAL STATUS 1) Increased number of patrol hours.

6 MONTH STATUS: Increased by 15%.

2) Attend training modules to hone my Port Security skills. 6 MONTH STATUS: Attended Region 1 Port Security meetings along with Area Long Island sound Maritime meetings

3) Complete the charting and reconfiguring of the city’s mooring fields. 6 MONTH STATUS: Reconfiguration has allowed an additional 60 vessels to be permitted a location in the fields bringing our total to 210. Actively market and promote the under-utilized mooring field in Johnson Creek which could accommodate 20 vessels.

4) Complete the GPS coordinate mapping of the Harbor’s mooring fields.

6 MONTH STATUS: Arial view of Black Rock Harbor with GPS location showing vessel and owner name has been completed and will require annual update.

5) Continue to provide safety and efficient operation of Bridgeport’s harbor though oversight and proper planning. 6 MONTH STATUS: I have educated and certified 122 people to operate a vessel.

6) Complete the update of the 42’ boat including an exterior paint job. 6 MONTH STATUS: This has been accomplished, with the help of Lt. R. Christy and Assistant Harbor Master A. Palumbo, all new exterior paint, vinyl graphics and new safety equipment including life rings, rescue throw bags and heavy-duty towline.

FY 2010-2011 ADDITIONAL ACCOMPLISHMENTS 1) I have been working very closely with the Region one municipalities and stakeholders from

Greenwich to New London to collaborate on how best to apply for available port security grants. This is continuing.

2) Through marketing, advertising and a little help from a poor economy, I have been able to increase the total mooring permits from 204 to 216.

3) I, with the approval of the Bridgeport Harbor Management Commission, instituted four new rules to the “Mooring Rules and Regulations”:

No vessel shall be moored in the waters of the city of Bridgeport, Connecticut on or after December 1 of the current permit year nor shall any vessel be moored before March 15 of the following year.

Proof of liability insurance, of no less than $300,000.00 of coverage, will be required and submitted along with every mooring renewal and new application. Each policy will list the Bridgeport Harbor Management Commission as a certificate holder therefore ensuring the city of a lapsed policy. Coverage which expires after March 15

th, or before December 1, will be renewed along with proof of

renewed coverage submitted to the Harbormaster’s Office.

The use of nylon, 3 strand twisted line is an acceptable alternative for upper line tackle providing that it’s strength ratings meet or exceed the requirements for G30 grade steel chain tackle based upon mooring anchor needs.

The use of Helix moorings is permitted in Bridgeport waters but mooring and tackle inspection must be performed and certified by a qualified, knowledgeable diver if mooring anchor is not removed for inspection by the Harbormaster. Such diver shall prepare a written certification for presentation to the Harbormaster.

Removal of the mooring from the water for inspection by the Harbormaster shall occur at an interval of every three (3) years.

264

GENERAL FUND BUDGET HARBOR MASTER APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01390000 HARBOR MASTER 72,966 76,562 76,562 79,759 3,197


52360 MEDICARE 493 988 988 1,014 26


52917 HEALTH INSURANCE CITY SHARE 1,302 957 957 840 -117

265

GENERAL FUND BUDGET



266

PLANNING & ECONOMIC DEVELOPMENT DIVISIONS

OFFICE OF PLANNING & ECONOMIC DEVELOPMENT


MISSION STATEMENT Our mission is to assist in the revitalizing and development of the city of Bridgeport in order to create jobs, expand the tax base, foster public/private partnerships and improve the City’s overall importance and image in the region. We implement the administration’s development policies, programs, and projects. Our staff is involved in planning and policy activities, transportation, business development, deal making, marketing, business finance, incentive programs and environmental matters. In addition we deliver general customer service to other City departments, the business sector and residential communities. We work with State and Federal agencies to secure funding for large-scale long term public infrastructure improvements along the City’s transportation corridors, waterfront and within the Central Business District.

CHIEF

ADMINISTRATIVE

OFFICER

OFFICE OF

PLANNING &

ECONOMIC

DEVELOPMENT

MAYOR CITY COUNCIL

ECONOMIC

DEVELOPMENT

DEPARTMENT

267

GENERAL FUND BUDGET OPED BUDGET DETAIL


Donald Eversley



FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY2011

BUDGET

01450000 OPED ADMINISTRATION -520,901 -1,145,500 -1,145,500 -645,500 -500,000

41318 1057 CONNECTICUT AVENUE RENT -422

41638 CONGRESS PLAZA RENT -6,018

41641 PARKING REVENUES -72,168 -778,000 -778,000 -278,000 -500,000

45138 ANNUAL RENT -75,000 -72,500 -72,500 -72,500

45140 ANNUAL PILOT -276,040 -250,000 -250,000 -250,000

45327 LAMAR -55,460 -45,000 -45,000 -45,000

45328 JP MORGAN CHASE RENT -35,793 APPROPRIATION SUMMARY

ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01450000 OPED ADMINISTRATION 11,531,633 12,085,435 12,088,796 11,412,927 -672,508

1450PS OPED PERSONAL SVCS 1,113,566 1,361,532 1,361,532 1,365,983 4,451

2450TPS OPED ADM OTHER PERS SERVICES 15,765 12,525 12,525 15,375 2,850

3450FB OPED ADM FRINGE BENEFITS 260,813 323,244 323,244 366,673 43,429

4450EX OPED ADM OPER EXP 9,831,232 10,009,401 10,008,144 9,324,380 -685,021

6450SS OPED ADM SPEC SVCS 166,540 272,673 278,351 235,516 -37,158

7450SC OPED ADM SUPPORTVE CONTRIBUTI 143,716 106,059 105,000 105,000 -1,059 PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012



1.0 DESIGN REVIEW COORDINATOR 65,000 68,289 3,289

1.0 DIRECTOR OF LAND USE & CONSTRUCTION 105,473 82,719 -22,754

1.0 DEPUTY DIRECTOR - OPED 109,711 112,593 2,882

1.0 DIRECTOR OFFICE OF NEIGHBORHOO 80,601 82,719 2,118

1.0 CONDEMNATION/ANTI-BLIGHT SPECIALIST 41,000 41,000

1.0 PLANNER 2 53,221 54,885 1,664

1.0 DIRECTOR - OPED 119,932 123,082 3,150

1.0 PLANNING DIRECTOR 92,344 92,912 568

2.0 PLANNER 3 128,998 130,274 1,276

1.0 RELOCATION COORDINATOR 48,991 50,523 1,532


1.0 EXECUTIVE ASSISTANT 51,495 57,081 5,586

1.0 SEASONAL EMPLOYEES UNDER GRANT 38,539 38,016 -523

3.0 SR. ECONOMIC DEVELOPMENT ASSOC 200,779 202,765 1,986

1.0 DEPUTY DIR OF NEIGHBORHOOD REV 84,962 85,484 522

01450000 Total 19.5 1,334,187 1,338,586 4,398

268

GENERAL FUND BUDGET OPED PROGRAM HIGHLIGHTS





ASSISTANCE

Blight Citations Issued

Blight fines imposed

Condemned properties demolished

Seven- year Enterprise Zone tax deferrals processed

Urban Jobs tax abatements (5 yr) processed

Other tax incentives or pilots for development projects approved by C.C.

$ Value of proceeds; OPED managed property sales (city-owned)

Number of property sale transactions managed by OPED

Number of grant funded projects managed

Number of Developer RFPs/RFQ administered

Number of New companies opened in or relocated to Bridgeport, resulting from staff assistance

Number of Existing companies expanded, resulting from staff assistance

Number of Brownfields undergoing assessment (diagnosis) under OPED’s direction

Number of Brownfields undergoing some form of remediation under OPED’s direction

Number of Brownfields undergoing redevelopment (new building construction)

ENTERPRISE ZONES

Enterprise Zone packages negotiated N/A N/A 18 10 12 15

Firms assisted N/A N/A 21 47 22 30

Packages administered - ongoing N/A N/A 140 115 41 70

URBAN JOBS

Urban Job packages negotiated N/A N/A 12 10 12 15

Total number of jobs under Urban Job program N/A N/A 125 633 500 500

GRANT ADMINISTRATION

Grants administered - Total # N/A N/A 19 21 6 7

Grant applications submitted N/A N/A 4 3 2 0

MEETINGS

Anti Blight Commission Meetings 12 12 22 2 11 11

Condemnation Board Meeting 12 12 24 0 11 11

Bridgeport Redevelopment Agency Meetings 12 12 10 2 2 1

Housing Site Development Agency Meetings 12 12 14 0 0 0

Bridgeport Port Authority Meetings 12 12 25 2 14 12

School Building Committee Meetings 12 12 6 0 0 0

B-EGIS Policy Committee Meetings 12 12 9 2 0 0

BEDCO Meetings 12 12 10 7 7 5

Community Capital Fund Meetings 12 12 30 16 15 16

Master Plan N/A N/A 22 0 4 0

Zoning Rewrite N/A N/A 8 10 7 0

Regional CEDS (Comprehensive Economic Development Strategy) 12 0 3 2 Note: Master Plan and Zoning rewrite meetings were discontinued in calendar 2009.

FY 2011-2012 GOALS

1) Initiate construction of infrastructure utilizing the TIGER II Grant from FHWA (Federal Highway Administration) on the Steel Point Peninsula.

2) Finalize Transfer Agreement with Connecticut DOT (Department of Transportation) for Commuter Garage & Train Station.

3) Finalize FTA (Federal Transit Administration) Funding for Downtown Connectivity and ITC Improvements.

4) Finalize STP funding for Downtown Paving Program. 5) Initiate Feasibility Study for Black Rock / Ash Creek to Black Rock Train Station Pedestrian

Bridge, subject to funding. 6) Initiate Downtown Lafayette Circle Feasibility Study (Lafayette Blvd reconfiguration), subject to

funding. 7) Initiate NEPA (National Environmental Policy Act) review for Seaview Ave Transitway. 8) Initiate Feasibility Study for PT Barnum Train Station – Barnum Ave, subject to funding. 9) Initiate Downtown Enhancements in concert with Connecticut DOT and the FTA (Federal Transit

Administration). 10) Facilitate Bridgeport Landing Development’s substantial completion of 150,000 square foot retail

development in Upland Phase I by June 30, 2012. 11) Facilitate ongoing groundwater monitoring of Voluntary Cleanup (environmental) sites in West

End. (Dari-Farms and Went Field). 12) Begin Remediation and Transfer Sell State-Clinton Redevelopment Site; Transfer portion of

former Bryant Site to Dari Farms for parking expansion.

269



13) Gain DECD (Department of Economic and Community Development) approval for infrastructure investments to support private investment in West End; complete improvements prior to June 30, 2012.

14) Negotiate and execute acquisition agreements for Knowlton Street properties essential to Pequonnock River Park plans; complete acquisitions; complete initial park improvements prior to June 30, 2012.

15) Fund new façades (approx. $200,000) on 6 properties, 12 storefronts, on East Main St. 16) Fund sign and awning improvements (approx. $100,000) City-wide on 28 properties 17) Finance 1-8 businesses (total $80,000) through Revolving Loan Fund (CDBG award). 18) Secure Connecticut DEP (Department of Environmental Protection) and US EPA (Environmental

Protection Agency) commitments for funding and other involvement in City-wide riverfront recapture efforts.

19) Formal adoption of Pequonnock River Watershed Improvement Plan. 20) Facilitate initiation of NY-CT Sustainable Communities TOD (Transit Oriented Development)

Planning effort on Seaview Avenue corridor. 21) Structure and initiate implementation of $1.6 Million NSP (Neighborhood Stabilization Program) III

Program, soliciting proposals & projects. 22) Complete $3 Million in existing NSP (Neighborhood Stabilization Program) 1 development

projects. 23) Complete City-funded development of MOVE Yacht Club Site on Waterview Ave. 24) Facilitate completion of Urban Green Builders Phase III, or terminate development rights. 25) RFP Downtown North urban renewal properties for development proposals. 26) Complete Request for Proposals Process for Downtown North, identify one or more new

Preferred Developer(s). 27) Complete transfer of Crescent Avenue property to United Illuminating for new East Side

Substation in accordance with 2006 settlement. 28) Facilitate establishment of new grocery store in the Arcade Hotel. 29) Obtain approval for new downtown senior center and redevelopment of Eisenhower building.

Assuming necessary approvals have been obtained; have construction of new senior center facility completed prior to June 30, 2012.

30) Identify developer, obtain necessary approvals, and complete disposition of Black Rock Bank building.

31) Facilitate completion of Clinton Commons project by POKO Partners and Alpha Community Center.

32) Facilitate the beginning of construction of Seaview Plaza development project. 33) Continue demolition of vacant structures on Revere Street, recruiting retail development for the

Stratford Avenue frontage and working with the Bridgeport Public Library on feasibility analysis for an expanded and renovated East End Branch at the Smith Foundation Building.

34) Assist 10 or more new companies via startup or relocation.

FY 2010-2011 GOAL STATUS 1) Sale of property and new construction by Bridgeport Landing Development (BLD) to commence

on Steel Point. 6 MONTH STATUS: Contractual conditions for sale of a portion of Steel Point to BLD are currently being addressed. Negotiation of Interlocal District currently in progress. We anticipate the possible sale of some portion of Steel Point property by June 30, 2011.

2) Construction of Bloom Shellfish relocation site (building and other improvements) to be

completed. 6 MONTH STATUS: Currently re-designing required site work to be compatible with BLD’s retail tenant plans. Public bid process anticipated for March- April, pending reprogramming of Capital funds.

270



3) New construction to commence by Simon Konover Inc. at former CarTech site, retail development. 6 MONTH STATUS: Land Development Agreement between SKI and Bridgeport Port Authority negotiated by City staff for the development of the Seaview Plaza Project, agreement awaiting execution. Subject to SKI securing a tenant and financing, construction may commence in Fall 2011.

4) Disposition of Waltersville School to qualified developer.

6 MONTH STATUS: Request for Proposal process completed. Preferred Developer candidate recommended to City Council. Building access provided to Preferred Developer candidate for extensive due diligence.

5) Disposition of 80 Hastings Street to qualified private entity that will assume environmental responsibility. 6 MONTH STATUS: Environmental investigations completed; Remedial Action Plan and cost estimate ($600-800,000) completed with EPA funding. Conducted Request for Proposals with one respondent. We are presently evaluating capabilities of multiple parties to assume responsibility for remediation and redevelopment.

6) Facilitate completion of construction of 333 State Street project with Carlson Group. 6 MONTH STATUS: Construction is underway, completion of construction anticipated prior to June 30, 2011. Occupancy of apartments anticipated June-July, 2011. Commercial tenants for the ground floor are anticipated by September 2011.

7) Facilitate closing of a minimum of two EPA brownfield cleanup loans.

6 MONTH STATUS: Currently working on financing structure for Seaview Plaza project. Discussing potential loan structures with parties interested in 80 Hastings property.

8) Initiate remediation and development for Remgrit property. 6 MONTH STATUS: We compelled the current owner, via condemnation order, to commence demolition of certain portions of Remgrit property.

9) Facilitate continued commercial leasing in Arcade Hotel, Citytrust and other Downtown projects. 6 MONTH STATUS: Working with private property owners, we provided various forms of assistance that led to approximately ten (10) new retail or office leases in Downtown Bridgeport; at Bijou Square, the Arcade Hotel, 779 Main Street (Casey Family Services) and 144 Golden Hill Street. We also successfully advocated for State of Connecticut financial assistance that will lead to new grocery store in the Arcade Hotel during calendar year 2011.

10) Initiate anti-blight measures and development at the Stratford/Central/Newfield Ave site.

6 MONTH STATUS: Multiple properties targeted for demolition through the condemnation process. Two properties prioritized for Spring 2011 demolition.

11) Initiate retail plaza development at the State Street/Hubbell site on the West Side. 6 MONTH STATUS: Held multiple meetings with shopping center developers regarding potential projects and tenants. Provided property’s purchase option holder with leads and financing advice.

12) Serve/assist 50-100 homebuyers under Neighborhood Stabilization Program (NSP). 6 MONTH STATUS: Restructured program for more efficient use of resources. Acquired, funded or facilitated the acquisition of approximately thirty (30) foreclosed properties, for rehabilitation or new construction by affordable housing developers. As of 12/31/10 approximately $3 Million of acquisition and rehabilitation activities funded and completed. Five (5) single family homes have been completed, of which three (3) have been sold to NSP eligible and trained owner occupants. Twenty-two (22) housing units currently undergoing development with Spring-Summer 2011 completion anticipated for approximately fifteen (15) of these. NSP funding has enabled the City to demolish five (5) condemned and/or foreclosed properties that were beyond repair. We

271



successfully negotiated with CT DECD (Department of Economic and Community Development) for use of NSP program revenues for open space development on Knowlton Street/Pequonnock River parcels, including the clearing of blighted structures and redevelopment of a 40,000 square foot industrial warehouse.

13) Facilitate beginning of construction of West End Fuel Cell project. 6 MONTH STATUS: Working with Fuel Cell Energy, Inc. affiliate on securing financing for this DPUC (Department of Public Utility Control) approved project. We provided advocacy for the project to US Department of Energy and other potential investors. Discussions on-going related to financing, site maintenance and site planning.

14) Complete Seaview Avenue Industrial park project, in collaboration with BEDCO. 6 MONTH STATUS: Project nearing completion with new infrastructure construction to occur in Spring 2011; currently working with CT DECD (Department of Economic and Community Development) to reprogram other funding to complete project. Facilitated acquisition of a one acre parcel by Sampson Associates, a building material recycling company planning to construct a 9-14,000 square foot facility, invest approximately $1 Million in plant and equipment, and create 20-60 jobs.

15) Continue environmental remediation of Chrome, Pacelli and Trashmore sites; identify sources of funding. Achieve community consensus on and initiate redevelopment of the sites. 6 MONTH STATUS: Closeout of initial $600,000 in US EPA grants currently in process. Provided briefing for legislative delegation regarding funding needs for project. Staff is continuing to explore other sources of funding.

16) Finalize Transfer Agreement with Connecticut DOT (Department of Transportation) for Commuter Garage. 6 MONTH STATUS: Agreement anticipated to be finalized by June 30, 2011.

272

GENERAL FUND BUDGET OPED APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01450000 OPED ADMINISTRATION 11,531,633 12,085,435 12,088,796 11,412,927 -672,508


51099 CONTRACTED SALARIES 40,584 27,398 27,398 27,398

51140 LONGEVITY PAY 12,525 12,525 15,375 2,850



52360 MEDICARE 7,942 17,935 17,935 17,359 -576

52385 SOCIAL SECURITY 4,901 16,565 16,565 5,966 -10,599



53050 PROPERTY RENTAL/LEASE 80,000 80,000 80,000 40,000 -40,000

53200 PRINCIPAL & INTEREST DEBT SERV 9,698,218 9,874,857 9,874,857 9,248,335 -626,522


53610 TRAINING SERVICES 974 2,000 3,000 1,500 -500


53715 PAGING SERVICES 325 -325

53720 TELEPHONE SERVICES 1,496 1,880 1,880 940 -940

53750 TRAVEL EXPENSES 2,246 5,854 1,854 1,854 -4,000

53905 EMP TUITION AND/OR TRAVEL REIM 2,353 3,353 3,353 1,676 -1,677

54555 COMPUTER SUPPLIES 619 100 100 50 -50

54640 HARDWARE/TOOLS 601 597 150 150 -447

54675 OFFICE SUPPLIES 10,844 4,553 5,000 2,500 -2,053

54705 SUBSCRIPTIONS 943 2,000 2,000 2,000

55055 COMPUTER EQUIPMENT 2,838 1,000 1,000 500 -500

55155 OFFICE EQUIPMENT RENTAL/LEAS 11,724 13,742 13,000 13,000 -742

55160 PHOTOGRAPHIC EQUIPMENT 151 150 150 75 -75

55530 OFFICE FURNITURE 367

56010 ENGINEERING SERVICES 22,247 65,000 60,000 30,000 -35,000

56085 FOOD SERVICES 7,395 7,000 7,000 3,500 -3,500

56095 APPRAISAL SERVICES 7,000 10,000 10,000 3,000

56110 FINANCIAL SERVICES 12,061 9,922 7,000 7,000 -2,922

56130 LEGAL SERVICES 3,650 7,000 7,000 3,500 -3,500

56160 MARKETING SERVICES 94,724 142,678 142,678 142,678

56165 MANAGEMENT SERVICES 8,941 25,000 25,000 16,059


56180 OTHER SERVICES 19,074 17,459 10,000 10,000 -7,459

56190 FILM PROCESSING SERVICES 125 125 63 -62

56250 TRAVEL SERVICES 1,543 621 3,621 811 190

59010 MAILING SERVICES 300 300 150 -150

59015 PRINTING SERVICES 8 500 500 250 -250


273

GENERAL FUND BUDGET



274


PLANNING DEPARTMENT


MISSION STATEMENT To guide the development of the City, through recommendations regarding land use policies, the design of projects, and the siting of projects in pursuit of an optimal balance of economic and social objectives. To assist the Office of Planning & Economic Development with growing the City’s tax base and provide the framework to build an economically vibrant and dynamic Bridgeport. The Planning Department works with the development community to guide them through the City’s regulatory processes, neighborhood and redevelopment plans, and other siting issues associated with their investment opportunities. Through the coordination of proposed projects with the larger streetscape, neighborhood and citywide issues, the department seeks to balance the development project plans with those of the City in order to maintain the character and livability of City and its neighborhoods.

Strengthen the City’s attractiveness as a place to live, work, and recreate by creating and maintaining the City’s Master Plan of Conservation & Development that sets forth the vision of the city for its foreseeable future. Developing the information delivery systems necessary for the privately funded economic development delivery systems to be able to provide excellent customer service to the real estate development community, city neighborhoods, and the residents of Bridgeport.

Provide the City of Bridgeport with research and siting analysis for its public projects such as schools, parks, public access to the waterfront, streetscape projects, etc.

CHIEF

ADMINISTRATIVE

OFFICER

OFFICE OF

PLANNING &

ECONOMIC

DEVELOPMENT

MAYOR CITY COUNCIL

PLANNING

DEPARTMENT

275

GENERAL FUND BUDGET PLANNING DEPARTMENT PROGRAM HIGHLIGHTS


ACTUAL ACTUAL ACTUAL ESTIMATED

SERVICE INDICATORS 2007-2008 2008-2009 2009-2010 2010-2011

PLANNING

City Planning Assistance Provided (in hours) N/A N/A 1,680 1,500

Developer Assistance Provided (in hours) N/A N/A 840 700

Neighborhood Revitalization Zones Planned N/A N/A 4 5

Land Use/Building Assistance Provided (in hours) N/A N/A 250 350

PROJECT MANAGEMENT

Projects Managed/Supported (in hours) N/A N/A 2,130 1,850

New Projects N/A N/A 25 15

Predevelopment N/A N/A 30 25

CITY PLANNING

Master Plan (in hours) N/A N/A 910 100

Zoning Rewrite (in hours) N/A N/A 1,370 1,400

Downtown Implementation Task Force (in hours) N/A N/A 50 50

FY 2011-2012 GOALS 1) While the current economic climate within the city of Bridgeport, state of Connecticut, and the

nation is slowly showing signs of a resurgence; the department is seeing a noticeable increase in development and redevelopment interest in the city and as a result, an increase in the number of inquiries by consultants, developers, and property owners. These inquiries are in the form of office visits, letters, e-mails, and phone calls that arrive on a daily basis and seek information on land use, zoning, application processing data, and siting issues.

2) For 2011-2012, the Department of City Planning expects to continue to be an information and processing resource for governmental agencies, consultants, property owners, other city departments, people within the development community and the general public. Many calls received do not pertain directly to the department’s mission however; all of these calls are redirected to the appropriate location and not ended until the caller is satisfied. Our goal is to continue to be responsive in a timely manner to questions, inquiries, and processing requests from any and all sources in a manner befitting the professionalism of the staff and the City of Bridgeport.

3) The Planning Department completed its mission with regards to the creation of the 2010 new Zoning Regulations which became effective in January 2010. We are aware of several amendments to these Regulations are needed and continue to monitor with the Zoning Office areas where they can be further improved and/or clarified. There are several elements of both the Master Plan of Conservation & Development and the new Zoning Regulations that will require the drafting of new City Ordinances such as the Housing Overlay Zone and the Payment in Lieu of Parking (PILOP). It is the goal of the Planning Department to bring these items to the City Council in 2011 or at the latest, in 2012.

4) The Bridgeport Enterprise Geographic Information System (B EGIS) will need to have its base maps updated as there have been new subdivisions established, city streets accepted or abandoned, and other changes to the face of the city made since the 2005 aerial photographs were last taken. The work plan for the GIS Program calls for a new set of aerial photos and maps updated every five (5) years in order to keep the system “fresh” however; economic considerations being as they are, a partial updating of the areas where change has occurred will be done at this time. The City’s Emergency Services Departments rely upon the GIS Program to serve its new Computer Automated Dispatch System functioning accurately and having the system’s maps accurately reflect the city’s current street grid is critical for timely emergency services responses. It is the goal of the Planning Department to do a partial updating of these items in 2011-2012 in order to keep the city’s base maps as current as possible. The GIS Program has not seen any new layers added in recent years. The Planning Department is preparing to add two (2) new layers during the 2011-2012 time periods: (1) a Historic District layer and (2) the new Zoning Map layer. It is the goal of the Planning Department to have these layers operational by the summer of 2011.

276

http://www.bridgeportct.gov/LandUseConstructionReview/Documents/Zoning%202010%20Regulations.pdf

http://www.bridgeportct.gov/LandUseConstructionReview/Documents/Zoning%202010%20Regulations.pdf

http://www.bridgeportct.gov/PlanningDepartment/Documents/MasterPlanofConservationandDevelopment.pdf

http://www.bridgeportct.gov/PlanningDepartment/Documents/MasterPlanofConservationandDevelopment.pdf

http://www.bridgeportct.gov/GeographicalInformationSystem/Pages/GeographicalInformationSystem.aspx



5) During 2010, the Planning Department in conjunction with the Downtown Business Community planned out and implemented the highly successful “Downtown Thursdays” and “ArtsFest” events. It is the goal of the Planning Department, again in 2011-2012, to work with the Downtown Business Community to support and grow these special events.

6) Working in conjunction with the Greater Bridgeport Regional Planning Agency (GBRPA) who recently completed a Downtown Parking Study for the City, the Planning Department will be drafting a Downtown Parking Plan with the objective of improving the parking capacity within downtown Bridgeport. Along with this Plan, the City is looking at the potential for acquiring new, state-of-the-art parking meters that will accept coins as well as credit, and possibly, debit cards for payment. Additionally, these new meters will have the technology to provide the City with operational and usage data through a wireless network linkage. It is the goal of the Planning Department to have both the Downtown Parking Plan and the parking meter implementation projects completed during 2011-2012.

7) The Planning Department continues to assist the Economic Development staff with their support and assistance of potential development projects. Working in tandem with the City’s deal makers, the Department provides assistance with property research, regulatory processing, organizational tasks, mapping, etc. in support of enhancing the City’s tax base. It is the goal of the Planning Department to be able to respond as needed to any requests for assistance within its domain in an accurate and timely manner.

8) The 2010 U.S. Census was conducted on April 1, 2010 and the Planning Department is monitoring the U.S. Commerce Department’s schedule for the release of the new census data. Having worked as one of several City departments with the Census Bureau to organize the Bridgeport census program, the Planning Department was disappointed when the city’s participation rate dropped from 64% in 2000 to 61% in 2010. While this was not atypical for major cities throughout the country, Bridgeport’s effort lacked nothing. It is the goal of the Planning Department to be prepared to receive the new Census data as it is disseminated and organize it into usable information.

9) The Department continues to assist the developers of the Bridgeport Landing Development (SteelPoint) project with its regulatory and site development activities. In 2010, the 48-acre redevelopment site received its Planned Development District (PDD) designation from the Planning & Zoning Commission – the first such PDD in the city of Bridgeport. The next step will be an application for the first phase of the project and its Detailed Development Plan (DDP) which is expected to be filed during 2011-2012. It is the Planning Department goal to assist the developer as needed with this application.

10) The Department is prepared to advance the next Neighborhood Revitalization Zone (NRZ) Plan for the Mill Hill neighborhood once the CDBG (Community Development Block Grant) contract has been fully executed. Most of the base data has been assembled and the Request For proposals (RFP) should be published by this spring. It is the goal of the Planning Department to complete this Plan during the 2011-2012 fiscal years.

11) It is the overall goal of the Planning Department to be able to weather the City’s fiscal crisis without the loss of any current staff as there is no capacity to absorb the workloads should the Department lose any staff. Any further reductions in staff will impact the Department’s ability to serve the public and other City departments. The present staff is comprised of professional, highly capable, accommodating, individuals who are knowledgeable about the city, their fields, and about Bridgeport’s land use policies. It is an on-going goal of the Planning Department to have the City’s GIS Coordinator reassigned to this Department for the betterment of the B EGIS Program and as called for in the City’s Code of Ordinances. Without this professional in a nurturing environment, the GIS Program is not able to reach its full potential.

277



FY 2010-2011 GOAL STATUS 1) With the current economic climate within the city of Bridgeport, state of Connecticut, and the

nation beginning to show signs of a slow economic resurgence; the Department expects to see a slight increase in development and redevelopment interest in the city and as a resultant, a slight increase in the number of inquiries by consultants, developers, property owners, etc. In spite of the economic climate, the Department continues to receive visits, letters, e-mails, and phone calls from the public seeking information, assistance, application processing questions, etc. 6 MONTH STATUS: While the national and local economies continue to grow at a snail’s pace, there has been a noticeable increase in requests for information and other contacts from within the development community. Most projects associated with these inquiries would involve projects that would be considered “singles” verses “doubles, triples, etc.” however; it is representative of the fact that there is interest in the city. OPED’s Economic Development reports on the specifics of these projects in their budget book submission.

2) For 2010 – 2011, the Department of City Planning expects to continue to be an information and processing resource for governmental agencies, consultants, other city departments, people within the development community, and the general public. Our goal is to be able to continue to be responsive in a timely manner to question, requests, inquiries, and processing requests from any and all sources in a manner befitting the staff as professionals and the City of Bridgeport. 6 MONTH STATUS: The Department continues to respond to a wide variety of data, research, and mapping requests from various sources.

3) Specifically, the Department will be finalizing the printing of the Zoning Regulation in late FY 2009-10 and together with the Master Plan of Conservation & Development that was adopted in late FY 2007-08, we will begin implementing the various elements of these land use documents. The establishment of several ordinances necessary to implement the Storm Water Management Plan (ordinance completed in 2008); Housing Incentive Overlay Zone; and Village District elements of the Master Plan and Zoning Regulations will need to be drafted and advanced through the City Council. 6 MONTH STATUS: The Department is currently working on the Incentive Housing Zone Plan with the Regional Plan Association (RPA) that will lead to the adoption of the Housing Incentive Overlay Zone. Already in place is the Storm Water Management Plan and its associated City Ordinance that is being implemented through the Office of the City Engineer since 2008. The Payment in Lieu of Parking (PILOP) program as called for in the City’s land use documents is being addressed as a part of an overall Downtown Parking Plan that the Department is currently working on. With the completion of this Plan, an ordinance will be prepared for consideration by the City Council.

4) The Bridgeport Enterprise Geographic Information System (B EGIS) has become the premier program of its kind within the state of Connecticut. The GIS staff has been transferred to the Information Technology Services (ITS) Department. The Planning Dept. is seeking to develop several new informational layers during FY 2009-10 including the addition of a “Historic Properties” layer. The “Pictometry” layer has been completed. Since the GIS staff has been transfer to ITS, there have been no improvements or layers added to the system. Internal data layers associated with the Police, Fire, City Stat, Health, Housing & Community, OPED, WPCA, BOE, GBTA, and Public Facilities have been only partially developed. During the first half of FY 2009-10, the City’s GIS web site recorded over 40,000 hits on the B EGIS site alone. It is the goal of the Department to continue developing more data layers and pursue the return of the GIS staff to the Planning Department in order to continue developing this critical tool in conjunction with the needs of the city. 6 MONTH STATUS: The Department has not been successful as yet with bringing the GIS Program back into the Planning Department, where it is authorized to be located by City Ordinance. Staff continues to assemble the supporting data needed to create new layers and have tried to add these layers to the system with limited success. As previously mentioned, the “Historic Properties” and “Zoning Map” have their respective databases in place but, the staff has had only limited success with adding the layers to the program. The man-hours devoted to these

278



tasks make the effort inefficient however; the City’s investment in this program is extensive and the Department is committed to making it successful.

5) The Department continues to assist the Economic Development staff with their support and assistance of potential development projects. Working in tandem with the City’s deal makers, the Department provides assistance with property research, regulatory processing, organizational tasks, etc. in support of enhancing the City’s tax base. It is the goal of the Department to be able to respond as needed to any requests for assistance within its domain in an accurate and timely manner. 6 MONTH STATUS: The Department continues to respond to a wide variety of data, research, and mapping requests from various sources. Often times, this assistance takes the form of preliminary siting mapping and research, regulatory impacts analysis, and alternative options issues.

6) The 2010 U.S. Census program is well underway and the Department is gearing up to respond to the needs of the Census Bureau. The City’s GIS Program has made this process easier. The accuracy of this count is critical to the City in terms of revenue sharing, political representation, and grant awards therefore; it is critical that this City provide all of the assistance that it possibly can to the Federal government in this regard. Although we are concerned about our ability to be responsive, the Department’s goal is to do its best to provide the U.S. Census Bureau with its very best effort. 6 MONTH STATUS: The 2010 Census was taken on April 1, 2010 and the preliminary numbers indicate that the Nation’s 2010 population was 308,745,538; Connecticut’s population for 2010 was 3,574,097 which is an increase of 4.9%; and the City’s population will not be released until the spring of 2011. Bridgeport’s participation rate for the 2010 Census was 61%; down from 64% in 2000. The Department is monitoring the data release schedule established by the Census Bureau and expects to obtain the first set of City data during February-March 2011. It has been established that the state will not lose any Congressional representation as a result of the census.

7) The Department continues to assist the developers of the Bridgeport Landing Development (SteelPoint) project with its regulatory processing and site development activities. There are changes happening with the project from the Economic Development side of the OPED operations which necessitated a redesign of the project and the renegotiation of the existing agreements mainly due to the downturn in the economy however; the developer is planning to approach the City’s regulatory boards and commissions in late FY 2009-10 for the necessary land use approvals. It remains the goal of the Department to provide the necessary assistance to advance the project and get a “shovel in the ground” as soon as possible. 6 MONTH STATUS: The Bridgeport Landing Development (BLD) has received its approval of the City’s first Planned Development District (PDD) designation and it actively marketing the site. The Department is expecting the BLD team to submit their first phase’s Detail Development Plan (DDP) application during FY 2011-12 and will be available to assist as requested.

8) Members of the Department continue to work with the Neighborhood Revitalization Zone (NRZ) planning processes. During FY 2009-10, work on NRZ Plans for the East Side, South End, West Side, and Black Rock neighborhoods were nearing completion. Upon completion of the planning process, the Plans are turned over to the Office of Neighborhood Revitalization (ONR) for implementation. The goal of this Department for FY 2010-11 is to complete the planning process for the existing neighborhoods with these Plans. 6 MONTH STATUS: The NRZ Plans for the East Side, South End, West Side, and Black Rock neighborhoods were completed and turned over to the Office of Neighborhood Revitalization (ONR) for implementation during this time period. The Department has drafted the process, scope, and outline for the next NRZ neighborhood’s planning project for the Mill Hill area of the city and it awaiting the signoff of the CDBG contract for this next Plan.

9) The Planning Department is seeing a slight increase in development interest in the city based upon the number and variety of inquiries received. With the new Zoning Regulation becoming

279



effective on January 1, 2010, there are several new zoning classifications and processes contained within them that are geared towards streamlining the regulatory process. The downtown Bridgeport neighborhood has a form-based zoning concept and incentive packages that allow for greater densities and include streetscape design standards and reduced parking requirements. 6 MONTH STATUS: The Department continues to see a slight increase in development increase in the city. There have been several inquires on the new form-based zoning code for the downtown area and regarding the new Office–Retail (OR) zone that combined two (2) prior Zoning classifications.

10) It is the overall goal of the Department of City Planning to be able to survive the City’s fiscal crisis without losing any additional staff as there is no capacity to absorb the tasks of any of the current staff. The department was fortunate that it has been able to replace a vacant position recently with a qualified planner. Any further reductions will substantially impact the Department’s ability to achieve the goals established above. 6 MONTH STATUS: The Department has been able to maintain its current staffing level during this period and thus, is on track for achieving its goals.

280


LAND USE & CONSTRUCTION REVIEW


Land Use & Construction Review is responsible for overseeing the land use and regulatory operational function of the City of Bridgeport, including the Building Department and the Planning and Zoning Department. We organize and manage the Design Review Meetings; conduct implementation and management of the One-Stop Permitting Process, including permit tracking; provide information on operations to city leadership in the form of reports, charts, etc. Review applications to land use board and commission for compliance with adopted regulations. Exercise personnel management and budgetary oversight of both the Building and Zoning Departments. Reports to the Mayor on matters of policy. Reports to the Office of Planning and Economic Development on matters of personnel and departmental operations.

MISSION STATEMENT To promote economic (physical) development by maintaining an efficient internal regulatory system that is responsive to the ever-changing demands of our customers.

CHIEF

ADMINISTRATIVE

OFFICER

OFFICE OF

PLANNING &

ECONOMIC

DEVELOPMENT

MAYOR CITY COUNCIL

LAND USE &

CONSTRUCTION

REVIEW

HISTORIC

DISTRICT

INLAND

WETLANDS

281

GENERAL FUND BUDGET LUCR PROGRAM HIGHLIGHTS




LAND USE CONSTRUCTION REVIEW

Zoning Staff Reports 28 0 0 43 138

Inland Wetland applications received 15 10 11 8 12

Average processing time (working days) 60 days 60 days 60 days 60 days 60 days

Complaints received 10 15 15 5 10

Average response time (working days) 4 days 4 days 4 days 4 days 4 days

Average resolution time (working days) 15 days 15 days 15 days 15 days 15 days

HISTORIC DISTRICT ACTIVITY

Historic district applications received 45 30 20 16 35

Complaints heard 5 10 10 5 8

Enforcement actions 0 0 0 3 3

Certificates issued 36 30 18 16 35

Demolition delay order 41 43 30 30 33

Information requests 156 100 90 85 85

Information requests filled 156 100 90 50 65

Meetings 35 23 37 22 25 Note: The hiring freeze has resulted in an absence of Zoning Staff Reports in recent years.

FY 2011-2012 GOALS

1) Continue the push to fill all vacancies on all commissions and boards. 2) Provide reports to historic district commissions. 3) Amend zoning regulations as deemed necessary. 4) Hold at least two training sessions for all commissioners. 5) Develop an automatic property alert system for buyers of historic properties. 6) Manually review monthly property transfers and alert buyers regarding historic property

requirements. 7) Develop an effective enforcement mechanism for historic violations. 8) Make corrections to our historic property data. 9) Re-distribute corrected historic property data. 10) Work with the Connecticut Historical Commission to assist with historic property correction. 11) Develop a more systematic way of recording information requests and complaints.


1) Hire a design review analyst. 6 MONTH STATUS: Complete. Design review analyst hired in spring of 2010. He is currently performing duties and responsibilities s required.

2) Provide staff reports to historic commissions. 6 MONTH STATUS: Incomplete. This item is incomplete because the number and type of applications and the number of meetings were down substantially from the previous year, thus decreasing the need for staff reports.

3) Institute over-the-counter design review. The analyst hired will perform reviews to make sure that they meet design standards which would improve the aesthetic quality of projects. 6 MONTH STATUS: Complete. See item #1 above. The design analyst is reviewing over the counter applications as the need arises.

4) In conjunction with the Chief Administrative Officer, continue to implement Permitting Software. 6 MONTH STATUS: Project Discontinued. After careful review and analysis by OPM, ITS and the City Attorney’s office, this item was discontinued because the cost associated with continuing the project far out-weighed the anticipated benefits.

282

GENERAL FUND BUDGET LUCR PROGRAM HIGHLIGHTS


5) Continue with commission and staff training. 6 MONTH STATUS: Several Sessions held. Training is ongoing. The enormity and complexity of changes to zoning laws due to court decisions and legislative changes; the addition of new members makes continuous training necessary in order keep commissioners up to date regarding changes that impact their decisions.

6) Amend Wetlands Regulations. 6 MONTH STATUS: Complete. Because of numerous changes to state environmental laws regarding inland wetlands, our regulations had to be amended to address changes to state laws. This item was completed in the when the Inland Wetlands Agency adopted changes to the wetlands’ regulations as required by the State DEP

7) Identify and recommend changes to zoning regulations. 6 MONTH STATUS: Complete. Ongoing. The item was completed when in January of 2010, when the Planning & Zoning Commission adopted a new set of zoning and subdivisions regulations. Making changes to the zoning regulations is an ongoing process because the Planning and Zoning Commission is always looking to make improvements to help spur development.

8) Push to fill all vacancies on both historic district commissions. 6 MONTH STATUS: One appointment was made. Still more to go. This is an ongoing item at least until all vacancies on both historic commissions have been filled.

283

GENERAL FUND BUDGET



284

GENERAL FUND BUDGET


BUILDING DEPARTMENT


MISSION STATEMENT The Building Department issues permits and inspects work done to all buildings and other structures. Permits include building, electrical, plumbing, heating, air conditioning, fire protection sprinklers and extinguishing systems, refrigeration, demolition and signs. Applications for permits are reviewed for conformance to all applicable laws, codes and ordinances. A permit constitutes permission to proceed with the approved work. The purpose of permits and inspections is to ensure public safety, health and welfare insofar as they are affected by building construction, through structural strength, adequate exit facilities, fire safety, light and ventilation and sanitary equipment. The Building Department function is to secure safety to life and property from hazards incident to the design, erection, repair, removal, demolition or planned occupancy of buildings, structures or premises.

CHIEF

ADMINISTRATIVE

OFFICER

OFFICE OF

PLANNING &

ECONOMIC

DEVELOPMENT

MAYOR CITY COUNCIL

BUILDING

DEPARTMENT

285

GENERAL FUND BUDGET BUILDING DEPARTMENT BUDGET DETAIL


Peter Paajanen

Manager

REVENUE SUMMARY


FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY2011

BUDGET

01455000 BUILDING DEPARTMENT -1,952,319 -1,904,000 -1,929,000 -1,929,000 25,000

41405 STATE PERMIT FEES -1,415 -1,415

41524 SIGN LICENSE -3,920 -3,000 -3,000 -3,000

41525 SIGN / LICENSE RENEWAL PERMIT -14,340 -10,000 -10,000 -10,000

41526 RESIDENTIALADDITIONSANDALTERAT -315,644 -198,586 -200,000 -200,000 1,415

41527 NON-RESIDENTIALADDITIONSANDALT -832,158 -400,000 -600,000 -600,000 200,000

41528 NEWSINGLEFAMILYHOUSEPERMITS -18,050 -30,000 -20,000 -20,000 -10,000

41529 TWO-UNIT HOUSING PERMITS -5,738 -45,000 -30,000 -30,000 -15,000

41530 THREEORMORE-UNITSHOUSINGPERMIT -138,500 -150,000 -150,000 -150,000

41531 POOL,TENTS,GARAGES-OTHERBUILDI -6,475 -5,000 -5,000 -5,000

41532 NEW-NON RESIDENTIAL -2,925 -500,000 -350,000 -350,000 -150,000

41533 ELECTRICAL PERMITS -211,456 -175,000 -175,000 -175,000

41534 PLUMBING PERMITS -115,679 -120,000 -120,000 -120,000

41535 HEATING PERMITS -142,828 -150,000 -150,000 -150,000

41536 AIR CONDITIONING PERMITS -30,005 -40,000 -40,000 -40,000

41537 DEMOLITION PERMITS -27,660 -10,000 -10,000 -10,000

41538 COPIES -403 -500 -500 -500

41539 REFRIGERATION PERMITS -12,575 -3,500 -3,500 -3,500

41540 CERTIFICATE OF OCCUPANCY -57,130 -50,000 -50,000 -50,000

44386 FIRE PROTECTION -14,710 -10,000 -10,000 -10,000

44387 VENTILATION -2,125 -2,000 -2,000 -2,000 APPROPRIATION SUMMARY

ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01455000 BUILDING DEPARTMENT 1,172,157 1,263,119 1,263,258 1,277,381 14,262

1455PS BUILDING DEPT PERSONAL SVCS 922,291 989,483 989,483 1,002,851 13,368

2455TPS BUILDING DEPT OTHER PERS SVCS 19,552 9,825 9,825 7,125 -2,700

3455FB BUILDING DEPT FRINGE BENEFIT 221,826 255,185 255,185 260,740 5,555

4455EX BUILDING DEPT OPER EXP 6,282 6,381 6,520 4,420 -1,961

6455SS BUILDING DEPT SPEC SVCS 2,206 2,245 2,245 2,245 PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


1.0 BUILDING OFFICIAL 97,654 100,219 2,565

1.0 MINI COMPUTER OPERATOR (35 HOURS) 46,255 41,407 -4,848

1.0 ADMINISTRATIVE SPECIALIST 60,301 62,110 1,809

1.0 DEPUTY BUILDING OFFICIAL (40 HOURS) 86,366 88,635 2,269

2.0 1.0 ELECTRICAL INSPECTOR (40 HRS) 233,099 234,559 1,460

2.0 PLAN REVIEWER (40 HRS) 154,573 160,774 6,201

2.0 MECHANICAL INSPECTOR (40 HRS) 156,659 161,176 4,517

1.0 1.0 ASSISTANT BUILDING INSPECTOR 154,573 153,971 -602

01455000 Total 10.0 3.0 989,481 1,002,851 13,370

286

GENERAL FUND BUDGET BUILDING DEPARTMENT PROGRAM HIGHLIGHTS


ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED ESTIMATED

SERVICE INDICATORS 2007-2008 2008-2009 2009-2010 2010-2011* 2010-2011 2011-2012

BUILDING DEPARTMENT

PERMITS ISSUED

Residential new 36 27 18 4 11 indeterminable

Residential alterations 295 223 342 186 350 indeterminable

Commercial new 6 12 2 3 4 indeterminable

Commercial alterations 128 170 164 99 160 indeterminable

Demolition permits 24 33 34 14 25 indeterminable

All other permits (incl. municipal/institutional) 1,917 2,104 1,933 975 1,900 indeterminable

Total of all building permits 561 546 555 316 525 550

Total of all permits 2,478 2,683 2,522 1,291 2,425 2,500

PERMIT VALUES AND REVENUES

Total value of work $131,211,499 $173,761,841 $80,959,003 $25,311,597 $60,000,000 $75,000,000

Total of permit fees $3,343,306 $1,872,299 $2,042,840 $732,178 $1,400,000 $1,874,000

INSPECTIONS

Inspections 7,448 8,402 7,913 3,608 7,000 8,000

CERTIFICATE OF OCCUPANCY

Number 347 data unavailable 401 148 350 400

Value of work $93,898,932 data unavailable $113,485,953 $43,840,020 indeterminable indeterminable *ACTUAL 2010-2011 represents statistics through 12/31/2010.

1 Number of inspections varies per permit (typical minimum number below, excluding future additional

required):

Electrical service change: 1 inspection Heating system replacement: 1 inspection Deck addition: 1 footing inspection; 1 framing/final inspection. Total: 2 inspections. Building renovation (plaster removed): 1 Existing framing inspection; 1 rough electrical inspection; 1 rough plumbing inspection; 1 rough heating inspection; 1 insulation inspection; 1 final building inspection; 1 final electrical inspection; 1 final plumbing inspection; 1 final heating inspection. Total: 9 inspections. New Single family dwelling: 2 footing inspections (perimeter walls plus interior column piers and/or porch/deck footings); 1 foundation inspection; 1 concrete slab inspection; 1 framing inspection; 1 wind resistant connector inspection; 1 electrical service inspection; 1 electrical rough inspection; 1 plumbing rough inspection; 1 heating rough inspection; 1 insulation inspection; 1 gypsum board inspection; 1 final building inspection; 1 final electrical inspection; 1 final plumbing inspection; 1 final heating inspection. Total: 16 inspections. Large projects require more numerous inspections of all phases of work. As an example, a school may require daily inspections of footings for four to five weeks. Continuous framing and trade inspections are needed as the construction is completed for those phases of work. Multiple days for each type of inspection are allocated for final inspections.

287



FY 2011-2012 GOALS 1) Protect the health, safety and welfare of the public. This will be achieved through the

enforcement of applicable laws and codes to provide safe, energy efficient, accessible buildings in the city of Bridgeport.

2) Improve the turnaround time between calls for inspections and appointments. 3) Continue to seek ways to shorten the plan review process times. 4) Continue to reduce open permit backlogs and issue certificates of occupancy.

FY 2010-2011 GOAL STATUS 1) Protect the health, safety and welfare of the public. This will be achieved through the

enforcement of applicable laws and codes to provide safe, energy efficient, accessible buildings in the city of Bridgeport. 6 MONTH STATUS: Continuing diligent plan review and inspections contribute to the goal. Active enforcement of violations also serves to protect the public.

2) With current staffing, we can continue the Building Code requirements for additional inspections not previously performed. 6 MONTH STATUS: Attrition by retirement of an assistant building inspector has increased scheduled times for the added inspections.

3) Increase the number of certificates of occupancy issued for completed permitted work. Certificates are currently being issued at a ratio of approximately eighty percent of the number of building permits issued per year. Customers are not requesting the required final inspections causing a continuing backlog. 6 MONTH STATUS: Attrition by retirement of an assistant building inspector, an electrical inspector and a vacancy in one of two clerical positions has reduced the ability to perform the necessary functions to generate additional certificates.

4) Improve turnaround times from date of permit application to completion of plan review by

reviewing methods and procedures and implementing possible changes that improve times. 6 MONTH STATUS: The Building Department initiated a “to-do” system of processing simple permits at the end of each week. The plan review staff is creating a series of “cook books” with examples of how to provide critical information for various common constructions, such as decks, additions and new one family dwellings.

288



State Building Code – Connecticut Supplement 29-252-1d (effective December 31, 2005, amended

August 1, 2009)

101.1.1 Statutes. In accordance with the provisions of sections 29-252a and 29-253 of the Connecticut General Statutes, respectively, this code shall be the building code for all towns, cities and boroughs and all state agencies. 109.3. Required inspections. The building official, upon notification, shall make the inspections set forth in Sections 109.3.1 through 109.3.10. 109.3.1 Footing and foundation inspection. Footing and foundation inspections shall be made after excavations for footings are complete and any required reinforcing steel is in place. For concrete foundations, any required forms shall be in place prior to inspection. Materials for the foundation shall be on the job, except where concrete is ready mixed in accordance with ASTM C 94, the concrete need not be on the job. (Foundation is new inspection requirement) 109.3.2 Concrete slab and under-floor inspection. Concrete slab and under-floor inspections shall be made after in-slab or under-floor reinforcing steel and building service equipment, conduit, piping accessories and other ancillary equipment items are in place, but before any concrete is placed or floor sheathing installed, including the subfloor. (Concrete slab is new inspection requirement) 109.3.3 Lowest floor elevation. In flood hazard areas, upon placement of the lowest floor, including the basement and prior to further vertical construction the elevation certification required in Section 1612.5 shall be submitted to the building official. 109.3.4 Frame inspection. Framing inspections shall be made after the roof deck or sheathing, all framing, fireblocking and bracing are in place and pipes, chimneys and vents to be concealed are complete and the rough electrical, plumbing, heating wires, pipes and ducts are approved. 109.3.5 Lath and gypsum board inspection. Lath and gypsum board inspections shall be made after lathing and gypsum board, interior and exterior, is in place, but before any plastering is applied or gypsum board joints and fasteners are taped and finished. (New inspection requirement) Exception: Gypsum board that is not part of a fire-resistance-rated assembly. 109.3.6 Fire-resistant penetrations. Protection of joints and penetrations in fire-resistance-rated assemblies shall not be concealed from view until inspected and approved. 109.3.7 Energy efficiency inspections. Inspections shall be made to determine compliance with Chapter 13 and shall include, but not be limited to, inspections for: envelope insulation R and U values, fenestration U value, duct system R value, and HVAC and water-heating equipment efficiency. 109.3.8 Other inspections. In addition to the inspections specified above, the building official is authorized to make or require other inspections of any construction work to ascertain compliance with the provisions of this code and other laws that are enforced by the department of building safety. 109.3.8.1 Electrical inspections. Required electrical inspections shall include installations of temporary services prior to activation; installation of underground piping and conductors after trenches are excavated and bedded and before backfill is put in place; rough inspections of installed wiring and components after the roof, framing, fireblocking and bracing are complete and prior to concealment; and final inspection after all work required by the permit is complete. 109.3.9 Special inspections. For special inspections, see Section 1704. 109.3.10 Final inspection. The final inspection shall be made after all work required by the building permit is completed. 109.5 Inspection requests. It shall be the duty of the holder of the building permit or their duly authorized agent to notify the building official when work is ready for inspection. It shall be the duty of the permit holder to provide access to and means for inspections of such work that are required by this code.

289

GENERAL FUND BUDGET BUILDING DEPARTMENT APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01455000 BUILDING DEPARTMENT 1,172,157 1,263,119 1,263,258 1,277,381 14,262

51000 FULL TIME EARNED PAY 922,291 989,483 989,483 1,002,851 13,368


51140 LONGEVITY PAY 1,150 9,825 9,825 7,125 -2,700


52360 MEDICARE 5,775 11,884 11,884 12,022 138





54675 OFFICE SUPPLIES 4,416 3,361 3,500 1,750 -1,611

54700 PUBLICATIONS 555 325 325 325

55055 COMPUTER EQUIPMENT 250 250 125 -125

55080 ELECTRICAL EQUIPMENT 450 450 225 -225


290


ZONING BOARD OF APPEALS


MISSION STATEMENT To promote the health, safety, and community standards of the City through the enforcement of the Zoning Regulations.

CHIEF

ADMINISTRATIVE

OFFICER

MAYORCITY

COUNCIL

ZONING

ZONING

BOARD OF

APPEALS

ZONING

COMMISSION

291

GENERAL FUND BUDGET ZONING BOARD of APPEALS BUDGET DETAIL


Dennis Buckley

Zoning Administrator REVENUE SUMMARY


FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY2011

BUDGET

01456000 ZBA -35,283 -35,000 -35,000 -35,000

41253 PUBLIC HEARING FEES -35,283 -35,000 -35,000 -35,000 APPROPRIATION SUMMARY

ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01456000 ZONING, BOARD OF APPEALS 81,366 88,960 88,960 65,703 -23,257

1456PS ZONING BD OF APPEALS PERSONAL SVCS 44,423 41,882 41,882 41,882

2456TPS ZONING BD OF APPEALS OTHER PERS SVCS 1,575 1,575 -1,575

3456FB ZONING BD OF APPEALS FRINGE BENEFITS 18,934 22,104 22,104 12,121 -9,983

4456EX ZONING BD OF APPEALS OPER EXP 16,946 21,949 21,949 10,975 -10,974

6456SS ZONING BD OF APPEALS SPEC SVCS 1,063 1,450 1,450 725 -725 PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012



01456000 Total 1.0 41,882 41,882

292

GENERAL FUND BUDGET ZONING BOARD of APPEALS PROGRAM HIGHLIGHTS




ZONING BOARD OF APPEALS

Meetings held 12 17 6 12 12 12

Scheduled meetings vs. meetings held 12 12 6 12 13 13

Applications received* 200 215 131 182 105 90

Applications heard 197 153 187 262 107 90

Applications granted (incl. conditional) 159 114 98 137 57 97

Applications denied 38 38 51 66 41 63

Avg. length of time from received to complete 60 days 60 days 35 days 35 days 35 days 35 days

Applications withdrawn 3 1 6 9 5 6

OTHER: Deferred, continued, tabled, no action required 50 5 10 *ZBA APPLICATION PROCESS

1) Review & acceptance at counter by staff. 2) Referral to Engineering & WPCA for review. 3) Petition returned to Zoning, Scheduled for consideration by sub committee for placement on a monthly meeting by

Zoning Official. 4) Record check for previous ZBA activity. 5) Legal ad written & submitted to Connecticut Post (Petitions to be published 10 days & 5 days before hearing). 6) Applicant notified, posting signs issued. 7) Agenda prepared & emailed or sent out. Minimum of 30 copies made for distribution at public hearing. 8) Hearing held, decisions rendered. 9) Decision notice published the Sunday following the hearing. 10) Decisions with conditions sent to applicants, minimum of a 60-day process.

FY 2011-2012 GOALS 1) Re-distribution of office tasks resulting in less time in the field for inspectors.


1) Seek the reinstatement of our support staff to enable the work load to be evenly distributed. 6 MONTH STATUS: Our ability to provide efficient service has been significantly curtailed by the impact of the elimination of the Mini-Computer Operator.

2) This change will free up the schedules of additional inspectors to investigate complaints and compliance with conditions of approval by applicants. 6 MONTH STATUS: We do our best to continue to maintain a good level of service to the public, however this is becoming increasingly difficult as there is only one inspector at this time.

293

GENERAL FUND BUDGET ZONING BOARD of APPEALS APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01456000 ZONING, BOARD OF APPEALS 81,366 88,960 88,960 65,703 -23,257

51000 FULL TIME EARNED PAY 44,423 41,882 41,882 41,882

51140 LONGEVITY PAY 1,575 1,575 -1,575

52360 MEDICARE 309 630 630 595 -35




54675 OFFICE SUPPLIES 1,777 1,949 1,949 975 -974


294


ZONING COMMISSION


MISSION STATEMENT To promote the health, safety, community standards and general welfare of the community through the enforcement of the Zoning Regulations.

CHIEF

ADMINISTRATIVE

OFFICER

MAYORCITY

COUNCIL

ZONING

ZONING

BOARD OF

APPEALS

ZONING

COMMISSION

295

GENERAL FUND BUDGET ZONING COMMISSION BUDGET DETAIL


Dennis Buckley

Zoning Administrator REVENUE SUMMARY


FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY2011

BUDGET

01457000 ZONING COMMISSION -218,025 -160,500 -160,500 -160,500

41254 PETITIONTOTHEP&ZCOMMISSIONFEE -104,239 -75,000 -75,000 -75,000

41255 ZONING COMPLIANCE FINE -97,859 -80,000 -80,000 -80,000

41256 LIQUOR CERTIFICATION FEE -6,490 -3,000 -3,000 -3,000

41257 PURCHASE OF ZONING REGULATIONS -957 -300 -300 -300

41258 PURCHASE OF ZONING MAPS -180 -100 -100 -100

41259 STATECONSERVATIONAPPLICATIONFE -6,584 -1,000 -1,000 -1,000

41344 LAND USE FEES -1,490 -1,000 -1,000 -1,000

41538 COPIES -227 -100 -100 -100 APPROPRIATION SUMMARY

ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01457000 ZONING COMMISSION 354,729 440,920 439,697 423,569 -17,351

1457PS ZONING COMMISSION PERSONAL SVCS 258,278 306,121 306,121 313,592 7,471

2457TPS ZONING COMMISSION OTHER PERS SVC 3,564 2,550 2,550 2,625 75

3457FB ZONING COMMISSION FRINGE BENEFITS 48,482 69,165 69,165 73,382 4,217

4457EX ZONING COMMISSION OPER EXP 42,146 61,211 61,211 33,645 -27,566

6457SS ZONING COMMISSION SPEC SVCS 2,258 1,873 650 325 -1,548 PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


1.0 ZONING ADMINISTRATOR 98,988 101,589 2,601

1.0 ASSISTANT ZONING OFFICIAL 60,405 61,992 1,587

1.0 ZONING ENFORCEMENT OFFICER 62,008 65,303 3,295

1.0 1.0 ZONING INSPECTOR 84,720 84,708 -12

01457000 Total 4.0 1.0 306,121 313,592 7,471

296

GENERAL FUND BUDGET




ZONING COMMISSION ACTIVITY 7/08-6/09

Meetings held 11 13 22 17 18 12

Applications received 158 128 125 79 77 85

Applications heard 158 128 135 116 81 N/A

Applications granted (incl. Conditional) 139 106 110 78 76 N/A

Applications denied 8 13 12 5 9 N/A

Applications deferred 22 12 9 N/A

Change of zone 14 6 9 4 6 N/A

Amendment 2 1 1 0 2 2

Special permit 91 58 36 42 42 42

Site plan review 91 15 68 61 58 60

Coastal site plan review 47 24 53 20 21 21

Soil and sedimentation control review 24 14 7 13 4 5

No Action Required 2 0 0 N/A

DMV 5 14 8 9

8-24 Referrals/ City Business 13 11 4 10

Applications withdrawn 6 11 3 10 7 N/A

Other business 19 24

Time Extension 6 8

OFFICE ACTIVITY: APPLICATION PROCESSING

Houses & Housing units 423 266 415 255 121 91

Accessory structures 34 132 48 22 35 26

Additions 59 223 54 61 58 43

Alterations 270 44 299 179 221 166

Signs 42 303 51 62 48 36

Commercial 252 82 318 440 499 375

Liquor 45 239 70 93 84 63

Other, Letter of Zoning Compliance 166 143 217 142 136 102

INSPECTION ACTIVITY: CERTIFICATES ISSUED

Houses 61 75 52 40* 32*** 24

Other 29 22

Accessory structures 16 10 26 14 12 9

Additions 18 50 63 16 44 33

Alterations 147 168 170 97 134 101

Signs 11 7 11 13 62 47

Commercial Alterations 160 157 282 150 344 258

Other: Commercial construction new 12 11 15 17 8 6

ENFORCEMENT ACTIVITY

Complaints 589 462 547 435 534 562

Inspections 1,221 1,359 1,367 1,361 1,994 1,667

Inspection resolution 330 1,243 437 343 116 230

No violation 73 116 87 75 87 81

Inquiry 29 65 53 38 25 30

Order to Comply 167 210 384 160 207 186

Prosecutor’s summons 183 105 110 98 64 64

Resolved 198 291 353 343 499 527

Arrest warrants sought 12 10 8 6 8 7

* Number of Units (08/09) = 83 ** Number of Units (1st 6 months of 2009/10) = 44 ***Number of Units (2009/2010) = 232

Service Indicator Notes: Items can be heard individually or combined. A use variance by the Zoning Board of Appeals needs a special permit by Planning & Zoning. It may or may not need a final site review, coastal review or a soil erosion review. Some projects may just need a final site review. An application for conforming use not needing any variances but within 1,500 feet of a coastal waterway would only be scheduled for a coastal site plan review. So basically the numbers overlap and are confusing or misleading at best.

297

GENERAL FUND BUDGET ZONING COMMISSION BUDGET DETAIL


Complaints: Majority are phoned in, others referred from Anti-Blight, Graffiti, Housing, Mayor’s Office, City Council Members, the Health & Building departments. Enforcement Activity: We verify the complaint, refer out or more than likely issue an order to comply, registered mail. When card is returned, another inspection performed. If letter comes back then property is posted with order to comply. If no action is taken on the part of the homeowner, a prosecutor’s summons is requested; usually a court pre-trial date is 30 to 45 days away. Day of pre-trial needs another inspection. Prosecutor will continue cases numerous times due to legal process and/or progress by owner. Every time there is a state’s prosecutor hearing an inspection is needed. It is not unusual to conduct 8 to 10 inspections before a property comes into compliance. It is not unusual to have a case open for 8 months, some well beyond a

year.

FY 2011-2012 GOALS

1) Replace the inspector who resigned due to poor health.

FY 2010-2011 GOAL STATUS 1) Our goal is to have two Commissioners appointed and one alternate appointed to prevent the

postponement of meetings and the deferment of applications, which ultimately results in delays. 6 MONTH STATUS: New commissioners were appointed, but are yet to be sworn in. There are still some vacancies and hopefully these will be filled in the coming months.

ZONING COMMISSION APPROPRIATION SUPPLEMENT

ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01457000 ZONING COMMISSION 354,729 440,920 439,697 423,569 -17,351


51140 LONGEVITY PAY 2,550 2,550 2,625 75



52360 MEDICARE 2,045 4,475 4,475 4,431 -44

52385 SOCIAL SECURITY 1,056 2,541 2,541





54675 OFFICE SUPPLIES 3,782 3,939 3,939 1,970 -1,969



56175 OFFICE EQUIPMENT MAINT SRVCS 778 1,223 -1,223

56180 OTHER SERVICES 650 650 325 -325

298

HEALTH DIVISIONS: HEALTH & SOCIAL SERVICES

HEALTH ADMINISTRATION


MISSION STATEMENT Our mission is to promote and protect the health of the people of Bridgeport through the provision of essential health services, monitoring of programs, enforcement of laws and ordinances, and collection of health information. Our objectives are to provide a stable and trusted vehicle of communication, education, training and collaboration between all Health & Social Service departments, divisions and programs. We endeavor to provide administrative leadership, support, and oversight. We strive to incorporate technology in order to provide more efficient and effective Department, and to support and encourage community health care planning.

CHIEF

ADMINISTRATIVE

OFFICER

HEALTH

ADMINISTRATION

MAYOR CITY COUNCIL

299

GENERAL FUND BUDGET HEALTH ADMINISTRATION BUDGET DETAIL


Kristin duBay Horton

Health Director REVENUE SUMMARY


ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01550000 HEALTH & SOCIAL SERVICES ADM 402,065 365,178 365,178 354,084 -11,094

1550PS HEALTH & SS ADM PERSONAL SVCS 116,772 136,399 136,399 144,325 7,926

2550TPS HEALTH & SS ADM OTHER PERS SVCS 1,275 1,275

3550FB HEALTH & SS ADM FRNG BENEFIT 263,569 208,634 208,634 190,603 -18,031

4550EX HEALTH & SS ADM OPER EXP 17,904 14,430 14,430 12,166 -2,264

6550SS HEALTH & SS ADM SPEC SVCS 3,819 5,715 5,715 5,715 PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


1.0 DIRECTOR OF PUBLIC HEALTH 109,639 115,000 5,361

1.0 CLERK A 26,760 29,325 2,565

SECURITY GUARD

01550000 Total 2.0 136,399 144,325 7,926

300

GENERAL FUND BUDGET HEALTH ADMIN. PROGRAM HIGHLIGHTS




HEALTH ADMINISTRATION

New Initiatives 1 3 3 3 3 3

Existing Programs 1 5 5 5 5 5

Outreach Programs 0 8 5 5 5 5 Notes: Outreach programs consist of programs done in conjunction with other departments and the community like World AIDS Day, Recovery & Substance Abuse Luncheon, Legislative Breakfasts, MRC, Internship collaborations (FSW, SCSU), Medical magnet tours, Community talks, presentations (6), A1c Champions, heart fair . Existing Programs: Elderly health (existing & outreach), A1c Champions, special needs registry, MRC, Emergency preparedness. New Initiatives: Heart Fair, Health promotion and awareness programs- pancreatic Cancer, Walks in the park (2), GIS layers, Train Vaccination, Vote and Vax, Smoking Survey, Bridgeport Airs, Stroke Alert. Existing and new Initiatives for 2011 – 2012 will include: Healthy Bridgeport walks (6); Healthy Heart Fair in February (1); smoking cessation education and support group (12); obesity program in partnership with Bridgeport Hospital (4); Healthy Homes for young children (3); Bridgeport CARES data presentation (20); BAYC Community Awareness Program (2); REACH 2020 (4); Pequonnock River Initiative (2)

FY 2011-2012 GOALS Increase awareness, knowledge, and the implementation of Mayor Finch's 13 goals and objectives through public health core concepts of health promotion, prevention, health equity, and social determinants of health and its indicators. Of particular interest to the Health Administration's core mission are the following:

1) Creating a leaner, more efficient government.

Continue to oversee staff and monitor and administer General Fund and grant funded programs under the Health and Social Services umbrella to ensure efficiency. Continue to work with the Central Grants Office to secure grant funding to hire essential staff to implement programs and accomplish goals.

Collaborate on public-private partnerships to coordinate services and expand and enhance funding and programs to the Bridgeport community. Have all health department staff engage in and play a key role in ongoing community collaboratives seeking to improve the health and well being of Bridgeport residents.

Utilize Public Health interns to implement special projects, supplement City staff, and continue to provide training ground for new public health professionals.

Continue to provide Firefighter physicals which results in a cost savings to the City of over $200,000.

Assess ongoing programs through close process evaluation with an eye to better implementing programs and meeting community needs.

Provide additional opportunities for staff to continuously improve programs and their own education through use of in-house training such as journal club and visits to model programs in other communities.

2) Making our streets and citizens safer through health awareness programming.

Continue to serve plan, drill and implement Public Health Emergency Preparedness to ensure quick and effective response to public health emergencies such as pandemic flu.

Plan and participate in community forums to raise awareness of health issues.

Gather information from the 2010 CARES Health Assessment, RYASAP Search Institute Data, and other resources to develop a comprehensive profile of Bridgeport resources and needs pertaining to health and public health issues.

3) Supporting a healthier lifestyle through existing programming and the expansion of activities and events that highlight the positive impact healthy Iifestyle choices can have on health.

301



Continue to plan and implement programs for City employees and the community which raise awareness and reduce risk factors for heart disease and stroke, diabetes, high blood pressure.

Engage community involvement in activities which promote a healthy lifestyle such as Community Health Fairs and Healthy Bridgeport walks.

Continue to provide an on-site Farm Stand for low income Bridgeport residents with a focus on serving those residing in under-served communities.

4) Protecting our environment and greening our city which will in turn improve the health and awareness of Bridgeport's residents.

Continue to participate on the Asthma Council and the Bridgeport Airs Program to address issues of indoor and outdoor air quality in Bridgeport.

Forge relationships with other City departments regarding the Healthy Homes Initiative.

FY 2010-2011 GOAL STATUS Increase awareness, knowledge, and the implementation of Mayor Finch's 13 goals and objectives through public health core concepts of health promotion, prevention, health equity, and social determinants of health and its indicators. Of particular interest to the Health Administration's core mission are the following:

1) Creating a leaner, more efficient government.

Continue to oversee staff and monitor and administer General Fund and grant funded programs under the Health and Social Services umbrella to ensure efficiency. Continue to work with the Central Grants Office to secure grant funding to hire essential staff to implement programs and accomplish goals.

Collaborate on public-private partnerships to coordinate services and expand and enhance funding to the Bridgeport community.

Utilize Public Health interns to implement special projects and supplement City staff.

Continue to provide Firefighter physicals which results in a cost savings to the City of over $200,000.

6 MONTH STATUS: The Health Department administration and its departments administer approximately $1.5 million in grant-funded programs which promote and protect the health of Bridgeport residents. This includes 25 new and renewal grants. Most programs are operating well and are meeting goals and objectives in a timely manner. The Health Department continues to work with the Central Grants Office to secure additional grant funding to expand and enhance services for Bridgeport residents.

The Health Department has forged several successful partnerships including: Elderly Health Screening Program in partnership with Bridgeport Hospital and Bridgeport Housing Authority; on-site Farm Stand in partnership with the Wholesome Wave Foundation and UCONN Cooperative Extension Program; Asthma Council in partnership with Environmental Justice Program and Bridgeport Airs; Odyssey Project to reduce the occurrence of HIV/AIDS in college students in partnership with GBAPP and the University of Bridgeport, to name a few. They will continue to explore partnerships and collaborative efforts as a way of working with the community and maximizing efforts and dollars.

Interns play a key role in the implementation of programs at the Health Department. Interns from several universities managed the day-to-operations of the Farm Stand from July – October. They assisted in planning and implementing special events such as the walks at Housatonic Rails to Trails. They also helped maintain adequate office coverage.

302



2) Making our streets and citizens safer through health awareness programming.

Continue to serve as the Regional Public Health Emergency Preparedness Lead to plan and prepare to respond to public health emergencies such as pandemic flu.

Plan and participate in community forums to raise awareness of health issues.

Gather information from the 2005 BHIP Community Health Assessment, Bridgeport Child Advocacy Coalition, RYASAP and other resources to develop a comprehensive profile of Bridgeport resources and needs pertaining to health issues.

6 MONTH STATUS: The Public Health Emergency Preparedness program is currently undergoing a re-organization to make it more responsive to possible public health emergencies. Health Department administration is working closely with DPH, CADH and Bridgeport EOC. They will be scheduling staff and community emergency response trainings in the near future.

The Bridgeport CARES Health Assessment was completed in the fall of 2010. It collected valuable data which illustrated the level of health disparities in Bridgeport. This information will be publicly released soon and will be a valuable tool in securing additional grant dollars to address community health needs. The RYASAP SIS Data is also extremely useful and will be used when applying for the 2011 SAMSHA Drug Free Communities Grant.

3) Supporting a healthier lifestyle through existing programming and the expansion of activities

and events that highlight the positive impact healthy Iifestyle choices can have on health.

Continue to plan and implement programs for City employees and the community which raise awareness and reduce risk factors for heart disease and stroke, diabetes, high blood pressure.

Engage community involvement in activities which promote a healthy lifestyle such as the Community Health Fair, Farm Stand and Walks in the Park.

6 MONTH STATUS: This summer was the best year for the on-site Farm Stand. Over 2,000 low income Bridgeport residents had access to fresh fruits and vegetables from July through October. The program was possible through a grant from the State Department of Social Services and in partnership with Wholesome Wave Foundation and UCONN. Bridgeport families, WIC mothers and children and seniors benefitted from the program. Dial-a-Ride was used to transport seniors to the farm stand each week. UCONN provided a nutritionist who did cooking demonstrations and provided healthy recipes. We are working with Central Grants to secure additional funding to expand our sites to serve more people.

Other health initiatives included walks at Housatonic Rails to Trails and participation in various community health fairs during the summer months. Staff is currently working on an Employee Healthy Heart Fair and smoking cessation program to be unveiled this spring.

4) Protecting our environment and greening our city which will in turn improve the health and

awareness of Bridgeport's residents.

Continue to participate on the Asthma Council and the Bridgeport Airs Program to address issues of indoor and outdoor air quality in Bridgeport.

Forge relationships with other City departments regarding the Healthy Homes Initiative. 6 MONTH STATUS: The Health Department continues to host meetings of the Asthma Council to address issues of indoor and outdoor air quality in Bridgeport. They are looking to secure additional grant dollars for cross-training of staff and to educate the community and raise awareness of lead poisoning, asthma and other related issues.

303

GENERAL FUND BUDGET HEALTH ADMIN. APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01550000 HEALTH & SOCIAL SERVICES ADM 402,065 365,178 365,178 354,084 -11,094


51140 LONGEVITY PAY 1,275 1,275

52272 WORKERS' COMP INDM - HEALT 95,000 82,300 82,300 55,700 -26,600

52288 WORKERS' COMP MED - HEALTH 158,000 115,200 115,200 90,500 -24,700

52360 MEDICARE 804 1,978 1,978 4,052 2,074

52385 SOCIAL SECURITY 2,664 8,281 8,281 8,281

52399 UNIFORM ALLOWANCE 870 875 875 -875

52504 MERF PENSION EMPLOYER CONT 6,230 16,453 16,453

52917 HEALTH INSURANCE CITY SHARE 15,617 15,617


53610 TRAINING SERVICES 2,685 1,302 1,330 1,330 28


54555 COMPUTER SUPPLIES 1,101 1,116 1,116 558 -558

54595 MEETING/WORKSHOP/CATERING FOOD 800 800 400 -400

54675 OFFICE SUPPLIES 4,545 2,304 2,304 1,152 -1,152

54680 OTHER SUPPLIES 2,041 800 800 800

54700 PUBLICATIONS 209 209 105 -104

54705 SUBSCRIPTIONS 100 100 50 -50

54725 POSTAGE 211 100 100 100

54745 UNIFORMS 330 1,000 1,000 1,000



59010 MAILING SERVICES 153 153 153

59015 PRINTING SERVICES 673

304


VITAL STATISTICS


MISSION STATEMENT The mission of the Department of Vital Statistics is to receive and record all births, deaths, and marriages that have occurred in the City of Bridgeport. In addition, we record adoptions, affidavits of parentage, legal name changes, corrections, and amendments. We provide copies of vital records upon request in accordance with Connecticut General Statutes.

CHIEF

ADMINISTRATIVE

OFFICER

HEALTH

ADMINISTRATION

VITAL STATISTICS

MAYORCITY

COUNCIL

305

GENERAL FUND BUDGET VITAL STATISTICS BUDGET DETAIL


Pat McCoy



FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY2011

BUDGET

01552000 VITAL STATISTICS -450,989 -441,500 -441,500 -441,500

41247 MARRIAGE LICENSE FEE -10,198 -20,000 -20,000 -20,000

41248 BIRTH CERTIFICATES -227,218 -250,000 -250,000 -250,000

41249 DEATH CERTIFICATES -164,126 -125,000 -125,000 -125,000

41250 BURIAL PERMITS -4,545 -5,000 -5,000 -5,000

41251 CREMATION PERMITS -1,560 -1,500 -1,500 -1,500

41272 MARRIAGE LICENSE SURCHARGE -27,420 -25,000 -25,000 -25,000

41538 COPIES -15,922 -15,000 -15,000 -15,000 APPROPRIATION SUMMARY

ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01552000 VITAL STATISTICS 261,249 277,850 281,750 264,331 -13,519

1552PS VITAL STATISTICS PERSONAL SVCS 185,609 193,056 193,056 175,477 -17,579

2552TPS VITAL STATISTICS OTHER PERS SVCS 4,875 4,875 5,325 450

3552FB VITAL STATISTICS FRINGE BENEFITS 43,864 47,042 47,042 57,890 10,848

4552EX VITAL STATISTICS OPER EXP 25,352 20,065 20,315 13,158 -6,907

6552SS VITAL STATISTICS SPEC SVCS 6,424 12,812 16,462 12,481 -331 PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


1.0 TYPIST I 33,608 33,608

1.0 TYPIST II 35,958 35,958

1.0 ASSISTANT REGISTRAR OF VITAL 52,656 27,835 -24,821

1.0 TYPIST I (35 HOURS) 36,194 36,194


01552000 Total 5.0 164,104 175,477 11,373

306

GENERAL FUND BUDGET VITAL STATISTICS PROGRAM HIGHLIGHTS




VITAL STATISTICS

Birth Certificates Sold 20,912 14,392 9,412 5,254 12,000 12,000

Covers Sold 48 81 15 0 0 0

Marriages 2,595 1,900 1,155 900 1,500 1,500

Licenses Issued 1,010 886 471 670 1,300 1,300

Civil Unions 10 7 1 0 0 0

Deaths 8,094 9,274 4,782 3,687 5000 6000

Burials 1,529 1,543 740 246 1,600 1,600

Cremations 375 211 186 62 500 500 The Connecticut Supreme Court decision that held that same sex couples have the right to marry will likely eliminate the demand for new civil union licenses. A Public Act was passed that allows funeral directors to purchase burial permits in either the town they have their business in, or the town where the death occurred. The impact of this act on burial permits is unclear at this juncture.

FY 2011-2012 GOALS The relocation of the office to the City Hall Annex is the primary focus and our main goal for fiscal year 2012. We have met with Public Facilities, reviewed and participated in the drawing of the plans for the vault and office area and subsequently had them approved by the State Public Records Administrator pursuant to state statute. The proposal for the shelving and housing of the vital records was prepared and a purchase order for the materials has been issued by the Purchasing Agent. The bids for the construction of the new vault have been received and are being reviewed by the Public Facilities Director. As soon as the moving date is determined, we will begin preparations for the packing of the vital records in accordance with state statutes.


1) Our goals remain the same as none of our goals were met. We understand that we are moving to a new location in City Hall Annex this budget year, but nothing is set in stone. 6 MONTH STATUS: An employee was hired in December 2010 to replace the retired clerk. She is presently undergoing cross-training in all of the responsibilities of the office.

2) Staffing is worse due to retirements. Hopefully that will be taken care of as soon as possible.

We still serve the 100-125 customers daily, and are grateful to the assistance we have received from the City’s Records Manager who has been temporarily assigned to Vital Records for 15 hours a week by the Chief Financial Officer. During this assignment the staff has been thoroughly trained on the city’s new financial program and a cash management policy was written and implemented. The Records Manager will remain at Vital Records to assist with a major relocation of the department to the City Hall Annex and will continue to assist the Assistant Registrar with the management of the department. 6 MONTH STATUS: Retaining the City Record’s manager on a part-time basis has made a vast improvement in the operation and management of the office. The personalized MUNIS training from the manager has made our financial operation more efficient. She has been my partner in the planning of the new office and vault. Once we are settled in our new location, we will focus on customer service training with the goal of becoming a more people-friendly office. It is my plan to have the records manager train me in the budget and accounting section of MUNIS so that I may become proficient and manage my own accounts.

307

GENERAL FUND BUDGET VITAL STATISTICS APPROPRIATION SUPPLEMENT


Fees have increased. We still serve the 100-125 customers daily, and are grateful to the assistance we have received from the City’s Records Manager who has been temporarily assigned to Vital Records for 15 hours a week by the Chief Financial Officer. During this assignment the staff has been thoroughly trained on the city’s new financial program and a cash management policy was written and implemented. The Records Manager will remain at Vital Records to assist with a major relocation of the department to the City Hall Annex and will continue to assist the Assistant Registrar with the management of the department. 6 MONTH STATUS: This office exceeded its revenue projection in 2010 and hopes to repeat that feat in 2011. In 2010 it raised $450,000 in revenue. It has collected 52% of its projection to date for 2011. This department is one of the top ten (10) revenue producing departments for the City. We continue to honor our mission of receiving and recording all births, deaths, and marriages that have occurred in the City of Bridgeport. In addition, we record adoptions, affidavits of parentage, legal name changes, corrections and amendments. We provide copies of vital records upon request in accordance with Connecticut General Statutes. We process more that 125 walk-in requests for vital records’ assistance and 75- 90 pieces of mail daily. We have a modest staff, the smallest in the state to accomplish this mission.

VITAL STATISTICS APPROPRIATION SUPPLEMENT

ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01552000 VITAL STATISTICS 261,249 277,850 281,750 264,331 -13,519


51140 LONGEVITY PAY 4,875 4,875 5,325 450

52360 MEDICARE 657 1,269 1,269 1,391 122



54540 BUILDING MATERIALS & SUPPLIE 500 500 250 -250

54675 OFFICE SUPPLIES 11,120 8,815 8,815 4,408 -4,407

55150 OFFICE EQUIPMENT 598 4,750 5,000 2,500 -2,250


55530 OFFICE FURNITURE 7,672

56040 BOOKBINDING SERVICES 2,208 2,508 7,000 7,000 4,492


56175 OFFICE EQUIPMENT MAINT SRVCS 678 1,412 2,612 1,306 -106

56205 PUBLIC SAFETY SERVICES 161 2,454 1,500 1,500 -954

56210 RECYCLING SERVICES 350 350 175 -175

59015 PRINTING SERVICES 1,334 400 -400

308


COMMUNICABLE CLINIC


MISSION STATEMENT To identify, treat and prevent the spread of communicable disease within the City.

CHIEF

ADMINISTRATIVE

OFFICER

HEALTH

ADMINISTRATION

COMMUNICABLE

DISEASE CLINIC

MAYORCITY

COUNCIL

309

GENERAL FUND BUDGET COMMUNICABLE CLINIC BUDGET DETAIL


Michelle Meade Manager

REVENUE SUMMARY


FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY2011

BUDGET

01554000 COMMUNICABLE DISEASE CLINIC -31,380

41549 BILLED SERVICES -31,380 APPROPRIATION SUMMARY

ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01554000 COMMUNICABLE DISEASE CLINIC 313,047 417,572 417,572 435,651 18,079

1554PS COMMUNICABLE DISEASE PERSONAL SVCS 222,048 292,805 292,805 298,785 5,980

2554TPS COMMUNICABLE OTHER PERS SVCS 4,085 2,550 2,550 4,475 1,925

3554FB COMMUNICABLE DISEASE FRINGE BENEFITS 73,546 88,063 88,063 111,170 23,107

4554EX COMMUNICABLE DISEASE OPER EXP 11,901 24,013 24,013 15,088 -8,925

6554SS COMMUNICABLE DISEASE SPEC SVCS 1,467 10,141 10,141 6,133 -4,008 PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


2.0 PUBLIC HEALTH NURSE I 112,740 111,052 -1,688

1.0 PUBLIC HEALTH DISTRICT SUPERVISOR 69,118 71,440 2,322

1.0 NURSE PRACTITIONER 79,177 84,522 5,345

1.0 SECRETARY 31,770 31,770

01554000 Total 5.0 292,804 298,784 5,980

310

GENERAL FUND BUDGET COMMUNICABLE CLINIC PROGRAM HIGHLIGHTS




COMMUNICABLE DISEASES

DISEASES REPORTED

Category I 13 31 36 14 17 15

Tuberculosis - Active Disease 14 15 30 17 23 19

Category II 1,406 1,681 1,819 2,025 1,809 1,800

Sexually Transmitted Diseases (STD) Syphilis 68 293 179 197 201 200

Sexually Transmitted Diseases (STD) Gonorrhea 322 536 487 505 510 500

Sexually Transmitted Diseases (STD) Chlamydia 946 1,925 1,919 1,912 2,048 2,000

SERVICES PERFORMED

Outreach: Directly Observed Therapy 14 15 30 19 23 20

Contact investigations 18 14 27 20 26 20

Epidemiological follow - up 114 110 207 213 197 200

CLINIC VISITS

Refugee Clinic Visits 66 58 0 0 0 0

TB Clinic Visits 1,642 1,639 1,466 1,363 1,024 1,200

PPD Clinic Visits 228 226 232 219 180 200

STD REPORTS

Male 727 668 721 682 433 500

Female 306 290 302 301 176 300

Total 1,033 958 1,023 983 609 800

Follow-up visits 133 80 93 102 38 50

HIV test offered 587 775 805 876 571 600

OTHER SERVICES

College Vaccinations 0 0 29 76 51 50

Firefighter Physicals 0 0 345 278 295 329

Employee Vaccinations 0 0 65 72 3

Flu Vaccinations 0 0 0 810 0 450

H1N1 Vaccinations 1,371 0

Police & Fire H1N1 Vaccinations 198 0 Note: The Refugee Clinic Program was discontinued.

FY 2011-2012 GOALS

1) To offer counseling, vaccines and medications necessary for international travel. 2) To expand the agreement with the Fire Dept. for work related physicals to include state of the

art hearing evaluations. 3) Responded to the need for school age immunizations necessary to enter/remain in school.


1) To maintain an optimal level of care as in past years. 6 MONTH STATUS: We continue to function at an optimal level of care.

2) To provide education and vaccination for H1N1 influenza. 6 MONTH STATUS: H1N1 is now included in seasonal influenza vaccine.

3) Orient and train new Public Health Nurses in the Communicable Disease Division as contractual language forced changes. 6 MONTH STATUS: No change in nursing staff since January 2010.

4) Continue to serve as an adjunct to Sacred Heart University Nursing Students. 6 MONTH STATUS: We continue to maintain the same services.

5) Continue to offer and perform blood-borne pathogen training to outside agencies. 6 MONTH STATUS: We continue to maintain the same services.

311

GENERAL FUND BUDGET COMMUNICABLE CLINIC PROGRAM HIGHLIGHTS


6) Continue to offer and perform mandated Hepatitis B vaccinations to city employees identified by OSHA as high risk. 6 MONTH STATUS: Continue to work with individual departments to purchase and administer vaccines as necessary.

7) Continue to provide a Tuberculosis Clinic. Clinical services include testing and treatment of all persons with active or latent Tuberculosis. In October of 2008 we needed to provide tuberculosis testing to employees of Walgreens pharmacy as part of a contact investigation. 6 MONTH STATUS: Maintained optimal level of care.

8) Provide a sexually transmitted disease clinic. Clinical services provide comprehensive STD screening, diagnosis and treatment for all STDs including HIV. 6 MONTH STATUS: Maintained optimal level of care.

9) Provide Directly Observed Therapy to patients with active (contagious) tuberculosis. This is the standard of care as recommended by the State Health Department and the Centers for Disease control. 6 MONTH STATUS: Maintained optimal level of care.

10) Provide epidemiological follow-up for reportable and Infectious diseases. This includes but is not limited to: Hepatitis, Salmonella, Shigella and other food-borne illnesses, Typhoid, Measles, Mumps, Legionella, Meningitis, et cetera. Each case is reviewed and reported to the State Department of Health. Follow-up includes contacting patients, health care facilities and providers to ensure that these diseases are treated and controlled to prevent their spread. 6 MONTH STATUS: Maintained optimal level of care.


1) Conducted contact investigations of tuberculosis cases at a local business in July 2009 and at the University of Bridgeport in March 2010. Worked in conjunction with student health services of the university to provide necessary education, testing and follow-up of those possibly exposed to the disease.

2) Our Nurse Practitioner continues to provide work related physicals involving EKG and Spirometry per the agreement with the Fire Dept. with the inclusion of state of the art hearing evaluations.

3) Maintained optimal level of care in offering flu vaccine to city residents and employees by bringing “immunity to the community”. This endeavor involved visiting homeless shelters, transitional living centers and home visits to physically homebound residents of the city.

4) Broadened of use of STD expedited services to routinely include express visits for asymptomatic individuals to increase patient numbers while decreasing wait times.

5) Maintained and strengthened our relationship with the State DPH including working together to provide in-services to city based health care facilities.

6)

312

GENERAL FUND BUDGET COMMUNICABLE CLINIC APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01554000 COMMUNICABLE DISEASE CLINIC 313,047 417,572 417,572 435,651 18,079





51140 LONGEVITY PAY 2,550 2,550 4,475 1,925


52360 MEDICARE 1,213 3,243 3,243 3,141 -102

52385 SOCIAL SECURITY 4,909 4,909 4,909

52399 UNIFORM ALLOWANCE 423 770 770 -770



52920 HEALTH BENEFITS BUYOUT 417




54595 MEETING/WORKSHOP/CATERING FOOD 305

54645 LABORATORY SUPPLIES 468 468 468

54670 MEDICAL SUPPLIES 6,490 17,258 17,258 8,629 -8,629

54675 OFFICE SUPPLIES 1,800 1,795 1,795 1,795

54700 PUBLICATIONS 42 42 21 -21

55135 MEDICAL EQUIPMENT 50 50 25 -25


56055 COMPUTER SERVICES 895 895 895

56150 MEDICAL EQUIPMENT MAINT SRVC 742 742 742

56155 MEDICAL SERVICES 1,281 8,016 8,016 4,008 -4,008


313

GENERAL FUND BUDGET



314


ENVIRONMENTAL HEALTH


MISSION STATEMENT To provide licenses and inspections in accordance with Connecticut General Statutes and local ordinances for restaurant and food establishments, swimming pools, barber and beauty shops, and child care and nursery school facilities.

CHIEF

ADMINISTRATIVE

OFFICER

HEALTH

ADMINISTRATION

ENVIRONMENTAL

HEALTH

MAYORCITY

COUNCIL

315

GENERAL FUND BUDGET ENVIRONMENTAL HEALTH BUDGET DETAIL


Warren Blunt Manager

REVENUE SUMMARY


FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY2011

BUDGET

01555000 ENVIRONMENTAL HEALTH -335,055 -328,850 -328,850 -328,850

41308 RODENT INSPECTION FEES -2,700 -4,500 -4,500 -4,500

41309 FLOOR PLAN REVIEW PLANS -4,400 -1,500 -1,500 -1,500

41332 TATTOO SHOPS -1,800 -2,250 -2,250 -2,250

41333 TRANSITIONAL LIVING HOUSES -3,000 -3,000 -3,000

41335 HAIR BRAIDING -600 -7,500 -7,500 -7,500

41337 MASSAGE ESTABLISHMENT PERMITS -300 -5,000 -5,000 -5,000

41360 DRY CLEANING LICENSE -600 -600 -600

41361 BUYING & SELLING LIVE POULTRY -150 -150 -150

41370 ITINERANT VENDOR LICENSE -2,500 -2,500 -2,500

41371 RETAIL TOBACCO LICENSE -20,000 -20,000 -20,000

41567 BARBER SHOP LICENSE -7,650 -6,000 -6,000 -6,000

41568 BEAUTY SHOP LICENSE -16,050 -16,000 -16,000 -16,000

41569 BEVERAGE LICENSE -9,250 -6,500 -6,500 -6,500

41570 DAYCARE FACILITY LICENS -7,200 -900 -900 -900

41571 ELDERLY CARE FACILITY LICENSE -200 -200 -200

41572 FOOD ESTABLISHMENT LICENSE -90,130 -85,000 -85,000 -85,000

41573 FROZEN DESSERT LICENSE -3,900 -3,500 -3,500 -3,500

41574 MILK DEALER LICENSE -100 -100 -100 -100

41575 NAIL SALON LICENSE -4,050 -3,500 -3,500 -3,500

41576 SWIMMING POOL LICENSE -4,400 -5,000 -5,000 -5,000

41577 POULTRY LICENSE -150 -150 -150 -150

41578 RESTAURANT LICENSE -107,625 -95,000 -95,000 -95,000

41579 SANDWICH SHOP LICENSE -39,100 -45,000 -45,000 -45,000

41580 TEMPORARY VENDOR LICENSE -19,000 -5,000 -5,000 -5,000

41581 VENDOR LICENSE -16,500 -10,000 -10,000 -10,000

41582 SEWAGE DISPOSAL SITE LICENSE -150 APPROPRIATION SUMMARY

ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01555000 ENVIRONMENTAL HEALTH 541,145 587,179 593,179 644,703 57,524

1555PS ENVIRONMENTAL HLTH PERSONAL SVCS 390,384 434,868 434,868 454,934 20,066

2555TPS ENVIRONMENT HLTH OTHER PERS SV 19,913 11,500 11,500 12,625 1,125

3555FB ENVIRONMENTAL HEALTH FRINGE BENEFITS 108,381 123,584 123,584 162,412 38,828

4555EX ENVIRONMENTAL HLTH OPER EXP 10,466 11,227 11,227 8,732 -2,495

6555SS ENVIRONMENTAL HLTH SPEC SVCS 12,000 6,000 12,000 6,000

PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012



1.0 REGISTERED SANITARIAN/INSPECTOR 65,091 65,091

1.0 SUPERVISING SANITARIAN 82,350 88,247 5,897

4.0 REGISTERED SANITARIAN/INSPECTOR 245,545 259,714 14,169

01555000 Total 7.0 434,868 454,934 20,066

316

GENERAL FUND BUDGET ENVIRONMENTAL HEALTH PROGRAM HIGHLIGHTS




ENVIRONMENTAL HEALTH

Complaints 1,500 2,000 2,600 3,500 4,200 5,000

Restaurant/Food Establishments (1) 1,069 1,099 1,245 1,240 1,488 1,500

Day Care Centers 49 46 37 37 44 50

Barber/Beauty Shops (2) 164 172 153 191 229 240

Water Samples 62 62 62 70 84 15

Swimming Pools 29 29 27 27 32 32

Summons 100 100 100 250 300 0

Sewer/Septic 1 1 0 3 3 5

Vendor- Push Carts (3) 169 181 203 145 174 178

Please Note: (1) Sandwich, Beverage, Milk & Poultry were combined to Restaurant/Food Establishment. (2) Nail Salons and Hair Braiding were added to Barbershop & Beauty (3) Temporary Vendors were added to Vendor/Push Carts. Restaurant and food establishments are inspected 1-4 times a year annually, not including re-inspections. All other establishments, including beauty shops, barber shops, nail salons, hair braiders, massage therapists, day care centers, and vendors and temporary vendors are inspected at least once annually.

FY 2011-2012 GOALS 1) To establish a more efficient and streamlined food licensing system to consolidate the

different types of food licenses into four (4) simple Classes to simplify and expedite licensing. The consolidation will not reduce our revenue or have any negative impact.

2) To establish a fee for rooming house inspections. Environmental Health currently inspects the rooming houses with the Housing Code and Fire Departments and is the only agency not collecting a fee for such inspection. This will help increase our revenue.

3) Begin enforcement of existing ordinances such as Dry Cleaning License. The existing ordinance states the fees are $50 for each plant, $2 for each press-shop, and $50 for each bobtail cleaner. This will increase our department’s revenue.

4) Begin enforcement of existing Tobacco Marketing Permit License. The existing ordinance states every establishment that sells tobacco must pay $125. This will increase our revenue by approximately $50,000.

5) To implement a weekly educational program at night for the public to speak to constituents on a variety of environmental health topics such as: healthy homes, safe food handling, integrated pest management, mold, bed bugs, mice, reusable sources of energy, proper sanitation, etc. This program would help educate the public and hopefully help reduce the number of complaints in the community and would allow the public to voice any concerns.

6) Purchase hand held PC components for our new digital computer system to maximize efficiency and productivity for use out in the field. This will help reduce the work load of our Mini Computer Operator and reduce wasted paper and be part of our going green initiative.

7) Hire an additional inspector to handle the increased work load of licensing new establishments such as the Tobacco Marketing Licensing, the Dry Cleaning License and the Rooming House License. This inspector would have to be a Registered Sanitarian.

FY 2010-2011 GOAL STATUS 1) Increase the number of inspectors to handle the number of complaints and inspect

restaurants on a timely basis. Also, create a new position, Office Manager, to oversee Mini Computer Operator and organize department for proficiency. 6 MONTH STATUS: One additional Registered Sanitarian was hired to help handle the increased work load. No position of Office Manger has been created or approved to date.

317



2) Expand license and regulation to cover approximately 50 Liquor Stores in the area, at a $250

license fee per store. Liquor Stores do sell food items such as water, juice, soda and ice. 6 MONTH STATUS: Met with city attorneys regarding existing ordinance for Food Establishments to be used to license such facilities and it was agreed upon and still pending to collect the fees from such establishments.

3) Create an educational component in an attempt at being proactive in establishing healthier homes, adapting greener initiatives, and minimizing nuisance complaints. The program will focus on landlords and tenants roles, responsibilities and relationships. There would be a charge of $20.00 per participant. 6 MONTH STATUS: Our department has been very proactive in the community holding numerous trainings at apartment complexes, health fairs, universities, churches, etc but at no cost to the participants or the host. Environmental health is considering the fee of $20.00 for next year’s budget.

4) Upgrade computer software to increase overall efficiency in daily operations. The current system is outdated and has limited application. A new system would allow capacity for digital inspections, accurate accounting and reporting measures. 6 MONTH STATUS: System has been purchased, the data is converted and our scheduled Go Live date is January 31, 2011. The system is web based and digital and once the field hand held components are purchased our efficiency will be greatly increased.

5) Establish a re-inspection fee for all failed inspections. Time is money and establishments that

fall should pay for re-inspection. This would increase revenues and act as a logical incentive for establishments to be in compliance. 6 MONTH STATUS: We are currently in process in conjunction with city attorneys, and finance department of collecting data from surrounding towns of their fee schedules and their ordinances to present to Bridgeport City Council this year for approval for the next budget year.

6) Increase the number of participants in the Food Handler Course to cover QFO's (Qualified Food Operator) and managers providing extra safety measures against an outbreak. 6 MONTH STATUS: Our Food Handlers Course continues to grow and encompass more citizens every week. The program has not expanded yet to cover QFO’s due to time and budget constraints.

7) Increase overtime line item to $10,000. This would be for Registered Sanitarians to work after hours with other agencies (Fire Department and Police Department) to identify illegal clubs and stores. This would help increase revenue and get those establishments in compliance. 6 MONTH STATUS: Our line item was not increased but the Registered Sanitarians continue to work with other agencies such as Police and Fire as needed to identify illegal clubs and establishments and close them when necessary.

FY 2010-2011 ADDITIONAL ACCOMPLISHMENTS 1) Found existing ordinance for Tobacco Marketing Permit of $125 per establishment and the

ordinance will be enforced in 2011 and the potential revenue could be in excess of $50,000. 2) Found existing ordinance for Licensing of Dry Cleaners that includes fees of $50 for each

plant, $2 each press shop, and $50 for each bobtail cleaner. This will be another added source of revenue.

3) Worked in conjunction with the Bridgeport Police Department S.E.T team to successfully inspect illegal establishments and either collect outstanding fees or close establishment. Also worked with the Bridgeport Police Department licensing division on shutting down all illegal push carts and vendors in the city.

318



4) Jennifer Eielson, Registered Sanitarian, was elected President of the Connecticut Environmental Health Association (CEHA). Jennifer Eielson was also elected 2

nd Vice

President of the Connecticut Association of Housing Code Enforcement Officials Inc (CAHCEO). Albertina Baptista, Registered Sanitarian, was elected Treasurer of CAHCEO. The presence of two of our Registered Sanitarians on these state organizational executive boards will help put Bridgeport in a positive light throughout the entire state.

5) The department has also conducted numerous Bed Bug educational seminars throughout the City of Bridgeport in an effort to be more proactive in handling complaints. Environmental Health Division Director Warren Blunt and Registered Sanitarian Larry Palaia have been the catalysts of this initiative and have established relationships with numerous agencies within the community to handle this epidemic together. Our department will continue holding and conducting such seminars in an effort to increase public awareness and reduce the amount of complaints received.

319

GENERAL FUND BUDGET ENVIRONMENTAL HEALTH APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01555000 ENVIRONMENTAL HEALTH 541,145 587,179 593,179 644,703 57,524



51116 HOLIDAY 2X OVERTIME PAY 300 300 300

51140 LONGEVITY PAY 4,200 4,200 5,325 1,125


52360 MEDICARE 2,469 5,140 5,140 5,181 41

52385 SOCIAL SECURITY 293 3,137 3,137 3,137





53715 PAGING SERVICES 2,800 2,800 1,400 -1,400

54675 OFFICE SUPPLIES 2,554 2,507 2,507 2,507

54680 OTHER SUPPLIES 1,136 1,151 1,151 575 -576

54745 UNIFORMS 601 618 618 309 -309



320


HOUSING CODE


MISSION STATEMENT To enforce all applicable State statutes and municipal ordinances under Housing and Commercial Code (15.12 and 15.16) to ensure safe, clean and habitable housing, to provide assistance to low and moderately low-income neighborhoods and to prevent blight and slums. Housing Code also issues Certificates of Apartment Occupancy (rental certificates required for most multi-family properties within the City) and yearly rooming house and hotel licenses. Housing & Commercial Code also provides inspection assistance to City agencies, including but not limited to: Fire Marshal, Police, Building Official, Zoning, Tax Collector, Environmental Health and Lead Paint Poisoning Divisions, OPED and Anti Blight Office, Community Development, City councilpersons and community groups. Outside agencies such as DCF, United Illuminating and Southern CT Gas Company also request inspections from the Housing & Commercial Code Enforcement.

CHIEF

ADMINISTRATIVE

OFFICER

HEALTH

ADMINISTRATION

HOUSING &

COMMERCIAL

CODE

MAYORCITY

COUNCIL

321

GENERAL FUND BUDGET HOUSING CODE BUDGET DETAIL


Richard Paoletto



FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY2011

BUDGET

01556000 HOUSING CODE -34,340 -42,000 -42,000 -42,000

41607 CERTIFICATEOFAPARTMENTRENTAL/O -26,695 -35,000 -35,000 -35,000

41608 ROOMINGHOUSE/HOTELLICENSES -5,195 -6,000 -6,000 -6,000

41609 HOTELLICENSECOMBINEDWITHROOMIN -2,450 -1,000 -1,000 -1,000 APPROPRIATION SUMMARY

ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01556000 HOUSING CODE 109,892 418,425 418,958 428,509 10,084

1556PS HOUSING CODE PERSONAL SVCS 80,541 322,177 322,177 322,177

2556TPS HOUSING CODE OTHER PERS SVCS 7,275 7,275 7,875 600

3556FB HOUSING CODE FRINGE BENEFITS 23,019 83,581 83,581 94,719 11,138

4556EX HOUSING CODE OPER EXP 6,331 4,842 5,375 3,188 -1,654

6556SS HOUSING CODE SPEC SVCS 550 550 550 PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012



4.0 HOUSING CODE INSPECTOR 274,310 274,310

01556000 Total 5.0 322,177 322,177

322

GENERAL FUND BUDGET HOUSING CODE PROGRAM HIGHLIGHTS




HOUSING CODE

Total Staff Hours 18,720 18,720 7,680 13,427 12,480 9,680

Complaints Processed 4,352 3,305 1,081 2,042 1,886 1822

Complaints Resolved 2,208 2,912 861 1,595 1,668 2,100

Non-compliance referred to Housing Court 73 89 34 44 48 10

INITIAL INSPECTIONS

No. of Dwellings 2,982 2,283 819 1,481 1,552 1,700

No. of Dwelling Units 4,229 3,250 1063 1,960 1,844 1,800

No. of Commercial 123 55 18 82 42 22

Subtotal 7,334 5,588 1,900 3,523 3,438 3,522

RE-INSPECTIONS

No. of Dwellings 6,899 6,303 3,052 5,446 4,296 4,000

No. of Dwelling Units 6,880 6,257 2,986 5,332 3,261 5,000

No. of Commercial 220 181 89 146 78 100

Subtotal 13,999 12,741 6,127 10,924 7,635 9,100

COMPLIANCE

No. of Dwellings 1,191 1,075 362 710 686 1,000

No. of Dwelling Units 2,167 1,815 486 915 958 1,050

No. of Commercial 41 22 13 20 24 50

Subtotal 3,399 2,912 861 1,645 1,668 2,100 PLEASE NOTE: CURRENT STAFF (AS OF JULY 2010) 1-ACTING DEPUTY DIRECTOR *(Lost approx. 720 hours of work time due to labor relations issues) 3-HOUSING & COMMERCIAL CODE INSPECTORS 1-MINI COMPUTER OPERATOR Procedures changed for issuing court summons. We are in the process of updating all files begun under the older process accordingly. It is very difficult to predict how many new complaints will be received in a given time period (tenants and citizens calling complaints/referrals daily and referrals are received infrequently from other departments (which directly impacts the number of initial and re-inspections)

FY 2011-2012 GOALS

1) Continue with goals set forth in 2009-2010. 2) Continue to work with Citistat to improve response time and compliance with code

enforcement complaints. 3) Work to bring in more revenue. 4) Work with incoming new health director, Ms. Kristen duBay Horton, to make sure housing &

commercial code enforcement fits into the Mayor’s and Ms. Horton’s vision of a modern and efficient health department.


1) Explore implementation of annual inspection & possible licensure of Supportive Housing complexes. 6 MONTH STATUS: CDBG-funded housing & commercial code inspector performed 22-Certificate of Apartment Occupancy (CAO) inspections, in coordination with Supportive Housing Works.

2) Explore implementation of ordinance requiring inspection & possible licensure of all college-owned residential facilities within the City.

323

GENERAL FUND BUDGET HOUSING CODE PROGRAM HIGHLIGHTS


6 MONTH STATUS: The process of moving offices in July and extended leave of absence of acting deputy director temporarily delayed this project. Currently consulting with CDA administration.

3) Expand the Healthy Homes Program. 6 MONTH STATUS: The process of moving offices in July and extended leave of absence of acting deputy director temporarily delayed this project. Currently consulting with CDA administration.

4) Explore the adoption of the International Code Council Property Maintenance Code (to unify

and eliminate existing weak or overlapping current City Ordinances). 6 MONTH STATUS: The process of moving offices in July and extended leave of absence of acting deputy director temporarily delayed this project. Currently consulting with CDA administration.

5) Certify all housing & commercial code inspectors as property maintenance inspectors. 6 MONTH STATUS: The process of moving offices in July and extended leave of absence of acting deputy director temporarily delayed this project. Currently consulting with CDA administration. Funding limitations are also a factor in procuring training facilities for the inspectors.

6) Work with Anti Blight office on back-logged (older files). 6 MONTH STATUS: Anti Blight continued until September 2010, approximately 236 inspections. Anti-Blight office currently undergoing re-organization and only requested 2-inspections of this office in the past 3-months. We have not been given the proper supplies to continue inspections.

7) Continue to attend community meetings and health/safety fairs. 6 MONTH STATUS: Housing & Commercial Code Enforcement has attended 1-health fair. We continue to offer outreach through walk-ins and daily phone calls.


1) July 2010, Housing & Commercial Code Enforcement successfully completed a move and transition from East Main Street into new facility at City Hall Annex on Broad Street.

2) We continue to work closely with Environmental Health, Lead Poisoning Prevention Program, Anti Blight and Illegal Dumping to help the constituents resolve code enforcement issues as seamlessly as possible.

HOUSING CODE APPROPRIATION SUPPLEMENT

ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01556000 HOUSING CODE 109,892 418,425 418,958 428,509 10,084

51000 FULL TIME EARNED PAY 80,541 322,177 322,177 322,177

51140 LONGEVITY PAY 7,275 7,275 7,875 600

52360 MEDICARE 571 2,829 2,829 2,707 -122




53610 TRAINING SERVICES 650 595 700 350 -245

53905 EMP TUITION AND/OR TRAVEL REIM 2,222 762 1,000 500 -262

54550 COMPUTER SOFTWARE 2,500 2,500 2,500 1,250 -1,250

54675 OFFICE SUPPLIES 809 810 1,000 1,000 190

56175 OFFICE EQUIPMENT MAINT SRVCS 550 550 550

56185 PUBLIC FACILITIES SERVICES

324


LEAD PREVENTION PROGRAM


MISSION STATEMENT To screen children for elevated lead levels and to ensure the removal of lead hazards in accordance with the Connecticut State Statutes, Federal Regulations, and Local ordinances.

CHIEF

ADMINISTRATIVE

OFFICER

HEALTH

ADMINISTRATION

LEAD PREVENTION

PROGRAM

MAYORCITY

COUNCIL

325

GENERAL FUND BUDGET LEAD PREVENTION BUDGET DETAIL


Audrey Gaines


Not applicable APPROPRIATION SUMMARY

ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01558000 LEAD PREVENTION PROGRAM 5,071 7,199 9,100 6,050 -1,149

4558EX LEAD PREV OPER EXP 3,324 2,391 3,000 3,000 609

6558SS LEAD PREV SPEC SVCS 1,747 4,808 6,100 3,050 -1,758 PERSONNEL SUMMARY

Not Applicable

326

GENERAL FUND BUDGET LEAD PREVENTION PROGRAM HIGHLIGHTS




LEAD PREVENTION

Children Screened 450 919 872 860 1,088 500

Children testing Positive 300 468 391 334 364 100

Screenings Confirmed 200 312 268 197 182 75

Children with reduced blood lead 72 292 248 190 233 80

Inspections 600 1,051 1,130 1,005 972 275

Hazards Found 300 627 822 614 759 150

Hazards Reduced/Abated 150 371 428 300 382 50

Abatement Plans Submitted 275 496 501 578 476 75

Management Plans Submitted 470 720 765 800 660 90

Educational Sessions 50 153 200 207 200 50 FY 2011-2012 GOALS

1) Prevent lead exposures by identifying possible or potential lead hazards before children are affected. This can accomplished by assuring that a comprehensive lead inspection is conducted at all properties built prior to December 1978, where children dwell or frequent.

2) Educate and enhance community knowledge regarding the identification of hazards in the home. The effects of high blood lead levels on health and life quality. Assist with the selection of lead hazard control methods that are safe, effective, feasible and sustainable.

3) Code Enforcement by assuring that homeowners, contractors, and other appropriate parties subject to lead hazard control mandations are complying.

4) Identify lead poisoned children via blood screenings held in schools, homes, daycares, health promotion events and office walk ins. Assure that children identified with positive lead screenings obtain a confirmatory lead test.

5) Case Management of all environmental and medical actions and maintain surveillance through the required database.

6) Assure that children’s blood lead levels reduce from the identified elevated blood lead level. 7) Assure the safe removal of lead hazards identified in homes where children dwell of locations

they frequent. 8) Increase revenue by increasing fee collection. 9) Develop an interactive question and answer web page.


1) Reduce exposure to lead toxic sources through inspections, education lead abatements and education. 6 MONTH STATUS: 256 lead inspections were conducted of which, 38 units of the 103 units found to have lead hazards were abated of all lead hazards. 12 educational sessions at professional and community forums were held where, collectively, 185 were in attendance.

2) Reduce incidents of elevated blood lead levels through timely testing, screenings, case management, and testing. 6 MONTH STATUS: 351 children were screened of which 149 required confirmatory testing. Case management assured that 134. Through the past 6 months, program personnel timely

notification and blood results monitoring of 468.

3) Code enforcement to ensure adherence to all lead mandations. 6 MONTH STATUS: Program personnel identified 7 property owners who are chronic violators. They face federal prosecution and fines from Environmental Protection Agency. 56 environmental cases are pending decisions in housing court at the local level.

327

GENERAL FUND BUDGET LEAD PREVENTION PROGRAM HIGHLIGHTS


4) Surveillance to create and maintain a lead safe housing index. Track the status of all lead

poisoned children. Central to this effort is STELLAR, a case and program management tool developed by the Centers for Disease Control. STELLAR stands for Systematic Tracking of Elevated Lead Levels and Remediation. This software application allows for a practical means of tracking medical and environmental activities in lead poisoning cases. The intent of this application is to provide an electronic means of addressing the data that Programs receive from labs, providers, clinics and case management professionals. 6 MONTH STATUS: 1888 environmental and medical events recorded.

5) Primary Prevention 6 MONTH STATUS: All ongoing daily activities.

6) Education of property owners, parents & families, and the general public about the dangers of lead exposure through educational sessions in a variety of public venues. 6 MONTH STATUS: 12 community and professional forums educational sessions were held. 47 were held in the primary homes and alternate homes of children with elevated blood lead levels.


1) Successfully completed a grant for the development of lead awareness and training for Board of Education.

2) Successfully negotiated with the Board of Education to include an on line lead education course of part of their science curriculum.

3) Nominated and named a finalist for an EPA award for outstanding education collaborative.

LEAD PREVENTION APPROPRIATION SUPPLEMENT

ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01558000 LEAD PREVENTION PROGRAM 5,071 7,199 9,100 6,050 -1,149

54680 OTHER SUPPLIES 932



56180 OTHER SERVICES 100 200 100 50 -150

328

HEALTH DIVISIONS: HUMAN SERVICES

HUMAN SERVICES


MISSION STATEMENT Per the City Charter, the purpose of Human Services (formerly Human Resources Development) is “to plan and/or coordinate programs of the city pertaining to manpower development, including training, job placement and employment and job counseling; welfare; day care; drug abuse control and prevention; services to youth for the prevention of delinquency; programs for the aging; the problems of the physically handicapped; and such other programs for the development of the full potential of individuals as may be assigned to it from time to time by ordinance or executive direction.”

CHIEF

ADMINISTRATIVE

OFFICER

HEALTH

ADMINISTRATION

HUMAN SERVICES

MAYORCITY

COUNCIL

329

GENERAL FUND BUDGET HUMAN SERVICES BUDGET DETAIL


Valerie Sorrentino


Not Applicable


ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01575000 HUMAN SERVICES ADMINISTRATION 97,508 99,570 99,570 101,144 1,574

1575PS HUMAN SVC ADM PERSONAL SVCS 68,598 70,104 70,104 70,819 715

2575TPS HUMAN SVC ADM OTHER PERS SVCS 2,270

3575FB HUMAN SERVICES ADMIN FRINGE BENEFITS 23,083 26,789 26,789 28,020 1,231

4575EX HUMAN SVC ADM OPER EXP 3,557 2,677 2,677 2,305 -372 PERSONNEL SUMMARY

ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET


1575PS HUMAN SVC ADM PERSONAL SVCS 68,598 70,104 70,104 70,819 715

2575TPS HUMAN SVC ADM OTHER PERS SVCS 2,270

3575FB HUMAN SERVICES ADMIN FRINGE BENEFITS 23,083 26,789 26,789 28,020 1,231

4575EX HUMAN SVC ADM OPER EXP 3,557 2,677 2,677 2,305 -372

330

GENERAL FUND BUDGET HUMAN SERVICES PROGRAM HIGHLIGHTS




HUMAN SERVICES ADMINISTRATION

GRANT/PROGRAM ADMINISTRATION

Properly administer grant funding $519,565 $551,260 $707,617 $738,235 $706,409

Complete renewal grants 12 12 13 13 13

Obtain necessary approvals & signatures for grants 12 12 13 13 13

Negotiate & draw up sub-contracts with non-profit agencies 14 15 16 16 16

Complete & submit monthly, quarterly and annual reports 64 64 64 64 64

Monitor contractual programs 14 15 16 16 16

Technical assistance to Bridgeport non-profits applying for NAA 21 26 26 18 20

Assistance to corporations who wish to contribute to NAA 4 5 5 2 2

COMMUNITY SERVICE THROUGH GRANT PROGRAMS

Programs that serve Bridgeport veterans (SSBG) 439 704 750 1,396 1,400

Programs that serve Hispanic youth & their families (SSBG) 40 34 40 53 40

Programs that serve people with disabilities (SSBG) 40 33 40 70 300

Programs that Serve Youth & Families (YSB/CDBG Grants) 1,662 2,948 2,500 2,312 2,300

Programs that promote sub. abuse prevention (RYASAP) 102,116 102,550 102,550 103,400 101,500

Elderly Health Screening Programs (DSS) 403 514 450 372 450

East Side Senior Center (SWCAA & CDBG) 152 150 250 151 175

Transportation for the Elderly & Disabled (State DOT) 5,952 6,000 6,000 6,000 6,000

SPECIAL EVENTS

Health Fair 1,500 1,500 2,000

World AIDS Day 150 100 100 200 200

Diabetes Initiative & other Health & Wellness Initiatives 1,500 1,500 2,000 600 600

Mayor's Prayer Breakfast 100 100 N/A

Alcohol & Substance Abuse Luncheon 50 50 50 50 0

Total Population Served 114,104 116,183 116,730 116,604 112,965

RYASAP/DMHAS PROGRAMS

Bridgeport Profiles theater group 1,750 800

Health Fair/Community Events 800 700

Tobacco slides @ movie theaters 100,000 100,000

Underage drinking activities 850 0

Human Services staff assists in the Program Management of several Health Department grants as well as planning and implementing special events, health fairs and wellness activities. These are included in the Health Administration budget. Human Services is the umbrella agency for Veterans’ Affairs, the Office for Persons with Disabilities, the Youth Services Bureau, and the East Side Senior Center. Since our relocation to the Health Department, Human Services staff has taken on the management of several grants in addition to the planning & coordination of special events. NAA=Neighborhood Assistance Act DSS=Department of Social Services SSBG=Social Services Block Grant YSB= Youth Service Bureau SWCAA=Southwestern Connecticut Agency on Aging

FY 2011-2012 GOALS 1) Efficient operation of departments and grant programs under the Human Services umbrella.

Oversee Veterans Affairs, Office for Persons with Disabilities and East Side Senior Center and provide assistance and support as needed.

Monitor progress and expenditures to ensure that programs are operating efficiently and that grant and General Fund dollars are spent appropriately and within funding period.

Encourage program development and expansion. 2) Grant/Program Administration

Administer and manage new and renewal grants and sub-contracts with non-profit agencies for health and human services programs in Bridgeport.

Complete all required monthly, quarterly and annual reports.

Work with Central Grants Office to secure additional grant dollars to meet community needs.

Manage and monitor the programs and contracts under the Youth Service Bureau (YSB) and Bridgeport United Coalition.

331



Monitor the progress of the Elderly Health Screening Program and provide technical assistance as needed.

Work with Parks & Recreation Dept to coordinate trips under Dial-A-Ride Transportation Program for seniors, veterans and people with disabilities

3) Neighborhood Assistance Act (NAA)

Serve as City's liaison to State Department of Revenue Services (DRS)

Provide technical assistance and increase participation for Bridgeport non-profits who wish to apply for NAA tax credit program and to corporations who wish to contribute

Obtain all necessary local approvals and submit NAA package to DRS

4) Assist Health Department Administration

Serve as liaison between the Health Department and Central Grants Office for all new and renewal grants

Attend community and City Council meetings on behalf of the Health Director

Sponsor annual community health fair and assist in the planning of wellness and health promotion programs.

FY 2010-2011 GOAL STATUS 1) Efficient operation of departments and grant programs under the Human Services umbrella.

Oversee Veterans Affairs. Office for Persons with Disabilities, Department on Aging and

East Side Senior Center and provide assistance and support as needed.

Monitor progress and expenditures to ensure that programs are operating efficiently and that grant and General Fund dollars are spent appropriately and within funding period.

Encourage program development and expansion.

6 MONTH STATUS: Assistance and monitoring are ongoing. All programs are currently operating as efficiently as can be expected. Veterans and Disabilities have been very successful in expanding their programs in spite of limited staff hours. East Side Senior Center continue to provide recreation, socialization, health screening including flu shots, education and nutrition to 60 – 65 seniors each day. The center is bright and inviting and seen as a second home to many seniors, primarily Latino. 2) Grant/Program Administration

Administer and manage new and renewal grants and sub-contracts with non-profit agencies for health and human services programs in Bridgeport.

Complete all required monthly, quarterly and annual reports.

Work with Central Grants Office to secure additional grant dollars to meet community needs.

Manage and monitor the programs and contracts under the Youth Service Bureau (YSB), Mayor's Substance Abuse Prevention Council and Bridgeport United Coalition.

Implement activities under Bridgeport United Coalition (DMHAS).

Monitor the progress of the Elderly Health Screening Program and provide technical assistance as needed.

Coordinate trips under Dial-A-Ride Transportation Program for seniors and people with disabilities. Work to expand transportation dollars for seniors, veterans and people with disabilities.

6 MONTH STATUS: Continue to manage 13 Human Services grants and 16 sub-contracts with non-profit agencies; assist Health Dept in program and fiscal management of their grants and complete all required reports. Continue to work with Central Grants to secure additional grant funding – will be applying for Drug Free Communities Grant to continue efforts of Bridgeport United Coalition. Elderly Health Screening program is providing services at 13 sites; currently administering flu vaccines. Recently developed implementation plan for a coordinated senior transportation program which will be administered by Parks & Recreation.

332



3) Neighborhood Assistance Act (NAA)

Serve as City's liaison to State Department of Revenue Services (DRS)

Provide technical assistance and increase participation for Bridgeport non-profits who wish to apply for NAA tax credit program and to corporations who wish to contribute

Obtain all necessary local approvals and submit NAA package to DRS

6 MONTH STATUS: In 2010, 20 non-profit organizations participated in the NAA program. A total of $204,600 was pledged for these programs, Technical assistance was provided as needed. 4) Assist Health Department Administration

Serve as liaison between the Health Department and Central Grants Office for all new and renewal grants

Attend community and City Council meetings on behalf of the Health Director

Sponsor annual community health fair and assist in the planning of wellness and health promotion programs.

6 MONTH STATUS: Continue to manage Health Dept grants and serve as liaison to the Central Grants Office and City Council. Assisted HIV/AIDS Dept in partnering with GBAPP to secure additional funding for testing and education. Participated in various health fairs during the summer months and assisted with special events such as World Aids Day program.

FY 2010-2011 ADDITIONAL ACCOMPLISHMENTS 1) Assisted Health Dept in providing a Farm Stand at our location. It was very successful. Over

2,000 low income people had access to fresh fruits and vegetables from July through October. Through grant funding and a partnership with Wholesome Wave Foundation, double coupons were given to WIC mothers and seniors. Dial-a-Ride was used to transport seniors to the farm stand each week. UCONN provided a nutritionist who did cooking demonstrations and provided healthy recipes. We are working with Central Grants to secure additional funding to expand our sites to serve more people.

333

GENERAL FUND BUDGET HUMAN SERVICES APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET


51000 FULL TIME EARNED PAY 68,598 70,104 70,104 70,819 715



51140 LONGEVITY PAY -295


52360 MEDICARE 480 1,017 1,017 942 -75


52917 HEALTH INSURANCE CITY SHARE 17,034 19,112 19,112 19,005 -107

53705 ADVERTISING SERVICES 87 45 45 23 -22

54595 MEETING/WORKSHOP/CATERING FOOD 900

54675 OFFICE SUPPLIES 912 1,132 920 920 -212

54680 OTHER SUPPLIES 212 212 212 212

55050 CLEANING EQUIPMENT 600

55055 COMPUTER EQUIPMENT 500 800 800 800

55155 OFFICE EQUIPMENT RENTAL/LEAS 346 700 700 350 -350

334


PERSONS WITH DISABILITIES


MISSION STATEMENT Our mission is to provide information on issues, rights, and programs for persons with any disability, their families and the community. The office empowers persons to advocate for themselves, to assist with direct advocacy support, when necessary, and to ultimately achieve the full inclusion of persons with disabilities in the community. Our objectives include providing information and referral for persons with disabilities and their families, providing advocacy/protective/safeguarding services for persons with disabilities to help insure their rights are protected and to prevent abuse, neglect and/or exploitation, and providing community outreach and education to community groups, agency personnel and disability support groups.

CHIEF

ADMINISTRATIVE

OFFICER

HEALTH

ADMINISTRATION

HUMAN SERVICES

MAYORCITY

COUNCIL

OFFICE OF

PERSONS WITH

DISABILITIES

335

GENERAL FUND BUDGET PERSONS WITH DISABILITIES BUDGET DETAIL


Valerie Sorrentino



ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01576000 PERSONS WITH DISABILITIES 5,968 5,855 5,855 4,762 -1,093

4576EX PERSONS W/DISABILITY OPER EXP 5,968 2,675 5,855 4,762 2,087

6576SS PERSONS W/DISABILITY SPEC SVCS 3,180 -3,180 PERSONNEL SUMMARY

Not Applicable

336

GENERAL FUND BUDGET PERSONS WITH DISABILITIES PROGRAM HIGHLIGHTS




PERSONS WITH DISABILITIES

Information and referrals 861 977 1,318 1,145 1,312 1,200 Note: Note: 2008-2009 and 2009 - 2010 numbers for information & referral are reduced due to reduced staff. Office of Persons with Disabilities has also eliminated case management for advocacy and safeguarding services as well.

FY 2011-2012 GOALS

1) To provide 1,200 information and referral contacts. 2) Serve at least 50 families through the Disabilities/Veterans food pantry. 3) Provide 50 clients with special nutritional needs the opportunity to meet with a nutritionist who

will help them eat healthy. 4) Expand services to include case-management in order to follow-up and ensure that needed

services are received; help clients apply for Renter’s Rebate, Medicare and other financial assistance programs.

5) Attend meetings at the Disability Resource Center for the purpose of sharing information and networking; create partnerships and have a stronger presence in the community.

FY 2010-2011 GOAL STATUS 1) To provide a total of 1,200 information and referral contacts.

6 MONTH STATUS: Over 500 units of service were provided from July 1, 2010 – December 2010 for over 100 individuals

2) To attend regularly scheduled meetings at the Disability Resource Center for the purpose of information sharing and focusing on community integration and systems advocacy. 6 MONTH STATUS: A representative of the office attended meetings at the Disability Resource Center. Meetings are held the first Thursday of every month. Many resources are obtained during these meetings and the meetings provide a perfect venue for networking.

3) To staff and provide support to the Commission for People with Disabilities. 6 MONTH STATUS: The commission is in the process of being reformed. Meetings have not been scheduled as of yet.

4) To serve 300 families (duplicated) each year through the Veterans/Office of Persons with Disabilities (OPD) food pantry. 6 MONTH STATUS: To date 158 disabled persons and their families have been served through the food pantry and follow up on each client is done to ensure that the people in Bridgeport are receiving the benefits they are entitled to.

337

GENERAL FUND BUDGET PERSONS WITH DISABILITIES APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01576000 PERSONS WITH DISABILITIES 5,968 5,855 5,855 4,762 -1,093

53605 MEMBERSHIP/REGISTRATION FEES 25

53610 TRAINING SERVICES 897 350 950 475 125

53705 ADVERTISING SERVICES 400 1,255 1,255 1,255

53720 TELEPHONE SERVICES 210 210 210 210

54675 OFFICE SUPPLIES 1,160 1,874 889 889 -985

54680 OTHER SUPPLIES 1,728 1,235 617 617

54705 SUBSCRIPTIONS 67 250 250 250

54725 POSTAGE 502 451 451 451

54730 PRINTING SUPPLIES 680 300 300 300


56225 SECURITY SERVICES 3,180 -3,180

338


VETERANS AFFAIRS


MISSION STATEMENT Our mission is to ensure the provision and coordination of human services for the City's armed forces veterans. We educate Bridgeport veterans and their families of benefits, programs and all information to which they are entitled. We assist veterans with paperwork and advocate on their behalf. We direct veterans to job opportunities with the State Department of Labor. We help obtain food vouchers for their families. We direct and support Memorial Day and Veterans Day programs.

CHIEF

ADMINISTRATIVE

OFFICER

HEALTH

ADMINISTRATION

HUMAN SERVICES

MAYORCITY

COUNCIL

VETERANS’

AFFAIRS

339

GENERAL FUND BUDGET VETERANS AFFAIRS BUDGET DETAIL


Jill Bruno Manager

REVENUE SUMMARY


ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01578000 VETERANS' AFFAIRS 58,460 72,559 72,559 101,819 29,260

1578PS VETERANS AFFAIRS PERSONAL SVCS 30,398 30,848 30,848 70,630 39,782

3578FB VETERAN'S AFFAIRS FRINGE BENEFITS 15,797 16,973 16,973 17,579 606

4578EX VETERANS AFFAIRS OPER EXP 12,266 23,281 23,281 12,881 -10,401

6578SS VETERANS AFFAIRS SPEC SVCS 1,457 1,457 729 -728 PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


1.0 TRANSPORTATION COORDINATOR (35 HRS) 30,848 31,813 965

1.0 DIRECTOR V.A. 38,817 38,817

01578000 Total 2.0 30,848 70,630 39,782

340

GENERAL FUND BUDGET VETERANS AFFAIRS PROGRAM HIGHLIGHTS




VETERANS AFFAIRS

Veterans Assisted (1) 600 825 500 700 800 450

New Programs Implemented N/A 550 475 250 140

Special Event Programming N/A 300 460 650 13

Transportation Provided (2) N/A 3,680 4,672 5,000 7,500 3,800 (1) Veterans assisted are unduplicated. (2) Transportation provided numbers are units of service, and thus duplicated.

FY 2011-2012 GOALS

1) To Serve Bridgeport Veterans and their dependents through assistance with essential services.

2) To provide transportation to and from the Veterans Medical Center, Monday through Friday.

3) To provide information & referral on entitlements for: Military benefits. Medical Benefits, Death benefits, Addiction Services, Education, Employment, Records, Renter’s Rebate and related programs.

4) To provide a Food Pantry for all Veterans and or their dependents who are in need. 5) To provide over 10,000 flags each year to be placed on the graves of those Veterans

buried in all Bridgeport cemeteries. 6) To provide ongoing communication with the community to raise awareness of our

services and to outreach to veterans and their families needing assistance. 7) To work together with the State of Connecticut Department of Labor and the Federal Government Veterans Center by creating programs and providing help in our office that

would be staffed by these and other agencies. This will also help create a leaner more efficient government and create a “one stop shop” atmosphere.

8) Work with the New Haven Vets Center to schedule the mobile veteran center at our location quarterly to expedite all medical and disability claims.

9) Along with the Office for Persons with Disabilities a nutrition program will be created in order to educate those with health related issues to improve or maintain their special dietary needs.

FY 2010-2011 GOAL STATUS 1) To Serve Bridgeport Veterans and their dependents.

6 MONTH STATUS: The Office of Veterans Affairs provides essential services to veterans and or their dependents. The food pantry distributes nutritional meals for those who are in need. Over 600 Veterans and their dependents visited our office from the months of July/2010 through December/2010.

2) To provide transportation to and from the Veterans Administration Hospital, Monday through Friday. 6 MONTH STATUS: Within the last 6 months over 3800 rides were given to our city’s veterans in order to obtain the much needed medical care from mild to severe medical conditions.

3) To provide information & referral on entitlements for: Military benefits. Medical Benefits, Death benefits, Addiction Services, Education, Employment, Records and related programs. 6 MONTH STATUS: The Office of Veterans Affairs files a request for all military records including their discharge documents and copies are kept on file in order to provide follow-up services.

341

GENERAL FUND BUDGET VETERANS AFFAIRS PROGRAM HIGHLIGHTS


4) To provide a Food Pantry for all Veterans and or their dependents who are in need. 6 MONTH STATUS: The Veterans food pantry has also combined their efforts with the Office of Person’s living with Disabilities and distributed over 18,000 meals from July/2010 through December/2010.

5) To provide over 10,000 flags each year to be placed on the graves of those Veterans buried in all Bridgeport cemeteries. 6 MONTH STATUS: Volunteers gather the week before Memorial Day to place over 14,000 flags at the grave site of all veterans in all of the cemeteries in Bridgeport.

6) To provide ongoing communication with the community to raise awareness of our services. 6 MONTH STATUS: Pearl Harbor Day, Veterans Day and Memorial Day services are sponsored by our office and Veterans volunteer to speak at local schools and churches to inform the public of all services that are available.

7) To work together with the State of Connecticut Department of Labor and the Federal Government Veterans Center by creating programs and providing help in our office that would be staffed by these and other agencies. This will also help create a leaner more efficient government. 6 MONTH STATUS: The Office of Veterans Affairs is currently working with the State of Connecticut’s Commissioner, Linda Schwartz in order to provide a central location in Bridgeport whereas both offices can work together increasing the benefits in order to better serve our existing veterans and those currently returning from war. The Office of Veterans Affairs has been working with The U.S. Department of Veterans Affairs Vet Center for the last year once every week. This collaboration has helped to bring the current combat veterans in for their assessment in benefits. The Mobile Vet Center (a 39’ RV) will be visiting us in February offering to assist with medical claims and disabilities (service connected and non-service connected). It is our goal to have this mobile veteran center visit our location quarterly. This will expedite all medical and disability claims.

VETERANS AFFAIRS APPROPRIATION SUPPLEMENT

ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01578000 VETERANS' AFFAIRS 58,460 72,559 72,559 101,819 29,260


52360 MEDICARE 212 447 447 400 -47


52917 HEALTH INSURANCE CITY SHARE 13,237 13,595 13,595 13,552 -43

53605 MEMBERSHIP/REGISTRATION FEES 25 -25

53720 TELEPHONE SERVICES 1,000 1,000 500 -500

54595 MEETING/WORKSHOP/CATERING FOOD 3,795 3,000 3,000 1,500 -1,500

54610 DIESEL 4,000 4,000 2,000 -2,000

54615 GASOLINE 6,000 6,000 3,000 -3,000

54650 LANDSCAPING SUPPLIES 875 875 875 875

54675 OFFICE SUPPLIES 446 450 450 450

54680 OTHER SUPPLIES 6,000 6,777 6,802 3,401 -3,376

54745 UNIFORMS 1,150 1,155 1,155 1,155

56170 OTHER MAINTENANCE & REPAIR S 1,457 1,457 729 -728

342


LIGHTHOUSE PROGRAM


MISSION STATEMENT The mission of the Lighthouse Program is to provide youth within the City of Bridgeport with opportunities to learn and grow in a structured environment. Objectives include providing 3,500 youth with quality after-school and summer educational and recreational programming in a structured setting; providing a minimum of 100 high school youth with meaningful year round employment opportunities; and increasing current advocacy and marketing efforts.

VISION STATEMENT To provide a safe environment that compliments school day learning and fosters intellectual, cultural, physical, social and emotional development of children by partnering with and supporting the efforts of family, school, and community. Children, youth and adults will be provided with opportunities to become independent lifetime learners as well as innovative, creative, and productive citizens.

CHIEF

ADMINISTRATIVE

OFFICER

HEALTH

ADMINISTRATION

MAYOR CITY COUNCIL

HUMAN

SERVICES

LIGHTHOUSE

PROGRAM/

YOUTH SERVICES

343

GENERAL FUND BUDGET LIGHTHOUSE/YOUTH SERVICES BUDGET DETAIL


Tammy Papa



ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01579000 LIGHTHOUSE/YOUTH SERVICES 1,338,410 1,359,719 1,359,719 1,365,411 5,692

1579PS LIGHTHOUSE PERSONAL SVCS 207,893 215,822 215,822 222,682 6,860

2579TPS LIGHTHOUSE OTHER PERS SERVICES 2,400 2,400 3,150 750

3579FB LIGHTHOUSE FRINGE BENEFITS 50,770 57,497 57,497 62,376 4,879

4579EX LIGHTHOUSE OPER EXP 14,802 15,000 15,000 11,203 -3,797

6579SS LIGHTHOUSE SPEC SVCS 1,064,944 1,069,000 1,069,000 1,066,000 -3,000 PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


1.0 DIRECTOR LIGHTHOUSE PROGRAM 92,043 96,681 4,638


1.0 YOUTH PROGRAM MANAGER 49,889 51,450 1,561

1.0 PROGRAM SITE MONITOR 40,375 39,987 -388

01579000 Total 4.0 215,822 222,682 6,860

344

GENERAL FUND BUDGET LIGHTHOUSE/YOUTH SERVICES PROGRAM HIGHLIGHTS




LIGHTHOUSE PROGRAM

After-School Program Participants 3,500 2,500 2,200 2,700 2,850 3,000

Summer Program Participants 3,800 2,600 2,150 2,400 2,350 2,600

Volunteers 0 14 20 20 68 99

Summer Youth Employment Participants 110 360 376 309 0 0

Parental Involvement 5 12 15 36 195 360

Outreach Efforts Conducted 2 20 21 10 12 12 FY 2011-2012 GOALS

1) To transition the Lighthouse Program into the Mayor’s Office of Education and Youth. 2) To work with the IT Department in the production of a community based information template

that will automatically map existing services for children. 3) To establish goals for each of the subcommittees under the Mayor’s Office of Education and

Youth. 4) To ensure goals for each subcommittee are met. 5) To maintain existing Lighthouse afterschool and summer services at 26 sites. 6) To expand and enhance the professional development opportunities offered through the new

office of Education and Youth to include subcommittee personnel. 7) To solicit one new funding source to help carry out the work of the Mayor’s Office of

Education and Youth.

FY 2010-2011 GOAL STATUS 1) To increase the number of middle school children attending all Lighthouse sites by

developing and offering choice program for 6th, 7

th, and 8

th graders. Current estimates of

middle school children are roughly 540. 6 MONTH STATUS: There are currently 424 sixth through eighth grade students attending the Lighthouse Program. While this number is short of expectations, it generally climbs in the spring when more outdoor and sporting activities are offered. Plans for additional choices include wrestling, girls volleyball, girls and boys basketball, and coed flag football. We are currently working with providers of these services and the Lighthouse sites to spark interest.

2) To develop a teen training and employment program independent of grant funding to ensure available slots for summer and year round positions. 6 MONTH STATUS: As part of the Mayor’s office of Education and Youth, we are working with providers of training and employment services to promote additional opportunities. The Lighthouse Program is prepared to offer training by which students can receive certificates of completion, but will work with others in the community to reach out for job placements.

3) To cultivate the partnerships necessary to implement a year round teen training and employment program. 6 MONTH STATUS: See # 2 above

4) To maintain existing opportunities for professional development to all Lighthouse site coordinators and invite outside agencies to participate when possible. 6 MONTH STATUS: To date, the Lighthouse Program has offered 9 workshops and has an additional 18 set up for the months of February through May. This represents an increase over last year’s offerings. Out of all the workshops, 5 were open to outside agencies not providing services to Lighthouse.

5) To solicit additional membership for the Bridgeport After School Network. 6 MONTH STATUS: Three additional organizations have joined the Network since July.

345

GENERAL FUND BUDGET LIGHTHOUSE/YOUTH SERVICES PROGRAM HIGHLIGHTS


6) To apply for additional earmark funding in the amount of $500,000. 6 MONTH STATUS: The Lighthouse Program is currently waiting to hear whether or not it will receive an additional $500,000 in earmark funding. The application will be due to the federal office of juvenile justice once funding is secured and we are invited to submit.

7) To increase the number of students served with supplemental educational tutoring services by 20%. Current numbers are 325. 6 MONTH STATUS: Unfortunately, we have fallen short of expectations due to the number of new providers offering tutoring. Available slots decreased and numbers of providers increased. All past vendors are serving less students than originally anticipated. Current Lighthouse numbers are at 235 and we anticipate an additional 30 plus Kindergarten students later this month or in early February.

8) We are looking to complete a guide to local government functions for schools to have on hand when they tour City Hall. This child-friendly manual will convey the mission and activities of most municipal departments.

6 MONTH STATUS: We have some preliminary drafts in place and would like to roll this out

as part of the Mayor’s Office of Education and Youth as we believe it is a nice fit.

9) To develop a Lighthouse Program sponsored “green” initiative involving school age children addressing local community issues. 6 MONTH STATUS: The Lighthouse Program has subcontracted with the Student Conservation Association and is currently working in five after school locations. Children are exposed to all types of conservation initiatives with age appropriate curriculum and class trips to further their experience. If successful, we hope to increase the numbers of participating sites for next year.

10) To showcase the Lighthouse Program in one culminating activity during the spring of 2011. 6 MONTH STATUS: Lighthouse staff in partnership with Neighborhood Studios is currently working on the planning stages of this event and a venue in which to hold it. It is anticipated that it will more than likely take place the 3

rd week of May.


1) Put forward the “Summer in the City” brochure for the 2010 summer and have currently completed a new winter addition as part of the Mayor’s Office of Education and Youth.

2) Planned and began implementing phases of the Mayor’s new office of Education and Youth. 3) Secured ACT Funding for the Bridgeport After School Network.

346

GENERAL FUND BUDGET LIGHTHOUSE/YOUTH SERVICES APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01579000 LIGHTHOUSE/YOUTH SERVICES 1,338,410 1,359,719 1,359,719 1,365,411 5,692


51140 LONGEVITY PAY 2,400 2,400 3,150 750

52360 MEDICARE 1,484 3,164 3,164 3,079 -85




53610 TRAINING SERVICES 324 350 350 175 -175

53705 ADVERTISING SERVICES 445 1,500 1,500 750 -750


53750 TRAVEL EXPENSES 2,569 1,000 1,000 1,000


54675 OFFICE SUPPLIES 4,597 5,000 5,000 2,500 -2,500


56085 FOOD SERVICES 5,964 6,000 6,000 3,000 -3,000

56115 HUMAN SERVICES 1,060,000 1,060,000 1,060,000 1,060,000


56240 TRANSPORTATION SERVICES 1,980 2,000 2,000 2,000

56250 TRAVEL SERVICES -4,000

347

GENERAL FUND BUDGET LIGHTHOUSE/YOUTH SERVICES APPROPRIATION SUPPLEMENT



348


SOCIAL SERVICES


MISSION STATEMENT To provide for the social and economic welfare of Bridgeport residents through career development opportunities, community outreach and referral services and hardship assistance to prevent homelessness. The department also provides technical assistance to community agencies, administers state and federal programs that target economically and socially disadvantaged city residents and assists in special initiatives of a social nature as assigned by the city’s administration. Additionally, to support legislation which helps support economically disadvantaged city residents. The department is a social service liaison to the community and business sector.

CHIEF

ADMINISTRATIVE

OFFICER

HEALTH

ADMINISTRATION

SOCIAL SERVICES

MAYORCITY

COUNCIL

349

GENERAL FUND BUDGET SOCIAL SERVICES BUDGET DETAIL


Iris Molina



FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY2011

BUDGET

01585000 SOCIAL SERVICES -25

41678 LAWSUITSETTLEMENTREIMBURSEMENT -25 APPROPRIATION SUMMARY

ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01585000 SOCIAL SERVICES 138,873 137,049 234,998 150,239 13,190

1585PS SOCIAL SERVICES PERSONAL SVCS 73,042 61,723 159,943 95,477 33,754

2585TPS SOCIAL SERVICES OTHER PERS SVCS 1,846 2,325 2,325 -2,325

3585FB SOCIAL SERVICES FRINGE BENEFITS 21,032 16,044 15,773 21,283 5,239

4585EX SOCIAL SERVICES OPER EXP 5,857 6,957 6,957 3,479 -3,478

6585SS SOCIAL SERVICES SPEC SVCS 37,096 50,000 50,000 30,000 -20,000 PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


CODE ENFORCEMENT RELOCATION COORD 18,656 -18,656

1.0 DIRECTOR OF SOCIAL SERVICES(40 HRS) 43,067 95,477 52,410

01585000 Total 1.0 61,723 95,477 33,754

350

GENERAL FUND BUDGET SOCIAL SERVICES PROGRAM HIGHLIGHTS




SOCIAL SERVICES

Pathways out of poverty/ Green Up N/A N/A N/A N/A 70

SNAP Employment & Training Program 2,619 3,096 3,675 4,410 2,248

Social Services Block Grant/SAGA 2,801 2,989 3,328 3,994 2,459

Elderly Hispanic Outreach 747 232 245 270 250

CDBG - Code Violation /Hardship Relocation 386 685 788 743 450

Healthy Start Program 812 1,100 1,320 1,382 2,233

Women Infant & Children (WIC) Program 8,171 8,285 8,600 10,320 0

TOTAL 15,536 16,387 17,956 21,119 7,710 FY 2011-2012 GOALS

1) The Social Services Department’s goal is driven by the outcome requirements for the grants programs that we administer. For the fiscal year 2012, we anticipate administering 6 grant funded programs and remain in compliance with state and federal guidelines. The Social Services Department will continue to seek grants funding that will enable the City of Bridgeport to administer programs that will enhance the lives of those residents who are socio-economically challenged.


1) The goals of the department of Social Services are driven by the outcome requirements of the grants that we administer. For the fiscal year 2010-2011, we will continue to administer 5 grant funded programs and remain in compliance with state and federal guidelines. We continue to provide services to the indigent and “working poor” population that we serve. 6 MONTH STATUS:

1) Pathways Out Of Poverty (Green-Up) Grant Program: 2010 - 2012 The City’s Social Services Department has partnered with the WorkPlace, Inc., to outreach 100 Bridgeport residents who are unemployed, underemployed or an ex-offender to participate in the Green-Up Training Program. This training prepares participants to obtain employment in the green industry. Also, training initiative evokes and enhances the Mayor’s Be Green 2020 concept.

52 participants have participated in the program thus far.

24 completed 101 Core Survey Courses

12 enrolled into Occupational Skills Training

7 completed training and received the following credentials: o Asbestos Abatement Worker (Licensed by the State of CT) o Lead Abatement Worker ((Licensed by the State of CT) o OSHA 10 – Safety Card o HAZWOPER – 40 Hours – Certificate o Lead Safe Awareness - Certificate

5 placed into employment

5 retained employment

2) Supplemental Nutrition Assistance (SNAP) - Grant Program: 2007- 2010 – Extended to

3/31/11 Our Supplemental Nutrition Assistance Program (formerly Food Stamp Employment & Training) is performance based. What this means is, we will earn a dollar amount for the following allowable program components for each participant we serve $150 per client per month for Structured Job Search Skills Training – one month limit $100 per client per month for Assessment Services – one time per FY $100 per client per month for Work experience – no time limit $250 per client per month for Education – five months limit

351



$250 per client per month for Vocational/Occupational Skills Training - five months limit

Supplemental Nutrition Assistance Training Program (SNAP): Continue to provide training services to State Administered General Assistance (SAGA) and SNAP recipients who are Able-Bodied adults without children and former TFA recipients. Additionally, assist them in finding employment so they can become self-sufficient.

The Social Services Department is meeting its goal with the State’s Department of Social Services for administering the program and for FY 2011 provided services to 2,248 clients in the following categories:

Structured Job Search Training Work Experience Educational Program Vocational/Occupational Job Placement

We are hoping that the State will extend the contract beyond 3/31/11.

3) Social Services Block Grant/SAGA - Grant Program: 10/1/10-9/30/111

Social Services Block Grant/SAGA: Continue to provide information and referral services, emergency services and to date is meeting its goal providing case management services to Bridgeport residents who may or may not be State Administered General Assistance (SAGA) clients. FY 2011, services provided is 2,459 to Bridgeport residents in the areas of Information & referral, basic needs assessment, case management and housing referrals. 4) Elderly Hispanic Outreach - Grant Program FY 10/1/10 - 9/30/11

Elderly Hispanic Outreach: Continue to provide outreach & referral and benefit counseling to the elderly Hispanic population in the greater Bridgeport area.

FY 2011, information & assistance and outreach services provided is 250 to elderly Hispanic and to

some elderly who were not of Hispanic origin.

5) CDBG - Grant Program: FY 7/1/10- 6/30/11 CDBG - Code Violation /Hardship Relocation: Continue to provide services to City residents primarily through case-management, information/referral and relocation services. FY 2011, housing code violation relocation and hardship services to has been provided to 450 Bridgeport residents. Residents who received services were low/moderate income. The Code Violation /Hardship Relocation program was very instrumental in providing relocation services to over 100 Bridgeport residents who were displaced from their homes during the Tornado touch down in the City on June 26, 2010.

6) Healthy Start Program - Grant Program: 7/1/10- 6/30/11 – Extended to 6/3012 Healthy Start Program: Continue this grant initiative in an effort to reduce, to the extent possible, infant mortality and morbidity and low birth weight. FY 2011, services were provided to 2,233 pregnant & postpartum women and children up to 3 years of age. 7) Women Infant & Children (WIC) - Grant Program: 10/1/07- 9/30/10 – Extended to 12/31/10

352



Women Infant & Children (WIC): Continue to provide services in the area of Nutrition, to women who are prenatal and postpartum and infants and children up to 5 years old. The targeted population resides in the greater Bridgeport area (Bridgeport, Easton, Fairfield, Monroe and Stratford.) The State Department of Public Health has chosen not to have the City of Bridgeport administer the local WIC Program Effective 12/31/10. Therefore, there is no estimated outcome. However, the program will continue to serve participants in the greater Bridgeport area under the auspices of Optimus Health Care and Southwest Community Health Center.


1) The Social Department is in its 7th year hosting the Volunteer Income Tax Assistance (VITA)

Program. Through volunteer efforts we coordinate free tax preparation on Monday and Wednesday evenings from five pm to seven pm. During February to March 2009, we prepared free tax returns for 100 people. Of the people served 90% are eligible for the Earned Income Tax Credit (EITC) that is our main focus, so they can have this extra money to spend back into the community. The month of February 2, 2011, begins another year for this much needed service.

2) This will be the 7th year that the Social Services Department has been hosting “Utility Day”.

The event will be in April 2011 and we expect to assist 100+ Bridgeport residents. We will have representatives from the Statewide Legal Services and the United Illuminating and Southern Connecticut Gas Companies. They will meet with customers who are facing utility shut-off to negotiate payment agreements that they can afford.

353

GENERAL FUND BUDGET SOCIAL SERVICES APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01585000 SOCIAL SERVICES 138,873 137,049 234,998 150,239 13,190


51140 LONGEVITY PAY -619 2,325 2,325 -2,325


52360 MEDICARE 271 271 270 -1

52385 SOCIAL SECURITY -22



54675 OFFICE SUPPLIES 913 957 957 479 -478


56000 RELOCATION 37,096 50,000 50,000 30,000 -20,000

354

NON-DEPARTMENTAL

DEBT SERVICE BUDGET DETAIL


Dawn Norton Manager

REVENUE SUMMARY


FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY2011

BUDGET

01600000 GENERAL PURPOSE BONDS PAYABLE -2,369,395 -2,377,776 -2,377,776 -1,943,026 -434,750

41403 BUILD AMERICA BOND SUBSIDY -600,240 600,240

41404 ECONOMIC DEV BOND SUBSIDY -122,778 122,778

44514 SCHOOL DEBT SRVC REIMBURSEMENT -2,369,395 -2,377,776 -2,377,776 -1,220,008 -1,157,768 APPROPRIATION SUMMARY

ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01600000 GENERAL PURPOSE BONDS PAYABLE 3,613,027 1,228,445 1,228,445 3,694,447 2,466,002

53205 PRINCIPAL PAYMENTS 1,334,624 232,169 232,169 232,169

53210 INTEREST PAYMENTS 1,549,453 71,276 71,276 2,537,278 2,466,002

53212 NEW MONEY INTEREST 142,116 300,000 300,000 300,000

53213 TAX ANTICIPATION NOTES 245,987 400,000 400,000 400,000

56110 FINANCIAL SERVICES 315,847 200,000 200,000 200,000

56130 LEGAL SERVICES 25,000 25,000 25,000 25,000

01603000 SEWER BONDS 65,750 65,750 65,750

53205 PRINCIPAL PAYMENTS 45,000 45,000 45,000

53210 INTEREST PAYMENTS 20,750 20,750 20,750 PERSONNEL SUMMARY

Not Applicable

355

GENERAL FUND BUDGET DEBT SERVICE PROGRAM HIGHLIGHTS


SUMMARY Municipalities have the authority to issue general obligation debt in order to finance capital expenditures. Debt service payments are made routinely for interest on outstanding long-term debt and to retire debt principal as it matures. The City’s total debt increased by $8 million during the fiscal year ended June 30, 2010. At the end of the current fiscal year, the City had total bonded debt outstanding of $664,920,000. 100% of this debt is backed by the full faith and credit of the City government.

“A1”, “A-“, and “A”

Moody’s Investors Service, Inc. (“Moody’s”), Standard & Poor’s Rating Group (“Standard & Poor’s”) and FitchRatings, Inc (“Fitch”) have each assigned their municipal bond ratings of “A1”, “A-”, and “A” respectively to the City with the understanding that there is an insurance policy insuring the payment when due of the principal and interest of the bonds. With respect to long-term debt of the City that is insured by Assured Guaranty Corp. or Assured Guaranty Municipal Corp. (formally FSA), Moody’s and Standard & Poor’s have each assigned their municipal bond rating of “AA3” and “AA+”, respectively, with the understanding that there is an insurance policy insuring the payment when due of the principal and interest on the bonds. Fitch does not currently rate Assured Guaranty Corp. or Assured Guaranty Municipal Corp. The annual debt service requirements relative to the outstanding notes payable and general obligation bonds are as follows: YEAR ENDING GOVERNMENTAL ACTIVITIES BUSINESS-TYPE ACTIVITIES

JUNE 30, PRINCIPAL INTEREST TOTAL PRINCIPAL INTEREST TOTAL

2010 $33,052,000 $37,961,876 $71,013,876 $5,175,790 $983,240 $6,159,030

2011 33,109,000 36,306,695 69,415,695 5,121,851 830,823 5,952,674

2012 31,849,000 34,748,227 66,597,227 4,987,144 858,276 5,845,420

2013 31,902,000 33,066,535 64,968,535 4,872,859 658,598 5,531,457

2014 31,306,000 31,426,791 62,732,791 4,704,356 561,109 5,265,465

2015 32,115,000 29,723,427 61,838,427 4,675,861 465,900 5,141,761

2016 32,784,000 27,965,882 60,749,882 4,643,044 371,321 5,014,365

2017 34,873,000 26,124,150 60,997,150 3,003,642 290,462 3,294,104

2018 33,905,000 24,225,400 58,130,400 2,740,572 232,476 2,973,048

2019 35,955,000 22,264,966 58,219,966 2,525,744 178,272 2,704,016

2020 38,135,000 20,185,363 58,320,363 2,370,916 129,950 2,500,866

2021 31,390,000 18,269,727 49,659,727 834,070 94,881 928,951

2022 33,295,000 16,487,410 49,782,410 769,264 79,159 848,423

2023 29,750,000 14,716,318 44,466,318 759,188 62,808 821,996

2024 31,625,000 12,970,998 44,595,998 582,634 51,398 634,032

2025 29,770,000 11,190,576 40,960,576 567,788 38,317 606,105

2026 29,170,000 9,432,438 38,602,438 492,419 27,552 519,971

2027 26,200,000 7,720,984 33,920,984 386,358 18,664 405,022

2028 24,270,000 5,998,546 30,268,546 345,901 11,114 357,015

2029 26,125,000 4,144,318 30,269,318 205,676 5,269 210,945

2030 28,120,000 2,148,368 30,268,368 90,746 2,563 93,309

2031 80,452 794 81,246

Total $658,700,000 $427,078,995 $1,085,778,995 $49,936,275 $5,952,946 $55,889,221 The State of Connecticut reimburses the City for eligible school bond principal and interest costs. The amount of such reimbursement for the year ended June 30, 2009 was approximately

356

GENERAL FUND BUDGET DEBT SERVICE PROGRAM HIGHLIGHTS


$2,425,870. Additional principal and interest reimbursements approximating $16,811,645 are expected to be received through the bonds’ maturity dates.

Governmental activity funds are used to account for financial resources used in the day-to-day operations of the government. Business-type activities are used to account for the government's activities where fees are charged for the services rendered, for example, utility services and the Water Pollution Control Authority.

DEBT LIMIT The overall statutory debt limit for the City is equal to seven times annual receipts from taxation or $1.74 billion. As of June 30, 2010, the City recorded long-term debt of $666.8 million related to Governmental Activities and $49.8 million related to Business-Type Activities, well below its statutory debt limit The City’s indebtedness does not exceed the legal debt limitation as provided by Connecticut General Statutes and as reflected in the following schedule:

CATEGORY DEBT LIMIT INDEBTEDNESS BALANCE

General purpose 559,691,168 294,092,750 265,598,418

Unfunded pension benefit obligation 746,254,890 401,800,000 344,454,890

Schools 1,119,382,335 175,310,320 944,072,015

Sewers 932,818,613 49,936,275 882,882,338

Urban renewal 808,442,798 4,500,000 803,942,798

TOTAL 4,166,589,804$ 925,639,345$ 3,240,950,459$ Indebtedness above includes bonds authorized, but not issued as follows:

CATEGORY

General purpose 72,352,000$

Unfunded Pension Benefit Obligation 90,000,000$

Schools 67,698,000$

230,050,000$

OTHER EVENTS On June 1, 2010, the City issued a tax anticipation note in the amount of $23,500,000 to fund cash flows for operating expenses. The notes matured and were paid in full on August 12, 2010 with an interest rate of 1.50%. On October 21, 2010, the City issued a tax anticipation note in the amount of $71,500,000 to fund cash flows for operating expenses. The notes mature on February 7, 2011 with an interest rate of 1.25%.

357

GENERAL FUND BUDGET



358

NON-DEPARTMENTAL

OTHER FINANCING BUDGET DETAIL


Dawn Norton



FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY2011

BUDGET

01610000 OTHER FINANCING USES -639,500 -1,100,000 -1,100,000 -1,100,000

41544 SALE OF CITY PROPERTY -639,500 -1,100,000 -1,100,000 -1,100,000 APPROPRIATION SUMMARY

ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01610000 OTHER FINANCING USES 184,124 -3,296,692 -3,296,692 -3,878,146 -581,454

1610PS FIN SOURCE PERSONAL SVCS -4,090,319 -4,090,319 -4,671,773 -581,454

5610RC FIN SOURCE RESERVE/CONTINGEN 593,627 593,627 593,627

7610SC FIN SOURCE SUPT CONTR 184,124 200,000 200,000 200,000 SUPPLEMENTAL DETAIL

ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01610000 OTHER FINANCING USES 184,124 -3,296,692 -3,296,692 -3,878,146 -581,454

50700 ATTRITION -4,090,319 -4,090,319 -4,671,773 -581,454

57005 CONTINGENCY 500,000 500,000 500,000

57010 REQUIRED RESERVE 93,627 93,627 93,627

59500 SUPPORTIVE CONTRIBUTIONS 184,124 200,000 200,000 200,000 SUMMARY Other financing provides for the $500,000 required budgetary reserve, the $500,000 contingency reserve, and funding for personnel services that includes the prevailing wage provisions.

359

GENERAL FUND BUDGET



360

NON-DEPARTMENTAL

SUPPORTIVE/MEMBERSHIPS BUDGET DETAIL


Thomas R. Sherwood


Not Applicable


ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01620000 SUPPORTIVE CONTRIBUTIONS 486,632 495,275 495,275 495,275

4620EX SUPPORTIVE CONTRIBUTIONS OPER EXP 1,355 7,189 7,189 7,189

6620SS SUPPORTIVE CONTRIBUTIONS SPEC SVCS 20,294 43,005 43,005 43,005

7620SC SUPPORTIVE CONTRIBUTIONS SUPP CONT 464,984 445,081 445,081 445,081

01630000 CITYWIDE MEMBERSHIPS 23,092 24,000 24,000 24,000

4630EX CITYWIDE MEMBERSHIPS OPER EXP 23,092 24,000 24,000 24,000 APPROPRIATION SUPPLEMENTAL DETAIL

ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET




53750 TRAVEL EXPENSES 2,760 2,760 2,760

54675 OFFICE SUPPLIES 720 824 824 824

56085 FOOD SERVICES 350 841 841 841

56160 MARKETING SERVICES 2,000 2,000 2,000

56165 MANAGEMENT SERVICES 7,495 7,495 7,495

56240 TRANSPORTATION SERVICES 6,783 10,000 10,000 10,000

56250 TRAVEL SERVICES 2,669 2,669 2,669

56255 CONSULTANT REIMBURSED EXPENS 13,161 20,000 20,000 20,000


01630000 CITYWIDE MEMBERSHIPS 23,092 24,000 24,000 24,000

53605 MEMBERSHIP/REGISTRATION FEES 23,092 24,000 24,000 24,000 SUMMARY Supportive contributions and memberships support Bridgeport’s inclusion in regional & national organizations such as the greater Bridgeport Transit Authority, The Greater Bridgeport Regional Planning Agency, RYASAP (Regional Youth/Adult Substance Abuse Project) and provide support for various local organizations such as the Barnum Museum.

361

GENERAL FUND BUDGET



362

LIBRARIES

BRIDGEPORT PUBLIC LIBRARY


MISSION STATEMENT We believe that libraries change people’s lives. They are cornerstones of democracy. The Bridgeport Public Library provides opportunities for residents to learn, enjoy and achieve. To accomplish that mission, the Bridgeport Public Library offers free and open access to a relevant collection, staff knowledge, and modern facilities.

PUBLIC LIBRARY

MAYORLIBRARY BOARD

363

GENERAL FUND BUDGET LIBRARY SERVICES BUDGET DETAIL


Scott A. Hughes

City Librarian REVENUE SUMMARY


ORG DescAPPR Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY 2011

BUDGET

01700000 LIBRARY ADMINISTRATION 4,741,139 6,723,003 6,723,003 6,723,003

1700PS LIBRARY PERSONAL SERVICES 2,461,404 3,107,850 3,107,850 2,524,658 -583,192

2700TPS LIBRARY OTHER PERS SVCS 58,137 42,150 42,150 48,225 6,075

3700FB LIBRARY FRINGE BENEFITS 684,085 896,000 896,000 878,682 -17,318

4700EX LIBRARY OPER EXP 1,409,178 1,928,734 1,830,234 1,839,472 -89,262

6700SS LIBRARY SPEC SVCS 128,335 748,269 846,769 1,431,966 683,697 PERSONNEL SUMMARY


FY 2011

CURRENT

FY 2012


1.0 CITY LIBRARIAN 102,174 104,857 2,683

1.0 MINI COMPUTER OPERATOR (35 HOURS) 36,231 41,882 5,651

1.0 SPECIAL OFFICER 31,512 31,512

LIBRARY PAGE 32,604 24,453 -8,151

7.0 1.0 LIBRARY ASSISTANT I 231,632 228,285 -3,347

6.0 1.0 LIBRARY ASSISTANT II 198,246 227,527 29,281

9.0 LIBRARY ASSISTANT III 338,183 333,325 -4,858

10.0 LIBRARIAN I 558,199 572,860 14,661

3.0 1.0 LIBRARIAN II 267,649 271,446 3,797

7.0 LIBRARIAN III 502,067 515,256 13,189

3.0 CUSTODIAN III 99,065 104,676 5,611

1.0 LIBRARY MAINTENANCE MANAGER 66,823 68,579 1,756

01700000 Total 48.0 4.0 2,464,385 2,524,658 60,273

364

GENERAL FUND BUDGET LIBRARY SERVICES PROGRAM HIGHLIGHTS




LIBRARIES

Circulation 379,972 346,431 352,695 346,538 407,228 430,000

Reference desk transactions 127,416 97,479 90,261 85,734 75,205 75,000

Electronic resources users 150,061 152,552 158,365 138324 164,430 200,000

Number of registered borrowers 85,542 87,542 67,404 52,846 62,312 65,000

Number of active users 20,040 19,767 11,029

Cardholders 85,542 87,542 67,404 52,846 62,312 65,000

Books 512,842 502,845 505,267 511,903 491,643 500,000

Periodical subscriptions (paper) 683 679 679 634 656 660

Audio/Video resources 40,344 41,854 42,848 44,709 45,185 52,000

Public Computers, Public (1) 104 105 105 148 198 265

Public Computers, Staff 86 83 83 88 89 110

PROGRAM INFORMATION

Number of Adult Programs 234 236 74 227 295 200

Adult Program Total Attendance 5,280 3318 1,227 5,331 3,911 5,000

Number of Young Adult Programs 18 25 79 77 84 50

Young Adult Program Total Attendance 154 268 1,155 847 1,087 1,000

Number of Children's Programs 476 393 414 264 201 270

Children's Programs Total Attendance 8,330 6594 5,953 4,351 6,772 7,500

Number of Computer Training Programs 28 43 27 0 20

Computer Training Total Attendance 246 254 214 0 350

ICMA SERVICE INDICATORS

Number of libraries (3) 4 4 5 4 5 5

Central library 1 1 1 1 1 1

Branches 3 3 3 3 4 4

Bookmobile 0 0 1 0 0 0

Number of library materials/holdings

books in circulating book collection 449,981 454,503 458,245 462,283 441,116 450,000

reference materials 48,065 48,342 47,503 47,551 46,466 46,500

audio/visual materials 40,170 41,854 42,848 44,709 45,185 52,000

subscriptions to periodicals 644 679 679 634 656 660

subscriptions to online databases (2) 7 11 13 42 42 50

Annual Circulation 346,431 352,695 346,538 407,228 425,000

Central library 156,444 142,063 149,122 141,932 204,072 165,000

Branches 223,528 204,368 203,573 204,777 203,156 260,000

Bookmobile

Annual in-library materials use 38,105 42,866 33,793 21,266 25,000

number of uses in central library 25,101 21,309 22,593 16,390 9,972 10,000

number of uses in branches 16,796 20,273 17,403 11,294 17,000

365



FY 2011-2012 GOALS The Bridgeport Public Library will address the following six goals over the next two years:

1) Bridgeport residents of all ages will find easy access to the computers, computer support/instruction, and electronic information they need for everyday life.

2) All Bridgeport children and students will benefit from a new emphasis as well as commitment to them in all Bridgeport Public Library facilities, programs, and collections.

3) The Bridgeport Public Library will become a valued destination for literacy in Bridgeport. 4) The Bridgeport Public Library will develop strategic partnerships and alliances throughout the

city to benefit more residents. 5) Residents will become more aware of Bridgeport’s libraries and consider them to be vital

community resources centers. 6) Bridgeport Public Library facilities, collections, programs, and staff will be repositioned to help

focus on building community, helping people, and changing lives.

FY 2010-2011 GOAL STATUS The Bridgeport Public Library will address the following six goals over the next three years:

1) Bridgeport residents of all ages will find easy access to the computers, computer support/instruction, and electronic information they need for everyday life. 6 MONTH STATUS: The Bridgeport Public Library replaced over 100 computers for public use citywide. The Bridgeport Public Library became a full-fledged member of Bibliomation, Inc. with the intentions of migrating to an open source integrated library system. BPL implemented a career and small business information center at the main library. During the aftermath of the Tornado of 2010, the BPL was a designated place for re-charging as well as a host site for FEMA workshops. Library resources including but not limited to free testing databases, courses on taking civil service exams, and mobile laptop labs were used heavily by individuals taking entry level examinations, changing careers, researching grants and scholarships and exploring small business opportunities.

2) All Bridgeport children and students will benefit from a new emphasis as well as commitment to them in all Bridgeport Public Library facilities, programs, and collections. 6 MONTH STATUS: The Bridgeport Public Library plays an active role in partnership with the Bridgeport After-school Network. Private funding from Pitney Bowes and the Black Rock Rotary Club enabled Bridgeport Public Library to implement two new teen cafes at the Main Library and Black Rock Branch Library respectively. Bridgeport Public Library began working with the Bridgeport Public Schools towards implementing One Card Bridgeport.

3) The Bridgeport Public Library will become a valued destination for literacy in Bridgeport. 6 MONTH STATUS: Bridgeport Public Library provides strong literacy support to the public and parochial schools, as well as community based adult literacy programs including but not limited to Mercy Learning, Literacy Volunteers, and Friends and Volunteers of the Library.

4) The Bridgeport Public Library will develop strategic partnerships and alliances throughout the city to benefit more residents. 6 MONTH STATUS: Through the efforts of friends, staff and volunteers of the Library, the Bridgeport Public Library has cultivated strong partnerships with Bridgeport based organizations including but not limited to ABCD, AARP, Barnum Museum, Beardsley Zoo, Bridgeport Neighborhood Trust, Bridgeport Police Department, Bridgeport Public Schools, Caribe Youth Athletics, Census 2010, Discovery Museum, Public Allies Connecticut, Planned Parenthood, Rotary International, RYASAP, Housatonic Community College, Fairfield University, Fresh Start, Greater Bridgeport Transit, Sacred Heart University, University of Bridgeport, and the Office of the US Attorney.

366



5) Residents will become more aware of Bridgeport’s libraries and consider them to be vital community resources centers. 6 MONTH STATUS: Through its enhanced website and electronic communication tools the Bridgeport Public Library increased communications to the Bridgeport Community over 1,000% and these communications are carbon-free.

6) Bridgeport Public Library facilities, collections, programs, and staff will be repositioned to help focus on building community, helping people, and changing lives. 6 MONTH STATUS: The Bridgeport Public Library has actively de-accessioned record amounts of obsolete materials in concert with friends and volunteers of the library and community based agencies and stakeholders. The Bridgeport Public Library began plans to develop a citywide library facilities master plan that will provide recommendations regarding size, location and service priorities projected for ten (10) and twenty (20) years. This facilities plan should enable the Bridgeport Public Library to respond appropriately and effectively to societal change, technological and telecommunications developments, emerging role expectations, aging facilities, and other transformations, while also maintaining and improving continuing relevant traditional services.

FY 2010-2011 ADDITIONAL ACCOMPLISHMENTS 1) Bridgeport Public Library increased hours of operation citywide by 20%. 2) Usage of the Bridgeport Public Library’s electronic resources increased by 20%. 3) Circulation of the Bridgeport Public Library’s reading materials increased by 15%. 4) The number of visitors to the Bridgeport Public Library increased by 20%.

367

GENERAL FUND BUDGET LIBRARY SERVICES APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01700000 LIBRARY ADMINISTRATION 4,741,139 6,723,003 6,723,003 6,723,003


51036 FT GRIEVANCE/ARB AWARD PAY




51122 SHIFT 2 - 1.5X OVERTIME 10,839




51138 NORMAL STNDRD SHIFT DIFFER 5,112

51140 LONGEVITY PAY 42,150 42,150 48,225 6,075


52360 MEDICARE 14,406 27,674 27,674 28,233 559

52385 SOCIAL SECURITY 4,010 3,835 3,835 11,015 7,180

52399 UNIFORM ALLOWANCE 3,000 3,000 -3,000



53050 PROPERTY RENTAL/LEASE 161,648 175,000 175,000 175,000

53110 WATER UTILITY 8,500 8,500 8,500

53120 SEWER USER FEES 3,000 3,000 3,000

53130 ELECTRIC UTILITY SERVICES 145,000 145,000 145,000

53140 GAS UTILITY SERVICES 75,000 75,000 75,000

53200 PRINCIPAL & INTEREST DEBT SERV 347,686 331,634 331,634 340,872 9,238



53710 OTHER COMMUNICATION SERVICES 2,616 5,500 5,500 5,500


53725 TELEVISION SERVICES 1,798 4,500 4,500 4,500

54020 COMPUTER PARTS 1,951 4,000 4,000 4,000

54545 CLEANING SUPPLIES 15,000 15,000 15,000

54550 COMPUTER SOFTWARE 10,472 15,000 15,000 15,000



54615 GASOLINE 2,000 2,000 2,000

54660 LIBRARY SUPPLIES 14,270 30,000 30,000 30,000

54675 OFFICE SUPPLIES 14,343 23,000 18,000 18,000 -5,000

54700 PUBLICATIONS 696,671 600,000 600,000 600,000

54705 SUBSCRIPTIONS 66,539 168,500 168,500 168,500

54725 POSTAGE 20,000 20,000 20,000



55525 LIBRARY FURNITURE 8,694 123,500 30,000 30,000 -93,500

56040 BOOKBINDING SERVICES 1,383 4,250 4,250 4,250

56045 BUILDING MAINTENANCE SERVICE 181,500 181,500 181,500


56160 MARKETING SERVICES 7,500 7,500 7,500



56180 OTHER SERVICES 57,751 381,519 480,019 1,065,216 683,697

59005 VEHICLE MAINTENANCE SERVICES 2,000 2,000 2,000

59015 PRINTING SERVICES 2,500 2,500 2,500

368

EDUCATION DIVISIONS

BOARD OF EDUCATION BUDGET DETAIL


Dr. John Ramos Superintendent

REVENUE SUMMARY


FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY2011

BUDGET

01863000 BOE ADMINISTRATION -139,765,958 -137,906,967 -137,906,967 -137,619,726 -287,241

41521 HIGHSCHOOLATHLETIC-TICKETSALES -15,000 -15,000 -15,000

41522 SUMMER SCHOOL TUITION -24,840 -110,000 -110,000 -25,000 -85,000

44350 ECS PROPERTY TAX RELIEF -3,432,961 -3,432,961 -3,432,961

44517 AID TO NON-PUBLIC SCHOOLS -146,513 -193,642 -193,642 -165,000 -28,642

44519 LEGALLY BLIND -183,666 -358,599 -358,599 -185,000 -173,599

44520 EDUCATION COST SHARING -139,410,939 -133,796,765 -133,796,765 -133,796,765

01875000 TRANSPORTATION -2,862,886 -2,482,672 -2,482,672 -2,482,672

44515 PUBLIC SCHOOLS TRANSPORTATION -2,434,853 -2,120,153 -2,120,153 -2,120,153

44516 NON-PUBLICSCHOOLSTRANSPORTATIO -428,033 -362,519 -362,519 -362,519 APPROPRIATION SUMMARY

*MBR=Minimum Budget Requirement, a provision of Connecticut’s State Support for Education that sets a minimum sum per pupil that school districts must spend. ECS or Education Cost Sharing, aims to equalize some of substantial school funding disparities that municipalities with a large number of needy students encounter when trying to provide services. ECS provides for grants based on a formula that multiplies three factors: (1) a base aid ratio of each town's wealth to a designated state guaranteed wealth level (GWL), (2) the foundation, and (3) the number of each town's resident students adjusted for educational and economic need (“need students”). A per-student bonus is added for towns that are part of regional school districts. (A copy of the amended ECS formula is available here: http://www.cga.ct.gov/2007/rpt/2007-R-0436.htm).

AGCY CAT

FY 2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

08 BOARD OF EDUCATION 192,256,923 192,418,968 192,441,841 192,418,968

10 BOE DEBT SERVICE 18,638,563 19,437,442 19,437,442 15,539,675

369

http://www.cga.ct.gov/2007/rpt/2007-R-0436.htm

GENERAL FUND BUDGET BOARD OF EDUCATION APPROPRIATION SUPPLEMENT


ORG DescOBJ Desc

FY 2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

01800000 PRINCIPALS 516,942 6,810,077 6,756,933 1,459,001

01800801 PRINCIPALS-BARNUM 230,517 28,693 33,689 272,431

01800802 PRINCIPALS-BEARDSLEY 247,787 23,677 44,363 147,702

01800803 PRINCIPALS-BLACK ROCK 125,727 14,233 14,727 142,206

01800804 PRINCIPALS-BRYANT 149,126 17,057 14,761 149,031

01800805 PRINCIPALS-COLUMBUS 187,472 29,479 23,126 254,769

01800807 PRINCIPALS-EDISON 125,722 14,254 14,748 142,206

01800810 PRINCIPALS-MARIN 369,224 28,613 20,443 396,513

01800811 PRINCIPALS-HALL 125,728 14,255 14,749 142,206

01800812 PRINCIPALS-HALLEN 126,994 12,389 12,883 142,704

01800813 PRINCIPALS-HOOKER 238,440 14,246 32,641 117,798

01800814 PRINCIPALS-BATALLA 364,669 40,758 42,241 414,417

01800817 PRINCIPALS-PC MAGNET 128,437 8,774 17,960 8,774

01800819 PRINCIPALS-LONGFELLOW 254,424 12,502 32,722 12,502

01800820 PRINCIPALS-MADISON 310,835 21,385 26,007 249,609

01800821 PRINCIPALS-CLASSICAL STUDIES 118,862 7,149 7,358 132,417

01800822 PRINCIPALS-TISDALE 254,160 32,789 33,609 293,111

01800825 PRINCIPALS-READ 344,557 33,702 45,101 266,837

01800826 PRINCIPALS-ROOSEVELT 255,692 34,676 35,905 293,061

01800830 PRINCIPALS-WALTERSVILLE 253,749 7,755 11,146 135,972

01800832 PRINCIPALS-JOHNSON 253,232 29,716 30,825 288,113

01800836 PRINCIPALS-WINTHROP 258,702 31,804 34,008 291,226

01800839 PRINCIPALS-CROSS 233,400 20,971 32,379 147,702

01800840 PRINCIPALS-BLACKHAM 320,090 30,335 31,105 397,141

01800841 PRINCIPALS-DUNBAR 205,241 19,755 24,540 257,964

01800842 PRINCIPALS-CURIALE 232,498 28,324 30,532 286,542

01800845 PRINCIPALS-HIGH HORIZON 127,935 14,267 14,761 144,548

01800846 PRINCIPALS-MULTICULTURAL 126,717 12,389 12,883 142,704

01800850 PRINCIPALS-948 MAIN ST 4,401 0 0 0

01800861 PRINCIPALS-BASSICK 499,837 27,733 34,645 417,880

01800862 PRINCIPALS-CENTRAL 690,045 74,076 86,287 706,131

01800863 PRINCIPALS-HARDING 431,592 44,924 9,326 554,182

370



ORG DescOBJ Desc

FY 2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

01801000 ELEMENTARY CLASSROOM TEACHERS -17,975,393 -27,810,616 -27,809,116 -82,505,546

01801801 ELEMENTARY-BARNUM 841,587 1,206,391 1,206,391 1,164,896

01801802 ELEMENTARY-BEARDSLEY 689,272 1,046,211 1,046,211 1,117,862

01801803 ELEMENTARY-BLACK ROCK 723,020 937,282 937,282 1,079,742

01801804 ELEMENTARY-BRYANT 761,629 1,030,186 1,030,186 993,761

01801805 ELEMENTARY-COLUMBUS 949,924 1,360,028 1,360,028 1,346,078

01801807 ELEMENTARY-EDISON 680,747 921,491 921,491 915,207

01801810 ELEMENTARY-MARIN 837,280 1,195,204 1,195,204 1,297,632

01801811 ELEMENTARY-HALL 599,595 827,950 827,950 936,581

01801812 ELEMENTARY-HALLEN 577,744 839,396 839,396 904,518

01801813 ELEMENTARY-HOOKER 520,395 773,914 773,914 815,697

01801814 ELEMENTARY-BATALLA 893,009 1,208,053 1,208,053 1,386,925

01801817 ELEMENTARY-PARK CITY MAGNET 902,747 1,135,323 1,135,323 1,186,393

01801819 ELEMENTARY-LONGFELLOW 501,865 847,595 847,595 1,000,266

01801820 ELEMENTARY-MADISON 1,224,893 1,762,838 1,762,838 1,748,742

01801821 ELEMENTARY-CLASSICAL STUDIES 579,172 882,878 882,878 883,415

01801822 ELEMENTARY-TISDALE 691,091 1,088,450 1,088,450 1,242,982

01801825 ELEMENTARY-READ 1,601,394 2,014,415 2,014,415 1,874,261

01801826 ELEMENTARY-ROOSEVELT 792,664 1,011,689 1,011,689 870,174

01801828 ELEMENTARY-BRIDGEPORT LEARNING 49,975 50,924 50,924 52,453

01801830 ELEMENTARY-WALTERSVILLE 867,162 1,057,938 1,057,938 1,228,559

01801832 ELEMENTARY-JOHNSON 919,512 1,379,751 1,379,751 1,412,531

01801836 ELEMENTARY-WINTHROP 979,271 1,394,066 1,394,066 1,446,787

01801839 ELEMENTARY-CROSS 676,720 849,070 849,070 813,464

01801840 ELEMENTARY-BLACKHAM 1,339,140 1,886,074 1,886,074 1,934,702

01801841 ELEMENTARY-DUNBAR 433,775 662,084 662,084 614,168

01801842 ELEMENTARY-CURIALE 1,040,696 1,319,539 1,319,539 1,158,506

01801844 ELEMENTARY-SKANE 1,930 0 0 0

01801845 ELEMENTARY-HIGH HORIZONS 740,866 998,024 998,024 985,780

01801846 ELEMENTARY-MULTICULTURAL 547,940 747,727 747,727 736,131

01801850 ELEMENTARY-948 MAIN 9,700 0 0 0

01802000 SUBSTITUTES 1,309,205 1,771,781 1,740,000 1,546,781

01802800 SUBSTITUTES-UNASSIGNED 1,277,361 0 0 0

01802813 SUBSTITUTES-HOOKER 15,637 0 0 0

01802819 SUBSTITUTES-LONGFELLOW -200 0 0 0

01802840 SUBSTITUTES-BLACKHAM 515 0 0 0

01802862 SUBSTITUTES-CENTRAL 15,395 0 0 0

01802863 SUBSTITUTES-HARDING 10,267 0 0 0

01802866 SUBSTITUTES-PARK CITY MAGNET 1,547 0 0 0

371



ORG DescOBJ Desc

FY 2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

01803000 PARAPROFESSIONALS -61,105 877,015 877,015 877,015

01803800 PARAPROFESSIONALS-UNASSIGNED 65,254 37,099 44,955 66,668

01803801 PARAPROFESSIONALS-BARNUM 0 9,885 0 56,877

01803802 PARAPROFESSIONALS-BEARDSLEY 103,224 22,574 58,177 22,574

01803803 PARAPROFESSIONALS-BLACK ROCK 32,909 10,956 11,188 44,806

01803805 PARAPROFESSIONALS-COLUMBUS 88,054 17,302 29,246 47,771

01803810 PARAPROFESSIONALS-MARIN 28,998 9,063 9,263 39,623

01803811 PARAPROFESSIONALS-HALL 25,207 9,991 9,760 50,087

01803812 PARAPROFESSIONALS-HALLEN 37,598 12,086 23,053 12,086

01803813 PARAPROFESSIONALS-HOOKER 27,413 25,895 21,673 107,851

01803814 PARAPROFESSIONALS-BATALLA 65,407 22,366 21,189 90,422

01803817 PARAPROFESSIONALS-PARK CITY MA 0 4,498 0 39,781

01803819 PARAPROFESSIONALS-LONGFELLOW 32,629 17,625 10,137 99,497

01803820 PARAPROFESSIONALS-MADISON 93,008 37,949 37,113 103,896

01803822 PARAPROFESSIONALS-TISDALE 41,614 26,418 23,060 52,713

01803825 PARAPROFESSIONALS-READ 68,799 29,721 40,087 52,184

01803826 PARAPROFESSIONALS-ROOSEVELT 96,598 34,144 37,829 96,914

01803830 PARAPROFESSIONALS-WALTERSVILLE 0 9,843 0 48,838

01803832 PARAPROFESSIONALS-JOHNSON 22,129 8,175 3,270 76,175

01803836 PARAPROFESSIONALS-WINTHROP 61,283 30,355 31,020 101,575

01803839 PARAPROFESSIONALS-CROSS 0 15,831 0 57,433

01803840 PARAPROFESSIONALS-BLACKHAM 34,330 4,347 4,940 33,926

01803841 PARAPROFESSIONALS-DUNBAR 60,821 22,166 21,215 88,341

01803842 PARAPROFESSIONALS-CURIALE 0 7,699 0 39,069

01803845 PARAPROFESSIONALS-HIGH HORIZON 0 3,219 0 40,763

01803846 PARAPROFESSIONALS-MULTI 111,263 80,280 80,328 247,604

01803850 PARAPROFESSIONALS-948 MAIN ST 28,663 9,774 11,143 60,157

01803861 PARAPROFESSIONALS-BASSICK 32,588 6,088 9,011 40,822

01803862 PARAPROFESSIONALS-CENTRAL 0 4,062 0 129,155

01803863 PARAPROFESSIONALS-HARDING 0 740 0 41,744

01804000 SCHOOL CLERICALS 29,054 2,692,222 2,682,430 66,089

01804800 SCHOOL CLERICALS-UNASSIGNED 3,500 0 0 0

01804801 SCHOOL CLERICALS-BARNUM 79,803 39,158 39,018 116,036

01804802 SCHOOL CLERICALS-BEARDSLEY 68,429 23,166 40,392 59,286

01804803 SCHOOL CLERICALS-BLACK ROCK 35,566 9,920 9,958 47,394

01804804 SCHOOL CLERICALS-BRYANT 85,402 17,430 32,731 56,889

01804805 SCHOOL CLERICALS-COLUMBUS 38,045 21,641 21,629 63,161

01804807 SCHOOL CLERICALS-EDISON 39,942 18,425 18,387 59,316

01804810 SCHOOL CLERICALS-MARIN 114,781 46,381 38,674 172,719

01804811 SCHOOL CLERICALS-HALL 31,529 17,415 17,352 51,591

01804812 SCHOOL CLERICALS-HALLEN 39,547 9,880 17,915 49,685

01804813 SCHOOL CLERICALS-HOOKER 40,808 21,801 21,789 63,161

01804814 SCHOOL CLERICALS-BATALLA 91,500 37,816 35,504 177,521

01804817 SCHOOL CLERICALS-PARK CITY MAG 35,043 21,240 21,228 58,706

01804819 SCHOOL CLERICALS-LONGFELLOW 77,833 31,400 31,426 111,318

01804820 SCHOOL CLERICALS-MADISON 71,499 28,881 29,368 116,902

01804821 SCHOOL CLERICALS-CLASSICAL STU 41,820 33,173 17,902 121,920

01804822 SCHOOL CLERICALS-TISDALE 75,904 27,443 20,692 109,528

01804825 SCHOOL CLERICALS-READ 107,822 60,568 60,548 175,482

01804826 SCHOOL CLERICALS-ROOSEVELT 76,193 27,852 27,852 103,506

01804828 SCHOOL CLERICALS-BPT LEARNING 48,543 19,341 19,345 69,535

01804830 SCHOOL CLERICALS-WALTERSVILLE 90,181 32,965 50,300 120,164

01804832 SCHOOL CLERICALS-JOHNSON 69,890 39,103 39,095 115,156

01804836 SCHOOL CLERICALS-WINTHROP 96,800 29,874 31,744 122,079

01804839 SCHOOL CLERICALS-CROSS 70,416 21,823 22,541 59,286

01804840 SCHOOL CLERICALS-BLACKHAM 156,141 63,598 62,495 218,248

01804841 SCHOOL CLERICALS-DUNBAR 77,633 39,873 39,822 116,806

01804842 SCHOOL CLERICALS-CURIALE 73,716 43,282 41,249 130,547

01804844 SCHOOL CLERICALS-SKANE 76,869 31,497 39,581 110,047

01804845 SCHOOL CLERICALS-HIGH HORIZONS 69,952 38,981 38,932 117,102

01804846 SCHOOL CLERICALS-MULTICULTURAL 43,309 24,577 19,125 66,643

01804861 SCHOOL CLERICALS-BASSICK 263,804 122,602 125,691 420,654

01804862 SCHOOL CLERICALS-CENTRAL 367,456 130,071 153,883 451,580

01804863 SCHOOL CLERICALS-HARDING 349,947 163,765 164,954 552,351

372



ORG DescOBJ Desc

FY 2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

01805000 INSTRUCTIONAL SUPPLIES 138,850 387,282 387,282 387,282

01806000 SUPPLEMENTARY SUPPLIES 16,388 18,400 18,400 18,400

01807000 HIGH SCHOOL TEXTBOOKS 0 236,374 236,374 236,374

01808000 ELEMENTARY TEXTBOOKS 69,513 657,160 663,410 663,410

01809000 PRE K - K -326,119 2,506,195 1,708,496 429,523

01809801 PREK-K-BARNUM 106,357 8,966 8,966 192,025

01809802 PREK-K-BEARDSLEY 85,066 18,158 18,158 206,926

01809803 PREK-K-BLACK ROCK 143,657 23,764 23,764 229,269

01809804 PREK-K-BRYANT SCHOOL 158,935 36,099 36,099 195,351

01809805 PREK-K-COLUMBUS 165,296 41,799 41,799 369,818

01809807 PREK-K-EDISON 0 0 0 93,580

01809810 PREK-K-MARIN 140,753 48,998 48,998 228,570

01809811 PREK-K-HALL 0 0 0 179,258

01809812 PREK-K-HALLEN 106,202 27,927 27,927 217,730

01809813 PREK-K-HOOKER 47,047 6,610 6,610 138,375

01809814 PRE K-K BATALLA SCHOOL 122,536 47,551 49,438 299,144

01809817 PREK-K PARK CITY MAGNET 68,492 32,310 32,310 164,758

01809819 PREK-K-LONGFELLOW 181,890 38,253 42,411 219,354

01809820 PREK-K MADISON 0 0 0 256,158

01809821 PREK-K-CLASSICAL STUDIES 46,820 805 859 57,925

01809822 PREK-K-TISDALE 137,755 6,697 6,697 134,309

01809825 PREK-K-READ 85,048 18,160 18,160 295,219

01809826 PREK-K-ROOSEVELT 91,388 1,134 1,134 128,326

01809830 PREK-K-WALTERSVILLE 101,043 26,766 39,281 120,058

01809832 PREK-K-JOHNSON 109,128 19,167 19,167 144,546

01809836 PREK-K-WINTHROP 131,290 24,536 34,893 203,886

01809839 PREK-K-CROSS 58,009 31,300 31,300 225,140

01809840 PREK-K-BLACKHAM 273,308 51,933 51,933 439,950

01809841 PREK-K-DUNBAR 52,529 6,611 6,611 156,683

01809842 PREK-K-CURIALE 0 0 0 132,630

01809844 PREK-K-SKANE 49,450 3,099 14,793 3,099

01809845 PREK-K-HIGH HORIZONS 152,955 27,300 36,234 150,297

01809846 PREK-K-MULTICULTURAL 31,515 0 0 77,120

01810000 BILINGUAL EDUCATION 148,838 5,498,677 5,317,052 5,498,677

01810801 BILINGUAL ED-BARNUM 302,039 45,558 47,539 395,923

01810802 BILINGUAL ED-BEARDSLEY 68,528 18,479 18,010 97,653

01810803 BILINGUAL ED-BLACK ROCK 54,016 805 6,727 805

01810804 BILINGUAL ED-BRYANT 82,211 18,627 18,158 105,522

01810805 BILINGUAL ED-COLUMBUS 420,660 68,175 67,614 505,523

01810810 BILINGUAL ED-MARIN 886,903 198,768 185,991 1,116,071

01810814 BILINGUAL ED-BATALLA 1,004,484 223,393 217,810 1,302,037

01810819 BILINGUAL ED-LONGFELLOW 63,074 14,897 14,533 82,660

01810820 BILINGUAL ED-MADISON 46,314 4,543 6,611 55,988

01810825 BILINGUAL ED-READ 0 17,424 0 75,976

01810826 BILINGUAL ED-ROOSEVELT 480,944 66,173 77,502 545,943

01810830 BILINGUAL ED-WALTERSVILLE 52,854 18,170 17,697 73,700

01810832 BILINGUAL ED-JOHNSON 72,700 21,895 6,511 204,480

01810836 BILINGUAL ED-WINTHROP 75,808 17,424 5,922 105,477

01810840 BILINGUAL ED-BLACKHAM 138,545 19,400 32,525 97,698

01810842 BILINGUAL ED-CURIALE 52,349 6,820 6,692 62,158

01810846 BILINGUAL ED-MULTICULTURAL 546,679 88,612 86,427 649,284

01810861 BILINGUAL ED-BASSICK 248,414 24,687 30,004 196,388

01810862 BILINGUAL ED-CENTRAL 61,558 18,311 17,842 84,664

01810863 BILINGUAL ED-HARDING 581,436 101,955 113,049 637,853

01810896 BILINGUAL ED-BILINGUAL 195,311 44,558 30,608 309,537

373



ORG DescOBJ Desc

FY 2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

01811000 BILINGUAL AIDES 0 63,845 63,845 63,845

01811814 BILINGUAL AIDES-BATALLA 35,360 22,163 22,219 77,095

01811896 BILINGUAL AIDES-BILINGUAL 35,136 19,291 19,529 72,973

01812000 WORLD LANGUAGES 77,433 1,737,083 1,743,577 1,737,083

01812814 WORLD LANG-BATALLA 81,186 17,826 1,244 65,857

01812846 WORLD LANG-MULTICULTURAL 32,509 6,694 6,512 52,453

01812861 WORLD LANG-BASSICK 175,694 24,971 37,976 185,412

01812862 WORLD LANG-CENTRAL 837,715 166,514 148,614 1,025,402

01812863 WORLD LANG-HARDING 434,465 56,276 38,815 540,640

01812864 WORLD LANG-AQUACULTURE 44,294 6,711 6,529 53,701

01813000 VISUAL ARTS 76,973 2,603,265 2,603,265 2,603,265

01813800 VISUAL ARTS-UNASSIGNED 408,723 78,209 68,606 476,611

01813801 VISUAL ARTS-BARNUM 92,314 1,329 18,338 45,324

01813805 VISUAL ARTS-COLUMBUS 47,933 14,636 14,272 63,655

01813810 VISUAL ARTS-MARIN 138,200 29,909 29,181 173,306

01813811 VISUAL ARTS-HALL 5,246 0 0 0

01813812 VISUAL ARTS-HALLEN 5,246 0 0 0

01813813 VISUAL ARTS-HOOKER 55,698 18,207 17,738 75,976

01813814 VISUAL ARTS-BATALLA 55,523 18,210 17,737 75,837

01813819 VISUAL ARTS-LONGFELLOW 44,083 6,691 6,563 52,453

01813820 VISUAL ARTS-MADISON 45,267 14,637 6,588 63,655

01813821 VISUAL ARTS-CLASSICAL STUDIES 51,259 14,714 14,346 69,268

01813822 VISUAL ARTS-TISDALE 76,453 24,588 7,036 189,787

01813825 VISUAL ARTS-READ 56,623 6,898 6,766 68,365

01813826 VISUAL ARTS-ROOSEVELT 85,601 8,800 5,848 105,531

01813828 VISUAL ARTS-BPT LEARNING CTR 77,599 0 13,603 0

01813830 VISUAL ARTS-WALTERSVILLE 43,078 18,068 17,615 97,167

01813832 VISUAL ARTS-JOHNSON 84,280 15,172 14,808 101,404

01813836 VISUAL ARTS-WINTHROP 77,579 35,942 18,048 166,837

01813839 VISUAL ARTS-CROSS 95,581 25,202 24,547 150,122

01813840 VISUAL ARTS-BLACKHAM 138,100 22,153 38,616 117,807

01813841 VISUAL ARTS-DUNBAR 46,588 624 6,546 624

01813842 VISUAL ARTS-CURIALE 74,953 10,606 18,119 56,452

01813845 VISUAL ARTS-HIGH HORIZON 83,673 13,967 13,603 100,226

01813861 VISUAL ARTS-BASSICK 213,277 15,218 15,014 232,813

01813862 VISUAL ARTS-CENTRAL 359,101 60,848 57,863 442,896

01813863 VISUAL ARTS-HARDING 165,796 43,323 42,256 221,723

01814000 PERFORMING ARTS 158,254 2,869,092 2,897,729 2,869,092

01814800 PERFORMING ARTS-UNASSIGNED 748,608 128,756 133,409 849,420

01814801 PERFORMING ARTS-BARNUM 160,839 9,993 31,038 109,897

01814802 PERFORMING ARTS-BEARDSLEY 47,881 18,166 17,697 73,745

01814803 PERFORMING ARTS BLACK ROCK 69,811 17,164 1,134 93,580

01814805 PERFORMING ARTS-COLUMBUS 48,510 14,043 6,633 65,318

01814810 PERFORMING ARTS-MARIN 90,419 13,512 13,253 114,055

01814814 PERFORMING ARTS-BATALLA 86,687 31,218 18,051 160,684

01814817 PERFORMING ARTS-PARK CITY MAGN 42,714 18,404 17,941 105,306

01814819 PERFORMING ARTS LONGFELLOW 22,054 5,820 0 49,959

01814820 PERFORMING ARTS MADISON SCHL 43,464 14,593 14,175 60,537

01814821 PERFORMING ARTS-CLASSICAL STUD 3,361 0 0 0

01814822 PERFORMING ARTS-TISDALE 68,917 6,709 6,581 53,701

01814825 PERFORMING ARTS-READ 101,181 16,362 21,340 65,326

01814826 PERFORMING ARTS-ROOSEVELT 98,514 1,273 7,112 1,273

01814830 PERFORMING ARTS-WALTERSVILLE 23,702 6,050 0 60,296

01814832 PERFORMING ARTS-JOHNSON 89,873 18,779 24,231 116,380

01814836 PERFORMING ARTS-WINTHROP 51,412 10,159 6,583 58,227

01814839 PERFORMING ARTS-CROSS 76,811 14,957 14,683 101,404

01814840 PERFORMING ART-BLACKHAM 81,622 35,623 17,725 143,081

01814841 PERFORMING ARTS-DUNBAR 34,458 22,374 0 149,320

01814842 PERFORMING ARTS-CURIALE 50,844 6,792 6,664 60,296

01814844 PERFORMING ARTS-SKANE 74,201 7,130 7,002 84,265

01814845 PERFORMING ARTS-HIGH HORIZON 79,655 12,766 6,588 125,585

01814861 PERFORMING ARTS-BASSICK 86,266 7,449 7,375 106,094

01814862 PERFORMING ARTS-CENTRAL HS 209,850 36,560 35,682 256,415

01814863 PERFORMING ARTS-HARDING 170,624 22,446 21,954 194,238

374



ORG DescOBJ Desc

FY 2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

01815000 ENGLISH 85,357 3,748,372 2,825,932 3,748,372

01815801 ENGLISH-BARNUM 45,717 18,135 17,666 73,700

01815805 ENGLISH-COLUMBUS 84,037 7,257 18,158 92,073

01815810 ENGLISH- MARIN 177,177 30,074 29,338 184,891

01815813 ENGLISH- HOOKER 89,689 24,843 24,242 122,885

01815814 ENGLISH-BATALLA 112,266 13,780 13,521 133,262

01815817 ENGLISH- PARK CITY MAGNET 75,062 7,143 7,015 84,265

01815819 ENGLISH- LONGFELLOW 95,414 15,026 14,658 93,616

01815822 ENGLISH - TISDALE 117,650 24,119 12,485 175,539

01815825 ENGLISH- READ 119,328 13,061 7,708 105,947

01815826 ENGLISH - ROOSEVELT 161,515 33,667 32,826 199,093

01815830 ENGLISH-WALTERSVILLE 51,142 18,149 17,676 71,679

01815832 ENGLISH- JOHNSON 42,858 14,963 0 108,906

01815836 ENGLISH-WINTHROP 156,168 21,194 16,736 156,545

01815839 ENGLISH-CROSS 128,901 25,332 24,727 160,241

01815840 ENGLISH-BLACKHAM 276,081 41,459 56,372 243,314

01815841 ENGLISH-DUNBAR 144,987 13,511 30,210 140,834

01815842 ENGLISH- CURIALE 169,141 16,102 14,399 114,950

01815845 ENGLISH-HIGH HORIZONS 112,957 16,681 1,244 147,278

01815846 ENGLISH-MULTICULTURAL 161,171 32,488 31,651 197,924

01815861 ENGLISH-BASSICK 693,005 158,976 160,955 852,314

01815862 ENGLISH-CENTRAL HS 1,448,683 279,559 295,232 1,505,802

01815863 ENGLISH-HARDING 953,909 136,560 153,330 989,213

01816000 MATH 162,321 3,640,697 2,695,588 3,640,697

01816801 MATH-BARNUM 40,332 6,716 6,588 54,325

01816805 MATH-COLUMBUS 93,898 15,161 14,793 101,440

01816810 MATH-MARIN 127,574 36,711 35,772 173,490

01816813 MATH-HOOKER 61,736 18,315 17,842 90,871

01816814 MATH-BATALLA 107,560 1,644 1,644 116,264

01816817 MATH-PARK CITY MAGNET 57,873 9,603 941 79,053

01816819 MATH-LONGFELLOW 76,811 15,063 14,699 93,580

01816822 MATH-TISDALE 80,888 32,174 17,738 136,513

01816825 MATH-READ 140,902 36,821 35,882 181,358

01816826 MATH-ROOSEVELT 55,318 6,555 14,383 49,959

01816828 MATH-BPT LEARNING CENTER 23,410 0 0 0

01816830 MATH-WALTERSVILLE 100,813 32,591 18,155 177,726

01816832 MATH-JOHNSON 78,122 24,187 17,943 140,830

01816836 MATH-WINTHROP 119,619 24,047 21,022 166,910

01816839 MATH-CROSS 110,230 25,503 24,902 175,180

01816840 MATH-BLACKHAM 153,831 29,952 14,812 210,974

01816841 MATH-DUNBAR 85,248 16,907 13,603 96,596

01816842 MATH-CURIALE 153,192 36,876 32,566 166,429

01816845 MATH-HIGH HORIZONS 47,028 6,738 6,610 55,795

01816846 MATH-BASSICK 51,665 18,186 6,680 78,872

01816861 MATH-BASSICK 583,213 60,046 90,955 513,771

01816862 MATH-CENTRAL 1,386,731 247,060 254,553 1,617,464

01816863 MATH-HARDING 734,848 102,504 156,759 759,943

01816866 MATH-PARK CITY ACADEMY 41,941 14,876 6,610 62,014

375



ORG DescOBJ Desc

FY 2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

01817000 SCIENCE 161,655 3,993,884 4,003,645 64,321

01817801 SCIENCE-BARNUM 42,296 20,259 6,563 113,614

01817805 SCIENCE-COLUMBUS 15,393 571 0 47,196

01817810 SCIENCE-MARIN 59,146 23,222 17,799 172,643

01817813 SCIENCE-HOOKER 81,186 1,190 1,244 84,944

01817814 SCIENCE-BATALLA 95,171 14,290 13,307 118,571

01817819 SCIENCE-LONGFELLOW 84,056 7,259 7,131 92,073

01817822 SCIENCE-TISDALE 62,931 3,391 6,563 3,391

01817825 SCIENCE-READ 139,659 36,813 42,028 205,250

01817826 SCIENCE-ROOSEVELT 23,627 6,674 6,492 51,206

01817830 SCIENCE-WALTERSVILLE 26,369 6,715 0 54,117

01817832 SCIENCE-JOHNSON 85,565 7,042 7,189 94,036

01817836 SCIENCE-WINTHROP 102,141 10,850 21,101 62,572

01817839 SCIENCE-CROSS 48,168 6,676 6,494 51,206

01817840 SCIENCE-BLACKHAM 152,480 15,417 31,279 187,736

01817841 SCIENCE-DUNBAR 105,574 12,648 5,922 142,081

01817842 SCIENCE-CURIALE 55,864 23,160 17,737 172,643

01817845 SCIENCE-HIGH HORIZONS 0 15,147 0 105,522

01817846 SCIENCE-MULTICULTURAL 64,666 1,055 1,109 77,120

01817850 SCIENCE-948 MAIN ST 37,229 0 14,314 0

01817861 SCIENCE-BASSICK 666,324 58,426 90,560 474,215

01817862 SCIENCE-CENTRAL 1,093,486 234,360 184,691 1,447,674

01817863 SCIENCE-HARDING 987,169 145,598 184,351 992,146

01817864 SCIENCE-AQUACULTURE 29,270 666 720 666

01817877 SCIENCE-MAKE THE GRADE 39,119 0 0 0

01817889 SCIENCE-HUMAN RESOURCES 18,661 0 0 0

01818000 SOCIAL STUDIES 127,449 4,266,239 4,296,884 4,266,239

01818801 SOC STUDIES-BARNUM 36,517 6,600 0 51,622

01818805 SOCIAL STUDIES-COLUMBUS 31,347 18,402 17,939 105,306

01818810 SOCIAL STUDIES-MARIN 108,684 36,385 35,442 150,952

01818813 SOCIAL STUDIES-HOOKER 60,237 18,258 17,789 87,605

01818814 SOCIAL STUDIES-BATALLA 100,528 12,077 13,427 118,233

01818817 SOCIAL STUDIES-PARK CITY MAGNE 48,619 13,608 6,643 67,606

01818819 SOCIAL STUDIES-LONGFELLOW 113,805 6,054 5,922 83,163

01818822 SOCIAL STUDIES-TISDALE 68,027 28,950 6,643 132,747

01818825 SOCIAL STUDIES-READ 93,915 13,490 13,231 112,600

01818826 SOCIAL STUDIES-ROOSEVELT 101,030 18,062 13,603 73,700

01818830 SOCIAL STUDIES-WALTERSVILLE 56,519 1,099 6,333 61,490

01818832 SOCIAL STUDIES-JOHNSON SCHL 44,631 18,287 17,818 81,768

01818836 SOCIAL STUDIES-WINTHROP 124,090 15,772 15,458 144,726

01818839 SOCIAL STUDIES-CROSS 101,725 25,206 24,609 151,354

01818840 SOCIAL STUDIES-BLACKHAM 184,682 36,470 35,610 216,301

01818841 SOCIAL STUDIES-DUNBAR 109,734 6,709 6,581 53,701

01818842 SOCIAL STUDIES-CURIALE 181,174 21,137 30,558 117,563

01818845 SOCIAL STUDIES-HIGH HORIZONS 84,399 17,424 16,955 104,308

01818846 SOCIAL STUDIES-MULTICULTURAL 83,590 15,382 16,955 100,226

01818861 SOCIAL STUDIES-BASSICK 422,745 77,687 68,239 528,282

01818862 SOCIAL STUDIES-CENTRAL 1,335,862 254,691 250,159 1,607,319

01818863 SOCIAL STUDIES-HARDING 651,098 130,204 119,528 862,541

376



ORG DescOBJ Desc

FY 2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

01819000 PHYSICAL EDUCATION 79,723 3,054,672 3,054,672 3,054,672

01819800 PHYSICAL ED-UNASSIGNED 853,774 126,507 146,339 944,507

01819801 PHYSICAL ED-BARNUM 126,608 13,951 13,688 144,526

01819803 PHYSICAL ED-BLACK ROCK 4,825 0 0 0

01819805 PHYSICAL ED-COLUMBUS 89,119 15,176 14,808 101,440

01819810 PHYSICAL ED-MARIN 118,368 6,713 6,635 129,735

01819811 PHYSICAL ED-HALL 5,845 0 0 0

01819812 PHYSICAL ED-HALLEN 77,032 17,428 16,955 96,596

01819813 PHYSICAL ED-HOOKER 45,211 6,709 6,581 53,701

01819814 PHYSICAL ED-BATALLA 96,179 24,859 24,254 125,172

01819817 PHYSICAL ED-PARK CITY MAGNET 84,006 12,966 16,955 104,308

01819819 PHYSICAL ED-LONGFELLOW 76,970 17,199 16,736 96,380

01819820 PHYSICAL ED-MADISON 52,307 6,820 6,692 62,158

01819825 PHYSICAL ED-READ 128,242 19,251 24,699 150,820

01819826 PHYSICAL ED-ROOSEVELT 84,582 18,504 18,035 97,653

01819830 PHYSICAL ED-WALTERSVILLE 66,145 18,394 17,925 90,871

01819832 PHYSICAL ED-JOHNSON 55,119 17,836 6,563 97,437

01819836 PHYSICAL ED-WINTHROP 6,381 0 0 0

01819839 PHYSICAL ED-CROSS 50,374 14,688 14,324 67,606

01819840 PHYSICAL ED-BLACKHAM 171,699 17,751 13,227 201,329

01819841 PHYSICAL ED-DUNBAR 42,015 14,626 14,262 63,031

01819842 PHYSICAL ED-CURIALE 47,047 6,738 6,610 55,780

01819861 PHYSICAL ED-BASSICK 113,561 30,904 13,220 209,212

01819862 PHYSICAL ED-CENTRAL 370,428 63,529 61,905 456,798

01819863 PHYSICAL ED-HARDING 287,946 48,825 41,755 392,626

01820000 HEALTH 285,756 746,096 889,450 746,096

01820861 HEALTH-BASSICK 149,651 16,725 0 251,880

01820862 HEALTH-CENTRAL 202,655 54,717 442 315,307

01820863 HEALTH-HARDING 171,498 27,846 161 288,299

01821000 FAMILY & CONSUMER SCIENCE -27,608 753,766 753,766 753,766

01821801 FAMILY & CONS SCIENCE-BARNUM 25,242 0 0 0

01821861 FAMILY & CONS SCIENCE-BASSICK 249,288 20,021 19,525 191,101

01821862 FAMILY & CONS SCIENCE-CENTRAL 394,938 52,850 60,604 462,198

01821863 FAMILY & CONS SCIENCE-HARDING 140,947 21,211 20,715 192,279

01822000 TECHNOLOGY EDUCATION 16,801 892,861 892,861 892,861

01822813 TECH ED-HOOKER 18,932 0 0 0

01822819 TECH ED-LONGFELLOW 54,134 7,255 7,127 92,089

01822861 TECH ED-BASSICK 282,979 33,449 46,229 198,806

01822862 TECH ED-CENTRAL 213,145 27,799 42,117 294,035

01822863 TECH ED-HARDING 449,696 77,133 77,133 407,333

01823000 BUSINESS EDUCATION 58,232 1,437,267 1,437,267 1,437,267

01823800 BUSINESS ED-UNASSIGNED 236,883 36,178 49,385 390,962

01823801 BUSINESS ED-BARNUM 9,824 0 0 0

01823810 BUSINESS ED-MARIN 67,529 1,073 1,127 77,120

01823819 BUSINESS ED-LONGFELLOW 10,777 0 0 0

01823840 BUSINESS ED-BLACKHAM 13,658 0 0 0

01823841 BUSINESS ED-DUNBAR 35,747 14,709 17,697 74,384

01823842 BUSINESS ED-CURIALE 48,813 7,105 6,977 92,073

01823846 BUSINESS ED-MULTICULTURAL 84,056 7,259 7,131 92,073

01823861 BUSINESS ED-BASSICK 544,130 71,553 77,757 516,711

01823862 BUSINESS ED-CENTRAL 494,585 70,786 82,800 530,545

01823863 BUSINESS ED-HARDING 278,881 36,596 35,790 364,608

377



ORG DescOBJ Desc

FY 2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

01824000 PROJECT LEAD THE WAY -31,740 321,904 321,904 321,904

01824800 PROJ LEAD THE WAY-UNASSIGNED 11,024 0 0 0

01824810 PROJ LEAD THE WAY-MARIN 52,166 0 54 83,730

01824813 PROJ LEAD THE WAY-HOOKER 18,720 0 0 0

01824826 PROJ LEAD THE WAY-ROOSEVELT 5,845 0 0 0

01824836 PROJ LEAD THE WAY-WINTHROP 6,344 0 0 0

01824839 PROJ LEAD THE WAY-CROSS 5,246 0 0 0

01824840 PROJ LEAD THE WAY-BLACKHAM 16,998 0 0 0

01824841 PROJ LEAD THE WAY-DUNBAR 5,557 0 0 0

01824842 PROJ LEAD THE WAY-CURIALE 7,660 0 0 0

01824861 PROJ LEAD THE WAY-BASSICK 134,433 35,736 34,797 188,972

01824862 PROJ LEAD THE WAY-CENTRAL 82,959 6,050 5,922 90,875

01824863 PROJ LEAD THE WAY-HARDING 18,932 0 0 0

01825000 TALENTED AND GIFTED PROGRAM 4,421 298,256 298,256 298,256

01825805 TALENTED-COLUMBUS 47,263 6,728 6,600 54,878

01825836 TALENTED-WINTHROP 167,953 29,145 28,409 201,630

01825841 TALENTED-DUNBAR 83,673 13,971 13,603 100,226

01826000 HOMEBOUND 589,645 525,000 538,390 525,000

01827000 SPECIAL EDUCATION 12,728,165 26,947,794 27,031,872 13,985,300

01827800 SPECIAL ED-UNASSIGNED 493,385 86,598 117,491 423,838

01827801 SPECIAL ED-BARNUM 350,385 78,500 78,500 447,802

01827802 SPECIAL ED-BEARDSLEY 185,341 54,967 53,568 173,674

01827803 SPECIAL ED-BLACK ROCK 215,901 49,363 49,363 273,863

01827804 SPECIAL ED-BRYANT 227,944 42,951 42,951 284,215

01827805 SPECIAL ED-COLUMBUS 401,420 81,035 81,035 530,733

01827807 SPECIAL ED-EDISON 207,489 41,578 41,578 256,486

01827810 SPECIAL ED-MARIN 465,952 97,743 90,992 664,030

01827811 SPECIAL ED-HALL 211,109 30,759 30,759 250,827

01827812 SPECIAL ED-HALLEN 150,765 24,273 31,224 154,952

01827813 SPECIAL ED-HOOKER 434,773 66,938 66,938 557,082

01827814 SPECIAL ED-BATALLA 615,072 131,136 131,136 784,541

01827817 SPECIAL ED-PARK CITY MAGNET 255,044 45,241 45,241 298,105

01827819 SPECIAL ED-LONGFELLOW 293,252 57,646 57,646 363,058

01827820 SPECIAL ED-MADISON 453,886 83,442 83,442 609,757

01827821 SPECIAL ED-CLASSICAL STUDIES A 83,607 631 13,603 49,898

01827822 SPECIAL ED-TISDALE 669,077 112,244 112,244 768,603

01827825 SPECIAL ED-READ 518,198 89,561 89,561 648,221

01827826 SPECIAL ED-ROOSEVELT 420,079 76,664 76,664 513,978

01827828 SPECIAL ED-BPT LEARNING CENTER 647,954 110,185 96,795 917,123

01827830 SPECIAL ED-WALTERSVILLE 346,209 77,530 77,530 450,573

01827832 SPECIAL ED-JOHNSON 501,566 101,684 86,166 626,436

01827836 SPECIAL ED-WINTHROP 260,539 51,429 51,429 336,875

01827839 SPECIAL ED-CROSS 259,960 37,262 49,247 169,852

01827840 SPECIAL ED-BLACKHAM 515,354 100,178 100,178 673,833

01827841 SPECIAL ED-DUNBAR 271,654 49,876 59,977 320,114

01827842 SPECIAL ED-CURIALE 314,553 45,881 45,881 381,732

01827844 SPECIAL ED-SKANE 1,145,595 230,626 181,467 1,509,917

01827846 SPECIAL ED-MULTICULTURAL 186,757 48,790 30,558 264,805

01827850 SPECIAL ED-948 MAIN ST 562,852 56,390 72,394 565,709

01827861 SPECIAL ED-BASSICK 513,452 91,617 46,608 720,598

01827862 SPECIAL ED-CENTRAL 637,248 103,543 103,543 820,162

01827863 SPECIAL ED-HARDING 648,571 154,635 112,553 908,058

01827866 SPECIAL ED-PARK CITY ACADEMY 82,525 7,127 7,127 92,073

01827879 SPECIAL ED-MEAD HALL 253,314 42,012 42,012 302,092

378



ORG DescOBJ Desc

FY 2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

01829000 SPECIAL ED AIDES 103,224 3,801,881 3,795,568 51,854

01829801 SPECIAL ED AIDES-BARNUM 127,231 63,845 72,718 250,112

01829802 SPECIAL ED AIDES-BEARDSLEY 56,139 36,785 32,472 131,346

01829803 SPECIAL ED AIDES-BLACK ROCK 72,189 33,285 33,519 129,232

01829804 SPECIAL ED AIDES-BRYANT 21,878 6,909 10,088 44,713

01829805 SPECIAL ED AIDES-COLUMBUS 62,013 32,657 33,354 127,627

01829807 SPECIAL ED AIDES-EDISON 25,783 7,200 10,278 48,968

01829810 SPECIAL ED AIDES-MARIN 193,471 86,508 109,919 477,444

01829811 SPECIAL ED AIDES-HALL 27,727 10,454 10,691 54,972

01829812 SPECIAL ED AIDES-HALLEN 27,423 10,459 10,691 54,972

01829813 SPECIAL ED AIDES-HOOKER 135,774 81,229 58,429 367,041

01829814 SPECIAL ED AIDES-BATALLA 88,845 64,947 45,992 361,833

01829817 SPECIAL ED AIDES-PARK CITY MAG 107,149 82,904 73,117 318,846

01829819 SPECIAL ED AIDES-LONGFELLOW 78,837 33,449 39,108 111,843

01829820 SPECIAL ED AIDES-MADISON 173,593 77,032 92,725 343,181

01829821 SPECIAL ED AIDES-CLASSICAL STU 33,082 22,754 19,147 116,501

01829822 SPECIAL ED AIDES-TISDALE 186,942 95,066 71,491 440,770

01829826 SPECIAL ED AIDES-ROOSEVELT 29,645 41,106 22,016 242,951

01829828 SPECIAL ED AIDES-BPT LEARNING 221,942 79,864 109,944 232,189

01829830 SPECIAL ED AIDES-WALTERSVILLE 130,177 82,489 83,425 277,197

01829832 SPECIAL ED AIDES-JOHNSON 216,587 119,506 150,470 515,306

01829836 SPECIAL ED AIDES-WINTHROP 102,771 64,476 67,685 262,594

01829839 SPECIAL ED AIDES-CROSS 32,545 29,112 22,529 118,431

01829840 SPECIAL ED AIDES-BLACKHAM 221,573 94,274 110,161 298,595

01829841 SPECIAL ED AIDES-DUNBAR 24,885 5,554 0 46,491

01829842 SPECIAL ED AIDES-CURIALE 70,910 29,965 25,393 275,805

01829844 SPECIAL ED AIDES-SKANE 475,915 206,608 235,408 818,038

01829845 SPECIAL ED AIDES-HIGH HORIZONS 21,332 0 8,705 0

01829846 SPECIAL ED AIDES-MULTICULTURAL 74,019 44,739 41,189 144,555

01829850 SPECIAL ED AIDES-948 MAIN ST 81,598 40,907 37,592 136,307

01829861 SPECIAL ED AIDES-BASSICK 164,979 80,116 81,594 431,276

01829862 SPECIAL ED AIDES-CENTRAL 299,843 159,808 156,097 665,491

01829863 SPECIAL ED AIDES-HARDING 61,668 23,580 40,928 70,222

01829879 SPECIAL ED AIDES-MEAD HALL 27,479 16,058 18,483 59,566

01830000 SPECIAL ED CLERICALS 5,215 520,982 450,051 450,051

01830800 SPECIAL ED CLERICALS-UNASSIGNE 57,027 11,780 19,497 69,535

01830850 SPECIAL ED CLERICALS-948 MAIN 418,513 96,677 159,891 588,997

01831000 SPECIAL EDUCATION EXTENDED YEA 196,372 225,000 225,000 225,000

01832000 HEARING 17,323 398,416 317,230 588,283

01832822 HEARING-TISDALE 274,664 0 68,262 0

01833000 ALTERNATIVE EDUCATION 472,802 360,589 344,530 366,310

01833866 ALTERNATIVE ED-PARK CITY ACADE 117,992 0 5,392 0

01834000 CENTRAL AT NIGHT 79,569 0 0 0

01834800 CENTRAL AT NIGHT-UNASSIGNED 411 0 0 0

01834862 CENTRAL AT NIGHT-CENTRAL 125,571 0 0 0

01835000 VOCATIONAL AQUACULTURE -450,522 856,128 680,987 943,040

01835864 VOCATIONAL AQUA-AQUACULTURE 1,052,204 -469 169,059 -469

01836000 AQUACULTURE SUPPORT STAFF 5,052 205,696 133,378 229,950

01836864 AQUACULTURE SPT STAFF 169,638 0 80,140 0

01837000 VOCATIONAL AGRICULTURE 450,403 405,948 391,698 391,698

01838000 MAGNET HIGH SCHOOLS 8,718 10,933 10,933 10,933

01839000 DISCOVERY MAGNET 13,277 618,648 865,839 1,364,186

01840000 6 TO 6 MAGNET SCHOOL 897,508 875,000 875,000 875,000

01841000 REG CTR FOR PERFORMING ARTS 227,950 240,000 240,000 240,000

01842000 EDUCATIONAL TECHNOLOGY 53,770 240,265 234,901 185,768

01842850 ED TECHNOLOGY-948 MAIN ST 123,532 0 5,573 0

01842899 ED TECHNOLOGY-PARENT CENTER 161 0 0 0

01843000 ATHLETICS 996,896 1,007,852 1,007,852 1,007,852

01843863 ATHLETICS-HARDING 0 0 0 0

01844000 INTRAMURALS 0 30,000 30,000 30,000

01845000 EXTRACURRICULAR ACTIVITIES 47,208 50,000 50,000 50,000

379



ORG DescOBJ Desc

FY 2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

01846000 ADULT ED 6,528 1,907,395 1,877,027 1,479,770

01846895 ADULT ED-ADULT ED 225,677 0 54,526 0

01847000 ADULT ED SECURITY OVERTIME 37,259 47,959 47,959 47,959

01848000 ADULT ED CUSTODIAL OVERTIME 13,898 16,000 16,000 16,000

01849000 SUMMER SCHOOL - REGULAR EDUCAT 142,242 138,318 140,000 138,318

01850000 FRINGES 32,048,872 14,668,522 14,668,522 16,484,755

01851000 DIRECTORS & SUPERVISORS 96,986 1,598,147 1,462,390 1,636,484

01851850 DIRECT & SUPERVISORS-948 MAIN 1,177,908 0 134,783 0

01852000 CLERICALS 14,332 395,696 293,711 404,381

01852850 CLERICALS-948 MAIN ST 289,692 0 91,897 0

01853000 SOCIAL WORKERS 187,732 2,842,592 2,842,069 107,977

01853800 SOCIAL WORKERS-UNASSIGNED 742,555 116,243 128,467 804,906

01853801 SOCIAL WORKERS-BARNUM 65,255 7,038 6,910 77,482

01853805 SOCIAL WORKERS-COLUMBUS 55,256 853 907 62,062

01853810 SOCIAL WORKERS-MARIN 50,683 18,229 17,760 78,458

01853813 SOCIAL WORKERS-HOOKER 58,010 18,607 18,084 105,477

01853814 SOCIAL WORKERS-BATALLA 170,236 8,453 8,375 92,073

01853819 SOCIAL WORKERS-LONGFELLOW 63,280 18,472 18,003 95,008

01853820 SOCIAL WORKERS-MADISON 82,531 7,257 7,125 92,089

01853821 SOCIAL WORKERS-CLASSICAL STUDI 82,777 7,244 7,112 92,073

01853825 SOCIAL WORKERS-READ 97,148 37,013 36,070 196,348

01853830 SOCIAL WORKERS-WALTERSVILLE 85,066 18,614 18,145 105,522

01853832 SOCIAL WORKERS-JOHNSON 82,525 7,240 7,112 92,073

01853836 SOCIAL WORKERS-WINTHROP 82,525 7,257 7,125 92,073

01853839 SOCIAL WORKERS-CROSS 62,512 15,011 14,647 90,934

01853840 SOCIAL WORKERS-BLACKHAM 85,048 18,618 18,145 105,477

01853841 SOCIAL WORKERS-DUNBAR 69,645 15,011 14,647 90,934

01853844 SOCIAL WORKERS-SKANE 84,398 18,618 18,145 105,477

01853850 SOCIAL WORKERS-948 MAIN ST 127,305 7,262 7,471 137,344

01853861 SOCIAL WORKERS-BASSICK 129,068 37,265 36,322 210,954

01853862 SOCIAL WORKERS-CENTRAL 201,106 19,822 25,270 105,522

01853863 SOCIAL WORKERS-HARDING 185,684 33,805 32,972 206,926

01853877 SOCIAL WORKERS-MAKE THE GRADE 109,835 8,808 1,244 101,404

01854000 PSYCHOLOGISTS 112,876 2,827,452 2,816,948 306,648

01854800 PSYCH-UNASSIGNED 573,043 102,453 70,097 830,242

01854801 PSYCH-BARNUM 56,301 4,236 10,158 4,236

01854802 PSYCH-BEARDSLEY 53,568 13,452 17,734 13,452

01854804 PSYCH-BRYANT 52,453 6,806 6,674 63,106

01854805 PSYCH-COLUMBUS 89,920 18,702 18,229 110,574

01854807 PSYCH-EDISON 62,686 18,287 17,818 86,319

01854810 PSYCH-MARIN 90,006 13,967 13,603 105,250

01854812 PSYCH-HALLEN 113,883 14,633 14,377 195,147

01854814 PSYCH-BATALLA 168,237 26,011 25,410 208,551

01854817 PSYCH-PARK CITY MAGNET 9,788 0 0 0

01854819 PSYCH-LONGFELLOW 89,920 18,705 18,232 110,574

01854821 PSYCH-CLASSICAL STUDIES ACADEM 19,876 0 0 0

01854822 PSYCH-TISDALE 79,605 14,834 14,466 82,246

01854825 PSYCH-READ 25,575 0 0 0

01854826 PSYCH-ROOSEVELT 67,359 7,035 6,903 81,687

01854828 PSYCH-BPT LEARNING CENTER 121,376 18,689 18,216 110,574

01854830 PSYCH-WALTERSVILLE 26,502 0 0 0

01854832 PSYCH-JOHNSON 99,729 18,685 18,216 110,574

01854836 PSYCH-WINTHROP 55,454 6,846 6,718 65,460

01854839 PSYCH-CROSS 59,552 7,311 7,129 97,170

01854840 PSYCH-BLACKHAM 54,936 0 0 0

01854841 PSYCH-DUNBAR 66,668 0 0 0

01854842 PSYCH-CURIALE 30,366 0 0 0

01854846 PSYCH-MULTICULTURAL 89,920 18,705 18,232 110,574

01854850 PSYCH-948 MAIN ST 113,589 17,234 17,848 140,124

01854861 PSYCH-BASSICK 91,542 18,685 18,216 110,574

01854862 PSYCH-CENTRAL 48,303 6,739 6,557 56,936

01854863 PSYCH-HARDING 101,337 14,386 14,127 194,356

380



ORG DescOBJ Desc

FY 2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

01855000 GUIDANCE COUNSELORS 143,544 3,223,622 3,232,333 30,211

01855800 GUIDANCE-UNASSIGNED 126,847 30,666 27,895 169,662

01855801 GUIDANCE-BARNUM 54,914 18,198 17,725 75,562

01855805 GUIDANCE-COLUMBUS 52,391 6,820 6,692 62,158

01855807 GUIDANCE-EDISON 84,280 15,161 14,793 101,404

01855810 GUIDANCE-MARIN 83,024 7,244 18,145 92,073

01855812 GUIDANCE-HALLEN 46,484 6,739 6,611 57,028

01855814 GUIDANCE BATALLA 49,548 6,803 6,675 60,296

01855817 GUIDANCE-PARK CITY MAGNET 85,066 18,631 18,158 105,522

01855819 GUIDANCE-LONGFELLOW 84,339 17,424 16,955 104,308

01855820 GUIDANCE-MADISON 20,145 0 0 0

01855822 GUIDANCE-TISDALE 83,318 6,050 5,922 90,875

01855825 GUIDANCE-READ 81,909 6,054 5,922 90,875

01855826 GUIDANCE-ROOSEVELT 63,861 18,354 17,885 86,778

01855830 GUIDANCE-WALTERSVILLE 47,830 13,951 6,626 66,394

01855832 GUIDANCE-JOHNSON 52,333 6,274 6,692 62,158

01855836 GUIDANCE-WINTHROP 85,811 0 14,828 0

01855839 GUIDANCE-CROSS 64,664 1,055 1,109 84,944

01855840 GUIDANCE-BLACKHAM 59,048 18,268 17,799 86,733

01855841 GUIDANCE-DUNBAR 60,964 13,971 213 100,226

01855842 GUIDANCE-CURIALE 30,442 827 0 52,809

01855845 GUIDANCE-HIGH HORIZONS 84,280 15,176 14,808 101,404

01855861 GUIDANCE-BASSICK 480,436 94,672 90,361 593,994

01855862 GUIDANCE-CENTRAL 777,414 142,132 139,503 953,019

01855863 GUIDANCE-HARDING 376,614 55,164 42,182 502,091

01855864 GUIDANCE-AQUACULTURE 77,064 15,063 14,699 93,580

01856000 SPEECH & LANGUAGE 64,332 1,616,930 1,616,512 67,558

01856800 SP & LANG-UNASSIGNED 453,347 80,524 68,687 601,981

01856801 SP & LANG-BARNUM 85,048 18,614 18,145 105,477

01856805 SP & LANG-COLUMBUS 22,920 0 0 0

01856812 SP & LANG-HALLEN 75,785 18,614 18,145 105,477

01856819 SP & LANG-LONGFELLOW 81,186 1,190 1,244 84,944

01856825 SP & LANG-READ 52,136 7,147 7,015 84,250

01856830 SP & LANG-WALTERSVILLE 77,579 18,504 18,035 97,653

01856832 SP & LANG-JOHNSON 69,035 19,113 18,164 66,850

01856836 SP & LANG-WINTHROP 26,782 17,903 0 65,218

01856839 SP & LANG-CROSS 40,867 6,655 6,473 49,601

01856840 SP & LANG-BLACKHAM 83,673 13,967 13,603 100,226

01856844 SP & LANG-SKANE 215,535 36,785 41,764 163,319

01856850 SP & LANG-948 MAIN ST 196,528 21,469 21,835 234,279

01856862 SP & LANG-CENTRAL 83,250 7,254 7,122 92,834

01857000 SPEECH & LANGUAGE PARAPROFESSI 3,660 205,444 138,878 278,871

01857800 SP & LANG PP-UNASSIGNED 71,231 0 21,324 0

01857850 SP & LANG PP-948 MAIN ST 73,467 0 46,169 0

381



ORG DescOBJ Desc

FY 2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

01858000 SCHOOL MEDIA SPECIALISTS 116,258 2,075,469 2,086,817 2,075,469

01858800 SCHL MEDIA SPEC-UNASSIGNED 8,913 17,424 0 72,510

01858801 SCHL MEDIA SPEC-BARNUM 60,397 18,296 17,827 82,595

01858802 SCHL MEDIA SPEC-BEARDSLEY 64,685 942 17,897 942

01858803 SCHL MEDIA SPEC BLACK ROCK 41,266 714 714 33,978

01858804 SCHL MEDIA SPEC BRYANT 45,236 6,741 6,613 55,988

01858805 SCHL MEDIA SPEC-COLUMBUS 84,824 1,183 1,183 84,944

01858810 SCHL MEDIA SPEC-MARIN 30,694 11,825 0 102,412

01858812 SCHL MEDIA SPEC-HALLEN 55,864 14,776 14,408 74,384

01858813 SCHL MEDIA SPEC-HOOKER 26,797 10,939 643 66,273

01858814 SCHL MEDIA SPEC-BATALLA 99,798 23,842 20,989 131,617

01858817 SCHL MEDIA SPEC-PARK CITY MAGN 82,531 7,259 7,127 92,089

01858819 SCHL MEDIA SPEC-LONGFELLOW 54,936 0 0 0

01858820 SCHL MEDIA SPEC-MADISON 82,531 18,614 7,112 105,477

01858821 SCHL MEDIA SPEC-CLASSICAL STUD 83,978 7,272 7,144 92,089

01858822 SCHL MEDIA SPEC-TISDALE 83,383 6,050 5,922 90,875

01858825 SCHL MEDIA SPEC-READ 35,032 23,035 1,960 117,064

01858826 SCHL MEDIA SPEC-ROOSEVELT 77,559 1,093 18,048 1,093

01858830 SCHL MEDIA SPEC-WALTERSVILLE 10,298 11,571 0 11,571

01858832 SCHL MEDIA SPEC-JOHNSON 47,048 0 0 0

01858836 SCHL MEDIA SPEC-WINTHROP 54,146 6,876 6,744 65,468

01858839 SCHL MEDIA SPEC-CROSS 81,902 6,050 5,922 90,875

01858840 SCHL MEDIA SPEC-BLACKHAM 99,875 20,399 14,806 152,610

01858842 SCHL MEDIA SPEC-CURIALE 93,842 1,371 15,028 49,898

01858845 SCHL MEDIA SPEC-HIGH HORIZONS 50,785 6,050 0 92,073

01858861 SCHL MEDIA SPEC-BASSICK 76,261 13,971 13,603 92,514

01858862 SCHL MEDIA SPEC-CENTRAL 80,563 0 54 83,730

01858863 SCHL MEDIA SPEC-HARDING 82,525 7,244 7,112 92,073

01859000 SCHOOL MEDIA PARAPROFESSIONALS 15,291 0 429,000 0

01859800 SCHL MEDIA PARA-UNASSIGNED 91,744 0 38,644 0

01859804 SCHL MEDIA-BRYANT 34,609 0 19,363 0

01859805 SCHL MEDIA PARA-COLUMBUS 27,238 0 10,583 0

01859807 SCHL MEDIA PARA-EDISON 30,440 0 22,244 0

01859810 SCHL MEDIA PARA-MARIN 30,940 0 18,771 0

01859814 SCHL MEDIA PARA-BATALLA 2,745 0 0 0

01859820 SCHL MEDIA PARA-MADISON 33,228 0 19,424 0

01859822 SCHL MEDIA PARA-TISDALE 14,337 0 10,931 0

01859830 SCHL MEDIA-WALTERSVILLE 28,775 0 18,591 0

01859840 SCHL MEDIA PARA-BLACKHAM 33,215 0 19,355 0

01859845 SCHL MEDIA PARA-HIGH HORIZONS 35,154 0 22,837 0

01859861 SCHL MEDIA PARA-BASSICK 31,064 0 10,683 0

01859862 SCHL MEDIA PARA-CENTRAL 70,039 0 42,192 0

01859863 SCHL MEDIA PARA-HARDING 26,500 0 0 0

01860000 SCHOOL NURSES 16,085 1,555,050 1,555,050 1,555,050

01860800 SCHL NURSES-UNASSIGNED 174,520 37,341 43,423 198,512

01860801 SCHL NURSES-BARNUM 62,269 22,672 22,932 79,058

01860802 SCHL NURSES-BEARDSLEY 60,879 11,697 11,822 67,669

01860805 SCHL NURSES-COLUMBUS 60,450 12,143 12,268 67,691

01860807 SCHL NURSES-EDISON 58,438 7,767 7,831 62,865

01860810 SCHL NURSES-MARIN 61,434 19,475 19,699 75,620

01860811 SCHL NURSES-HALL 61,084 19,452 19,676 75,620

01860812 SCHL NURSES-HALLEN 61,434 19,483 19,707 75,620

01860813 SCHL NURSES-HOOKER 61,434 19,421 19,645 75,620

01860814 SCHL NURSES-BATALLA 55,272 13,469 19,729 67,669

01860817 SCHL NURSES-PARK CITY MAGNET 59,685 12,189 12,314 67,691

01860819 SCHL NURSES-LONGFELLOW 59,529 12,182 12,307 67,669

01860820 SCHL NURSES-MADISON 62,269 22,695 22,955 79,058

01860822 SCHL NURSES-TISDALE 61,437 19,426 19,608 75,671

01860825 SCHL NURSES-READ 61,185 22,345 22,916 79,058

01860826 SCHL NURSES-ROOSEVELT 58,748 22,492 22,752 75,300

01860832 SCHL NURSES-JOHNSON 62,040 22,740 23,000 79,058

01860836 SCHL NURSES-WINTHROP 61,919 22,695 22,955 79,058

01860839 SCHL NURSES-CROSS 59,179 12,159 12,284 67,669

01860840 SCHL NURSES-BLACKHAM 62,269 22,679 22,939 79,058

01860841 SCHL NURSES-DUNBAR 60,672 11,974 12,207 67,669

01860842 SCHL NURSES-CURIALE 62,649 19,460 19,684 75,620

01860844 SCHL NURSES-SKANE 61,434 19,513 19,737 75,620

01860845 SCHL NURSES-HIGH HORIZONS 61,687 19,458 19,639 75,671

01860850 SCHL NURSES-948 MAIN ST 104,776 21,015 23,417 138,973

382



ORG DescOBJ Desc

FY 2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

01861000 OCCUPATIONAL THERAPY 95,145 537,449 461,583 548,376

01861800 OCCUPATIONAL THERAPY UNASSIGNE 305,686 0 51,792 0

01862000 ATTENDANCE & TRUANCY 7,256 160,152 160,152 160,152

01862828 ATTEND & TRUANCY-BPT LEARNING 20,056 16,463 18,776 68,484

01862850 ATTEND & TRUANCY-948 MAIN ST 112,728 32,298 32,379 150,160

01862861 ATTEND & TRUANCY-BASSICK 34,555 4,367 22,821 4,367

01862862 ATTEND & TRUANCY-CENTRAL 26,161 20,802 25,412 69,167

01862863 ATTEND & TRUANCY-HARDING 49,875 13,769 38,666 13,769

01863000 BOE ADMINISTRATION 362,474 1,079,596 977,126 1,110,334

01863850 BOE ADMIN-948 MAIN ST 138,602 0 7,557 0

01863891 BOE ADMIN-SUPERINTENDENT 398,401 0 34,473 0

01863892 BOE ADMIN-ASST SUPER ROOM 303 137,510 0 5,573 0

01863893 BOE ADMIN-ASST SUPER ROOM 304 144,944 0 14,867 0

01864000 BOE ADMINISTRATION CLERICALS 19,014 402,846 377,948 377,948

01864802 BOE ADMIN CLERICALS BEARDSLEY 3,579 0 0 0

01864850 BOE ADMIN CLERICALS-948 MAIN S 40,181 11,801 18,328 60,547

01864876 BOE ADM CLERICAL-BOE FACILITIE 8,860 0 0 0

01864891 BOE ADMIN CLERICAL-SUPERINTEND 147,302 34,531 37,567 248,215

01864892 BOE ADMIN CLERICAL-ASST RM303 56,319 14,562 23,321 73,417

01864893 BOE ADMIN CLERICAL-ASST RM304 48,211 12,117 18,693 68,847

01865000 LEGAL SERVICES 519,764 624,416 581,250 581,250

01866000 HUMAN RESOURCES 174,754 690,520 573,535 733,479

01866889 HUMAN RES-PARENT CENTER 399,151 0 118,195 0

01867000 PUPIL SERVICE / STUDENT ASSIGN 61,974 273,056 254,910 98,554

01867850 PUPIL SVCS-948 MAIN ST 178,694 18,402 29,498 335,772

01867890 PUPIL SVCS-SCHOOL VOLUNTEER 35,566 4,232 10,072 10,072

01868000 STUDENT DATA SUPPORT 119,401 177,657 173,502 173,757

01868800 STUDENT DATA SPT-BOE UNASSIGNE 15,930 0 0 0

01868850 STUDENT DATA SUPT-948 MAIN ST 60,453 6,625 10,780 47,845

01869000 BUSINESS OFFICE 1,396,976 1,572,204 1,572,204 1,572,204

01869851 BOE BUS OFF-BOE BUS OFF 162,180 25,202 25,202 113,532

01870000 BUSINESS OFFICE CLERICALS 12,093 231,554 222,859 76,368

01870800 BUSINESS OFFICE CLERICALS-UNAS 52,671 5,009 11,354 56,069

01870851 BUSINESS OFFICE CLERICALS-BUSO 155,630 16,175 18,525 207,085

01871000 PAYROLL 6,915 544,540 489,390 489,390

01871800 PAYROLL UNASSIGNED 8,081 0 0 0

01871871 PAYROLL-PAYROLL/BENEFITS 523,287 84,568 139,718 577,334

01872000 STOCKROOM 45,493 246,526 247,137 246,526

01872872 STOCKROOM-UNASSIGNED 209,257 60,746 60,746 331,538

01873000 INFORMATION TECHNOLOGY SERVICE 341,383 1,761,650 1,697,797 1,697,797

01873851 BOE ITS-BUSINESS OFFICE 82,015 0 0 0

01873852 BOE ITS-BOE IT 622,286 117,449 181,302 729,502

01874000 TRANSPORTATION OFFICE 14,582 225,416 203,310 203,224

01874874 TRANS OFFICE-TRANS OFFICE CITY 198,493 36,537 58,729 249,573

01875000 TRANSPORTATION 5,371,334 5,667,349 5,337,142 5,959,412

01875875 TRANS-TRANS SPED 873,021 0 332,945 0

01876000 BUS MONITORS 84,577 320,000 320,000 320,000

01876841 BUS MONITORS-DUNBAR 398 0 0 0

01876875 BUS MONITORS-TRANS SPED 219,295 0 0 0

01877000 SPECIAL ED TRANSPORTATION 5,695,466 5,193,053 5,193,053 5,193,053

01878000 PAROCHIAL/NON-PUBLIC TRANSPO 1,031,201 1,051,995 1,051,995 1,051,995

01879000 SPECIAL ED VEHICLE MAINTENANCE 205,575 377,261 377,261 377,261

01880000 SCHOOL CROSSING GUARDS -4,440 975,067 902,234 966,037

01880873 CROSSING GUARDS-CROSSING GUARD 846,987 0 74,003 0

01881000 SECURITY ADMINISTRATION 2,047 209,079 182,714 226,585

01881897 SECURITY ADMIN-SCHOOL SEC 184,897 7,697 22,505 7,697

01882000 SECURITY CLERICALS 3,529 101,102 70,133 109,935

01882897 SEC CLERICALS-SCHOOL SECURITY 75,243 0 39,098 0

383



ORG DescOBJ Desc

FY 2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

01883000 SECURITY 310,107 3,055,038 3,080,413 377,239

01883801 SECURITY-BARNUM 71,510 21,140 30,204 92,561

01883802 SECURITY-BEARDSLEY 40,871 17,519 17,483 51,365

01883803 SECURITY-BLACK ROCK SCHOOL 34,081 17,813 0 55,163

01883804 SECURITY-E. O'BRIEN TECH 35,898 9,955 9,540 42,487

01883805 SECURITY-COLUMBUS 40,697 23,967 17,049 102,730

01883807 SECURITY-EDISON 41,359 20,833 20,823 55,127

01883810 SECURITY-MARIN 80,830 26,941 27,048 93,852

01883811 SECURITY-HALL 39,298 9,502 9,540 42,487

01883812 SECURITY-HALLEN 38,806 9,609 17,503 42,487

01883813 SECURITY-HOOKER 61,651 35,786 26,114 105,884

01883814 SECURITY-BATALLA 117,232 46,091 47,412 130,278

01883817 SECURITY-PARK CITY MAGNET 41,809 20,827 20,725 55,163

01883819 SECURITY-LONGFELLOW 75,028 13,478 13,075 42,499

01883820 SECURITY-MADISON 37,248 9,502 9,497 41,878

01883821 SECURITY-CLASSCIAL STUDIES 29,963 7,889 20,823 42,487

01883822 SECURITY-TISDALE 74,626 25,262 25,226 91,751

01883825 SECURITY-READ 75,377 21,714 26,936 86,476

01883826 SECURITY-ROOSEVELT 70,457 18,946 18,955 84,365

01883828 SECURITY-BPT LEARNING CENTER 40,331 20,539 20,437 54,704

01883830 SECURITY-WALTERSVILLE 74,366 38,242 38,146 105,890

01883832 SECURITY-JOHNSON 79,042 30,427 30,454 97,626

01883836 SECURITY-WINTHROP 55,772 24,302 38,219 55,127

01883837 SECURITY-DISCOVERY MAGNET 0 9,228 0 51,336

01883839 SECURITY-CROSS 41,886 20,827 20,725 55,163

01883840 SECURITY-BLACKHAM 123,364 47,904 47,895 148,383

01883841 SECURITY-DUNBAR 76,065 19,953 26,878 41,878

01883842 SECURITY-CURIALE SCHOOL 47,216 5,133 9,540 5,133

01883844 SECURITY-SKANE 35,344 16,272 9,540 51,336

01883845 SECURITY-HIGH HORIZONS 37,579 9,257 9,295 42,040

01883846 SECURITY-MULTICULTURAL 44,970 15,970 9,540 51,336

01883850 SECURITY-948 MAIN STREET 34,379 9,585 9,623 42,499

01883861 SECURITY-BASSICK 384,865 122,655 133,969 400,187

01883862 SECURITY-CENTRAL 405,668 195,512 174,980 551,536

01883863 SECURITY-HARDING 388,304 121,528 126,702 481,900

01883864 SECURITY-AQUACULTURE 42,374 5,273 5,340 67,710

01883866 SECURITY-PARK CITY ACADEMY 36,918 2,958 9,482 2,958

01883877 SECURITY-MAKE THE GRADE 34,653 9,792 9,713 42,499

01883897 SECURITY-SCHOOL SECURITY 94,526 53,440 24,023 191,792

01884000 FACILITIES ADMINISTRATION 21,999 508,356 409,225 440,509

01884876 FACILITIES ADMIN-FAC ADM 429,726 0 98,543 0

01884878 FACILTIES ADM-BOE GARAGE 78,957 0 14,313 0

01885000 FACILITIES CLERICALS 20,543 198,724 144,197 247,501

01885876 FACILITIES CLERICALS-FACILI AD 171,117 0 53,942 0

01886000 TRADES 140,951 2,410,287 1,983,238 2,320,357

01886872 TRADES-STOCKROOM 50,013 0 10,918 0

01886878 TRADES-BOE GARAGE 1,947,136 0 442,524 156,500

01887000 CUSTODIANS -38,322 6,145,598 6,128,506 407,026

01887800 CUSTODIANS-UNASSIGNED 34,940 21,276 21,264 54,645

01887801 CUSTODIANS-BARNUM 221,143 78,027 70,884 316,399

01887802 CUSTODIANS-BEARDSLEY 166,313 74,094 60,077 227,909

01887803 CUSTODIANS-BLACK ROCK 134,958 42,293 31,401 163,432

01887804 CUSTODIANS-BRYANT 169,504 46,161 56,911 159,249

01887805 CUSTODIANS-COLUMBUS 237,964 96,935 84,169 313,060

01887807 CUSTODIANS-EDISON 76,466 26,782 35,539 99,084

01887810 CUSTODIANS-MARIN 224,112 64,445 68,571 237,245

01887811 CUSTODIANS-HALL 85,759 23,407 19,938 90,247

384



ORG DescOBJ Desc

FY 2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

01887812 CUSTODIANS-HALLEN 136,542 50,438 50,568 172,082

01887813 CUSTODIANS-HOOKER 198,485 79,554 85,167 230,544

01887814 CUSTODIANS-BATALLA 360,087 104,781 112,062 421,409

01887817 CUSTODIANS-PARK CITY MAGNET 145,514 51,515 50,057 157,286

01887819 CUSTODIANS-LONGFELLOW 199,656 66,466 49,887 222,999

01887820 CUSTODIAN-MADISON 135,020 50,467 50,409 169,606

01887821 CUSTODIANS-CLASSICAL STUDIES 147,261 61,998 64,580 170,508

01887822 CUSTODIANS-TISDALE 257,511 110,779 121,235 390,152

01887825 CUSTODIANS-READ 173,071 60,228 41,938 196,883

01887826 CUSTODIANS-ROOSEVELT 250,872 72,037 63,126 322,426

01887828 CUSTODIANS-BPT LEARNING CENTER 56,702 18,732 18,966 70,317

01887830 CUSTODIANS-WALTERSVILLE 214,385 71,260 76,714 261,126

01887832 CUSTODIANS-JOHNSON 211,920 57,736 55,867 207,429

01887836 CUSTODIANS-WINTHROP 183,910 70,203 69,751 270,916

01887839 CUSTODIANS-CROSS 172,477 52,253 63,475 236,796

01887840 CUSTODIANS-BLACKHAM 301,140 95,595 98,275 366,083

01887841 CUSTODIANS-DUNBAR 164,291 40,386 49,252 173,153

01887842 CUSTODIANS-CURIALE 198,904 63,069 69,572 260,367

01887844 CUSTODIANS-SKANE 41,884 9,513 9,551 45,621

01887845 CUSTODIANS-HIGH HORIZON 380,417 94,847 98,504 353,605

01887850 CUSTODIANS-948 MAIN ST 93,670 28,394 28,677 146,664

01887861 CUSTODIANS-BASSICK 376,835 146,034 143,160 581,174

01887862 CUSTODIANS-CENTRAL 586,203 211,711 214,904 730,719

01887863 CUSTODIANS-HARDING 428,487 148,551 147,041 506,830

01887864 CUSTODIANS-AQUACULTURE 46,193 26,829 17,652 110,729

01887866 CUSTODIANS-PARK CITY ACADEMY 44,631 25,335 17,405 50,577

01887876 CUSTODIANS-FACILTIES ADMIN 97,812 23,197 23,476 86,221

01887889 CUSTODIANS-HUMAN RESOURCES 55,699 11,529 11,567 63,385

01887895 CUSTODIANS-ADULT ED 9,470 0 0 0

01888000 PT CUSTODIANS 958 80,000 80,000 80,000

01888805 PT CUSTODIANS-COLUMBUS 6,815 0 0 0

01888812 PT CUSTODIANS-HALLEN 10,336 0 0 0

01888828 PT CUSTODIANS-BPT LEARNING CTR 10,396 0 0 0

01888839 PT CUSTODIANS-CROSS 10,167 0 0 0

01888841 PT CUSTODIANS-DUNBAR 4,274 0 0 0

01888844 PT CUSTODIANS-SKANE 10,140 0 0 0

01888845 PT CUSTODIANS-HIGH HORIZONS 10,145 0 0 0

01888861 PT CUSTODIANS-BASSICK 6,520 0 0 0

01888899 PT CUSTODIANS-PARENT CENTER 13,825 0 0 0

01889000 FRINGE JANITORS & ENGINEER RET 985,489 999,416 999,416 999,416

01890000 CUSTODIAL SERVICES 249,150 385,500 428,500 428,500

01891000 UTILITIES 6,920,520 7,569,797 7,708,436 7,708,436

01892000 REFUSE & RECYCLING 142,837 156,198 79,222 79,222

01893000 OPERATING BUILDING SERVICES 204,187 322,501 321,212 321,212

01894000 REGULATORY COMPLIANCE 48,330 838,860 758,860 813,860

01895000 VEHICLE MAINTENANCE (FACILITIE 131,637 198,300 188,300 190,300

01896000 FACILITIES MAINTENANCE & REPAI 1,809,755 1,206,695 1,213,695 1,213,695

01897000 HARDING RE-START 0 85,037 85,037 85,037

01898000 GENERAL FUND BOE ADMINISTRATIO 69,654 81,731 81,731 81,731

01899000 BOE GRANT ADMINISTRATION 0 0 1,897,527 0

385

EDUCATION DIVISIONS

B.O.E. NUTRITION SERVICES BUDGET DETAIL


Maura O’Malley



FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE

TO FY2011

BUDGET

01900902 NUTR-NUTRITION -12,353,927 -11,315,146 -11,315,146 -11,315,146

41620 CATERING SALES -30,249 -38,500 -38,500 -38,500

41621 STUDENT SALES -329,874 -395,000 -395,000 -395,000

41622 OTHER SALES -432,485 -350,000 -350,000 -350,000

42121 NUTRITION-FEDERALPORTION,CAF -8,332,145 -8,095,062 -8,095,062 -8,095,062

42617 FEDERAL BREAKFAST PROGRAM -2,906,061 -2,116,066 -2,116,066 -2,116,066

44618 STATE PORTION - LUNCH -155,535 -145,389 -145,389 -145,389

44619 STATEPORTION-BREAKFASTPROGRAM -167,577 -175,129 -175,129 -175,129 APPROPRIATION SUMMARY

FY2009

ACTUAL

FY2010

BUDGET

FY2011

REQUEST

FY2011

MAYOR

PROPOSED

VARIANCE

TO FY2010

BUDGET

09 BOE FOOD SERVICES 12,109,913 11,315,145 11,315,145 11,315,145 0 GENERAL STATEMENT

This Proposed Budget is based on appropriations equaling those revenues that the Nutrition Center realizes.

386

GENERAL FUND BUDGET B.O.E. FOOD SERVICES BUDGET DETAIL


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

01900000 BOE FOOD SERVICES 9,051,130 8,936,434 8,936,861 9,041,266 104,832


51026 FT HOME BOUND PAY -2,483,357 -2,483,357



51108 REGULAR 1.5 OVERTIME PAY 1,007 770 770 770


51138 NORMAL STNDRD SHIFT DIFFER 2,539 598 598 598

51139 EDUCATION INCENTIVE 25 25 25

51140 LONGEVITY PAY -2,019

51154 UNUSED SICK TIME PAYOUT 35,632

51302 TEMPORARY ACTING PAY 1,800 1,800 1,800

51314 UNUSED VACATION PAY RETIREMENT 8,446

51318 PERSONAL DAY PAYOUT RETIREMENT 596

51400 GENERAL STIPENDS 500 500 500

51404 TRAVEL ALLOWANCE/STIPENDS 2,059 294 294 294

52014 DENTAL HMO - NUTRITION 2,100

52030 DENTAL PPO - NUTRITION 4,900

52112 VISION FEE - NUTRITION 1,300

52125 VISION CLMS-NUTRITION 11,200

52150 LIFE INSURANCE NUTRITION 9,628 9,700 9,700 9,700

52167 CLMS DNTL- NUTRITION CENTER 64,000

52312 WORKERS' COMP INDM - NUTRITION 57,000 43,800 43,800 25,000 -18,800

52314 WORKERS' COMP MED - NUTRITION 50,000 362,300 362,300 40,000 -322,300

52360 MEDICARE 3,684 1,405 1,405 40,021 38,616

52363 MEDICARE PART B REIMB BOE FOOD 1,200 1,400 1,400 1,400

52385 SOCIAL SECURITY 10,961 5,958 5,958 4,885 -1,073

52397 UNEMPLOYMENT 2,084

52399 UNIFORM ALLOWANCE 10,500 1,500 1,500 -1,500

52404 RX CLAIMS - NUTRITION 258,000

52420 RX ADM - NUTRITION 500

52502 MERF PENSION EMPLOYER CONT 258,288

52504 MERF PENSION EMPLOYER CONT -112,303 9,182 9,182 383,652 374,470

52701 HEALTH ASO FEES: NUTRITION 54,800

52715 CLMS MENTAL HEALTH - NUTRITION 22,500

52765 CLMS CHIROPRACTIC - NUTRITION 15,200

52865 CLAIMS DR/HSPTLS - NUTRITION 1,393,090

52917 HEALTH INSURANCE CITY SHARE -230,136 2,072,552 2,072,552

52920 HEALTH BENEFITS BUYOUT 2,830 2,830 2,830

52934 NUTRITION EMPLY HEALTH COPAY -166,599 -166,599 -166,599

53110 WATER UTILITY 7,286 8,000 8,000 8,000

53120 SEWER USER FEES 3,990 7,500 7,500 7,500

53130 ELECTRIC UTILITY SERVICES 145,570 190,000 190,000 190,000



53705 ADVERTISING SERVICES 2,805 250 1,000 1,000 750


53725 TELEVISION SERVICES 200 200 200



54010 AUTOMOTIVE PARTS 63 6,000 13,500 13,500 7,500

54020 COMPUTER PARTS 3,577 3,577 3,577

54535 TIRES & TUBES 1,000 1,000 1,000

387

GENERAL FUND BUDGET B.O.E. FOOD SERVICES BUDGET DETAIL


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

54540 BUILDING MATERIALS & SUPPLIE 194 40,168 80,200 80,200 40,032


54555 COMPUTER SUPPLIES 204 7,000 7,000 7,000


54595 MEETING/WORKSHOP/CATERING FOOD 4,194,189 3,624,080 3,450,000 3,450,000 -174,080

54600 FOOD SERVICE SUPPLIES 471,986 522,180 432,180 432,180 -90,000

54605 FURNISHINGS 2,760 2,760 2,760

54615 GASOLINE 12,658 15,500 22,000 22,000 6,500

54620 HEATING OIL 2,385 4,787 4,787 2,402

54630 OTHER FUELS 237 2,000 3,000 3,000 1,000

54640 HARDWARE/TOOLS 6,395 21,804 75,779 75,779 53,975

54645 LABORATORY SUPPLIES 3,012 3,600 5,500 5,500 1,900

54670 MEDICAL SUPPLIES 1,000 1,000 1,000

54675 OFFICE SUPPLIES 13,322 22,000 22,000 22,000

54680 OTHER SUPPLIES 588 963 963 963

54705 SUBSCRIPTIONS 400 2,000 2,000 1,600

54720 PAPER AND PLASTIC SUPPLIES 4,633 4,633 4,633

54745 UNIFORMS 4,787 15,387 15,387 15,387

54770 SALE OF SURPLUS/OBSOLETE ITE 3,400 3,400 3,400

55030 AUTOMOTIVE EQUIPMENT 3,000 3,000 3,000

55045 VEHICLES 44,500 84,500 84,500 40,000

55050 CLEANING EQUIPMENT 1,000 1,000 1,000

55055 COMPUTER EQUIPMENT 8,000 8,000 8,000

55095 FOOD SERVICE EQUIPMENT 870 11,500 41,500 41,500 30,000

55105 HOUSEHOLD APPLIANCES 488 35,000 35,000 35,000

55110 HVAC EQUIPMENT 200 200 200

55145 EQUIPMENT RENTAL/LEASE 951 800 2,000 2,000 1,200

55150 OFFICE EQUIPMENT 13,500 13,500 13,500

55155 OFFICE EQUIPMENT RENTAL/LEAS 1,500 1,500 1,500

55530 OFFICE FURNITURE 480 480 480

55535 FOOD SERVICE FURNITURE 10,361 28,000 28,000 17,639

56010 ENGINEERING SERVICES 5,000 5,000 5,000

56015 AGRIC/HEAVY EQ MAINT SRVCS 3,892 10,157 16,000 16,000 5,843

56045 BUILDING MAINTENANCE SERVICE 12,330 40,803 30,460 30,460 -10,343


56165 MANAGEMENT SERVICES 4,000 4,000 4,000

56170 OTHER MAINTENANCE & REPAIR S 160,976 167,221 167,648 167,648 427

56175 OFFICE EQUIPMENT MAINT SRVCS 13,895 17,000 22,000 22,000 5,000

56180 OTHER SERVICES 267,863 12,816 12,816 12,816

56185 PUBLIC FACILITIES SERVICES 4,700 4,700 4,700

56210 RECYCLING SERVICES 859 859 859

56250 TRAVEL SERVICES 500 500 500


59010 MAILING SERVICES 803 300 800 800 500

388

GENERAL FUND BUDGET B.O.E. FOOD SERVICES APPROPRIATION SUPPLEMENT


ORG DescOBJ Desc

FY 2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

01900000 BOE FOOD SERVICES 9,051,130 8,936,434 8,936,861 9,041,266

01900801 NUTR-BARNUM 35,652 3,260 3,260 3,260

01900802 NUTR-BEARDSLEY 30,674 4,610 4,610 3,260

01900803 NUTR-BLACK ROCK 20,969 0 0 0

01900804 NUTR-BRYANT 22,324 3,260 3,260 3,260

01900805 NUTR-COLUMBUS 49,400 4,160 4,160 3,260

01900807 NUTR-EDISON 22,730 4,610 4,610 3,260

01900810 NUTR-MARIN 47,130 3,260 3,260 3,260

01900811 NUTR-HALL 21,189 4,685 4,685 3,260

01900812 NUTR-HALLEN 20,961 3,260 3,260 3,260

01900813 NUTR-HOOKER 24,146 3,260 3,260 3,260

01900814 NUTR-BATALLA 57,133 3,260 3,260 3,260

01900817 NUTR-PARK CITY 17,962 3,260 3,260 3,260

01900819 NUTR-LONGFELLOW 27,364 22,917 22,917 22,274

01900820 NUTR-MADISON 25,620 3,260 3,260 3,260

01900821 NUTR-CLASS STUD 23,688 3,260 3,260 3,260

01900822 NUTR-TISDALE 46,881 5,135 5,135 3,260

01900825 NUTR-READ 49,337 23,077 23,077 22,034

01900826 NUTR-ROOSEVELT 30,621 3,538 3,538 3,288

01900828 NUTR-BRIDGE LRN 10,443 207 207 207

01900830 NUTR-WALTERSVIL 49,127 27,468 27,468 26,744

01900832 NUTR-JOHNSON 48,518 3,298 3,298 3,298

01900836 NUTR-WINTHROP 31,108 5,135 5,135 3,260

01900839 NUTR-CROSS 29,893 3,260 3,260 3,260

01900840 NUTR-BLACKHAM 51,802 4,985 4,985 3,260

01900841 NUTR-DUNBAR 20,881 1,630 1,630 1,630

01900842 NUTR-CURIALE 26,398 2,455 2,455 2,455

01900844 NUTR-SKANE CTR 12,115 0 0 0

01900845 NUTR-HI HORIZON 23,538 0 0 0

01900846 NUTR-MULTICUL 23,327 3,260 3,260 3,260

01900847 NUTR-SIX TO SIX 31,676 6,860 6,860 3,260

01900861 NUTR-BASSICK HS 126,385 31,143 31,143 18,593

01900862 NUTR-CENTRAL HS 267,535 3,367 3,367 2,142

01900863 NUTR-HARDING HS 217,410 4,525 4,525 3,300

01900877 NUTR-MAKE THE GRADE 7,522 250 250 0

01900902 NUTR-NUTRITION 2,247,709 2,178,785 2,178,785 2,106,390

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GENERAL FUND BUDGET B.O.E. DEBT SERVICE APPROPRIATION SUPPLEMENT


ORG Desc OBJ Desc

FY2010

ACTUAL

FY 2011

CURRENT

FY 2012

REQUEST

FY 2012

MAYOR

PROPOSED

VARIANCE TO

FY 2011

BUDGET

53200 PRINCIPAL & INTEREST DEBT SERV 18,638,563 19,437,442 19,437,442 15,539,675 -3,897,767

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GENERAL FUND BUDGET APPENDIX GLOSSARY


ACCOUNTING SYSTEM: A total set of records that are used to record, classify, and report information on the financial status and operation of an entity.

ADA: Americans with Disabilities Act. The ADA prohibits discrimination in all employment practices, including job application procedures, hiring, firing, advancement, compensation, training, and other terms, conditions, and privileges of employment. It applies to recruitment, advertising, tenure, layoff, leave, fringe benefits, and all other employment-related activities.

ADOPTED BUDGET: The budget for the ensuing fiscal year that has been approved by the City Council & the Mayor.

ALLOCATED COSTS (indirect cost rate): The concept of overhead budgeting is used primarily In Grant / Special Revenue Services and for Educational In-Kind reporting purposes. It is employed as a device to spread administrative costs to operating accounts in different funds to get a more accurate picture of true costs. Allocated costs can include both managerial and clerical salaries, as well as benefits, sick and annual leave, pensions and insurances of all the employees who work directly on a particular service or project.

APPROPRIATION: A legal authorization granted by the City Council to make expenditures and to incur obligations for specific purposes. An appropriation usually is limited in amount and time it may be expended.

ASSESSED VALUE (TAXABLE): As used in this document represents the total taxable book value of property in the City for Municipal purposes only. It is established each year by the filing of the Grand List with the State of Connecticut by the City Assessor.

ATTRITION: A reduction in the City’s workforces as a result of resignations, retirements and/or terminations.

AUDIT: A study of the City’s accounting system to ensure that financial records are accurate and in compliance with all legal requirements for handling of public funds, including those set forth by state law & City Charter.

BALANCED BUDGET: a budget projected wherein the projected expenditures are equal to the projected revenues. The Charter of the City of Bridgeport mandates a balanced budget.

BERC: The Bridgeport Economic Resource Center. BERC provides assistance and information to businesses wishing to relocate to or expand within the Greater Bridgeport, Connecticut area. BERC is a privately funded, non-profit organization created by a partnership of Greater Bridgeport businesses, utilities, institutions, city and state government.

BOE: Board of Education.

BOND: A written promise to pay a specific sum of money at a specified future date (maturity date) along with periodic interest paid at a specified percentage of the principal (interest rate). Bonds are used typically to manage long-term debt.

BOOTFINDER: The BootFinder, a hand-held device that looks like a radar gun and reads both moving and stationary license plates while searching for vehicles on which taxes are owed and those that are stolen. The BootFinder, named after the lock placed on the wheel of a scofflaw's car or truck, is connected to the city's motor vehicle tax records and its list of stolen vehicles and license plates. It is also attached to a laptop computer that alerts the user to ''a hit'' with an audio and visual signal.

BUDGET: A plan for the accomplishment of programs related to objectives and goals within a definite time period, including an estimate or resources required, together with an estimate of resources available.

BUSINESS-TYPE ACTIVITES: provide the same type of services as a private entity, involve exchange relationships - that is, a fee is charged for services rendered and there is a direct relationship between the services provided and the fee charged for the services, and the entity is often a separate, legally constituted, self-sufficient organization although it may be subsidized by a government.

CAFR: An acronym that stands for Comprehensive Annual Financial Report. The CAFR is the industry standard financial report for local governments. The City’s CAFR is recognized as meeting the highest possible level of reporting excellence and complies completely with GAAP.

CAMA: Computer assisted mass appraisal system, a computer system for the appraisal of real property, assessment administration and tax collection for a revaluation of property.

CAPITAL IMPROVEMENT PLAN (CIP): A plan for capital expenditures to be incurred each year over a five year period setting forth each capital project, the duration of the project, and the amount to be expended in each year of financing those projects.

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CATEGORY (OF REVENUE OR APPROPRIATIONS): Grouping of similar line items. Refer to Budget Summary, Categorical Descriptions.

CBD: Central Business District.

CCTV: Closed circuit television. Closed circuit television is the use of video cameras to transmit signals to a specific set of monitors. CCTV is often used for surveillance in areas where security is critical such as banks, casinos, airports, and other public areas.

CDBG: Community Development Block Grant, a federal program that supports the development of housing and community projects.

COBRA: An acronym that stands for Consolidated Omnibus Budget Reconciliation Act, which provides certain former employees, retirees, spouses, former spouses, and dependent children the right to temporary continuation of health coverage at group rates. This coverage, however, is only available when coverage is lost due to certain specific events. Group health coverage for COBRA participants is usually more expensive than health coverage for active employees, since usually the employer pays a part of the premium for active employees while COBRA participants generally pay the entire premium themselves. It is ordinarily less expensive, though, than individual health coverage. See http://www.dol.gov/ebsa/faqs/faq_consumer_cobra.HTML for more information on the program.

CPPB: Certified Professional Public Buyer.

CRRA: Connecticut Resources Recovery Authority, the quasi-public agency that manages the municipal waste and recycling for the State of Connecticut.

CRS: Community Rating System. The National Flood Insurance Program's (NFIP) Community Rating System (CRS) is a voluntary incentive program that recognizes and encourages community floodplain management activities that exceed the minimum NFIP requirements. It is a program sponsored by the Federal Emergency Management Agency.

DEBT SERVICE: Principal and interest payment on bonds issued by the City to fund Capital and Other Projects. This includes debt service on past bond issues, as well as those anticipated in the current year of Capital Improvement Projects (C.I.P).

DECD: Department of Economic and Community Development.

DEP: Department of Environmental Protection.

DEPRECIATION: a decrease or loss in value.

DMV: Department of Motor Vehicles.

ECS: ECS or Education Cost Sharing, aims to equalize some of school funding disparities that municipalities with a large number of needy students encounter when trying to provide services. ECS provides grants based on a formula that multiplies three factors: (1) a base aid ratio of each town's wealth to a designated state guaranteed wealth level (GWL), (2) the foundation, and (3) the number of each town's resident students adjusted for educational and economic need (“need students”). A per-student bonus is added for towns that are part of regional school districts. (A copy of the amended ECS formula is available here: http://www.cga.ct.gov/2007/rpt/2007-R-0436.htm).

ENTERPRISE FUNDS: A fund established to account for operations that are financed and operated in a manner similar to private business enterprises. The intent is that the full cost of providing the goods or services be financed primarily through charges and fees thus removing the expenses from the tax rate.

EOC: Emergency Operations Center. A central location that serves as a center for coordination and control of emergency preparedness and response for the region.

EPA: Environmental Protection Agency, a federal agency.

ESU: Emergency Services Unit. Similar to a SWAT Team, the ESU is a specially trained police unit that responds to critical incidents such as hostage situations.

EXPENDITURES: Total charges incurred for services received or assets purchased.

FEMA: Federal Emergency Management Agency.

FISCAL YEAR: a twelve-month period for which an organization plans the use of its funds. The City of Bridgeport’s fiscal year beings on July 1 and concludes on June 30.

FTA: Federal Transit Administration

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http://www.cga.ct.gov/2007/rpt/2007-R-0436.htm



FTE: An acronym that stands for full time equivalent. Employee counts represent the budgeted sum of permanent, temporary and part-time employees.

FUND BALANCE: Represents the undesignated fund balance or excess of current assets over liabilities available for use along with current revenues to fund the various operating budgets.

FUND: A fiscal and accounting entity with a self-balancing set of accounts in which cash and other financial resources, all related liabilities and residual entities, or balances (and changes therein) are recorded and segregated to carry on specific activities or attain certain objectives in accordance with specific regulations, restrictions or limitations.

FUND STRUCTURE: The City’s accounting system is organized and operated on the basis of funds or account groups, each of which is a separate accounting entity. Each fund is accounted for with a set of self-balancing accounts comprised of assets, liabilities, fund equity, revenues and expenditures or expenses, as appropriate. The three broad categories are GOVERNMENTAL FUNDS, PROPRIETARY FUNDS, and FIDUCIARY FUNDS. They are covered briefly here, and in greater detail in the budget summary, page 26 of this document.

GOVERNMENTAL FUNDS:

THE GENERAL FUND is used to account for the major general operations of the City, except those required to be accounted for in a separate fund.

SPECIAL REVENUE FUNDS are used to account for revenues dedicated for a specific purpose as prescribed by Federal or State program guidelines regarding their use. DEBT SERVICE FUND is used for the accumulation of resources for, and the payment of, long term bonded debt.

CAPITAL PROJECT FUNDS are used to account for the proceeds of general obligation bonds and other financing resources for the planning, acquisition and construction or improvement of major capital facilities such as new schools and urban renewal projects. PROPRIETARY FUNDS:

ENTERPRISE FUND Enterprise funds are used to account for the operations of activities that are financed and operated in a manner similar to a private business enterprise. INTERNAL SERVICE FUND The City, by Ordinance, established an Internal Service Fund to account for self-insured health benefit activities of the City, Board of Education (BOE) and all other departments. Governmental Accounting Standards allow for the use of Internal Service Funds for risk financing activities. FIDUCIARY FUNDS:

TRUST AND AGENCY FUNDS are used to account for resources held for the benefit of parties outside the government. The City of Bridgeport has four pension trust funds that support the pensions of City employees.

FY: An abbreviation for fiscal year, a twelve-month period for which an organization plans the use of its funds. The City of Bridgeport’s fiscal year beings on July 1 and concludes on June 30.

GAAP ACCOUNTING: Standards established by the Governmental Accounting Standards Board, which the City must comply with.

GASB: An acronym that stands for Government Accounting Standards Board. GASB established standards for state and local governmental accounting in which financial reporting results in useful information for users.

GENERAL FUND: The major municipally owned fund, which is created with City receipts and which is charged with expenditures payable from such revenues.

GFOA: Government Finance Officer’s Association

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GIS: Geographic Information System (or) geospatial information system. A system designed to capture, store, analyze, and manage data and associated information that is geographically referenced.

GOVERNMENT-TYPE ACTIVITIES: Those activities used to account for financial resources used in the day-to-day operations of the government.

GPS: Global Positioning System.

GRAND LIST: The assessed value of all taxable property in the City.

HAZWOPER: Hazardous Waste Operations and Emergency Response Standard

HDPE: High-density polyethylene, a type of plastic.

HUD: Housing and Urban Development Agency.

INTERFUND TRANSFER: Payments from one administrative budget to another, which result in the recording of a receipt and an expenditure.

INTERNAL SERVICE FUNDS: Used to account for and finance the City’s risk of loss for Employee Benefits, Workers Compensation, and other liabilities.

ISO New England: A regional transmission organization (RTO), serving Connecticut, Maine, Massachusetts, New Hampshire, Rhode Island and Vermont. ISO stands for independent service operators. It was developed at the behest of Congress and the Federal Energy Regulatory Commission (FERC) to enable restructuring of the electric power industry.

ITC: intermodal transportation center

LAN: Local Area Network

LED: Light-emitting diode. This light source has a higher initial purchase price, but over the long term has a lower cost because they require much less power to output the same amount of light as a similar incandescent bulb.

LIABILITY: Debt or other legal obligations arising out of transactions in the past, which must be liquidated, renewed, or refunded at some future date.

LONGEVITY: Monetary payments to permanent full time employees who have been in the employ of the City for a set number of years.

MACH: Music and Arts Center for Humanity, a Bridgeport Arts organization.

MBE: Minority Business Enterprise Program. This program aims to implement a race and gender-conscious program to correct historic discrimination. It aims to reduce and eliminate aspects of the city’s bidding and contracting processes that pose the greatest difficulties for Minority businesses.

MERF: the Municipal Employees Retirement Fund

MILL RATE: The Mill Rate is the rate of taxation levied on property subject to taxation under Connecticut General Statutes. One mill is equal to 1/1000 of a dollar. For example, a tax rate of 20 mills is equivalent to $20 per $1,000 of assessed value.

MODIFIED ACCRUAL: basis for accounting of all governmental funds and expendable trust and agency funds under which revenues are recorded when they become measureable and available. Expenditures are recorded when the liability is incurred, except for interest on general long-term obligations, which is recorded when due.

MRSA: Methicillin-resistant Staphylococcus aureus (MRSA) is a bacterium responsible for difficult-to-treat infections in humans. MRSA is a resistant variation of the common bacterium Staphylococcus aureus.

NRZ: Neighborhood Revitalization Zones.

NTOA: National Tactical Officer’s Association.

OPED: Office of Planning and Economic Development.

ORDINANCE: A law set forth by a governmental authority; a municipal regulation.

PERF: Police Executive Research Forum. This national membership organization is comprised of police executives from the largest law enforcement agencies in the United States. They are dedicated to improving policing and advancing professionalism through research and public policy.

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http://en.wikipedia.org/wiki/Bacteria

http://en.wikipedia.org/wiki/Infection

http://en.wikipedia.org/wiki/Staphylococcus_aureus



PETE: Polyethylene terephthalate, a type of plastic.

PILOT: An acronym that stands for payments in lieu of taxes. These property tax exemptions are granted to state-owned property, institutions of higher education & hospitals by the state of Connecticut. The payment is equal to a percentage of the amount of taxes that would be paid if the property were not exempt from taxation.

RECOMMENDED BUDGET: The proposed budget for the ensuing fiscal year that has been approved by the mayor and forwarded to the City Council for their review & approval.

REQUIRED RESERVE: The City of Bridgeport appropriates a $1 million budgetary reserve. This is a longstanding practice which is a positive factor in the City’s maintenance of its Bond Rating. All three rating agencies have acknowledged this budgetary practice.

REVENUES: (1) Increases in the net current assets of a governmental fund type from other than expenditure refunds and residual equity transfers; and (2) increase in the net total assets of a proprietary fund type from other than expense refunds, capital contributions and residual equity transfers.

RFP Depot: RFP Depot is an online bidding service designed to streamline the bidding process. RFP Depot offers an enhanced bidding process that allows bid solicitations via the internet. We anticipate the introduction of RFP Depot will simplify the bidding process for both vendors and departments.

RFP: Request for Proposal.

RFQ: Request for Quotation.

RYASAP: Regional Youth/Adult Substance Abuse Project, a community development organization based in Bridgeport.

SBE: Small Business Enterprise.

SERVICE INDICATORS: A statement describing an activity conducted or performed by the department/division. A department or division usually has many Service Indicators. Service Indicators provide information on whether service objectives are being met.

SLRB: State Labor Relations Board.

SPECIAL REVENUES: The use of these funds are prescribed by Federal or State program guidelines. Often, the source of these funds are federal and state grants that are to be used for specific projects.

STATEMENT 34: A proposed revision by the Governmental Accounting Standards Board (GASB) in GAAP Accounting, which requires changes in local government accounting and reporting.

SUBMITTED BUDGET: Departmental estimates of revenue and expenditures for the ensuing fiscal year, submitted to the Office of Policy & Management, which is reviewed and used in formulating the recommended budget.

SUPPLEMENTAL APPROPRIATION: Appropriations made by the City Council to cover expenditures that exceed the adopted appropriation level.

SURPLUS: That portion of prior year Undesignated Fund Balance to be used to offset current year tax revenues.

SWAT: a special police unit trained to perform dangerous operations.

TAX ABATEMENT: Legal reduction of cancellation of tax obligation.

TAX ANTICIPATION NOTES (TANS): Notes (or warrants) issued in anticipation of the collection of taxes, usually retireable only from tax collections, and frequently only from the proceeds of the tax levy whose collections they anticipate.

TAXABLE GRAND LIST: Reflects all property that is not subject to Section 12-81 of the Connecticut general Statutes which exempts from taxation federal, state, municipal, church, and school property if that property is used for the purpose for which the agent is exempted.

TOD: Transit Oriented Development

TRANSFERS IN/OUT: Transfers between city funds not technically considered revenues or expenses to either fund.

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TRANSMITTAL LETTER: A document, in the form of a letter that accompanies the budget when it is presented to the City Council. It is written by the Mayor, in part to explain the considerations that went into the planning of the budget it is attached to.

TRUST FUND: Funds used to account for assets held by a government in a trustee capacity for individuals, private organizations, other governments and/or other funds.

WAN: Wide area network, a computer network that covers a broad area.

WIC: Women, Infants & Children, a federal nutritional program.

WPCA: Water Pollution Control Authority.

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