Bridgeport CT Adopted Budget 2011-2012

GENERAL FUND BUDGET DEDICATION
Congratulations! This years budget book is dedicated to the 2011 FCIAC Champions: Bridgeports own Bassick Lions. The FCIAC Championship was held at the Webster Bank Arena
STAMFORD (14-7) Barry Boderick 1 0-0 2 Anthony Davis 3 0-0 7 Jakai Wilson 2 3-5 7 Danny Turkvan 1 0-0 2 Jakay Wilson 0 0-0 0 Shawn Padilla 3 0-0 7 Terrance Ditimi 3 2-3 8 Luis Bridtter 7 4-5 18 Totals: 20 9-13 51 BASSICK (17-4) Demetrius Thomas 6 0-2 12 Russell Jones 0 0-0 0 Marlon Bennett 4 1-4 12 Devin Coleman 1 0-0 2 Taijon Cooper 0 0-0 0 Kyle Geer 1 9-13 11 Troy Brunson 0 0-0 0 Jamill Powell 2 4-7 8 Anthony Allen 2 0-0 4 Terqwan Perkins 1 4-4 6 Demtrius Youn 0 2-2 2 Totals: 17 20-32 57 STAMFORD 14 10 16 11--51 BASSICK 8 21 13 1557 3-pointers: S--Davis, Padilla; B--Bennett 3 Fouled out: S--Turkvan, Briddter
CITY OF BRIDGEPORT, CONNECTICUT

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GENERAL FUND BUDGET DEDICATION

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GENERAL FUND BUDGET TABLE OF CONTENTS MAYORS ADOPTED BUDGET for FISCAL YEAR JULY 1, 2011 to JUNE 30, 2012 DEDICATION TABLE OF CONTENTS ACKNOWLEDGEMENTS GFOA LETTER TRANSMITTAL LETTER BUDGET AMENDMENT RESOLUTION ORGANIZATIONAL CHART BUDGET SUMMARY
Accounting Policies Fund Balance Policy Fund Structure Budget Process General Fund by Agency Internal Service Fund Summary Revenue Summary General Fund by Appropriation Type Tax Rate Determination Personnel Summary Appropriation Category Descriptions BRIDGEPORT AT A GLANCE Community Profile Tax Revenues by Source 2001-2010 Population Housing 27 29 30 31 33 33-34 35 36 37-38 40 41 42 43 45 46 49 54-65 67 79 85 99 107 115 119 1 3 7 9 11 17 25
BRIDGEPORT IN CONTEXT
Peer Indicators
DIVISION SUMMARIES
General Government Divisions Public Safety Divisions Public Facilities Divisions Economic Development Divisions Health Divisions Library & Miscellaneous Divisions Board of Education
DEPARTMENT BUDGETS
Office of the Mayor Central Grants and Community Development 123 131 139 145 151 157 161 165 171
FINANCE DIVISIONS
Comptrollers Office Finance Administration Print Shop Purchasing Treasury Tax Collector Tax Assessor

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GENERAL FUND BUDGET TABLE OF CONTENTS GENERAL GOVERNMENT

Registrar of Voters City Clerk City Attorney Archives & Records Civil Service Grants Personnel / Benefits Administration Labor Relations Pensions / Other Employee Benefits Town Clerk Legislative Department Office of Policy & Management Chief Administrative Office Citistat Information Technology Services Minority Business Enterprise Police Department / Animal Control Fire Department Weights & Measures Public Safety Communications 177 181 185 189 193 199 205 209 211 215 219 223 226 231 235 239 253 269 271 277 285 293 303 311 321 327 335 343 351 355 365 369 375 381 389 395 399 405 409 413 419 423 429 435 439 443 449 453 457 463
PUBLIC SAFETY
PUBLIC FACILITIES
Public Facilities Administration Municipal Garage Facilities Maintenance Roadway Maintenance Sanitation & Recycling Transfer Station D. Fairchild Wheeler Golf Course Beardsley Zoo / Carousel Recreation Department on Aging Parks Administration Sikorsky Memorial Airport City Engineering Harbor Master Planning & Economic Development Planning Department Land Use & Construction Review Building Department Zoning Board of Appeals Zoning Commission
PLANNING & ECONOMIC DEVELOPMENT
HEALTH & SOCIAL SERVICES

Health Administration Vital Statistics Communicable Clinic Environmental Health Housing Code Lead Prevention Program Human Services Persons with Disabilities Veterans Affairs Lighthouse / After School Program Social Services

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GENERAL FUND BUDGET TABLE OF CONTENTS LIBRARIES

Bridgeport Public Library Debt Service Other Financing Supportive Contributions / Memberships Schools Food Services BOE Debt Service 469 475 479 481 483 515 519
NON-DEPARTMENTAL ACCOUNTS
BOARD OF EDUCATION
APPENDIX
REVENUE DETAIL INTERNAL SERVICE FUND CAPITAL PROJECTS FUND THREE YEAR COMPARATIVES FUND BALANCE HISTORY & PROJECTIONS GLOSSARY
521 531 535 545 549 553

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GENERAL FUND BUDGET

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On May 9, 2011 the City Council adopted the fiscal year 2011-2012 General Fund budget for the City of Bridgeport. The adopted budget shall commence on July 1, 2011 and remain in effect until June 30, 2012.
AL OF THE CI SE
TY
BRIDGEP OR OF
NNECTICUT CO T,
Bill Finch
MAYOR
Andrew Nunn
Chief Administrative Officer
Thomas R. Sherwood
Director, Policy & Management
Adam Wood
Mayors Chief of Staff
Dawn Norton
Interim Director of Finance
Office of Policy & Management Mark Anaeto, Kimberlee Kinsella, Maria Lage, Gisela Moura, Maria Pia Ramadanovic, Beth Royer City Council President Thomas C. McCarthy 133rd District District District District District District District District District District District District District District District District District District
Committee on Budget and Appropriations Robert P. Curwen, Co-Chair 138th Angel dePara Jr., Co-Chair 136th Susan T. Brannelly 130th Howard Austin, Sr. 133rd Amy-Marie Vizzo-Paniccia 134th Carlos Silva 136th Lydia Martinez 137th City Council Members Martin C. McCarthy Anderson Ayala Denese Taylor-Moye M. Evette Brantley / Robert S. Walsh Michelle A. Lyons Warren Blunt / Richard Bonney Angel M. dePara Jr. / Carlos Silva Manuel Ayala Richard M. Paoletto, Jr. James Holloway / Andre F. Baker Jr. 130th 131st 131st 132nd 134th 135th 136th 137th 138th 139th
Thanks to the following agencies and departments that participated in the budget process: Office of the City Clerk Department of Finance Office of the Comptroller Legislative Services City of Bridgeport Department Heads City of Bridgeport Print Shop
BRIDGEP OR OF
Together we are making Bridgeport the cleanest, greenest, safest, most affordable city, with schools and neighborhoods that improve each year.
This years budget is printed on Environment Premium Recycled Paper, which is green seal certified,100% post-consumer recycled paper processed chlorine free and made with 100% certified renewable energy.
AL OF THE CI SE
TY
NNECTICUT CO T,
GENERAL FUND BUDGET GFOA BUDGET AWARD

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GENERAL FUND BUDGET GFOA BUDGET AWARD
The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Bridgeport, Connecticut for the Annual Budget beginning July 01, 2010. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operating guide, as a financial plan, and as a communication device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we will be submitting it to GFOA to determine its eligibility for another award this year.

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GENERAL FUND BUDGET MAYORS TRANSMITTAL LETTER
BILL FINCH Mayor April 4, 2011 Honorable Council Members: In accordance with the City Charter, I am hereby presenting the Mayors proposed 2011-2012 budget for the City of Bridgeport. The ongoing financial problems affecting the international, national and state economies continue to impact our own citys finances. Despite all the issues we are facing, the budget I am proposing is very simple: It contains no tax hikes. It contains no layoffs. It contains another year of reduced spending.
Once again, in the 2011-12 budget, we have reduced spending in this years budget, spending is down by $1.3 million dollars. This is the fourth year in a row we have reduced government spending in Bridgeport. We have done so by reducing department budgets, reining in police overtime, and by working collaboratively with nearly every labor union in the City to gain concessions, which will save the City millions of dollars this year and in the years to come. The budget I am presenting to you reflects, in large part, the budget proposals sent to the Connecticut General Assembly by Governor Dannel Malloy. As the former Mayor of Stamford, Governor Malloy realizes the extreme challenges municipal governments are facing. For that reason, he has presented a budget plan where the City of Bridgeport suffers only a small cut in State of Connecticut funding levels. As Mayor, I am supportive of the Governors proposed budget and hope it receives legislative approval. I further stand by Governor Malloy in his efforts to achieve concessions from the men and women who make up the State of Connecticuts various unions. He is attempting, as we have in Bridgeport for the past three years, to work hand-in-hand with unions to gain concessions. The budget I am presenting to you is based upon the assumption the City Council will give final approval to the contract negotiated between the City and Bridgeport Firefighters Union Local 834. This contract contains major concessions from the firefighters union that were vigorously pursued by my administration. The new contract will result in $1.3 million in savings for the current years (2010-11) budget .Those savings will result from: two years of zero-percent pay increases, overtime cost avoidance, a hiring freeze, and a change in healthcare cost sharing payments. The healthcare premium cost share payments over the life of the contract will save the city more than $1 million dollars. During the past year, we have worked very closely with our department heads to ensure we are delivering the best service possible at the lowest possible cost to our taxpayers. The CitiStat program has proven to be an invaluable

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tool in helping us achieve this goal. It clearly measures departmental productivity, as well as how our employees are meeting the needs, suggestions and complaints of our fellow residents. Providing excellent municipal service levels while keeping a check on taxes remains one of the cornerstones of my administration. Unfortunately, the short-term outlook for any increased federal or state funding to assist us in achieving this goal remains bleak. In fact, we are struggling to keep present funding levels coming to Bridgeport from both Washington and Hartford. For that reason, my administration has re-doubled its efforts to provide the core services our citizens have every right to expect while remaining mindful of the increasing difficulty many are facing to pay their taxes. As we have done in prior budgets, we are again including individual department goals. We believe providing this detailed information will assist the City Council and all Bridgeport citizens to fully appreciate the objectives, methods, and service indicators of our various departments. Another cornerstone of my administration has been my desire for transparency in government, doing whatever we can to make government more open, understandable, and accessible to the general public. We are continuing to modernize the appearance of the individual departmental budgets to make them easily understandable and adhere to commonly accepted accounting practices. Our diligence in this area has been recognized by the Government Finance Officers Association of the United States and Canada as they have awarded my administration the Distinguished Budget Presentation Award for a third consecutive year. We will continue to strive for excellence in this area. We will continue to operate as a lean, well-focused team; manpower remains at 2011 levels. Highlights of the proposed 2011 2012 budget include: A balanced budget. This achievement comes as a result of our never-ending efforts to cut government spending which has resulted in recurring savings. Reduced spending. This proposed budget reflects a fourth year of reduced spending, an accomplishment shared by no other city. This years budget calls for a spending reduction of .03%, or approximately $1.2 million. Overtime reductions. I propose the reduction of police overtime of $2 million dollars. This is made possible, in part, because a new class of police officers will be coming online this year thanks to the federal COPS Program provided by President Obama. No one-time revenues. Once again we are presenting you with a budget which contains no gimmicks or reliance upon one-time revenues. Lowered health care costs through collaborative union negotiations. In recent years, the Citys healthcare costs have risen annually by about $4 million. For fiscal year 2011-2012, we anticipate the increase will dramatically shrink to $375,000. My administration has successfully negotiated cost-saving healthcare concessions with eight of our 11 unions. Working together with our unions, we have been able to double the amount union members contribute towards their individual healthcare premiums increasing the amount from 12 percent to 25 percent in just two years. This is a recurring savings which will help the City of Bridgeport save money for many years to come. Debt services reduction. We have a $900,000 reduction in debt services. This has been accomplished by our diligent review of ways to minimize our debts. We have also been very frugal as it pertains to bonding, going to the bond market (for short-term borrowing) as little as possible.

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Tax collection rate increase. We have also continued to grow our tax collection rates despite the challenging financial environment. My administration anticipates we will have a tax collection rate of 97.3% at the conclusion of the present fiscal year. Our consistently high tax collection rate has allowed the City to retain its positive bond rating. Fund balance increase. The City of Bridgeports fund balance also continues to increase. Each year my administration is applying the modest surplus into the fund. We have also adopted a new fund balance policy to help re-build the fund balance by mandating all future one-time revenues be deposited into the fund. Sustainable projects move forward. The citys BGreen 2020 plan is moving forward on many fronts: municipal consolidation efforts continue Probate and Vital statistics office construction continues, environmental health and building code have moved into their new offices in first floor of City Hall Annex; solar leasing program will move forward; City is expanding its Energy Improvement district, which will include lower utility rates for businesses and homeowners; building out Library energy improvements; developing a green energy park at Seaside landfill; and selecting a developer for City Hall/Annex sale/leaseback proposal. In addition, the city will expand its recycling efforts by adopting single stream recycling by Fall 2011, which will represent a significant cost savings once the entire city is online. Comprehensive capital improvement program. Last year, I presented a comprehensive capital improvement. This plan is targeted at neighborhood revitalization projects that will have a substantial impact on our Citys neighborhoods. All of these projects will begin in the Spring/Summer of 2011. Some of the highlights of the plan include: o o o Creating more access to the waterfront throughout the City including, the reopening of Pleasure Beach, riverfront park on Knowlton Street Improving Parks and Green spaces (Parks Master Plan) Creating a more Sustainable and walkable City (Bike Paths/walking lanes connecting downtown to the South End and Black Rock including Seaside Park and St. Marys by the Sea; Streetscape improvements in the Hollow, South End) Citywide Paving Program (Comprehensive paving program throughout all city neighborhoods from the North End to Downtown) Anti Blight (Demolition of an additional 25 condemned properties, as well as the continued aggressive targeting of blighted properties throughout the City) Downtown Improvements (Beautification and infrastructure improvements throughout downtown including paving, planting, signage and sidewalks) Citywide Beautification and Quality of Life Improvements (renovation of West End Fountain, New Soccer field, New Multipurpose field at Longfellow school, Citywide Street light improvements, additional Street sweeping and distribution of trash receptacles)
o o o o
Increasing green spaces. Our Parks Master Plan will move forward in the coming months, as the firm chosen to develop the plan meets with constituents and stakeholders to formulate the plan which will guide our Parks planning for the next 20 years.

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Safe Asleep Program nears 30,000 installations. The Fire Department, together with RYASAP and AmeriCorps continues to lead the nation in smoke detector installations through the Citys Safe Asleep Program. Funding is secure through Sept. 2011; grants are being pursued to continue this extremely public safety initiative. Permanent Police Chief named. A nationwide search culminated in the appointment of Joseph L. Gaudett Jr. as permanent Chief of Police. During his tenure as Acting Chief, Gaudett significantly reduced the police overtime budget. Chief Gaudett also 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. Promote diversity at all levels and support minority business enterprise. 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. In 2010, 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 Citys prevailing wage investigation, Seakco Construction has paid more than $47,000 in restitution to project employees for violating the Prevailing Wage Laws and is at risk of being debarred for their actions.
My administration and I are committed to making Bridgeport the cleanest, greenest, safest, most affordable city, with schools and neighborhoods that improve each year. In light of this, I am proposing a fiscally responsible budget that reflects regulatory requirements, core operations, and those services essential to meeting the goals of my administration. A thorough examination of the existing programs and services the city provides has allowed us to evaluate those priorities that matter most to the health and well being of Bridgeports residents. Core operations such as Police & Fire Services, Education Funding, and Public Health & Sanitation will always receive first priority in budgeting decisions because maintaining and securing the health & safety of our residents is central to the prosperity of our city.

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We have once again ranked our priorities in order to make rational decisions about what services we provide and what services are necessary to ensure that Bridgeport remains a vibrant and diverse community. In lean years, we work to fund mandated & core operations first, then fund departments and services essential to core operations. Services that contribute to quality of life are considered, and finally non-essential services are reviewed. To clarify what departments fall where, we have produced Table I (on the next page). Funding priority is weighted heavily towards the left side of this chart, order is alphabetical. Total personnel for each department appear in parentheses within each section.

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STATE & LOCAL CORE OPERATIONS ELECTORAL MANDATES ESSENTIAL QUALITY OF LIFE SERVICES TO SUPPORT CORE OPERATIONS
Archives (.5) Central Grants (6) Department on Aging (6)
NON- ESSENTIAL SERVICES
Board of Education (0) City Clerk (6)
Building & Zoning (19) Economic & Community Development (19.5)
Airport (14)
Employee & Organizational Arena at Harbor Yard (0) Development (0)
Ethics Commission (0)
Education & Nutrition
(2208)
City Attorney (21)
Health & Social Services: Beardsley Zoo (13) Communicable Disease, Laboratory, Clinics, Parent Aide Program (6)
Legislative Council (1)
Environmental Health & Licensure, Lead Prevention, Housing Inspections, Sanitation
Finance (18.5)
Human Services (2)
Captain's Cove (0)
(47)
Mayor/CAO (15) Registrar of Voters (5)
Fire (296) Personnel Services: Civil Service, Benefits, Human Resources, Labor Relations (26) Police (479), Harbor Master (1)
Health Administration (2) Information Technology (15), Minority Business Resource Center
Libraries (52) Lighthouse Program (4)
Fairchild Wheeler Golf Course (3) Harbor Yard Stadium (0)
(2)
Town Clerk (7)
Office of Policy & Management (6.5)
Persons with Disabilities
(0)
Miscellaneous properties under 10,000 SF (0)
Vital Statistics (5)
Roadway, Facilities, Parks Public Facilities Parks & Recreation & Fleet Maintenance (102) Administration Administration (7) (15.5), Engineering Emergency Operations Center (EOC) (59)
Print Shop (7.5)
(6)
Purchasing (6) Tax Assessor Collector, and Treasurer (33)
Veterans Affairs (2)
Weights & Measures (2)
3,548 TOTAL GENERAL FUND WORKFORCE 39 3,258.5 132 PERCENTAGE OF GENERAL FUND WORKFORCE 1.10% 91.84% 3.72%
79 2.23%
39.5 1.11%
PERCENTAGE OF WORKFORCE DELIVERING MANDATED, CORE & CORE-SUPPORTIVE OPERATIONS:
96.66%

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FY 2011 2012 GENERAL FUND BUDGET CITY COUNCIL BUDGET AMENDMENT RESOLUTION
GENERAL FUND INCREASES

Pursuant to the City Charter, the City Council 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.
CITY COUNCIL VOTE NUMBER 1 62-10(a)
Budget & Appropriations Committee Vote of General Fund Revenue Increases

There are adjustments to the Mayors Proposed Budget for general fund purposes as detailed by the City Councils Budget & Appropriations Committee.
MAYOR PROPOSED COUNCIL ADOPTED
ORG
APPROP
DESCRIPTION
CHANGE
01040000 01040000 01455000 01863000 01940000
41702 41703 41532 44520 44516
REVENUES Penalties: Current Taxes Penalties: Arrears Taxes New Non Residential ECS Education Cost Sharing Non Public School Transportation Total Revenue Increases
1,500,000 1,000,000 350,000 133,796,765 $136,646,765
1,705,480 1,160,000 1,850,000 155,698,819 31,250 $160,445,549
205,480 160,000 1,500,000 21,902,054 31,250 $23,798,784
LEGISLATIVE INTENT REVENUE INCREASES

01040000 41702 The legislative intent is to increase current penalty revenues through additional justification documentation. 01040000 41703 The legislative intent is to increase arrears penalty revenues through additional justification documentation. 01455000 41532 The legislative intent is to recognize potential revenues through permitting of the new Magnet High School. 01863000 44520 The legislative intent is to recognize increased revenue for the Education Cost Sharing grant per the direction of the State Department of Education. This is to be in compliance with the MBR (Minimum Budget Requirement). 01940000 44516 The legislative intent is to recognize increased revenue of 25% of the projected expense for transportation of students to a Charter High School.

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GENERAL FUND DECREASES

Pursuant to the City Charter, the City Council Budget & Appropriations Committee reports its changes to the Council as a whole in the form of 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.
CITY COUNCIL VOTE NUMBER
Budget & Appropriations Committee Vote of General Fund Revenue Decreases

There are adjustments to the Mayors Recommended Budget for general fund purposes as detailed by the City Councils Budget & Appropriations Committee.
NOT APPLICABLE THERE ARE NO REVENUE DECREASES

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CITY COUNCIL VOTE NUMBER 2 62-10(b)
Budget & Appropriations Committee Vote of General Fund Appropriation Increases

There are adjustments to the Mayors Recommended Budget for general fund purposes as detailed by the City Council Budget & Appropriations Committee.
ORG
APPROP
DESCRIPTION APPROPRIATIONS Comptroller's Office Operational Expenses Finance Operational Expenses Purchasing Operational Expenses Purchasing Operational Expenses Tax Assessor's Operational Expenses Tax Assessor's Special Services Tax Assessor's Special Services Treasury Special Services Registrar of Voters Fringe Benefits Registrar of Voters Operational Expenses Registrar of Voters Operational Expenses Registrar of Voters Operational Expenses Registrar of Voters Operational Expenses Registrar of Voters Operational Expenses Registrar of Voters Operational Expenses Registrar of Voters Special Services Registrar of Voters Special Services City Clerk Operational Expenses City Clerk Operational Expenses City Clerk Operational Expenses City Clerk Operational Expenses City Clerk Operational Expenses City Clerk Special Services Archives & Records Special Services Archives & Records Special Services Archives & Records Special Services Pensions Fringe Benefits Town Clerk Operational Expenses Town Clerk Operational Expenses Town Clerk Operational Expenses Legislative Services Personal Services Legislative Services Special Services Information Technology Personal Services Police Department Special Services Police Department Special Services Fire Department Operational Expenses Emergency Comm. Ctr. Operational Expenses OPED Operational Expenses OPED Special Services Zoning Personal Services Vital Statistics Operational Expenses Vital Statistics Operational Expenses Vital Statistics Special Services Communicable Clinic Operational Expenses Communicable Clinic Special Services Environmental Health Personal Services Persons with Disabilities Personal Services Veteran Affairs Operational Expenses Veteran Affairs Special Services Other Financing Uses Special Services Other Financing Uses Special Services Elementary Classroom Teachers Personal Services BOE Dedicated Use Operational Expenses Total Appropriation Increases
CHANGE
01001000 01015000 01035000 01035000 01041000 01041000 01041000 01450000 01050000 01050000 01050000 01050000 01050000 01050000 01050000 01050000 01050000 01055000 01055000 01055000 01055000 01055000 01055000 01065000 01065000 01065000 01086000 01090000 01090000 01090000 01095000 01095000 01108000 01250000 01250000 01260000 01290000 01450000 01450000 01457000 01552000 01552000 01552000 01554000 01554000 01555000 01576000 01578000 01578000 01610000 01610000 01801000 01940000
4010EX 4015EX 4035EX 6035SS 4041EX 6041SS 6041SS 6045SS 3050FB 4050EX 4050EX 4050EX 4050EX 4050EX 4050EX 6050SS 6050SS 4055EX 4055EX 4055EX 4055EX 4055EX 6055SS 6065SS 6065SS 6065SS 3086FB 4090EX 4090EX 4090EX 1095PS 6095SS 1108PS 6250SS 6250SS 4260EX 4290EX 4450EX 6450SS 1457PS 4552EX 4552EX 6552SS 4554EX 6554SS 1555PS 1576PS 4578EX 6578SS 6610SS 6610SS 1801PS 4940EX
1,292 1,477 125 1,000 7,654 5,606 65,350 9,375 880 750 173 263 3,000 2,391 123 836 12,291 275 4,500 2,250 2,100 1,100 11,072 750 1,181 1,469 17,050 405 1,250 3,500 47,411 49,750 948,076 80,000 75,000 233,620 3,000 10,000 10,000 313,592 4,408 2,500 2,500 8,629 4,008 454,934 1,500 3,401 -3,878,146 -3,830,287 -83,381,646 15,539,675 -$73,138,587
3,333 2,477 305 1,800 9,654 10,606 130,699 18,750 1,759 1,500 345 525 6,000 4,782 245 1,672 83,261 550 9,000 4,500 4,200 2,000 22,144 1,500 2,362 2,938 34,100 810 2,500 7,000 85,427 99,500 972,076 141,623 135,000 260,620 16,000 20,000 17,459 354,574 8,815 5,000 5,000 17,258 8,016 505,532 19,500 3,000 6,802 -3,830,287 -2,666,064 -61,479,592 15,664,675 -$49,258,749
2,041 1,000 180 800 2,000 5,000 65,349 9,375 879 750 172 262 3,000 2,391 122 836 70,970 275 4,500 2,250 2,100 900 11,072 750 1,181 1,469 17,050 405 1,250 3,500 38,016 49,750 24,000 61,623 60,000 27,000 13,000 10,000 7,459 40,982 4,407 2,500 2,500 8,629 4,008 50,598 19,500 1,500 3,401 47,859 1,164,223 21,902,054 125,000 $23,879,838

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FY 2011 2012 GENERAL FUND BUDGET CITY COUNCIL BUDGET AMENDMENT RESOLUTION LEGISLATIVE INTENT APPROPRIATION INCREASES
01010000 4010EX The legislative intent is to increase office supplies per additional justification documentation and current year forecasted amounts. 01015000 4015EX The legislative intent is to increase office supplies per additional justification documentation and current year forecasted amounts. 01035000 4035EX The legislative intent is to increase memberships / registration fees per additional justification documentation and current year forecasted amounts. 01035000 6035SS The legislative intent is to increase office equipment maintenance services per additional justification documentation and current year forecasted amounts. 01041000 4041EX 01041000 6041SS The legislative intent is to increase postage per additional justification The legislative intent is to increase bookbinding services per additional documentation and current year forecasted amounts. justification documentation and current year forecasted amounts. 01041000 6041SS The legislative intent is to increase other services for tax assessor computer software support per additional justification documentation and current year forecasted amounts. 01045000 6045SS The legislative intent is to increase public safety services for the treasury for Dunbar service per additional justification documentation and current year forecasted amounts. 01050000 3050FB The legislative intent is to increase city owned vehicle benefit when the department has use of a vehicle on a seasonal basis per additional justification documentation and current year forecasted amounts. 01050000 4050EX The legislative intent is to increase city property rental/lease when the department utilizes non-city owed property on a seasonal basis per additional justification documentation and current year forecasted amounts. 01050000 4050EX The legislative intent is to increase memberships / registration fees per additional justification documentation and current year forecasted amounts. 01050000 4050EX The legislative intent is to increase travel expenses per additional justification documentation and current year forecasted amounts. 01050000 4050EX The legislative intent is to increase travel reimbursements per additional justification documentation and current year forecasted amounts. 01050000 4050EX The legislative intent is to increase office supplies per additional justification documentation and current year forecasted amounts. 01050000 4050EX The legislative intent is to increase subscriptions per additional justification documentation and current year forecasted amounts. 01050000 6050SS The legislative intent is to increase office equipment maintenance service per additional justification documentation and current year forecasted amounts. 01050000 6050SS The legislative intent is to increase other services for purchasing ballots and redistricting costs per additional justification documentation and current year forecasted amounts.

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01055000 4055EX 01055000 4055EX The legislative intent is to increase memberships / registration fees per The legislative intent is to increase advertising services per additional
additional justification documentation and current year forecasted amounts. justification documentation and current year forecasted amounts. 01055000 4055EX The legislative intent is to increase travel expenses per additional justification documentation and current year forecasted amounts. 01055000 4055EX The legislative intent is to increase office supplies per additional justification documentation and current year forecasted amounts. 01055000 6055SS The legislative intent is to increase office equipment maintenance services per additional justification documentation and current year forecasted amounts. 01055000 6055SS The legislative intent is to increase other services for transcription services per additional justification documentation and current year forecasted amounts. 01065000 6065SS The legislative intent is to increase computer services per additional justification documentation and current year forecasted amounts. 01065000 6065SS The legislative intent is to increase office equipment maintenance services per additional justification documentation and current year forecasted amounts. 01065000 6065SS 01086000 3086FB 01090000 4090EX The legislative intent is to increase recycling services per additional The legislative intent is to increase actuarial services per additional The legislative intent is to increase computer supplies per additional justification documentation and current year forecasted amounts. justification documentation and current year forecasted amounts. justification documentation and current year forecasted amounts. 01090000 4090EX The legislative intent is to increase office supplies per additional justification documentation and current year forecasted amounts. 01090000 4090EX The legislative intent is to increase other supplies per additional justification documentation and current year forecasted amounts. 01095000 1095PS The legislative intent is to increase personal services to add a full time Legislative Aide back into the department. This was frozen to assist with the Mayors give back concession bargaining effort in the current fiscal year. 01095000 6095SS The legislative intent is to maintain other services budget to the current fiscal year amount which was reduced in the Mayors proposed budget. 01108000 1108PS The legislative intent is to increase personal services to add a 2 full time Support Specialist IIs, provide for increased amounts for a Network Architect and Enterprise Manager and unfund 2 Project Specialists. 01250000 6250SS The legislative intent is to increase veterinary services per additional justification documentation and current year forecasted amounts.

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01250000 6250SS The legislative intent is to increase computer services per additional
justification documentation and current year forecasted amounts. 01260000 4260EX The legislative intent is to increase public safety equipment per additional justification documentation and current year forecasted amounts. 01290000 4290EX 01450000 4450EX The legislative intent is to increase gas utility expense per additional The legislative intent is to increase advertising services per additional justification documentation and current year forecasted amounts. justification documentation and current year forecasted amounts. 01450000 6450SS The legislative intent is to increase other services per additional justification documentation and current year forecasted amounts. 01457000 1457PS The legislative intent is to increase the personnel by one Zoning Inspector. 01576000 1576PS The legislative intent is to increase personal services to add a part time Asst. Special Project Manager for the increasing workload with the Persons with Disabilities clients. 01552000 4552EX The legislative intent is to increase office supplies per additional justification documentation and current year forecasted amounts. 01552000 4552EX 01552000 6552SS 01554000 4554EX 01554000 6554SS The legislative intent is to increase office equipment per additional The legislative intent is to increase computer services per additional The legislative intent is to increase medical supplies per additional The legislative intent is to increase medical services per additional justification documentation and current year forecasted amounts. justification documentation and current year forecasted amounts. justification documentation and current year forecasted amounts. justification documentation and current year forecasted amounts. 01555000 1555PS The legislative intent is to increase personnel by one Registered Sanitarian. 01578000 4578EX The legislative intent is to increase meetings/workshops per additional justification documentation and current year forecasted amounts. 01578000 4578EX The legislative intent is to increase other supplies per additional justification documentation and current year forecasted amounts. 01610000 6610SS The legislative intent is to increase the required reserve for the value of a Typist III position. This will be transferred by the City Council to the City Clerks office when parttime staff is eliminated and they are ready to hire a full time position. 01610000 6610SS The legislative intent is to increase the contingency account for the value of $1,164,223 for the purposes of increasing the fund balance reserve. This amount is additional savings discovered by the Budget and Appropriation Committee during its deliberations and is equal to 10% of the FY 2010 audited non restricted fund balance.

22
01801000 1801PS The legislative intent is to increase the classroom teacher line item for
increased ECS grant aid. Per correspondence from the State Department of Education, all ECS aid, minus the 2% set-aside, must be appropriated to the Board of Education. 01940000 4940EX The legislative intent is to create a transportation expense line for Charter School students which will be starting high school. These students will be bused to a Charter High School and the City will be reimbursed 25% of this expense. Under State Statute this does not fall under normal transportation of students. NOTE: Although it is not a budget item, the Committee is supporting the study by the Police Department for the potential creation and staffing of a City Impound Yard.
CITY COUNCIL VOTE NUMBER 3 - 62-10(c)
Budget & Appropriations Committee Vote of General Fund Appropriation Decreases

There are adjustments to the Mayors Recommended Budget for general fund purposes as detailed by the City Council Budget & Appropriations Committee.
ORG
APPROP
DESCRIPTION APPROPRIATIONS City Clerk Personal Services Information Technology Special Services Total Appropriation Increases
CHANGE
01055000 01108000
1055PS 6108SS
242,226 315,903 $558,129
185,172 291,903 $477,075
-57,054 -24,000 -$81,054
LEGISLATIVE INTENT APPROPRIATION DECREASES

01055000 1055PS The legislative intent is to unfund a part time assistant city clerk and assistant special project manager. The assistant special project manager is funding in the health department to work with Persons with Disabilities. When these positions are eliminated, the council has provided for a full time typist III or equivalent position in the contingency account and will transfer it to the City Clerks budget. 01108000 6108SS The legislative intent is to decrease the management services account to fund the personnel re-alignment illustrated in the appropriation increases section.

23
CITY COUNCIL VOTE NUMBER 4 62-10(d)
Budget & Appropriations Committee Vote of General Fund Budget
OVERALL TOTAL
COUNCIL ADOPTED BUDGET
DESCRIPTION
MAYOR PROPOSED
COUNCIL ADOPTED INCREASES
COUNCIL ADOPTED DECREASES
REVENUES ALL OTHER GENERAL FUND TOTAL COUNCIL ADOPTED REVENUES
$468,078,112 $468,078,112
$23,798,784 $23,798,784
$491,876,896 $491,876,896
APPROPRIATIONS ALL OTHER GENERAL FUND Contingency Account for FUND BALANCE TOTAL COUNCIL ADOPTED APPROPRIATIONS
$468,078,112 $468,078,112
$22,715,615 1,164,223 $23,879,838
$81,054 $81,054
$490,712,673 $1,164,223 $491,876,896
NET BUDGET SURPLUS / (SHORTAGE)
81,054
-81,054

24
CITY of BRIDGEPORT, CONNECTICUT Organizational Chart 2011-2012

MAYOR
WATER POLLUTION CONTROL AUTHORITY LIBRARY BOARD BOARD OF EDUCATION REGISTRAR OF VOTERS
CITY COUNCIL
CITY CLERK
TOWN CLERK
LEGISLATIVE
LIBRARIES
BOARD OF EDUCATION CHIEF ADMINISTRATIVE OFFICER
MAYORAL STAFF
INFORMATION TECHNOLOGY SERVICES
OFFICE OF POLICY & MANAGEMENT
CIVIL SERVICE
FIRE DEPARTMENT
POLICE DEPARTMENT
PLANNING & ECONOMIC DEVELOPMENT
FINANCE DEPARTMENT
PUBLIC FACILITIES
HEALTH & SOCIAL SERVICES
LABOR RELATIONS
CITY ATTORNEY
WEIGHTS & MEASURES
CENTRAL GRANTS
EMERGENCY OPERATIONS CENTER
ANIMAL SHELTER
PLANNING DEPARTMENT
COMPTROLLER
BUILDING MAINTENANCE
VITAL STATISTICS
BENEFITS/ GRANTS PERSONNEL
BUILDING DEPARTMENT
TREASURER
SANITATION & RECYCLING
HOUSING CODE
ZONING DEPARTMENT
TAX ASSESSOR
ENGINEERING
LEAD PREVENTION
ZONING BOARD OF APPEALS
TAX ASSESSOR
PARKS & RECREATION
COMMUNICABLE CLINIC
LAND USE & CONSTRUCTION REVIEW
PURCHASING
MUNICIPAL GARAGE
HUMAN SERVICES
NEIGHBORHOOD REVITALIZATION/ ANTI-BLIGHT
ARCHIVES
HARBOR MASTER
PERSONS WITH DISABILITIES
COMMUNITY DEVELOPMENT AGENCY
PRINT SHOP
ROADWAY
VETERANS AFFAIRS
SIKORSKY AIRPORT
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. 25
GENERAL FUND BUDGET
This page left blank intentionally.

26
BUDGET SUMMARY
FISCAL YEAR
GENERAL FUND BUDGET BUDGET & ACCOUNTING POLICIES
ACCOUNTING POLICIES
The City of Bridgeports 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 Bridgeports 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 Citys 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 Mayors annual budget is developed by the Citys 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 Bridgeports 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.

27
BUDGET SUMMARY
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 Citys total debt increased by $8 million during the fiscal year ended June 30, 2010. For more information on debt service, see the debt service section. 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:
Current year claims & changes in estimates 119,677,303 102,236,079 88,167,399 95,669,180 71,379,804 66,036,204 66,974,067 59,776,938 42,867,583 66,977,701
RISK MANAGEMENT
2010 2009 2008 2007 2006 2005 2004 2003 2002 2001
Liability: Start of fiscal year 72,277,783 67,301,000 65,740,860 50,070,000 54,076,619 62,045,079 61,964,745 65,787,386 81,968,096 68,979,599
Liability: End Claim of the Fiscal Payments Year 108,253,612 83,701,474 90,691,701 72,277,783 86,607,259 67,301,000 79,998,320 65,740,860 75,386,423 50,070,000 74,004,664 54,076,619 66,893,733 62,045,079 63,599,579 61,964,745 59,048,293 65,787,386 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 Citys Comprehensive Annual Financial Report, and these can be accessed through the Citys website,
http://www.bridgeportct.gov/finance/Documents/2010CAFR.pdf

28
BUDGET SUMMARY
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 managements 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 Citys operating characteristics, its overall financial health, the diversity and flexibility of its tax base, the reliability of non-property tax revenues sources, the Citys 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 Bridgeports 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 gain 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.

29
BUDGET SUMMARY
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 Citys Comprehensive Annual Financial Report, prepared by the Finance Department, and can be accessed through the Citys 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 Citys 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
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 Citys two sewage treatment plants, sewage pumping stations, and collection systems for the City of Bridgeport. These funds are covered in the Finance Departments Annual Financial Report, but not in this document.
ENTERPRISE FUNDS are used to report activities that are financed and operated in a

30
GENERAL FUND BUDGET BUDGET SUMMARY BUDGET PROCESS

THE INTERNAL SERVICE FUND was established by Ordinance to account for selfinsured 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 Citys 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 Departments Annual Financial Report, but not in this document.
THE BUDGET PROCESS

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.
MAYOR RECOMMENDED PREPARATION
CITY COUNCIL PROCESS
The City Councils 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 Mayors 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.

31
GENERAL FUND BUDGET
BUDGET SUMMARY
BUDGET TIMETABLE
BUDGET TIMETABLE
FISCAL YEAR 2011 - 2012
Dates : Day Friday Actions
Jan. 28, 2011

28-Jan
Departments data enter request budget into MUNIS

DEPARTMENTS MUST SUBMIT STATUS OF FY 2011 GOALS FOR FIRST SIX MONTHS TO OPM
Jan. 28, 2011 Feb. 7, 2011

Feb 14 - Feb 25
Friday
Departments must submit capital project request and back-up to OPM OPM Submits FIRST Draft Recommended Budget to the Mayor
Mayor may hold meetings regarding b udget with various departments
Monday
March 01, 2011 ( no later than)

Feb 14 - Mar 25 Tuesday
Mayor Submits Capital Budget to the City Council
Mayor formulates General Fund Budget. Budget goes to final production
April 05, 2011 ( no later than) TBD

Tuesday
Per City Charter, Mayor Submits Proposed Budget to the City Council
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 ( no later than) May 24, 2011 ( no later than) May 31, 2011 ( no later than) June 7, 2011 ( no later than)
Tuesday
City Council Submits Adopted Budget to the Mayor
Tuesday
Last day for the Mayor to Veto the City Council's Adopted Budget
Tuesday
Last day for the City Council to vote on the Mayor's veto of the City Council's Adopted Budget
Tuesday
City Council sets mill rate

(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
CITY OF BRIDGEPORT, CONNECTICUT i

32
BUDGET SUMMARY
GENERAL FUND BUDGET 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
FY2011 BUDGET 40,791,499 139,596,920 42,944,972 13,878,434 3,748,154 -1,483,222 6,723,003 192,418,968 11,315,145 19,437,442 469,371,315 MAYOR PROPOSED 39,697,713 139,475,918 45,469,655 13,179,580 3,856,702 401,326 6,723,003 192,418,968 11,315,572 15,539,675 468,078,112 FY2012 ADOPTED 39,940,254 139,637,541 45,469,655 13,238,021 3,953,745 1,613,408 6,723,003 214,321,022 11,315,572 15,664,675 491,876,896 VARIANCE TO FY2011 BUDGET -851,245 40,621 2,524,683 -640,413 205,591 3,096,630 0 21,902,054 427 -3,772,767 22,505,581
AGCY CAT 01 GENERAL GOVERNMENT 02 PUBLIC SAFETY 03 PUBLIC FACILITIES 04 OPED 05 HEALTH & SOCIAL SERVICES 06 NONDEPARTMENTAL 07 LIBRARIES 08 BOARD OF EDUCATION 09 BOE FOOD SERVICES 10 BOE DEBT SERVICE Grand Total
FY2010 ACTUAL 38,871,203 132,087,194 41,672,949 13,139,884 3,271,685 4,306,874 4,741,139 192,256,923 12,850,296 18,638,563 461,836,710
GENERAL FUND
BY AGENCY CATEGORY TOTAL: $491,876,896
PUBLIC SAFETY 29.7%
OPED 3.0% PUBLIC FACILITIES 9.1%
HEALTH & SOCIAL SERVICES 0.8% LIBRARIES 1.4% NONDEPARTMENTAL 0.3%
BOARD OF EDUCATION 41.0% GENERAL GOVERNMENT 8.7%
BOE OTHER / BOE DEBT 4.1%
BOE NUTRITION 2.4%
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.

33
BUDGET SUMMARY
Agency CITY CITY GRNT CITY GRNT CITY GRNT CITY GRNT CITY GRNT CITY GRNT CITY GRNT CITY CITY CITY CITY CITY CITY CITY CITY CITY CITY CITY CITY CITY CITY CITY CITY CITY CITY CITY CITY CITY CITY CITY CITY CITY CITY CITY City CITY CITY CITY WPCA WPCA WPCA WPCA WPCA WPCA WPCA WPCA WPCA BOE BOE BOE BOE BOE BOE BOE BOE BOE BOE BOE BOE BOE BOE BOE BOE BOE BOE GRNT BOE GRNT BOE GRNT BOE GRNT BOE GRNT BOE GRNT BOE GRNT NUT NUT NUT NUT NUT NUT NUT NUT NUT NUT Org Code New OC 62075000 52155 62074000 58001 62074000 58003 62074000 58002 62074000 58004 62074000 58301 62074000 58302 62074000 58305 62075000 62075000 62075000 62075000 62075000 62075000 62075000 62075000 62075000 62075000 62075000 62075000 62075000 62075000 62075000 62075000 62075000 62075000 62075000 62075000 62075000 62075000 62075000 62075000 62075000 62075000 62075000 62075000 62075000 62075000 62075000 62400000 62400000 62400000 62400000 62400000 62400000 62400000 62400000 62400000 62850000 62850000 62850000 62850000 62850000 62850000 62850000 62850000 62850000 62850000 62850000 62850000 62850000 62850000 62850000 62850000 62850000 62899894 62899894 62899894 62899894 62899894 62899894 62899894 62900000 62900000 62900000 62900000 62900000 62900000 62900000 62900000 62900000 62900000 52154 52156 52202 52203 52204 52205 58001 58002 58003 58004 58101 58102 58103 58104 58201 58202 58203 58204 58258 58260 58262 58301 58302 58303 58304 58305 58306 58400 58401 58500 58501 58001 58002 58003 58004 58203 58204 58301 58302 58305 58001 58002 58003 58004 58101 58102 58103 58104 58203 58204 58301 58302 58303 58304 58305 58306 58401 58001 58002 58003 58004 58301 58302 58305 58001 58002 58003 58004 58203 58204 58301 58302 58305 58400
GENERAL FUND BUDGET INTERNAL SERVICE FUND

Dept City Grants City Grants City Grants City Grants City Grants City Grants City Grants City Grants CITY GRANTS City Active Disabled Unaffiliated Teamsters Unaffiliated Teamsters City ISF City Active City Active City Actives City Retirees City Retirees & COBRA City/COBRA/Retirees* City Ret/COBRA Heart & Hypertension Heart & Hypertension City Active City active City Wide City Wide City Wide City Active City Active City Retirees City COBRA/Ret* City Active City Ret/COBRA Police & Fire City Medicare (FP/CSG) EAP Buy-Out CITY TOTAL WPCA WPCA WPCA WPCA WPCA WPCA WPCA WPCA WPCA WPCA TOTAL BOE Active BOE Genl Fund BOE Actives Noncertified BOE Retirees* BOE Retirees BOE COBRA/Retirees BOE Ret/COBRA BOE Active BOE Actives BOE Active BOE Genl Fund BOE Retirees BOE COBRA/Ret BOE Genl Fund BOE Ret/COBRA BOE Medicare BOE TOTAL BOE Grants BOE Grants BOE Grants BOE Grants BOE Grants BOE Grants BOE Grants BOE Grants TOTAL Nutrition Nutrition Nutrition Nutrition Nutrition Nutrition Nutrition Nutrition Nutrition Nutrition Nutrition TOTAL Benefit Life Medical Dental Rx Vision Medical Dental Dental TOTAL Life Life Disability Disability Disability Disability Medical Rx Dental Vision Medical Rx Dental Vision WC WC WC WC WC WC Medical Dental Medical Dental Dental Dental Rx/Med Vendor Htfd HN/CIGNA CIGNA Medco VSP CIGNA CIGNA CIGNA Htfd Htfd Htfd Htfd Htfd Htfd HN/CIGNA Medco CIGNA VSP HN/CIGNA Medco CIGNA VSP Berkley Berkley Berkley Berkley Wokrs Comp Com 2nd Injury Fund Berkley CIGNA CIGNA CIGNA CIGNA CIGNA CIGNA Description Life Ins Prem Medical Dental Claims Rx Claims/Admin Vision Claims ASO Fees Dental PPO Fee Dental HMO Type Prem Claims Fees Claims Claims Admin Fees Admin Prem Prem Prem Prem Prem Prem Claims Claims Claims Claims Claims Claims Claims Claims Claims Claims Claims Claims Fees Fees Admin Admin Admin Admin Admin Prem Prem Fees Admin/Claims Fees FY-12 3,200 628,500 72,600 376,200 10,500 17,600 1,500 3,900 1,110,800 137,300 66,000 20,600 1,200 22,300 1,200 13,255,700 2,578,700 824,500 91,400 9,767,000 2,445,500 40,500 7,900 1,500,000 2,100,000 2,597,000 3,695,500 302,000 251,700 430,000 501,800 39,300 277,300 3,200 157,130 5,180 1,029,400 5,719,300 38,900 97,000 48,004,510 110,100 7,800 3,200 700 5,000 5,000 2,900 200 1,110 136,010 24,598,700 4,801,700 1,958,200 56,400 8,838,900 1,980,300 738,000 300 785,000 1,430,000 871,800 81,400 240,100 33,100 61,830 2,880 5,276,700 51,755,310 4,678,900 491,600 314,600 12,900 185,400 16,500 16,420 5,716,320 1,430,000 293,300 84,800 9,600 25,000 40,000 51,900 4,800 1,480 1,425 1,942,305 108,665,255
Life Ins Prem Life Ins Prem STD Prem STD Prem LTD Prem LTD Prem Medical Rx Claims/Admin Dental Claims Vision Claims Medical Rx Claims/Admin Dental Claims Vision Claims Indemnity Medical WC Indemnity WC Medical Annual Assmnt Qtrly Assessment WC ASO Fee ASO Fees Dental PPO Fee ASO Fees Dental PPO Fee Dental HMO Dental HMO Medicare-B Reimb HN, Anthem, Beacon Rx/Med/Admin
Medical Rx Dental Vision WC WC Medical Dental Dental Medical Rx Dental Vision Medical Rx Dental Vision WC WC Medical Dental Medical Dental Dental Dental Rx/Med Medical Rx Dental Vision Medical Dental Dental Medical Rx Dental Vision WC WC Medical Dental Dental
HN/CIGNA Medco CIGNA VSP Berkley Berkley CIGNA CIGNA CIGNA HN/CIGNA Medco CIGNA VSP HN/CIGNA Medco CIGNA VSP Berkley Berkley CIGNA CIGNA CIGNA CIGNA CIGNA CIGNA HN, Anthem, Beacon HN/CIGNA Medco CIGNA VSP CIGNA CIGNA CIGNA HN/CIGNA Medco CIGNA VSP Berkley Berkley CIGNA CIGNA CIGNA
Medical Rx Claims/Admin Dental Claims Vision Claims WC Indemnity WC Medical ASO Fees Dental PPO Fee Dental HMO Medical Rx Claims/Admin Dental Claims Vision Claims Medical Rx Claims/Admin Dental Claims Vision Claims WC Indemnity WC Medical ASO Fees Dental PPO Fee ASO Fees Dental PPO Fee Dental HMO Dental HMO Rx/Med/Admin Medical Rx Claims/Admin Dental Claims Vision Claims ASO Fees Dental PPO Fee Dental HMO Medical Rx Claims/Admin Dental Claims Vision Claims WC Indemnity WC Medical ASO Fees Dental PPO Fee Dental HMO Medicare-B Reimb
Claims Claims
Claims Admin Admin Claims Claims
Claims Claims
Claims Admin Admin Admin Admin/Claims Claims Claims
Admin Admin Claims Claims
Claims Admin Admin
GRAND TOTAL (gross need for ISF)

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GENERAL FUND BUDGET BUDGET SUMMARY

The primary source of revenues in the City of Bridgeport is property taxes. The second largest chunk of revenues comes from Intergovernmental Revenuewhich 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 Bridgeports 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 years revenues reflect 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 DESC 01010000 COMPTROLLER'S OFFICE 01040000 TAX COLLECTOR 01041000 TAX ASSESSOR 01045000 TREASURY 01050000 REGISTRAR OF VOTERS 01060000 CITY ATTORNEY 01070000 CIVIL SERVICE 01090000 TOWN CLERK 01108000 INFORMATION TECHNOLOGY SERVICE 01250000 POLICE ADMINISTRATION 01260000 FIRE DEPARTMENT ADMINISTRATION 01285000 WEIGHTS & MEASURES 01290000 EOC 01300000 PUBLIC FACILITIES ADMINISTRATION 01310000 FACILITIES MAINTENANCE 01325000 SANITATION & RECYCLING 01341000 BEARDSLEY ZOO/CAROUSEL 01350000 RECREATION 01355000 PARKS ADMINISTRATION 01356000 PARKS MAINTENANCE SERVICES 01375000 AIRPORT 01385000 ENGINEERING 01450000 OPED ADMINISTRATION 01455000 BUILDING DEPARTMENT 01456000 ZBA 01457000 ZONING COMMISSION 01552000 VITAL STATISTICS 01554000 COMMUNICABLE DISEASE CLINIC 01555000 ENVIRONMENTAL HEALTH 01556000 HOUSING CODE 01560000 CLINICS 01585000 SOCIAL SERVICES 01600000 GENERAL PURPOSE BONDS PAYABLE 01610000 OTHER FINANCING USES 01863000 BOE ADMINISTRATION 01875000 TRANSPORTATION 01900902 NUTR-NUTRITION Grand Total FY2010 ACTUAL 3,141,422 269,861,115 20,780,216 214,197 150 0 9 1,537,065 789 5,002,035 205,012 74,260 0 1,100,589 535 9,200 355,000 69,270 2,382,991 -24,976 758,062 2,801 520,901 1,952,319 35,283 218,025 450,989 31,380 335,055 34,340 72,380 25 2,369,395 639,500 139,765,958 2,862,886 12,353,927 467,112,103 FY 2011 BUDGET 2,477,551 274,940,394 19,590,209 275,000 500 15,000 88,500 1,542,300 250 6,749,265 194,515 76,000 0 799,200 0 20,000 0 62,000 2,374,005 0 922,115 4,600 1,145,500 1,904,000 35,000 160,500 441,500 0 328,850 42,000 0 0 2,377,776 1,100,000 137,906,967 2,482,672 11,315,146 469,371,315 FY 2012 MAYOR PROPOSED FY2012 ADOPTED 2,982,150 274,628,640 19,235,731 275,000 0 15,000 88,500 1,545,800 250 6,705,850 203,515 76,000 0 799,200 0 20,000 0 67,000 2,440,356 0 928,200 4,000 645,500 1,929,000 35,000 160,500 441,500 0 328,850 42,000 20,000 0 1,943,026 1,100,000 137,619,726 2,482,672 11,315,146 468,078,112 2,982,150 274,994,120 19,235,731 275,000 0 15,000 88,500 1,545,800 250 6,705,850 203,515 76,000 0 799,200 0 20,000 0 67,000 2,440,356 0 928,200 4,000 645,500 3,429,000 35,000 160,500 441,500 0 328,850 42,000 20,000 0 1,943,026 1,100,000 159,521,780 2,513,922 11,315,146 491,876,896 VARIANCE TO FY2011 BUDGET 504,599 53,726 -354,478 0 -500 0 0 3,500 0 -43,415 9,000 0 0 0 0 0 0 5,000 66,351 0 6,085 -600 -500,000 1,525,000 0 0 0 0 0 0 20,000 0 -434,750 0 21,614,813 31,250 0 22,505,581

35
BUDGET SUMMARY
GENERAL FUND BUDGET APPROPRIATION IMPACTS
SALE OF PROPERTY 0.26%
SHARED REVENUES 0.03%
RENTS / LEASES 0.37%

REIMBURSEMENTS 1.12%
BUSINESS LICENSE / PERMITS 0.13% CHARGES FOR SERVICES 1.26% FEES 0.00%FINES, FORFEITS & PENALTIES 0.98%
INTERGOVERNMENTAL 36.85%
PROPERTY TAXES 54.92%
INVESTMENTS 0.15% NON-BUSINESS LICENSES/PERMITS PAYMENTS IN LIEU OF 0.80% TAXES 3.13%
REVENUE SUMMARY
TO TAL: $491,876,896
APPROPRIATION SUMMARY
BY AGENCY CATEGORY
FY2011 BUDGET 40,791,499 139,596,920 42,944,972 13,878,434 3,748,154 -1,483,222 6,723,003 192,418,968 11,315,145 19,437,442 469,371,315 MAYOR PROPOSED 39,697,713 139,475,918 45,469,655 13,179,580 3,856,702 401,326 6,723,003 192,418,968 11,315,572 15,539,675 468,078,112 FY2012 ADOPTED 39,940,254 139,637,541 45,469,655 13,238,021 3,953,745 1,613,408 6,723,003 214,321,022 11,315,572 15,664,675 491,876,896 VARIANCE TO FY2011 BUDGET -851,245 40,621 2,524,683 -640,413 205,591 3,096,630 0 21,902,054 427 -3,772,767 22,505,581
FY2010 ACTUAL 38,871,203 132,087,194 41,672,949 13,139,884 3,271,685 4,306,874 4,741,139 192,256,923 12,850,296 18,638,563 461,836,710

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BUDGET SUMMARY USES OF FUNDS

GENERAL FUND BUDGET TAX RATE DETERMINATION TABLE
FY2010 ACTUAL 38,871,203 132,087,194 41,672,949 13,139,884 3,271,685 4,306,874 4,741,139 192,256,923 12,850,296 18,638,563 461,836,710
FY2011 BUDGET 40,791,499 139,596,920 42,944,972 13,878,434 3,748,154 -1,483,222 6,723,003 192,418,968 11,315,145 19,437,442 469,371,315
MAYOR PROPOSED 39,697,713 139,475,918 45,469,655 13,179,580 3,856,702 401,326 6,723,003 192,418,968 11,315,572 15,539,675 468,078,112
FY2012 ADOPTED 39,940,254 139,637,541 45,469,655 13,238,021 3,953,745 1,613,408 6,723,003 214,321,022 11,315,572 15,664,675 491,876,896
VARIANCE TO FY2011 BUDGET -851,245 40,621 2,524,683 -640,413 205,591 3,096,630 0 21,902,054 427 -3,772,767 22,505,581
SOURCES OF FUNDS
REV CAT/TYPE BUSINESS LICENSES/PERMITS CHARGES FOR SERVICES FEES FINES, FORFEITS & PENALTIES INTERGOVERNMENTAL REVENUE INVESTMENTS NON-BUSINESS LICENSES/PERMITS PAYMENTS IN LIEU OF TAXES PROPERTY TAXES REIMBURSEMENT RENTS/LEASES SALE OF PROPERTY SHARED REVENUES Grand Total FY2010 ACTUAL 665,158 6,707,914 16,493 5,569,150 163,371,208 664,197 2,436,378 17,128,247 264,071,992 4,009,130 1,432,244 830,795 209,198 467,112,103 FY 2011 CURRENT BUDGET 657,690 6,798,136 12,500 5,222,580 159,908,654 725,000 2,418,586 15,773,087 269,750,627 4,407,300 2,256,556 1,275,000 165,600 469,371,315 FY 2012 MAYOR PROPOSED 656,275 6,183,990 12,500 4,468,200 159,331,273 725,000 2,430,500 15,403,073 270,150,627 5,493,618 1,798,256 1,275,000 149,800 468,078,112 FY2012 ADOPTED 656,275 6,183,990 12,500 4,833,680 181,264,577 725,000 3,930,500 15,403,073 270,150,627 5,493,618 1,798,256 1,275,000 149,800 491,876,896 VARIANCE TO FY2011 BUDGET -1,415 -614,146 0 -388,900 21,355,923 0 1,511,915 -370,014 400,000 1,086,318 -458,300 0 -15,800 22,505,581
TAX RATE DETERMINATION

TAX RATE DETERMINATION
GRAND LIST (adjusted for supplemental MV) LEVY CHANGES / ELDERLY TAX PROGRAMS ADJUSTED GRAND LIST COLLECTION RATE AMOUNT TO BE RAISED TAX RATE / $1,000 ASSESSED VALUE PRIOR YEAR TAX RATE / $1,000 OF ASSESSMENT CHANGE +/- FROM PRIOR YEAR MIL RATE FY2011 ADOPTED 7,101,376,464 -125,859,461 6,975,517,003 96.38% 6,723,003,287 39.64760 266,550,945 39.648 39.6476 FY2012 ADOPTED 7,022,368,409 -86,896,360 6,935,472,049 97.30% 6,748,214,304 39.64760 267,550,501 0.000 39.6476

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BUDGET SUMMARY
GENERAL FUND BUDGET TAX RATE DETERMINATION TABLE
HOW YOUR BRIDGEPORT TAXES ARE DETERMINED

Taxes are assessed as of October 1, they are levied (or collected) on the following July 1, and are due in two installments due July 1 and January 1. Liens are filed on the last day of the fiscal year. Taxes are based on the assessed value multiplied by the current mill rate. One mill is equal to $1.00 of tax for each $1,000 of assessment. Mill Rate: 39.64 mills (.03964) Assessed value is $200,000 Mill Rate: 39.64 mills (.03964) $200,000 x .03964 = $7,928
Properties are assessed based on a formula that calculates 70% of their assessed fair market value. The property in Bridgeport, and throughout the state of Connecticut, was recently reevaluated according to the 5 year assessment schedule mandated by State of Connecticut Statutes. Revaluation is a mass appraisal of all property within an assessment jurisdiction (i.e., the City of Bridgeport) to equalize assessed values. A city-wide reassessment of real properties is conducted to assign fair market values to all properties. This assessment allows a balancing of the citys real property tax burden among taxpayers.
MILL RATE HISTORY

mill rate current fiscal year 2010-2011: 39.64 mill rate fiscal year 2009-2010: 38.73 mill rate fiscal year 2008-2009: 44.58 mill rate fiscal year 2007-2008: 41.28 mill rate fiscal year 2006-2007: 42.28 mill rate fiscal year 2005-2006: 40.32 mill rate fiscal year 2004-2005: 38.99

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BUDGET SUMMARY
GENERAL FUND BUDGET APPROPRIATION IMPACTS
GENERAL FUND BUDGET

BY APPROPRIATION TYPE
APPR TYPE 1 PERSONAL SERVICES 2 OTHER PERSONAL SERVICES 3 FRINGE BENEFITS 4 OPERATING EXPENSES 5 FIN SOURCE RESERVE/CONTINGEN 6 SPECIAL SERVICES 7 SUPPORTIVE CONTRIBUTIONS Grand Total FY2010 ACTUAL FY2011 BUDGET 183,544,889 177,932,783 24,486,877 25,294,186 102,824,307 111,230,932 124,287,445 127,784,668 0 593,627 25,897,368 25,775,219 795,823 759,900 461,836,710 469,371,315 MAYOR PROPOSED 170,830,051 22,949,880 119,553,808 127,514,046 593,627 25,880,298 756,401 468,078,112 FY2012 ADOPTED 192,896,006 22,949,880 119,571,737 127,735,681 1,757,850 26,209,340 756,401 491,876,896 VARIANCE TO FY2011 BUDGET 14,963,223 -2,344,306 8,340,805 -48,987 1,164,223 434,121 -3,499 22,505,581
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.
FINANCING SOURCES RESERVES 0.36% OPERATING EXPENSES 25.97%
SPECIAL SERVICES 5.33%
SUPPORTIVE CONTRIBUTIONS 0.15%
PERSONNEL SERVICES 39.22%
TO TAL: $491,876,896
FRINGE BENEFITS 24.31%
OTHER PERSONNEL SERVICES 4.67%

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BUDGET SUMMARY
PERSONNEL SUMMARY
PERSONNEL TRENDS GENERAL GOVERNMENT PUBLIC SAFETY PUBLIC FACILITIES PARKS & RECREATION TRANSPORTATION PLANNING & DEVELOPMENT HEALTH & SOCIAL SERVICES HUMAN SERVICES LIBRARIES TOTAL
GENERAL FUND BUDGET PERSONNEL SUMMARY
2007-2008 185 912 139 48 22 40 100 15 69 1530
2008-2009 179.5 911 144 41 21 44 51 15 60 1466.5
2009-2010 173 858 136.5 40 21 38 22 13 52 1353.5
2010-2011 176 834 136.5 40 21 37.5 26 13 52 1336
2011-2012 177 830 136.5 39 21 39.5 26 15 48 1332
Municipal Employees 2004-present

1,600 1,550 1,500 1,450 1,400 1,350 1,300 1,250 1,200
1,574
1,527.5 1,530 1,466.5 1,353.5 1,336
1,475.5
The proposed budget provides for level staffing as stated in the Mayors 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 Finchs Administration philosophy regarding fiscal integrity and more transparent governance. This budget continues to direct the Citys 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 Citys physical assets including buildings, roads, parks and fleet; promotion of housing and economic development; and regulatory oversight of environmental, building, code and zoning compliance.

40
BUDGET SUMMARY
PERSONNEL SERVICES
GENERAL FUND BUDGET APPROPRIATION CATEGORY

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
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
SPECIAL SERVICES
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
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

41
GENERAL FUND BUDGET
BUDGET SUMMARY
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 Bridgeports 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 Citys 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 Connecticuts 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.

42
GENERAL FUND BUDGET
BUDGET SUMMARY
PHYSICAL DESCRIPTION
Land Area: 19.4 square miles.
Mixed Use 1% Industrial 7%
Land Use by Type
Commercial 7%
Vacant 12% Parks/Open Space 16% Institutional 7% Residential 50%
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 th shipbuilding and whaling endeavors in the mid 19 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

43
GENERAL FUND BUDGET
BUDGET SUMMARY
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 hospitalsSt. Vincents 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 Amtraks train lines. Additionally, ferry service to Long Island is offered from Bridgeports harbor, and local and interstate bus service is also available. Bridgeport owns Stratfords Sikorsky Memorial Airport. Additionally, Bridgeports location in the middle of a confluence of highwaysamong 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. Vincents 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. Bridgeport is Connecticuts largest city with a population estimated at 144,229 residents. These residents account for 15 percent of the residents in the Bridgeport-Stamford-Norwalk metropolitan area. The Bridgeport economy, like the State economy, continues to be impacted by the effects of the national, regional, and statewide recession that started in 2003. The Citys unemployment rate has risen for the fiscal year ended June 30, 2010 to an 8.5% annual average from a 7.8% annual average for the fiscal year ended June 30, 2009. The State unemployment rate has shown an increase to 9.2% annual average for the fiscal year ended June 30, 2010 from an annual average of 8.2% in 2009. The Citys taxable base continues to show growth; the October 1, 2009 Grand List of $87.5 million, increased approximately 1.24% from the 2008 Net Grand List. By category, the increases are as follows: $33.7 million in net taxable real property; $49.9 million in net personal property; and $3.8 million in motor vehicles. The overall Gross Grand List (prior to deductions of all Exemptions and Exempt Property) grew by nearly $247 million, from $9.87 billion for 2008 to $10.12 billion in 2009. Exempt real estate now composes $2.9 Billion in assessed value, or approximately 33.15% of the Total Real Property component of $8.95 Billion. Over all more than a one-percent increase in the Grand List during a non-revaluation year shows a positive sign for Bridgeports real estate economy.
DEMOGRAPHICS AND ECONOMICS

44
GENERAL FUND BUDGET
BUDGET SUMMARY
TAX REVENUES BY SOURCE, 2001-2010
Fiscal Year 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Change 2001-2010
Personal Real Estate Property Motor Vehicle Total $110,734,894 $26,109,476 $16,740,781 $153,585,151 126,088,859 26,969,960 18,724,367 171,783,186 137,294,734 25,856,568 18,937,205 182,088,507 132,425,203 24,949,676 17,098,379 174,473,258 164,534,675 18,108,550 12,072,367 194,715,592 174,424,859 20,446,933 13,770,384 208,642,176 183,690,496 22,352,699 15,270,656 221,313,851 183,892,848 27,243,385 15,891,974 227,028,207 230,926,963 24,496,725 14,343,553 269,767,241 224,429,907 31,097,659 15,181,089 270,708,655 102.67% 19.10% -9.32% 76.26%
2009& 2000 EQUALIZED NET GRAND LIST PEER COMMUNITIES

2009 2000 GRAND TOTAL EQUALIZED NET GRAND TOTAL EQUALIZED NET LIST YEAR GRAND LIST LIST YEAR GRAND LIST
2009 2009 2009 2009 2009 2009 2009 $9,790,215,961 $10,050,978,530 $7,713,607,784 $7,748,069,515 $17,356,987,045 $29,980,542,111 $7,056,499,043 2000 2000 2000 2000 2000 2000 2000 $5,355,502,616 $7,357,096,958 $5,794,370,126 $5,059,690,806 $12,290,047,085 $21,595,486,805 $4,759,379,739
TOWN NAME
Bridgeport Danbury Hartford New Haven Norwalk Stamford Waterbury
Source: State of Connecticut Office of Policy & Management
The Connecticut Office of Policy & Management annually develops a full-value estimate of all taxable property within Connecticuts 169 towns and cities. A ratio of assessment to market value is calculated from real estate sales occurring in each town and city.
2008 GRAND LIST PEER COMMUNITIES

2008 GRAND LIST PEER COMPARISON YEAR RESIDENTIAL 100 Bridgeport 2008 4,088,034,256 Danbury 2008 5,326,106,500 Hartford 2008 908,535,761 New Haven 2008 3,437,114,420 Norwalk 2008 8,618,631,532 Stamford 2008 14,221,515,980 Waterbury 2008 3,068,619,690 TOWN COMMERCIAL 200 911,508,098 1,674,007,300 1,448,925,763 1,835,986,045 2,171,950,709 6,005,078,268 1,056,940,082 INDUSTRIAL 300 291,121,990 439,175,300 93,188,820 271,445,090 207,117,330 871,392,680 134,266,690 UTILITY VACANT LAND 400 500 42,183,110 79,212,649 4,588,300 0 22,114,610 92,794,189 39,789,750 61,733,070 60,834,340 127,713,180 62,515,700 0 87,701,890 65,463,660 TOTAL NET REAL MOTOR TOTAL NET NET VEHICLE NET PERS PROP 5,702,123,977 371,669,905 664,537,754 6,306,300,880 438,168,793 396,064,380 2,553,540,379 271,398,594 640,838,150 4,626,329,902 315,393,301 407,674,964 11,358,228,249 524,125,614 716,101,670 22,299,697,224 748,227,078 987,551,157 4,661,737,261 352,289,596 298,894,513 TOTAL SQUARE NET GRAND LIST MILES $ 6,113,119,373 16 $ 6,884,623,643 42.11 $ 2,851,021,793 17.31 $ 4,984,664,430 18.85 $ 11,918,522,262 22.81 $ 23,111,925,114 37.78 $ 5,137,004,907 28.57

45
GENERAL FUND BUDGET
BUDGET SUMMARY
PRINCIPAL PROPERTY TAXPAYERS IN BRIDGEPORT 2010& 1999

PRINCIPAL PROPERTY TAXPAYERS Taxable Assessed Value $ $ $ $ $ $ $ $ $ $ 319,870,777 208,500,417 168,148,829 55,808,151 54,594,967 48,984,247 47,700,246 29,736,500 26,121,292 24,269,140 2010 Rank % of Total City Taxable Assessed Taxable Assessed Value Value 4.68% 3.05% $ 40,435,603 2.46% 0.82% 0.80% 0.72% 0.70% 0.44% 0.38% 0.36% $ $ $ 75,016,328 99,185,866 19,089,147 2001 Rank % of Total City Taxable Assessed Value 1.51% 2.81% 3.71% 0.71%
Wheelabrator BPT LP United Illuminating Co. Inc. PSEG Power Connecticut LLC People's United Bank Connecticut Light & Power Bridgeport Energy, LLC Southern Connecticut Gas Co-energy EA Watermark 3030 Park, LLC** AT&T Mobility LLC Success Village Apts Inc Aquarion Water Co of CT WISVEST United Technologies (Sikorsky) Inter-church Residence Shoreline Star Greyhound Bridgeport Health Care
**Change in business name occurred Source: City of Bridgeport Assessor's Office.
1 2 3 4 5 6 7 8 9 10
4 2 1 6
Total $
983,734,566
$ $ $ $ $ $ 14.41% $
21,977,256 58,859,905 9,406,592 15,815,171 12,916,447 12,120,793 364,823,108
5 3 10 7 8 9
0.82% 2.20% 0.35% 0.59% 0.48% 0.45% 13.63%
PRINCIPAL EMPLOYERS IN BRIDGEPORT: 2010 & 1999

2010 Employer Bridgeport Hospital, Inc. St. Vincent's Medical Center People's United Bank Sikorsky Aircraft (United Technologies) Bridgeport Health Care Center University of Bridgeport Prime Resources Lacey Manufacturing Company Watermark Housatonic Community College Derecktor Shipyards Bridgeport Machines, Inc. Casco Products Southern New England Telephone Remington Products Inc.
Source: Office of Planning & Economic Development Employment information from 2000 is not available. 1999 Information is being used instead.
1999 Employees 2,029 1,875 1,400 500 375 Rank 1 2 3 4 7
Employees 1,515 1,500 1,116 600 500 425 266 262 218 197 150 relocated relocated relocated relocated
Rank 1 2 3 4 5 6 7 8 9 10 11
360
425 420 375 275
5 6 8 10
POPULATION IN BRIDGEPORT/SURROUNDING AREA 1990-2007

AREA BRIDGEPORT FAIRFIELD COUNTY CT 1990 141,686 827,645 2000 139,529 882,567 2010 144,229 916,829 CHANGE 1990-2010 NUMBER PERCENT 2,543 1.8% 89,184 10.8%
The decline in Bridgeports population has coincided with an increase in the population of greater Fairfield County. Like many urban areas, Bridgeports declining population in the 1970s and 1980s coincided with an increase in population in nearby sleeper suburbs. All population

46
GENERAL FUND BUDGET
BUDGET SUMMARY
estimates discussed forthwith are based on the US Census American Community Survey, 20052007 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 Bridgeports 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 Bridgeports demographic makeup in the context of our greater geographic region. As of this publication, the complete 2010 Census data sets had not yet been released. 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 FAIRFIELD COUNTY, CONNECTICUT BRIDGEPORT, CONNECTICUT MEDIAN AGE FAIRFIELD COUNTY, CONNECTICUT BRIDGEPORT, CONNECTICUT FAMILIES BELOW THE POVERTY LEVEL FAIRFIELD COUNTY, CONNECTICUT BRIDGEPORT, CONNECTICUT INDIVIDUALS BELOW THE POVERY LEVEL FAIRFIELD COUNTY, CONNECTICUT BRIDGEPORT, CONNECTICUT HIGH SCHOOL EDUCATION OR HIGHER FAIRFIELD COUNTY, CONNECTICUT BRIDGEPORT, CONNECTICUT BACHELOR'S DEGREE OR HIGHER FAIRFIELD COUNTY, CONNECTICUT BRIDGEPORT, CONNECTICUT SPEAK A LANGUAGE OTHER THAN ENGLISH AT HOME FAIRFIELD COUNTY, CONNECTICUT BRIDGEPORT, CONNECTICUT UNEMPLOYMENT RATE FAIRFIELD COUNTY, CONNECTICUT BRIDGEPORT, CONNECTICUT $ $ 2000 65,249 $ 34,658 $ 37.3 31.4 5.0% 16.2% 6.9% 18.4% 84.4% 65.0% 39.9% 12.2% 23.9% 43.5% 2000 3.1% 6.4% 2007 80,241 44,216 39 33.2 5.8% 16.1% 7.0% 19.20% 88.0% 73.0% 43% 13.8% 27.1% 47.9% 2007 5.8% 9.7%

47
GENERAL FUND BUDGET
BUDGET SUMMARY
POPULATION ETHNICITY
FAIRFIELD COUNTY, CT WHITE AFRICAN AMERICAN ASIAN SOME OTHER RACES TWO OR MORE RACES HISPANIC BRIDGEPORT, CONNECTICUT WHITE AFRICAN AMERICAN ASIAN SOME OTHER RACES TWO OR MORE RACES HISPANIC
2000 79.30% 10% 3.30% 4.7% 2.50% 11.90% 2000 45.00% 30.80% 3.30% 14.80% 5.60% 31.90%
2007 79.2% 10.7% 4.5% 6.6% 0.9% 14.4% 2007 47.4% 35.9% 3.2% 14.8% 1.8% 33.3%
FOOD STAMP RECIPIENTS

Food Stamp Recipients Bridgeport Hartford New Haven Stamford Waterbury Norwalk Waterbury
Source: CT DSS
2007 19,668 33,266 23,823 3,656 19,249 2,490 19,249
2010 29,321 44,299 29,927 5,961 27,844 4,444 27,844
% change 49% 33% 26% 63% 45% 78% 45%
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 Connecticuts population. Despite the variety of transportation options available to Bridgeports 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 FAIRFIELD COUNTY, CONNECTICUT TRAVEL TIME TO WORK DROVE ALONE CARPOOLED PUBLIC TRANSPORTATION WALK OTHER WORK FROM HOME 2000 28 74.7% 9.6% 8.1% 2.3% 0.8% 4.5% 2007 28.4 73.9% 7.6% 9.2% 3.1% 1.4% 4.8% BRIDGEPORT, CONNECTICUT TRAVEL TIME TO WORK DROVE ALONE CARPOOLED PUBLIC TRANSPORTATION WALK OTHER WORK FROM HOME 2000 25 66.4% 18.7% 8.4% 3.6% 1.4% 1.4% 2007 26.9 67.3% 12.1% 12.3% 3.3% 3.4% 1.6%

48
GENERAL FUND BUDGET
BUDGET SUMMARY
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 Bridgeports 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 th ranks 19 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 areas 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 FAIRFIELD COUNTY, CONNECTICUT MONTHLY OWNER COST W/ MORTGAGE MORTGAGE PAYMENT AS % OF MEDIAN INCOME BRIDGEPORT, CONNECTICUT MONTHLY OWNER COST W/ MORTGAGE MORTGAGE PAYMENT AS % OF MEDIAN INCOME 2000 2007 $ 288,900 $ 499,000 $ 1,904 $ 2,679 35% 40% $ 117,500 $ 244,800 $ 1,266 $ 1,884 44% 51%
Housing Sales and Median Prices: Bridgeport Calendar Year 1988-2009

5500 5000 4500 4000 3500 3000 2500 2000 1500 1000 500 0 $275,000 $250,000 $225,000 $200,000 $175,000 $150,000 $125,000 $100,000 $75,000 $50,000 $25,000 $-
Sales
Sales Price
2009 2008 2007 2006 2005 2004 2003 2002 2001 2000 1999 1998 1997 1996 1995 1994 1993 1992 1991 1990 1989 1988
Year

49
GENERAL FUND BUDGET
BUDGET SUMMARY
Comparable Cities in Connecticut Median Sale Price Calendar Year 1988-2009

$520,000 $480,000 $440,000 $400,000 $360,000 $320,000 $280,000 $240,000 $200,000 $160,000 $120,000 $80,000 $40,000 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.
New Housing Authorizations - Net Gain In Housing Units by Unit Type Calendar Year 2009
Total Units Demolitions Net Gain 1-Unit 2-Unit 3 & 4 Unit 5 Units +
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
126 259 65 13 448 35 37
34 18 41 93 9 106 20
92 241 24 -80 439 -71 17
45 68 6 5 4 -3 25
2 18 2 -8 0 -26 -2
-6 7 -18 -3 4 -34 -6
51 148 34 -74 431 -8 0
This data is for residential housing only, and is based on housing permit and demolition data from the Dept. of Economic and Community Development.

50
GENERAL FUND BUDGET
BUDGET SUMMARY
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

51
GENERAL FUND BUDGET
BUDGET SUMMARY
Number and Value of Building Permits in Bridgeport 1999-2010

3,000 2,750 2,500 2,250 2,000 1,750 1,500 1,250 1,000 750 500 250 10
$200,000,000 $170,000,000 $140,000,000 $110,000,000 $80,000,000 $50,000,000 $20,000,000
Number of Permits
$(10,000,000)
11 12
1
FEDERAL FUNDING FOR NEIGHBORHOOD STABILIZATION
Bridgeports 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 abandoned3 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 Bridgeports subprime activity varied greatly by neighborhood, the citys 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 HDFs

52
Number
Year
Value of Permits
GENERAL FUND BUDGET
BUDGET SUMMARY
$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 Financial Mechanism 25% Use of Funds Potential Neighborhoods Amount Target AMI population Estimated Direct Impact 150-200
Acquisition & Rehabilitation Landbanking Blight Removal
25% 25% 25%
North End, North Bridgeport, Brooklawn, St. Vincent, Mill Hill South End, Hollow, East End Acquistion, Rehab/Sale East Side, West End/ West Side North End, Buy-hold Brooklawn East Side/ East Green Space & Redevelopment End Down Payment Assistance
$1.42M
50-120
$1.42M $1.42M $1.42M
30-80 50-120 40-80
50 25 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, above-market 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.

53
GENERAL FUND BUDGET BRIDGEPORT IN CONTEXT

When considering the unique challenges that cities in New England face, it is helpful to have some understanding of the landscape in which they lie. Bridgeport, like many large former manufacturing centers, faces the challenges that many of our peers in Connecticut and the region dowe have a diminishing business tax base, we house infrastructure for the region (hospitals and schools) which pay limited taxes, and we carry the burden of maintaining infrastructure that is often older than that of our suburban peers. This, paired with the consistently rising cost of education, providing pensions for retired employees, and continuing to fund municipal services, means that cities in New England struggle to balance budgets, provide services, and maintain a healthy fund balance. Connecticuts tax structure is also unkind to cities. That said, here we aim to provide information about Bridgeports situation when viewed alongside our other municipal peers, all the other larger cities of Connecticut. (Figures here from CT State OPMs Municipal Fiscal Indicators, FY 2008 & 2009 http://www.ct.gov/opm/lib/opm/igp/munfinsr/fi200509_final_asof_12-6-10.pdf)
2008
DEBT MEASURES Long-Term Debt Annual Debt Service Long term Debt Per Capita Annual Debt Service Per Capita Total Expenditures Annual Debt Service debt service as % of annual budget AVERAGE $360,223,171 $41,245,788 $3,116 $357 $387,209,440 $41,245,788 11% BRIDGEPORT $689,877,000 $67,753,922 $5,058 $496.71 $483,962,220 $67,753,922 14% HARTFORD NEW HAVEN $290,088,000 $503,183,683 $32,901,000 $62,703,859 $2,338 $4,069 $265.20 $507.03 $577,562,000 $32,901,000 6% $522,068,999 $62,703,859 12% STAMFORD WATERBURY $387,748,899 $96,472,000 $45,402,419 $15,036,000 $3,250 $901 $380.56 $140.47 $401,138,825 $45,402,419 11% $414,341,000 $15,036,000 4% NORWALK $193,969,443 $23,677,530 $2,332 $284.64 $274,180,539 $23,677,530 9%
2009
DEBT MEASURES Long-Term Debt Annual Debt Service Long term Debt Per Capita Annual Debt Service Per Capita Total Expenditures Annual Debt Service debt service as % of annual budget AVERAGE BRIDGEPORT HARTFORD NEW HAVEN STAMFORD WATERBURY NORWALK $354,842,574 $658,700,000 $308,210,000 $505,701,901 $358,910,670 $89,138,000 $208,394,870 $42,646,458 $72,556,592 $38,164,000 $63,817,389 $43,773,749 $11,582,000 $25,985,019 $3,056 $4,798 $2,484 $4,100 $2,966 $832 $2,487 $367 $528.46 $307.63 $517.45 $361.69 $108.10 $310.08 $456,420,584 $42,646,458 9% $486,192,767 $560,580,000 $72,556,592 $38,164,000 15% 7% $473,037,191 $468,943,293 $384,097,000 $365,673,253 $63,817,389 $43,773,749 $11,582,000 $25,985,019 13% 9% 3% 7%

54
GENERAL FUND BUDGET BRIDGEPORT IN CONTEXT 2008
Annual Debt Service as percentage of total budget expenditures 2008

debt service as % of annual budget
Long Term & Annual per capita debt

Long term Debt Per Capita $5,058 $4,069 $3,116 Annual Debt Service Per Capita
14%
11% 6%
12%
11%
9%
4%
$3,250 $2,338
$2,332
$357
$496.71
$265.20
$507.03
$380.56
$901 $140.47
$284.64
2009
Annual Debt Service as percentage of total budget expenditures 2009

Series1 14.92% 9.34% 13.49%
Long Term & Annual per capita debt, 2009

Long term Debt Per Capita $4,798 Annual Debt Service Per Capita $4,100 $2,484 $2,966 $2,487
6.81%
9.33% 3.02%
7.11%
$3,056 $367
$528.46 $307.63 $517.45 $361.69 $832 $108.10 $310.08

55

CONNECTICUT AVERAGES 2008 Number of Municipalities 1999 PER CAPITA INCOME % OF STATE AVERAGE 1999 MEDIAN HOUSEHOLD INCOME % OF STATE MEDIAN ECONOMIC DATA Population (State Dept. of Public Health) Square Miles Population Density per Square Mile School Enrollment (State Dept. of Education) Bond Rating (Moody's) Net Current Education Expenditures (State Dept. of Education) Per Pupil Unemployment (annual average) TANF Recipients as a % of Population GRAND LIST AND PROPERTY TAX DATA Net Grand List (2007-2008) Equalized Net Grand List (2007-2008) Per Capita Equalized Mill Rate (2008) Mill Rate 2008 Adjusted Tax Levy 2008 Year Adjusted Tax Levy Per Capita 2008 Current Year Property Tax Collection % Total Taxes Collected as % of Total Outstanding GENERAL FUND REVENUES Property Tax Revenues as a % of Total Revenues (including transfers in) Intergovernmental Revenues as a % of Total Revenues (including transfers in) Total Revenues Total Revenues and Other Financing Sources GENERAL FUND EXPENDITURES Education Expenditures as a % of Total Expenditures (including transfers out) Operating Expenditures as a % of Total Expenditures (including transfers out) Total Expenditures Total Expenditures and Other Financing Uses Net Change in Fund Balance FUND BALANCE GENERAL FUND Reserved Designated Undesignated Total Fund Balance (Deficit) DEBT MEASURES Long-Term Debt Per Capita Annual Debt Service Per Capita RATIO OF DEBT TO EQUALIZED NET GRAND LIST RATIO OF DEBT TO NET GRAND LIST *TANF=temporary assistance for needy families OVERALL CONNECTICUT AVERAGE 169 $28,766 100% $53,935 100% 20,717 29 723 3,302 $41,336,765 $12,518 5.70% 1.10% $3,382,504,680 $163,268 14.13 $2,308 98.30% $48,067,417 61.70% $25,073,602 32.20% $77,301,765 $78,191,075 $48,391,910 62.20% $27,040,551 34.80% $75,432,461 $77,935,410 PEER AVERAGE 6 $21,767 76% $40,627 75.3% 115,610 24 5,468 17,684 $240,484,678 $14,385 8.28% 2.84% $6,093,276,340.83 $11,042,878,564 $103,846 24.84 41.98 $234,822,767.17 $2,077 97.42% 92.83% $238,824,663 51.71% $185,668,946 40.20% $454,377,541 $461,814,918 $240,484,678 51.67% $205,057,586 44.06% $445,542,264 $465,452,884 (4,774,052.83) $874,919.33 $2,069,034.33 $18,043,430.83 $20,987,384.50 AVERAGE 6 $360,223,171 $2,991 $41,245,788 $346 4.0% 6.9% AVERAGE 6 1 BRIDGEPORT $16,306 56.70% $34,658 64.3% 136,405 16 8,525.3 21,802 Baa1 $218,222,813 $12,023 8.8% 2.63% $5,413,924,658 $11,835,219,911 $86,765 18.78 41.28 $222,282,166 $1,630 97% 86.1% $227,028,207 48.79% $209,554,648 45.03% $464,326,216 $465,326,216 $218,222,813 45.09% $265,739,407 54.91% $483,962,220 $483,962,220 (18,636,004.00) $0 $0 $10,605,102 $10,605,102 BRIDGEPORT $689,877,000 $5,058 $67,753,922 $496.71 5.8% 12.7% BRIDGEPORT 2 HARTFORD $13,428 46.70% $24,820 46.0% 124,062 17.31 7,167.1 22,343 A2 $374,467,000 $15,705 10.9% 5.54% $3,334,666,569 $5,617,517,672 $45,280 39.42 63.39 $221,445,000 $1,785 96.3% 92.2% $232,955,000 37.96% $341,042,000 55.57% $598,966,000 $613,681,000 $374,467,000 60.37% $203,095,000 32.74% $577,562,000 $620,248,000 (6,567,000.00) $0 $0 $27,900,000 $27,900,000 HARTFORD $290,088,000 $2,338 $32,901,000 $265.20 5.2% 8.7% HARTFORD 3 NEW HAVEN $16,393 57% $29,604 54.9% 123,669 18.85 6,560.7 18,547 A3 $256,210,171 $16,053 8.5% 3.94% $4,406,546,092 $6,370,284,874 $51,511 29.18 42.21 $185,890,697 $1,503 98% 96.4% $186,365,020 35.64% $289,221,907 55.32% $516,854,707 $522,854,707 $256,210,171 49.08% $265,858,828 50.92% $522,068,999 $522,068,999 785,708.00 $0.00 $0 $15,508,258 $15,508,258 NEW HAVEN $503,183,683 $4,069 $62,703,859 $507.03 7.9% 11.4% NEW HAVEN 4 STAMFORD $34,987 121.60% $60,556 112.3% 119,303 37.75 3,160.3 15,029 Aaa $221,558,188 $15,125 7.4% 0.50% $9,361,731,391 $13,438,345,880 $112,640 26.51 27.03 $356,270,017 $2,986 98.3% 96.2% $360,287,944 80.99% $38,740,568 8.71% $442,328,318 $444,859,621 $221,558,188 50.18% $179,580,637 40.67% $401,138,825 $441,518,588 (3,475,487.00) $4,092,404 $11,414,206 $0 $15,506,610 STAMFORD $387,748,899 $3,250 $45,402,419 $380.56 2.9% 4.1% STAMFORD 5 WATERBURY $17,707 61.50% $34,285 63.6% 107,037 28.57 3,746.5 17,776 Baa1 $218,774,000 $12,712 9.3% 3.80% $3,534,261,722 $8,097,150,675 $75,648 24.35 55.49 $197,161,000 $1,842 96.4% 88.4% $197,239,000 45.52% $206,828,000 47.73% $429,501,000 $433,313,000 $218,774,000 50.39% $195,567,000 45.04% $414,341,000 $434,173,000 (860,000.00) $0.00 $1,000,000 $18,016,000.00 $19,016,000.00 WATERBURY $96,472,000 $901 $15,036,000 $140.47 1.2% 2.7% WATERBURY 6 NORWALK $31,781 110.50% $59,839 110.9% 83,185 22.81 3,646.9 10,608 Aaa $153,675,894 $14,689 4.8% 0.61% $10,508,527,613 $20,898,752,371 $251,232 10.81 22.48 $225,887,723 $2,715 98.5% 97.7% $229,072,804 78.76% $28,626,555 9.84% $274,289,005 $290,854,962 $153,675,894 52.86% $120,504,645 41.45% $274,180,539 $290,746,496 108,466.00 $1,157,112 $0 $36,231,225 $37,388,337 NORWALK $193,969,443 $2,332 $23,677,530 $284.64 0.9% 1.8% NORWALK
CT AVERAGE $44,322,569 $2,139 $5,516,188 $266 1.3% 2.2%

56

CONNECTICUT AVERAGES 2009 Number of Municipalities 1999 PER CAPITA INCOME % OF STATE AVERAGE 1999 MEDIAN HOUSEHOLD INCOME % OF STATE MEDIAN ECONOMIC DATA Population (State Dept. of Public Health) Square Miles Population Density per Square Mile School Enrollment (State Dept. of Education) Bond Rating (Moody's) Net Current Education Expenditures (CT Dept. of Education) Per Pupil Unemployment (2009 annual average) TANF Recipients as a % of Population GRAND LIST AND PROPERTY TAX DATA Net Grand List Equalized Net Grand List Per Capita Equalized Mill Rate Mill Rate 2009 Adjusted Tax Levy 2009 Year Adjusted Tax Levy Per Capita 2009 Current Year Property Tax Collection % Total Taxes Collected as % of Total Outstanding GENERAL FUND REVENUES Property Tax Revenues as a % of Total Revenues (including transfers in) Intergovernmental Revenues as a % of Total Revenues (including transfers in) Total Revenues Total Revenues and Other Financing Sources GENERAL FUND EXPENDITURES Education Expenditures as a % of Total Expenditures (including transfers out) Operating Expenditures as a % of Total Expenditures (including transfers out) Total Expenditures Total Expenditures and Other Financing Uses Net Change in Fund Balance FUND BALANCE GENERAL FUND Reserved Designated Undesignated Total Fund Balance (Deficit) DEBT MEASURES Long-Term Debt Per Capita Annual Debt Service Per Capita RATIO OF DEBT TO EQUALIZED NET GRAND LIST RATIO OF DEBT TO NET GRAND LIST *TANF=temporary assistance for needy families OVERALL CONNECTICUT AVERAGE 169 $28,766 100% $53,935 100% 20,818 29 726 3,271 $42,885,945 $13,111 8.20% 1.18% PEER AVERAGE $21,767 76% $40,627 75.3% 116,110 24 5,487 17,419 $237,635,979 $15,016 10.95% 2.92% $8,965,453,713.33 $15,002,734,171 $103,846 21.51 38.95 $254,800,800.83 $2,196 97.48% 92.83% $255,983,975 56.58% $156,459,570 34.58% $436,370,009 $452,439,238 $215,432,542 47.20% $209,490,285 45.90% $424,922,827 $456,420,584 (3,981,345.67) $677,945.83 $1,250,236.17 $15,093,690.17 $17,006,038.83 AVERAGE 6 $354,842,574 $2,945 $42,646,458 $356 3.3% 6.0% AVERAGE 6 1 BRIDGEPORT $16,306 56.70% $34,658 64.3% 137,298 16 8,581.1 21,289 Baa1 $222,867,074 $12,675 12.1% 3.00% $5,540,265,609 $11,436,680,103 $86,765 21.87 44.58 $250,083,276 $1,821 97% 86.8% $248,743,175 51.15% $214,369,477 44.08% $484,340,418 $486,340,418 $222,867,074 45.84% $263,325,693 54.16% $486,192,767 $486,192,767 147,651 $0 $0 $10,752,753 $10,752,753 BRIDGEPORT $658,700,000 $4,798 $72,556,592 $528.46 5.8% 11.9% BRIDGEPORT 2 HARTFORD $13,428 46.70% $24,820 46.0% 124,060 17.31 7,167.0 21,726 A2 $374,467,000 $16,202 14.2% 5.50% $3,451,438,441 $8,029,737,495 $45,280 30.23 68.34 $242,777,000 $1,957 96.2% 91.0% $250,668,000 45.66% $270,021,000 49.18% $540,958,000 $548,993,000 $305,432,000 54.48% $206,682,000 36.87% $512,114,000 $560,580,000 (11,587,000) $95,000 $0 $16,313,000 $16,313,000 HARTFORD $308,210,000 $2,484 $38,164,000 $307.63 3.8% 8.9% HARTFORD 3 NEW HAVEN $16,393 57% $29,604 54.9% 123,330 18.85 6,542.7 18,074 A3 $256,210,171 $16,976 11.3% 3.57% $4,944,791,028 $7,593,243,863 $51,511 26.87 42.21 $204,055,698 $1,655 98% 96.2% $203,404,742 42.95% $228,472,896 48.25% $469,079,142 $473,554,722 $192,024,547 40.59% $281,012,644 59.41% $473,037,191 $473,037,191 517,531 $0.00 $0 $16,025,789 $16,025,789 NEW HAVEN $505,701,901 $4,100 $63,817,389 $517.45 6.7% 10.2% NEW HAVEN 4 STAMFORD $34,987 121.60% $60,556 112.3% 121,026 37.75 3,206.0 14,884 Aaa $243,089,067 $15,926 7.3% 0.64% $23,928,735,084 $34,348,965,159 $112,640 11.22 16.18 $385,305,080 $3,184 98.5% 96.3% $386,679,253 83.73% $39,936,682 8.65% $458,840,376 $461,799,055 $243,089,067 51.84% $180,450,806 38.48% $423,539,873 $468,943,293 (7,144,238) $3,860,955 $4,501,417 $0 $8,362,372 STAMFORD $358,910,670 $2,966 $43,773,749 $361.69 1.0% 1.5% STAMFORD 5 WATERBURY $17,707 61.50% $34,285 63.6% 107,143 28.57 3,750.2 17,736 Baa1 $169,099,000 $12,999 13.4% 4.00% $5,253,604,279 $7,617,694,194 $75,648 27.57 39.92 $210,000,000 $1,842 97.1% 89.3% $210,092,000 54.41% $155,571,000 40.29% $386,163,000 $386,163,000 $169,099,000 44.03% $198,827,000 51.76% $367,926,000 $384,097,000 2,066,000 $0.00 $3,000,000 $18,082,000.00 $21,082,000.00 WATERBURY $89,138,000 $832 $11,582,000 $108.10 1.2% 1.7% WATERBURY 6 NORWALK $31,781 110.50% $59,839 110.9% 83,802 22.81 3,673.9 10,806 Aaa $160,083,564 $15,315 7.4% 0.78% $10,673,887,839 $20,990,084,209 $251,232 11.27 22.48 $236,583,751 $2,715 98.2% 97.4% $236,316,680 66.05% $30,386,367 8.49% $278,839,115 $357,785,235 $160,083,564 43.78% $126,643,569 34.63% $286,727,133 $365,673,253 (7,888,018) $111,720 $0 $29,388,599 $29,500,319 NORWALK $208,394,870 $2,487 $25,985,019 $310.08 1.0% 2.0% NORWALK
$3,487,369,506 $167,515 14.43
$2,416 98.30%
$50,421,704 69.80% $18,036,576 32.20% $71,794,296 $74,167,398 $42,505,033 58.40% $27,868,261 38.30% $70,373,295 $74,522,053
CT AVERAGE $43,886,642 $2,108 $5,686,532 $273 1.3% 2.0%

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PHASE FOR GASB 45 IMPLEMENTATION MUNICIPALITY PHASE 1 PHASE 2 Bridgeport x Danbury x Hartford x New Haven x Norwalk x Stamford x Waterbury x
PENSIONS: Type and number of Plans

PHASE 3
BRIDGEPORT HARTFORD NEW HAVEN STAMFORD WATERBURY NORWALK
Population 137,298 124,060 123,330 121,026 107,143 83,802
Defined Benefit 4 2 2 4 1 4
Defined Contribution
Cost Sharing (MERF) 1 1
Total 5 3 2 4 1 4
Bridgeport has a varied workforce and an equally varied number of pension plans. The cost of supporting and funding these plans places a long-term burden on the City. While we continue to hope that a better long-term solution to providing health care for the American people can be resolved, we maintain a commitment to funding retirees and present employees to the best of our abilities. GASB 45, was implemented by the Governmental Accounting Standards Board (GASB) in July 2004 because of growing concern over the potential magnitude of government employer obligations for post-employment benefits. GASB 45 aims to: recognize the cost of OPEB benefits, provide information on their associate liabilities, and provide information to assess potential demands on future cash flows. For more information about the plans, see the Pensions section of the budget, see the Pensions section of the budget on Page 209.
Post-Employment Benefits Data

Date of last valuation Actuarial Accrued Liab ility (AAL) % of AAL
Sponsoring Entity
Types of Benefits Provided Health Insurance
Numb er of Participants
Groups Covered
FY 2008-09 Municipal Annual Required Contrib ution
% of Contrib ution Made
x x x x x x x
x x x x x x
7,215 1,917 8,960 6,504 3,186 6,467 6,591
all all all all all all all
7/1/2008 7/1/2008 7/1/2008 7/1/2008 7/1/2007 7/1/2008 7/1/2008
$861,812,200 $102,150,207 $302,988,000 $430,522,000 $187,893,000 $215,337,000 $770,408,000
0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%
$50,744,800 $8,808,900 $24,500,000 $42,126,000 $15,293,300 $17,262,000 $64,663,000
59.30% 58.80% 52.50% 44.90% 84.60% 74.10% 47.70%

58

FY 2008-09 Municipal Annual Required Contrib ution $9,621,019 $877,018 $3,544,117 $2,505,264 $845,000 $552,000 $889,000 $0 $0 $0 $1,770,000 $11,797,000 $16,687,000 $10,938,000 $1,267,867 $74,182 $62,744 $832,452 $742,000 $2,305,000 $2,326,000 $406,000
Groups Covered Sponsoring Entity Bridgeport Plan Name Memb ers *** Public Safety Plan A 966 Janitors And Engineers Retirement Fund 48 Police Retirement Plan B - post 6/3/81 employees 515 Firefighters' Retirement Plan B - post 12/31/83 employees 348 Pre 1967 Police Pension Plan Pre 1967 Fire Pension Plan Post 1983 Police Pension Plan Post 1967 Police Pension Plan Post 1967 Fire Pension Plan General Employees' Pension Plan RAF/PBF/FRF pre 5/1/1947 PLAN City MERF Pension Fund For New Haven Policemen And Firemen City Employees' Retirement Fund of New Haven Police Benefit Fund Food Service Employees' Plan Fire Benefit Fund Employees' Pension Plan Custodian And Mechanics Retirement Trust Fund Police Pension Trust Fund Classified Employees Retirement Trust Fund Firefighter's Pension Trust Fund 37 32 140 104 193 1,206 261 5471 1868 2257 312 94 276 1352 623 574 1,527 479 All T PS x x x x x x x x x x x x x x x x x x x x x x x x O x
Date of last valuation 7/1/2008 7/1/2009 7/1/2008 7/1/2008 7/1/2007 7/1/2007 7/1/2008 7/1/2008 7/1/2008 7/1/2007 7/1/2008 7/1/2008 6/30/2008 6/30/2008 7/1/2008 7/1/2008 7/1/2008 7/1/2008 7/1/2008 7/1/2008 7/1/2008 7/1/2008
Actuarial Accrued Liab ility (AAL) $355,017,000 $9,478,000 $113,453,000 $69,277,000 $11,566,937 $9,425,747 $17,264,266 $52,905,479 $60,820,930 $93,792,699 $7,700,000 $1,099,441,000 $512,853,088 $344,861,529 $97,873,967 $2,025,521 $84,666,362 $164,871,892 $40,247,000 $171,655,000 $176,317,000 $123,434,000
% of AAL
70.70% 0.00% 92.30% 89.50% 58.00% 61.00% 83.50% 108.20% 110.40% 120.00% 0.00% 102.20% 58.70% 60.40% 96.70% 78.00% 114.80% 111.70% 105.20% 102.50% 107.70% 112.10%
% of Contrib ution Made 85.40% 117.60% 95.80% 97.20% 100.00% 100.00% 100.00% N/A N/A N/A 100.00% 108.70% 100.00% 100.00% 100.00% 100.00% 100.00% 103.70% 90.30% 60.30% 42.30% 16.00%
Danbury
Hartford
New Haven
Norwalk
Stamford
Waterbury
City of Waterbury Retirement Fund 3,947 x 7/1/2008 $527,860,000 13.00% $41,610,000 106.90% All = All Eligib le, T = Town Employees, PS = Pub lic Safety (Police or Fire, etc.), O = Other (Other specified groups not listed ab ove), N/A=Not Applicab le *** The City of Bridgeport issued $350,000,000 in pension obligation bonds in August 2000. The City of Waterbury issued approximately $313,000,000 in pension obligation bonds In September 2009.

59
Ratios of Comparative Revenues, General Fund (Source: 2009 Financial Reports) Population Full Time Equivalent Employees Total Revenue Per Capita Total Revenue Per FTE Property Taxes Per Capita Property Taxes Per FTE Intergovernmental Per Capita Intergovernmental Per FTE Licenses, Permits, Charges Per Capita Licenses, Permits, Charges Per FTE All Other Revenue Per Capita All Other Revenue Per FTE Property Taxes as % of Revenue Intergovernmental as % of Revenue Licenses, Permits, Charges as % of Rev All Other Revenue as % of Revenue Bridgeport 137,912 1,466 $ 3,512 $ 330,382 $1,804 $ 169,675 $1,554 $146,227 $117 $10,982 $37 $3,498 51.36% 81.41% 3.32% 1.06% Hartford New Haven Stamford Waterbury Providence Springfield 124,512 127,401 118,475 108,000 171,557 150,640 1,475 3,903 1,214 3,325 5,086 5,695 $ 4,345 $ 3,682 $ 3,873 $ 3,576 $ 2,373 $ 3,645 $ 366,751 $ 120,184 $ 377,957 $ 116,139 $ 80,044 $ 96,404 $2,013 $1,597 $3,264 $1,945 $1,653 $1,046 $169,944 $52,115 $318,517 $63,186 $55,767 $27,658 $2,169 $1,774 $337 $1,440 $312 $2,299 $183,065 $57,914 $32,897 $46,788 $10,532 $60,800 $81 $136 $233 $62 $0 $4 $6,858 $4,438 $22,704 $2,001 $0 $113 $82 $175 $39 $128 $407 $296 $6,883 $5,718 $3,840 $4,165 $13,745 $7,833 46.34% 43.36% 84.27% 54.41% 69.67% 28.69% 52.73% 47.78% 9.43% 42.28% 17.85% 65.57% 1.87% 3.69% 6.01% 1.72% 0.00% 0.12% 1.88% 4.76% 1.02% 3.59% 17.17% 8.13%

60

Ratios of Comparative Expenditures Combined Funds (Source: 2009 Financial Reports) Population Full Time Equivalent Employees Total Expenditures Per Capita* Total Expenditures Per FTE* Capital Expenditures Per Capita Capital Expenditures Per FTE Debt Principal Per Capita Debt Interest Per Capita Total Debt Service Per Capita Debt Principal as % of Expenditures Debt Interest as % of Expenditures Total Debt Service as % of Expenditures Employee Benefits as % of Expenditures Education as % of Expenditures* Education as % of Expenditures (+Capital) Bridgeport Hartford 137,912 124,512 1,466 1,475 $ 4,340 $ 6,005 $ 408,276 $ 506,939 $607 $908 $57,107 $76,624 $225 $307 $302 $0 $526 $307 4.54% 4.43% 6.10% 0.00% 10.63% 4.43% 0.00% 6.74% 32.11% 33.40% 44.38% 46.53% New Haven Stamford Waterbury Providence Springfield 127,401 118,475 108,000 171,557 150,640 3,903 1,214 3,325 5,086 5,695 $ 4,962 $ 4,525 $ 4,059 $ 4,221 $ 4,396 $ 161,977 $ 441,594 $ 131,833 $ 142,378 $ 116,279 $1,037 $552 $352 $46 $0 $ 33,842 $53,901 $11,429 $1,554 $0 $331 $248 $66 $215 $174 $170 $122 $42 $120 $103 $501 $369 $107 $335 $277 5.51% 4.88% 1.49% 5.04% 3.97% 2.84% 2.40% 0.94% 2.81% 2.35% 8.35% 7.28% 2.43% 7.86% 6.31% 11.97% 0.00% 0.00% 0.00% 7.24% 17.51% 34.19% 36.90% 50.91% 62.63% 34.79% 45.06% 44.88% 51.99% 62.63%
Ratio of Debt to Debt Limits, Including authorized but unissued debt (Source: 2009 Financial Reports) Ratio of Debt Limit: General Gov't Ratio of Debt Limit: Schools Bridgeport Hartford 52.55% 15.66% 59.19% 11.12% New Haven 44.22% 52.23% Stamford Providence Springfield 46.28% 4.26% 30.71% 20.16%

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2008 Education Data (Source: 2008 Connecticut Department of Education) Bridgeport STAFF General Education Teachers and Instructors Paraprofessionals Special Education Teachers and Instructors Paraprofessionals Library/Media Specialists and Assistants Adult Education Staff Admins, Coordinators, Dept. Chairs District Central Office School Level Subject Area Specialists Counselors, Social Workers and School Psychologists School Nurses Other Staff Total Staff Total Operating Budget Total Capital Budget Enrolled Students, K-12 Total Number of Schools Municipal Land Area Population Operating Budget per student Capital Budget per student Total Budget per student Average students per total staff Average Students per academic/support staff Average Students per admin/non-instructional staff Average density of school population Average number of schools per square mile Hartford New Haven Waterbury
1,185.2 135 221.5 178 40 2 32 70 66 119 20 860.9 2929.50 258,698,000 40,747,000 20,821 33 16 137,912 12,424.86 1,957.01 14,381.87 7.11 10.6 21.62 630.94 2.06
1,427.05 183 268.15 307 44 18 29 99 81.5 121.7 42 660.2 3280.60 360,053,000 91,184,000 22,360 39 33 124,512 16,102.55 4,078.00 20,180.55 6.82 9.04 28.37 573.33 1.18
1,274.9 302 197.45 152 37 21 38 109 69.2 96.2 32.1 966 3294.85 296,702,000 126,086,000 19,851 43 18.9 127,401 14,946.45 6,351.62 21,298.07 6.02 9.19 17.84 461.65 2.28
1,122.33 151.52 197.02 305 42.05 1 22 72.06 18 79.1 31.25 776.31 2817.64 219,986,000 3,576,000 18,304 28 22.8 108,000 12,018.47 195.37 12,213.83 6.50 9.40 21.03 653.71 1.23
$ $
$ $
$ $
$ $
$ $ $
$ $ $
$ $ $
$ $ $

62

Unappropriated Fund Balances (Source: 2009 Financial Reports) General Fund Expenditures General Fund Ending Balance Fund Balance per Capita Fund Balance per FTE Fund Balance as % of Annual Expenditures Bridgeport $ 263,325,693 $ 10,752,753 $ 77.97 $ 7,332.26 4.08% Hartford $ 512,114,000 $ 16,313,000 $ 131.02 $ 11,058.16 3.19% New Haven $ 473,037,191 $ 16,025,789 $ 125.79 $ 4,106.02 3.39% Stamford $ 423,539,873 $ 8,362,372 $ 70.58 $ 6,888.28 1.97% Waterbury $ 367,926,000 $ 21,082,000 $ 195.20 $ 6,340.45 5.73% Providence $ 300,008,000 $ 17,361,000 $ 101.20 $ 3,413.49 5.79% Springfield $ 528,049,123 $ 58,034,618 $ 385.25 $ 10,190.09 10.99%
2009 Fire Response History (Source: Connecticut, Massachusetts Fire Marshall) Population Density Building Fires Per Square Mile Total Fires Per Square Mile Building Fires Per 1000 Persons Per Square Mile Total Fires Per 1000 Persons Per Square Mile EMS/Rescue Calls Per Square Mile EMS/Rescue Calls Per 1000 Population Fire Calls per Sworn Personnel EMS/Rescue calls Per Sworn Personnel Total Calls Per Sworn Personnel Fire Stations per Square Mile Sworn Personnel per Square Mile Sworn Personnel per 1000 population Overtime Per Sworn Personnel Bridgeport Hartford New Haven Stamford Waterbury Springfield 8,620 3,770 6,759 3,138 3,780 4,693 5.88 14.53 11.72 5.85 8.51 21.4 35.88 62.01 47.61 60.68 56.4 53.18 10.9 127.32 32.7 70.43 64.29 146.39 24.48 238.99 82.56 113.13 126.98 242.49 105.19 355.77 659.2 126.91 129.72 12.2 94.38 97.53 40.44 34.31 0.68 2.6 1.41 1.22 2 5.43 33.96 31.3 16.52 15.44 12.07 53.05 44.43 28.13 27.85 0.5 0 0.53 0.24 0.28 19.38 10.48 21.06 7.68 8.4 2.25 2.78 3.12 2.45 2.22 $ 10,374.56 0 $ 8,448.32 $ 7,797.92 $ 5,804.32

63

2009 Fire Response History (Source: Connecticut Fire Marshall) Bridgeport FIRE CALLS Building Fires Vehicle Fires Other Fires Subtotal Fires RESCUE CALLS Emergency Medical Calls Other Rescue/ EMS calls Subtotal Rescue Calls OTHER CALLS Overpressures, Ruptures, Explosion, Overhead Hazardous Conditions Service Calls Good Intent Severe Weather/ Natural Disaster Special Incident Unknown Incident Type Subtotal OTHER calls FALSE CALLS Malicious Calls System/Detector Malfunction Unintentional Detector Operation Other False Calls Subtotal FALSE calls GRAND TOTAL CALLS Population Land Area (Square Miles) Number of Fire Stations Number of Fire Personnel Number of Apparatus Reported Overtime 94 60 57 211 1,529 154 1,683 12 357 577 177 2 8 0 1,133 85 230 285 114 714 3,741 137,912 16 8 310 19 3,216,113 % of total Hartford 480 149 272 901 11,158 593 11,751 20 678 2,054 954 2 208 0 3,916 316 754 643 75 1,788 18,356 124,512 33.03 346 $ % of total New Haven 221 99 238 558 12,022 404 12,426 82 431 409 1669 3 32 0 2,626 138 793 965 132 2,028 17,638 127,401 18.85 10 397 26 3,353,983 % of total Stamford 221 36 98 355 4,503 288 4,791 24 524 376 875 8 19 0 1,826 63 361 759 4 1,187 8,159 118,475 37.75 9 290 20 2,261,397 % of total Waterbury 243 82 155 480 3,360 346 3,706 11 654 499 412 20 14 0 1,610 125 374 389 1 889 6,685 108,000 28.57 8 240 22 1,393,037 % of total
3.20%
4.90%
3.20%
4.40%
7.20%
70.50%
64.00%
70.50%
58.70%
55.40%
14.90%
21.30%
14.90%
22.40%
24.10%
11.50% 100%
9.70% 100%
11.50% 100%
14.50% 100%
13.30% 100%

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2009 CRIME DATA (FBI 2009 UNIFORM CRIME REPORTS)
MURDER & VIOLENT NONNEGLIGENT FORCIBLE CRIME MANSLAUGHTER RAPE 375 353 2,183 1,603 1,527 1,929 1,182 3.5 2.95 17.65 12.92 11.22 12.56 6.88 1.28 1.24 5.16 3.57 3.73 4.28 2.5 6 2 12 33 12 16 23 0.05 0.01 0.09 0.26 0.08 0.1 0.13 15 31 59 49 58 116 50 0.14 0.25 0.47 0.39 0.42 0.75 0.29 MOTOR AGGRAVATED PROPERTY LARCENY VEHICLE ASSAULT CRIME BURGLARY THEFT THEFT 180 169 1,206 921 777 1,216 714 1.68 1.41 9.75 7.42 5.71 7.92 4.15 0.61 0.59 2.85 2.05 1.89 2.7 1.51 5,635 2,143 7,043 6,189 5,615 7,518 7,990 52.66 17.93 56.95 49.89 41.27 48.96 46.54 19.36 7.54 16.65 13.81 13.72 16.7 16.96 749 370 1,430 1,135 1,276 2,068 1,825 6.99 3.09 11.56 9.14 9.37 13.46 10.63 2.57 1.3 3.38 2.53 3.11 4.59 3.87 4,422 1,600 4,533 4,061 3,375 4,615 5,088 41.32 13.38 36.65 32.73 24.8 30.05 29.63 15.19 5.63 10.71 9.06 8.25 10.25 10.8 464 173 1,080 993 964 835 1,077 4.33 1.44 8.73 8 7.08 5.43 6.27 1.59 0.6 2.55 2.21 2.35 1.85 2.28
CITY WATERBURY STAMFORD NEW HAVEN HARTFORD BRIDGEPORT SPRINGFIELD PROVIDENCE AVERAGE PER 1000 POPULATION WATERBURY STAMFORD NEW HAVEN HARTFORD BRIDGEPORT SPRINGFIELD PROVIDENCE AVERAGE PER SWORN OFFICER WATERBURY STAMFORD NEW HAVEN HARTFORD BRIDGEPORT SPRINGFIELD PROVIDENCE GREEN: LOWEST IN GROUP RED= HIGHEST IN GROUP BOLD= BRIDGEPORT
POPULATION 107,007 119,507 123,659 124,049 136,049 153,533 171,664
SWORN OFFICERS 291 284 423 448 409 450 471 2.71 2.37 3.42 3.611 3 2.93 2.74
TOTAL PERSONNEL 356 347 518 497 483 539 561 3.32 2.9 4.18 4 3.55 3.51 3.26
ROBBERY 174 151 906 600 680 581 395 1.62 1.26 7.32 4.83 4.99 3.78 2.3 0.59 0.53 2.14 1.33 1.66 1.29 0.83
ARSON 8 16 84 42 50 43 0 0.06 0.12 0.67 0.3 0.32 0.25

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66
GENERAL FUND BUDGET GENERAL GOVERNMENT & FINANCE DIVISIONS GENERAL GOVERNMENT & FINANCE DIVISIONS STAFFING SUMMARY
FY 01- 02 Total FY 02- 03 Total FY 03- 04 Total FY 04- 05 Total FY 05- 06 Total FY 06- 07 Total FY 07- 08 Total FY 08- 09 Budget FY 09- 10 Budget
DIVISION SUMMARY
FY 10- 11 Budget
FY 11- 12
Adopted 8 6 4 14.5 17 7.5 6 2 18 13 5 4 21 0.5 9 11 0 6 7 2 6.5 0 7 2 177 13%
GENERAL GOVERNMENT OFFICE OF THE MAYOR CENTRAL GRANTS FINANCE / INTERNAL AUDIT COMPTROLLERS INFORMATION TECH. SERVICES PRINT SHOP PURCHASING TREASURER TAX COLLECTOR TAX ASSESSOR REGISTRAR OF VOTERS CITY CLERK CITY ATTORNEY ARCHIVES & RECORDS CIVIL SERVICE GRANTS PERSONNEL/BENEFITS EMPLOYEE & ORG. DEVELOPMENT LABOR RELATIONS TOWN CLERK LEGISLATIVE DEPARTMENT POLICY AND MANAGEMENT ETHICS COMMISSION CHIEF ADMINISTRATIVE OFFICE MINORITY BUSINESS RESOURCE SUBTOTAL
% of TOTAL EMPLOYEES (EXCLUDING BOE)
9 4 6 19 27 6 7 4 16 19 6 6 22 1 9 12 2 7 8 1 8 0 4 0 203 12%
7 4 4 17 25 6 7 3 15 14 6 6 21 1 8 9 2 8 8 1 8.5 0 0 0 180.5 11%
6 4 4 17 25 6 7 3 15 14 6 6 23 1 8 10 2 8 8 1 7.5 0 1 0 183 12%
8 6 5 17 24 7 8 3 15 15 6 6 25 1 8 10 0 8 8 2 6.5 0 3 0 191.5 12%
8 6 5 15 21 7 8 3 16 15 6 7 22 1 7 7 0 8 8 1 5.5 0 3 0 179.5 12%
8 6 4 15 20 7 8 3 18 15 6 6 21 1 8 7 0 8 8 2 5.5 0 3 0 179.5 12%
9 6 5 15 21 7.5 8 3 19 15 6 6 22 1 9 7 0 7 8 2 5.5 0 3 0 185 12%
9 6 4 15 19 7.5 7 2 18 14 6 6 21 0.5 8 7 0 6 8 2 5.5 0 3 0 174.5 12%
8 6 4 14.5 15 7.5 6 2 18 13 5 6 21 0.5 8 9 0 6 7 2 5.5 0 7 2 173 12%
8 6 4 14.5 15 7.5 6 2 18 13 5 6 21 0.5 9 11 0 6 7 2 5.5 0 7 2 176 13%

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GENERAL FUND BUDGET GENERAL GOVERNMENT & FINANCE DIVISIONS GENERAL GOVERNMENT & FINANCE DIVISIONS EXPENDITURES 2004-present
GENERAL GOV'T AND FINANCE EXPENDITURES BUDGET 2004 MAYOR'S OFFICE 418,562 CENTRAL GRANTS 228,982 FINANCE DIVISIONS* 8,181,165 REGISTRAR OF VOTERS 369,932 CITY CLERK 416,332 CITY ATTORNEY 2,379,182 ARCHIVES 88,483 CIVIL SERVICE 623,029 LABOR RELATIONS/BENEFITS/PENSIONS 73,778,123 TOWN CLERK 335,935 LEGISLATIVE DEPARTMENT 61,477 OFFICE OF POLICY & MANAGEMENT 499,749 ETHICS COMMISSION 3,500 CHIEF ADMINISTRATIVE OFFICE 106,027 INFORMATION TECHNOLOGY SERVICE MINORITY BUSINESS ENTERPRISE OFFICE CITISTAT GENERAL GOVERNMENT TOTAL 87,490,478 TOTAL BUDGET 413,811,558.0 GEN. GOVERNMENT & FINANCE PORTION OF BUDGET 21.14% GENERAL GOVERNMENT & FINANCE VARIANCE OVERALL BUDGET VARIANCE GENERAL GOV'T AND FINANCE EXPENDITURES MAYOR'S OFFICE CENTRAL GRANTS FINANCE DIVISIONS* REGISTRAR OF VOTERS CITY CLERK CITY ATTORNEY ARCHIVES CIVIL SERVICE LABOR RELATIONS/BENEFITS/PENSIONS TOWN CLERK LEGISLATIVE DEPARTMENT OFFICE OF POLICY & MANAGEMENT ETHICS COMMISSION CHIEF ADMINISTRATIVE OFFICE INFORMATION TECHNOLOGY SERVICE MINORITY BUSINESS ENTERPRISE OFFICE CITISTAT GENERAL GOVERNMENT TOTAL TOTAL BUDGET GEN. GOVERNMENT & FINANCE PORTION OF BUDGET GENERAL GOVERNMENT & FINANCE VARIANCE OVERALL BUDGET VARIANCE BUDGET 2008 596,448 349,961 6,512,392 467,569 308,124 3,007,062 98,955 1,072,594 53,517,704 616,782 335,436 441,766 3,500 273,562 3,382,117 70,983,972 462,031,673 15.36% ACTUAL 2004 383,928 209,289 4,195,393 426,560 336,303 2,193,996 82,355 629,026 79,121,206 537,555 51,336 327,601 1,784 114,357 88,610,689 425,996,538.0 $ 20.80% 1.26% 2.86% ACTUAL 2008 596,448 308,107 5,694,931 576,181 301,570 4,483,884 83,911 818,807 54,499,823 585,940 153,466 437,000 1,923 273,964 3,265,896 72,081,851 475,100,750 15.17% 1.52% 2.75% BUDGET 2005 548,181 306,747 4,532,924 378,885 289,089 2,457,422 89,916 641,891 74,501,879 359,759 257,000 468,614 3,500 225,212 85,061,019 $ 427,913,388 $ 19.88% ACTUAL 2005 551,592 249,473 4,100,163 380,682 225,760 2,800,294 79,150 617,932 83,268,214 294,397 122,268 327,601 265 189,585 3,033,835 96,241,212 442,201,351 $ 21.76% 11.62% 3.23% ACTUAL 2009 545,429 242,941 5,049,258 494,850 281,574 4,624,022 43,441 786,231 62,201,564 565,803 151,678 426,811 1,786 647,284 2,970,188 79,032,860 482,299,581 16.39% 46.40% 2.04% BUDGET 2006 564,333 308,207 4,659,727 377,842 314,034 2,323,098 88,231 556,953 84,439,590 561,189 218,725 410,091 3,500 224,804 3,196,853 98,247,177 $ 443,056,249 $ 22.17% ACTUAL 2006 585,587 288,601 4,034,539 401,644 260,091 3,219,650 82,227 587,193 88,495,209 503,321 165,466 386,416 886 229,254 3,112,280 102,352,364 452,857,698 $ 22.60% 4.01% 2.16% 2010 ACTUAL 685,658 326,715 5,233,960 443,377 354,628 3,312,336 70,760 980,150 21,683,031 620,470 174,366 552,028 1,828 882,793 3,411,868 123,875 13,360 38,871,203 461,836,710 8.42% -7.69% 5.65%
DIVISION SUMMARY
BUDGET 2007 564,333 308,207 5,043,363 377,842 271,927 2,804,498 90,581 909,980 48,455,243 561,749 326,725 410,091 3,500 224,804 3,256,082 63,608,925 444,433,434 14.31% ACTUAL 2007 611,900 307,507 4,730,539 407,786 276,431 4,054,103 88,631 1,069,610 52,224,707 547,008 189,103 380,238 2,069 254,433 3,103,817 68,247,882 453,169,874 15.06% 6.80% 1.93% PROPOSED 2012 756,878 389,411 6,003,160 587,326 336,028 4,029,891 75,312 944,413 20,569,887 732,066 295,137 685,490 3,344 922,414 3,168,157 186,061 12,739 40,791,496 469,371,315 8.69% 39,697,714 468,078,112 8.48% ADOPTED 2012 756,878 389,411 6,088,905 666,708 300,071 4,029,891 78,712 944,413 20,586,937 737,221 382,903 685,490 3,344 922,414 3,168,157 186,061 12,739 39,940,255 491,876,896 8.12%
BUDGET 2009 751,462 432,316 7,282,472 613,213 376,022 3,773,235 70,166 1,115,755 21,660,450 728,760 365,854 546,175 3,500 551,233 3,777,691 316,433 42,364,737 492,348,969 8.60%
BUDGET 2010 700,827 425,283 5,913,211 522,695 362,351 3,668,542 68,563 1,117,466 23,101,974 677,085 338,848 555,867 3,500 876,109 3,365,392 161,180 41,858,893 489,471,659 8.55%
ADOPTED 2011 730,620 402,678 6,025,929 551,466 399,567 3,738,545 71,154 1,077,070 21,928,988 676,172 355,547 582,559 3,344 926,168 3,141,929 179,760
Please note: in Department-based information on the cost of healthcare, pensions, and Medicare shifted into overall budgets shown beginning in ACTUAL 2009 column. These cost estimates are made on a COBRA basis, not true cost, as the city operates on a claim payout basis. However, it provides a fairly accurate picture of how and where benefit costs impact the overall budget. This inclusion alters the overall picture in some of the departmental summaries, by giving the appearance that budget have recently expanded, but in fact the allocation has just shifted from the benefits administration budget to the department side, to more accurately reflect the cost of providing benefits to each department.

68
GENERAL FUND BUDGET GENERAL GOVERNMENT & FINANCE DIVISIONS GENERAL GOVERNMENT & FINANCE DIVISIONS REVENUES 2004-present
FINANCE & GENERAL GOV'T REVENUES MAYOR'S OFFICE CENTRAL GRANTS FINANCE REGISTRAR OF VOTERS CITY CLERK CITY ATTORNEY ARCHIVES CIVIL SERVICE LABOR RELATIONS TOWN CLERK LEGISLATIVE DEPARTMENT OFFICE OF POLICY & MANAGEMENT ETHICS COMMISSION CHIEF ADMINISTRATIVE OFFICE INFORMATION TECHNOLOGY SERVICE MINORITY BUSINESS ENTERPRISE OFFICE GENERAL GOVERNMENT & FINANCE TOTAL BUDGET GEN GOV'T & FINANCE % OF REVENUES ACTUAL 2004 221,580,160 838 13,348 3,089 10,955,327 4,196,413 $ 236,749,175 $ $ 406,270,485 $ 58.27% ACTUAL 2005 247,577,553 115 43,353 1,259 11,510,851 5,043,712 118 264,176,961 $ 438,028,309 $ 60.31% ACTUAL 2006 253,863,595 219 50,391 25,561 12,374,039 5,719,158 272,032,963 $ 448,698,891 $ 60.63% ACTUAL 2007 268,865,274 19 57,372 2,094 4,566,169 225 273,491,153 $ 455,191,712 $ 60.08% ACTUAL 2008 263,591,266 535 53,148 72 882,976 3,042,966 6,880 267,577,843 $ 458,158,359 $ 58.40% ACTUAL 2009 248,836,628 55,000 2,414,700 250 251,306,578 492,348,970 $ 51.04% ACTUAL 2010 293,996,950 9 1,537,065 789 295,534,813 $ 467,112,103 $ 63.27% ADOPTED 2011 297,283,154 500
DIVISION SUMMARY
PROPOSED 2012 297,121,521 15,000 15,000 88,500 88,500 1,542,300 1,545,800 250 250 298,929,704 298,771,071 469,371,315 $ 468,078,112 63.69% 63.83% ADOPTED 2012 297,487,001 15,000 88,500 1,545,800 250 299,136,551 491,876,896 60.82% % OF REVENUES
99.52% 0.00% 0.01% 0.03% 0.52%
0.00%
General Government & Finance

Revenues to Expenditures
2004-present
REVENUES EXPENDITURES
ADOPTED 2012 ADOPTED 2011 ACTUAL 2010 ACTUAL 2009 ACTUAL 2008 ACTUAL 2007 ACTUAL 2006 ACTUAL 2005 ACTUAL 2004
$39,940,255 $40,791,496 $38,871,203 $41,456,533 $72,081,851 $68,247,882 $102,352,364 $96,241,212 $83,796,105
$299,136,551 $298,929,704 $295,534,813 $296,929,860 $267,577,843 $273,491,152 $272,032,963 $264,176,961 $236,749,175

69
GENERAL FUND BUDGET GENERAL GOVERNMENT & FINANCE DIVISIONS GENERAL GOVERNMENT CAPITAL IMPROVEMENT FUNDING
FY 2011 Capital Plan Acct Code FY 2011 Capital Plan FY 2012 Capital Plan ADOPTED FY 2013 Capital Plan PLANNED FY 2014 Capital Plan PLANNED FY 2015 Capital Plan PLANNED
DIVISION SUMMARY
PROJECT DESCRIPTION Board of Education Other Departm ents
FY 2016 TOTAL Capital Plan Capital Plan PLANNED 2012-2016
AUTHORIZE
EOC Capital Maintenance Program East Side Library Study East End Library Study Fire Apparatus Replacement Program WPCA Sewer Separation Program IT Telephony & Computer Replacement Program
TOTAL OTHER TOTAL ALL DEPARTMENTS
1P750 1P751
425,300 250,000 675,300 65,219,800
225,000 200,000 200,000 1,200,000 330,000 250,000 2,405,000 26,555,000
225,000
225,000
650,000 250,000 250,000 1,375,000 7,725,000
500,000 125,000 250,000 1,100,000 6,925,450 4,900,000 4,900,000
675,000 200,000 200,000 2,350,000 705,000 750,000 4,880,000 51,005,450
1,350,000 400,000 400,000 4,700,000 1,410,000 1,500,000 9,760,000 102,010,900
IT TELEPHONY & COMPUTER REPLACEMENT - $250,000 Continuation of voice over replacement system and annual upgrade of desktop computers.
CAPITAL FUNDS
250,000
26,305,000
IT Telephony
Rest of Capital

70
GENERAL FUND BUDGET GENERAL GOVERNMENT & FINANCE DIVISIONS
DIVISION SUMMARY
GENERAL GOVERNMENT & FINANCE DIVISION ACTIVITIES THAT SUPPORT MAYORS MISSION STATEMENT:
We are committed to making Bridgeport the cleanest, greenest, safest, most affordable city with schools and neighborhoods that improve every year by:

Reducing property taxes Developing innovative approaches to improving the quality of our education system Making our streets and citizens safer Expanding economic development Building more workforce housing Supporting a healthier lifestyle
Revitalizing our neighborhoods Providing more local jobs and small business opportunities Protecting our environment and greening our city Creating a leaner, more efficient government Accessing 21st Century technology and infrastructure Supporting the Arts Ensuring a vibrant, diverse community
MAYORS OFFICE
Continue to implement long-term financial goals which will provide greater budget transparency, decrease the citys historic reliance on one-time revenues, and improve the citys financial standing. Reducing property taxes. Continue to grow the citys tax base by increasing the citys ability to attract and retain sustainable economic and community development. Building more workforce housing; expanding economic development; revitalizing our neighborhoods. Reduce tax delinquencies by continuing to pursue an aggressive zero-tolerance tax collection policy to increase revenues. Expanding Economic Development; Reducing property taxes. Continue to implement the Mayors Sustainable Bridgeport effort to lower the citys carbon footprint, increase recycling rates, improve energy efficiency in city facilities and address brownfield remediation. Protecting our environment and greening our city; revitalizing our neighborhoods. Continue to promote efficiency and accountability throughout city government through the CitiStat program, QAlert technology (the Citys online citizen work request form), labor-management cooperative and employee training. Creating a leaner, more efficient government; accessing 21st Century technology and infrastructure. Continue to work together with the Board of Education to improve Bridgeports 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. Developing innovative approaches to improving the quality of our education system. Strengthen alliances with community groups and support initiatives that will benefit the Citys quality of life. Supporting a healthier lifestyle. 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 Citys Minority Contracting Business Enterprise (MBE) goals are achieved. Providing more local jobs and small business opportunities. 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 Citys Housing Code and Blight Offices to work together to reduce blighted buildings and properties throughout the city. Revitalizing our Neighborhoods; expanding economic development.

71
GENERAL FUND BUDGET GENERAL GOVERNMENT & FINANCE

DIVISION SUMMARY
In partnership with the Police Chief, work together to formulate strategic initiatives which combat crime and support successful neighborhood policing, allowing more residents to take part in being responsible for their neighborhoods. Revitalizing our Neighborhoods; supporting a healthier lifestyle; making our streets and citizens safer. In partnership with the Fire Chief, the American Red Cross and RYASAPs Safe Neighborhoods Americorps Partnership (SNAP), ensure that every resident in Bridgeport benefits from a free smoke detector through the Citys Safe Asleep program. Making our streets and citizens safer. Continue to improve and upgrade the Citys Parks and Green Spaces, and increase the number of parks available to city residents within a 15-minute walk of their home. Revitalizing our Neighborhoods; supporting a healthier lifestyle; making our streets and citizens safer.
CENTRAL GRANTS & COMMUNITY DEVELOPMENT

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. Reducing property taxes; revitalizing our neighborhoods. Promote regionalism through partnerships for funding opportunities to realize cost efficiencies or increased economic development opportunities. Creating a leaner, more efficient government; accessing 21st Century technology and infrastructure; making our streets and citizens safer. 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. Supporting the Arts; protecting our environment and greening our city. Cultivate relationships with area and national foundations to benefit Bridgeport grant applications. Revitalizing our Neighborhoods; making our streets and citizens safer; providing more local jobs and small business opportunities. 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 Bridgeports fair share of federal formula, competitive and stimulus funding. Creating a leaner, more efficient government; revitalizing our neighborhoods. 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 Bridgeports fair share of state funding. Creating a leaner, more efficient government. Encourage funding entities to visit Bridgeport to see firsthand the many opportunities present here. Revitalizing our Neighborhoods; making our streets and citizens safer. 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). Revitalizing our Neighborhoods. 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. Revitalizing our Neighborhoods. Manage all Central Grants and Community Development federal HUD entitlement grants in a timely manner consistent with federal guidelines and regulations. Creating a leaner, more efficient government; revitalizing our neighborhoods. 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. Revitalizing our Neighborhoods; making our streets and citizens safer. To continue to work with the Office of Neighborhood Revitalization in advancing community development projects identified by established Neighborhood Revitalization Zones (NRZ). Revitalizing our Neighborhoods; making our streets and citizens safer. To work with the Office of Planning & Economic Development to advance projects which benefit low and moderate income households. Revitalizing our Neighborhoods; making our streets and citizens safer.

72
GENERAL FUND BUDGET GENERAL GOVERNMENT & FINANCE FINANCE DEPARTMENT

DIVISION SUMMARY
Increase efficiency and incur a cost savings by updating processes and implementing programs with a movement toward paperless and efficient workflow processes. Accessing 21st Century technology and infrastructure. Promote actions to achieve the Citys 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. Creating a leaner, more efficient government. Review department performance and processes seeking to maximize organizational effectiveness in cash control. Accessing 21st Century technology and infrastructure.
COMPTROLLER
To maintain and evolve an integrated, comprehensive and responsive core financial and human resources management system. Accessing 21st Century technology and infrastructure. 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. Creating a leaner, more efficient government. Reorganize to improve departmental efficiency initiating better processes and consolidating financial function. Creating a leaner, more efficient government. Setup, perform and maintain real-time monitoring of grant reporting processes to better assess financial conditions of various programs. Creating a leaner, more efficient government; accessing 21st Century technology and infrastructure. Continue to maintain and provide professional service in a timely manner for all of the Citys departments and the Board of Education. Continue to update our graphic software so we can communicate with all the departments and outside vendors. We utilize Adobe Photoshop, Adobe Illustrator, Adobe InDesign (which will support the Citys new Master Plan of Conservation and Development program) and Corel Draw. We remain up-to-date with the latest software for computer-based print & design production. Accessing 21st Century technology and infrastructure. Continue to support every department and the Board of Education by performing normal printing services. Continue to investigate cost savings for printing and postage. Continue to use our large format printer at a great cost savings over using outside printing services. Creating a leaner, more efficient government.
PRINT SHOP
PURCHASING DEPARTMENT

To encourage more departments to try doing more RFIs RFQs, & RFPs for their departments needs; thereby showing more collaboration, consensus & best value purchases. Creating a leaner, more efficient government. 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. Creating a leaner, more efficient government.
TAX COLLECTOR
Finalize office reorganization for efficiencies and increased customer service. Creating a leaner, more efficient government. Train all staff members in the Connecticut State Statutes that govern the Tax Collection process. Creating a leaner, more efficient government. Concentrate on all areas of delinquent tax collections. Prepare and publish a Request for Proposal for the collection of delinquent Personal Property taxes. Creating a leaner, more efficient government; reducing property taxes. Continue to work in tandem with the Tax Assessor to clean up all tax records. Creating a leaner, more efficient government; reducing property taxes.

73
GENERAL FUND BUDGET GENERAL GOVERNMENT & FINANCE TAX ASSESSOR

DIVISION SUMMARY
Continue to serve the constituents of the City of Bridgeport in the most effective manner, with all of our resources available. Accessing 21st Century technology and infrastructure; Creating a leaner, more efficient government. Tackle out of town and out of state motor vehicle registration issues that continue to plague the City of Bridgeports tax rolls, with the assistance of the City of Bridgeports Police Department. Accessing 21st Century technology and infrastructure; Creating a leaner, more efficient government.
TREASURERS OFFICE
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. Accessing 21st Century technology and infrastructure; Creating a leaner, more efficient government. 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. Creating a leaner, more efficient government. Accessing 21st Century technology and infrastructure. Continue to manage the City of Bridgeports cash flow and seek new investment opportunities to maximize Return on Investment. Creating a leaner, more efficient government; Accessing 21st Century technology and infrastructure.
CITY CLERK
Continue to maintain the City Clerks 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. Accessing 21st Century technology and infrastructure; Creating a leaner, more efficient government; protecting the environment and greening our city. Continue to be efficient despite budgetary cuts and staff shortage. Accessing 21st Century technology and infrastructure; Creating a leaner, more efficient government; protecting the environment and greening our city. Continue to improve collection rate for arrears real property taxes through expanded execution of tax warrants. Reducing property taxes. Continue to dispose (via strict foreclosure) of newly acquired city inventory of vacant and unwanted municipally owned real property through auction sales. Reducing property taxes; Creating a leaner, more efficient government; Making our streets and citizens safer. Continue to increase number of condemnation, anti-blight and unlawful deposit hearings to support the on-going Clean City campaign. Making our streets and citizens safer. 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. Reducing property taxes; Creating a leaner, more efficient government; Making our streets and citizens safer. 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. Reducing property taxes. Assist Board of Education in its efforts to reduce legal costs by increasing provision of legal services in lieu of retention of outside counsel. Developing innovative approaches to improving the quality of our education system. Successful completion of a Fire Department Entry Level Examination, in compliance with the Connecticut Fire Service CPAT (Candidate Physical Ability Test) Standards. Successfully manage, administer and complete Fire Inspector Examination, Deputy Fire Marshal Examination and Senior Fire Inspector Examination; Fire Pumper Engineer Examination and a Fire Captain Examination; Police Captain Examination and a Police Deputy Chief Examination.
CITY ATTORNEY

CIVIL SERVICE

74
GENERAL FUND BUDGET GENERAL GOVERNMENT & FINANCE

Permanently adopt a continuing recruitment process for entry level police officers. Creating a leaner, more efficient government; Accessing 21st Century technology and infrastructure; protecting the environment and greening our city. Successful expansion of non-competitive division classifications through the systematic elimination and restructuring of the competitive division positions for civilian occupied jobs. Creating a leaner, more efficient government; Accessing 21st Century technology and infrastructure. Successful expansion of a modern job bidding promotional process for NAGE, LIUNA, and Supervisor positions. Accessing 21st Century technology and infrastructure. Fully integrate the Civil Service office into a City-wide Human Resources department that includes Grants Personnel, Benefits, and Labor Relations. Creating a leaner, more efficient government Continue to expand Civil Service offices ability to support a digital archive through the scanning of documents and files. Creating a leaner, more efficient government; Accessing 21st Century technology and infrastructure; protecting the environment and greening our city. Continue participation in Medicare-D subsidy programs. Creating a leaner, more efficient government Continue participation in the Early Retirement Reinsurance Program and assure the most cost effective compliance with requirements of the Affordable Care Act. Accessing 21st Century technology and infrastructure. Evaluate the Citys participation in Medicare medical and drug programs to achieve the most cost effective programs. Creating a leaner, more efficient government; Reducing property taxes. Conclude evaluation of feasibility of workers compensation audit and proceed if appropriate. Creating a leaner, more efficient government; Reducing property taxes.
DIVISION SUMMARY
GRANTS PERSONNEL/BENEFITS

LABOR RELATIONS
Negotiate the last three (3) remaining open collective bargaining contracts: NAGE; Police, Local 1159 and AFSCME, Local 1522. Creating a leaner, more efficient government. Utilize the binding interest arbitration process to achieve an acceptable resolution of outstanding contracts/issues if necessary. Creating a leaner, more efficient government. Continue to work with Benefits, other City departments and the Citys Workers Compensation administrator to control Workers Compensation expenses. Supporting a healthier lifestyle; reducing property taxes. Continue to monitor the enforcement by departments of the Citys Attendance Policies. Creating a leaner, more efficient government; reducing property taxes. 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. Creating a leaner, more efficient government; reducing property taxes. Continue to aggressively handle, where needed, grievances, complaints, investigations, and disciplinary hearings. Supporting a healthier lifestyle; reducing property taxes. Continue to negotiate to implement a Reasonable Suspicion Drug Testing Policy for the Fire Department, mimicking the Drug Testing Policy for the Police Department. Supporting a healthier lifestyle; reducing property taxes. Continue to negotiate transfer of Fire union membership to participate in Connecticut Municipal Employees Retirement System. Creating a leaner, more efficient government; reducing property taxes.

75
GENERAL FUND BUDGET GENERAL GOVERNMENT & FINANCE TOWN CLERK

DIVISION SUMMARY
st
Provide a computer for each employee at their individual workstation. Accessing 21 Century technology and infrastructure; creating a leaner, more efficient government. st Add more shelving in the vault to accommodate more permanent land records; Archive older maps to increase present map storage. Accessing 21 Century technology and infrastructure; creating a leaner, more efficient government. st Initiate the second phase of conversion of old records to new books and availability on computers. Accessing 21 Century technology and infrastructure. 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 st from the historic preservation grant. Accessing 21 Century technology and infrastructure; creating a leaner, more efficient government. st Researching ways to automate the absentee ballot process. Accessing 21 Century technology and infrastructure; creating a leaner, more efficient government. st Cleaning and organization of election records. Accessing 21 Century technology and infrastructure; creating a leaner, more efficient government. The cross training of employees in the department. Creating a leaner, more efficient government. Continue to apply for historic preservation grant. Reducing property taxes; Creating a leaner, more efficient government.
POLICY & MANAGEMENT

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 st work. Accessing 21 Century technology and infrastructure; creating a leaner, more efficient government. Continue to participate and refine our data collection practices for the ICMA Center for Performance Measurements Annual program. This marks the st fourth consecutive year of participation in the ICMA CPM program. Accessing 21 Century technology and infrastructure; creating a leaner, more efficient government. Maintain an effective City-wide System for Performance Management. We continue to refine our quarterly performance management templates and use the information from them to enhance our budget book. To analyze department performance levels using history, benchmarking and other comparative st analysis methods. This process is recursive and continuous. Accessing 21 Century technology and infrastructure; creating a leaner, more efficient government. st Continue to support City departments financially and operationally in providing necessary services to their customers. Accessing 21 Century technology and infrastructure.
CHIEF ADMINISTRATIVE OFFICE

Oversee all departmental management and operational policies and practices. Accessing 21 Century technology and infrastructure; creating a leaner, more efficient government. Provide assistance to departments in identifying and complying with executive priorities, goals, policies, and procedures. Creating a leaner, more efficient government. Work with individuals, community groups, institutions, and agencies to ascertain concerns to be addressed through administrative remedies. Ensuring a vibrant, diverse community; creating a leaner, more efficient government. st Create and maintain continuity among municipal services and strategic planning, budgeting, and capital project programs. Accessing 21 Century technology and infrastructure; creating a leaner, more efficient government. Continue to support and champion the Mayors Sustainable Bridgeport effort. Protecting our environment and greening our city. Ensure that the Citys Minority Business Enterprise (MBE) goals are achieved. Revitalizing our neighborhoods; Providing more local jobs and small business opportunities.
st

76
GENERAL FUND BUDGET GENERAL GOVERNMENT & FINANCE CITISTAT

DIVISION SUMMARY
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. st Accessing 21 Century technology and infrastructure; creating a leaner, more efficient government. Conduct citizen surveys using a variety of sources as a means of measuring citizen feedback and satisfaction with city services. These surveys will be st considered throughout the CitiStat process when analyzing department performance and delivery of services. Accessing 21 Century technology and infrastructure; creating a leaner, more efficient government. Continue to work with all departments that have begun collecting data and presenting such to the CitiStat panel. Also, we will introduce the CitiStat program to at least six new departmentsthe remaining divisions of the Finance department (Treasurer, Purchasing, Print Shop, Archives) as well as the st Police & Fire Department. Accessing 21 Century technology and infrastructure; creating a leaner, more efficient government. Continue to work closely with the Inspection Services Committee to increase communication between all departments, align tracking of work and how it is st processed, and to help find creative solutions. Accessing 21 Century technology and infrastructure; creating a leaner, more efficient government. Design intranet for City of Bridgeport environment; Domain upgrade. Accessing 21st Century technology and infrastructure; creating a leaner, more efficient government. Finish server replacement. Accessing 21st Century technology and infrastructure; creating a leaner, more efficient government. Expand VoIP to smaller buildings. Accessing 21st Century technology and infrastructure; creating a leaner, more efficient government. Virtualization of servers in test environment. Accessing 21st Century technology and infrastructure; creating a leaner, more efficient government. Finalize 3 year PC replacement plan. Accessing 21st Century technology and infrastructure; creating a leaner, more efficient government. Choose unified communications platform and RFP services for deployment. Accessing 21st Century technology and infrastructure; creating a leaner, more efficient government.
INFORMATION TECHNOLOGY

MINORITY BUSINESS RESOURCE OFFICE

To increase the utilization of small, minority and women owned-businesses in construction commodities, contractual, architectural and engineering services. Ensuring a vibrant, diverse community; expanding economic development; providing more local jobs and small business opportunities. Hosting city-wide Business Expo over 125 businesses participated. Ensuring a vibrant, diverse community; expanding economic development; providing more local jobs and small business opportunities. Partnering with local organizations that provide capacity building workshops and professional services to small/minority businesses. Ensuring a vibrant, st diverse community; expanding economic development; providing more local jobs and small business opportunities; accessing 21 Century technology & infrastructure. Working with developers to identify small/minority owned businesses to fulfill MBE requirements. Ensuring a vibrant, diverse community; expanding st economic development; providing more local jobs and small business opportunities; accessing 21 Century technology & infrastructure.

77
GENERAL FUND BUDGET GENERAL GOVERNMENT & FINANCE DIVISION SUMMARY

78
GENERAL FUND BUDGET PUBLIC SAFETY DIVISIONS PUBLIC SAFETY STAFF SUMMARY
FY 01-02 PUBLIC SAFETY POLICE / ANIMAL SHELTER FIRE WEIGHTS & MEASURES EMERGENCY OPERATIONS CENTER Subtotal: Public Safety % of TOTAL EMPLOYEES (EXCLUDING BOE) Total 579 399 2 0 980 58% FY 02-03 Total 571 381 2 0 954 61% FY 03-04 Total 548 375 2 0 925 60% FY 04-05 Total 574 370 2 0 946 60% FY 05-06 Total 544 326 2 0 872 59% FY 06-07 Total 554 326 2 43 925 61% FY 07-08 Total 538 330 2 42 912 60% FY 08-09 Budget 532 329 2 48 911 62% FY 09-10 Adopted 486 310 2 60 858 63%
FY 10- 11 Adopted FY 11- 12
DIVISION SUMMARY
Adopted 475 294 2 59 830 62%
473 299 2 60 834 62%
Please note that the shift of employees from separate Police and Fire dispatch service facilities into the integrated Public Safety Communications Center (Emergency Operations Center) may give the appearance that Police & Fire staff has been reduced, but this is not the case. Personnel have been re-assigned to the new center, which will provide state of the art interoperable radio communication systems for the region.
Public Safety Revenues to Expenditures

2004-present
ADOPTED 2012 ADOPTED 2011 ACTUAL 2010 ACTUAL 2009 ACTUAL 2008 ACTUAL 2007 ACTUAL 2006 ACTUAL 2005 ACTUAL 2004 $6,985,365 $7,019,780 $5,281,307 $6,225,405 $6,248,683 $4,905,906 $4,045,068 $4,317,949 $5,461,999
Series2
$139,637,541 $139,596,920 $132,087,195 $128,583,751

$72,210,776 $63,932,794 $63,767,467 $63,846,820 $62,224,436
Series1

79
GENERAL FUND BUDGET PUBLIC SAFETY DIVISIONS PUBLIC SAFETY EXPENDITURES 2004-Present
PUBLIC SAFETY EXPENDITURES BUDGET 2004 ACTUAL 2004 BUDGET 2005 ACTUAL 2005 BUDGET 2006 ACTUAL 2006 BUDGET 2007 ACTUAL 2007 POLICE 36,597,098 39,204,456 37,136,980 40,481,827 39,426,649 41,300,825 42,520,469 42,327,558 FIRE 22,385,297 22,924,998 22,588,730 23,268,708 21,430,087 22,313,489 21,917,234 21,549,539 WEIGHTS & MEASURES 94,599 94,982 96,161 96,286 95,461 62,153 105,015 55,697 EMERGENCY OPERATIONS TOTAL PUBLIC SAFETY $ 59,076,994 $ 62,224,436 $ 59,821,871 $ 63,846,820 60,952,197 $ 63,676,467 64,542,718 $ 63,932,794 TOTAL APPROPRIATIONS $ 413,811,558 $ 425,996,538 $ 427,913,388 $ 442,201,351 $ 443,056,249 $ 452,857,698 $ 444,433,434 $ 453,169,874 PS PORTION OF TOTAL BUDGET 14.28% 14.61% 13.98% 14.44% 13.76% 14.06% 14.52% 14.11% PS BUDGET VARIANCE 5.06% 6.30% 4.28% -0.95% OVERALL BUDGET VARIANCE 2.86% 3.34% 2.21% 1.97% PUBLIC SAFETY EXPENDITURES BUDGET 2008 ACTUAL 2008 BUDGET 2009 ACTUAL 2009 POLICE 43,158,843 46,226,703 43,552,059 40,099,995 FIRE 22,995,470 24,910,458 24,128,533 23,097,914 WEIGHTS & MEASURES 108,150 69,502 108,149 53,817 EMERGENCY OPERATIONS 1,048,509 1,004,113 2,250,415 2,241,845 TOTAL PUBLIC SAFETY 67,310,972 $ 72,210,776 $ 70,039,155 65,493,571 TOTAL APPROPRIATIONS $ 492,348,969 $ 475,100,750 $ 492,348,971 $ 482,299,581 PS PORTION OF TOTAL BUDGET 13.67% 15.20% 14.23% 13.58% PS BUDGET VARIANCE 6.79% -6.94% OVERALL BUDGET VARIANCE -3.50% -2.31% BUDGET 2010 77,279,188 50,347,791 123,523 4,340,760 132,091,262 489,471,659 26.99% ACTUAL 2010 78,365,368 50,223,572 79,977 3,418,278 132,087,195 461,836,710 28.60% 0.00% -5.98% ADOPTED 2011 PROPOSED 2012 81,778,673 82,190,363 53,273,268 52,704,438 126,546 135,805 4,418,433 4,445,312 139,596,920 139,475,918 469,371,315 468,078,112 29.74% 29.80% ADOPTED 2012 82,311,986 52,731,438 135,805 4,458,312 139,637,541 491,876,896 28.39%
DIVISION SUMMARY
PUBLIC SAFETY REVENUES 2004-Present

PUBLIC SAFETY REVENUES POLICE FIRE WEIGHTS & MEASURES EMERGENCY OPERATIONS TOTAL PUBLIC SAFETY TOTAL BUDGET ACTUAL 2004 ACTUAL 2005 ACTUAL 2006 ACTUAL 2007 ACTUAL 2008 ACTUAL 2009 ACTUAL 2010 ADOPTED 2011 5,292,734 4,196,653 3,810,341 4,651,647 5,964,621 5,991,000 5,002,035 6,749,265 107,745 62,551 164,482 186,579 213,707 150,405 205,012 194,515 61,520 58,745 70,245 67,680 70,355 84,000 74,260 76,000 $ 5,461,999 $ 4,317,949 $ 4,045,068 $ 4,905,906 $ 6,248,683 $ 6,225,405 $ 5,281,307 7,019,780 406,270,485 $ 438,028,309 $ 448,698,891 $ 455,191,712 $ 458,158,359 $ 492,348,970 $ 467,112,103 469,371,315 ADOPTED 2012 % OF REVENUES 6,705,850 96% 203,515 3% 76,000 1% 6,985,365 491,876,896
PUBLIC SAFETY CAPITAL IMPROVEMENT FUNDING

FY 2011 Capital Plan Acct Code FY 2011 Capital Plan FY 2012 Capital Plan ADOPTED FY 2013 Capital Plan PLANNED FY 2014 Capital Plan PLANNED FY 2015 Capital Plan PLANNED FY 2016 TOTAL Capital Plan Capital Plan PLANNED 2012-2016 AUTHORIZE
PROJECT DESCRIPTION Board of Education Other Departm ents
EOC Capital Maintenance Program

TOTAL OTHER TOTAL ALL DEPARTMENTS 675,300 65,219,800
225,000 2,405,000 26,555,000
225,000 1,375,000 7,725,000
225,000 1,100,000 6,925,450 4,900,000 4,900,000
675,000 4,880,000 51,005,450
1,350,000 9,760,000 102,010,900

80
GENERAL FUND BUDGET PUBLIC SAFETY DIVISIONS PUBLIC SAFETY ACTIVITIES THAT SUPPORT MAYORS MISSION STATEMENT:

DIVISION SUMMARY
POLICE DEPARTMENT
Staffing: Identify/hire Public Information Officer (PIO); Identify/hire Crime Analyst; Identify/hire forensic ITS analyst. Making our streets st and citizens safer; Protecting our environment and greening our city; accessing 21 Century technology and infrastructure. Complete acquisition of ESU (Emergency Services Unit)/TNT (Tactical Narcotics Team) Building-relocate TNT. Making our streets and citizens safer. Install Area Commanders in accordance with PERF (Police Executive Research Forum) recommendations; Affirm Patrol Lieutenants as watch commanders-PERF. Making our streets and citizens safer st Define workspace for Area Commanders/Lieutenants/Sergeants. Accessing 21 Century technology and infrastructure. Move non-essential property to Annex River Street. Clean property room office and move to previous location. Creating a leaner, more efficient government. st Install department-wide XP to Windows 7 upgrade. Accessing 21 Century technology and infrastructure. Define positions for Captain of Professional Standards/Training. Install Auxiliary/Support Captains (Administrative, Technology, etc.) Install/affirm SET (Selective Enforcement Team) as a power shift. Creating a leaner, more efficient government. Revamp Detective Bureau Computers (28 unit/stations). Purchase License Plate Readers (LPRs). Enroll in E-Citation pilot programTraffic Division. Re-outfit Department with new vests utilizing JAG (Justice Assistance Grants)/BVP (bullet proof vest) Programs. st Accessing 21 Century technology and infrastructure; Making our streets and citizens safer. Publish Five Year Strategy for Police Department. Finalize PERF (Police Executive Research Forum) Study. Publish Switzer Associates recommendations. Making our streets and citizens safer; Creating a leaner, more efficient government. st Utilize City Web-Page to exhibit goals/accomplishments PERF/Switzer Studies. Accessing 21 Century technology and infrastructure. Continue develop mid/upper managers via programs such as PERF-MIP/FBINA/LEEDS/TEEX. Making our streets and citizens safer; Ensuring a vibrant, diverse community. Civilianize property room and property room annex. Harden building security (sally port booking/front entrance/electronic entry). Making our streets and citizens safer.

81
GENERAL FUND BUDGET PUBLIC SAFETY DIVISIONS FIRE DEPARTMENT

Submit a Capital Budget Request for a new Rescue truck to replace a 1992 Pierce Rescue with very high engine hours and mileage. Submit a Capital Budget Request for a new 105 midship mount tower ladder truck to replace a 1992 rebuilt Baker Tower ladder which is st reaching the end of its useful service life as a reserve ladder truck. Accessing 21 Century technology and infrastructure; making our streets and citizens safer. 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. Making our streets and citizens safer. Conduct a Firefighter entrance examination in the spring of 2011 to establish a hiring list to replace positions vacant due to retirements. st Accessing 21 Century technology and infrastructure; making our streets and citizens safer. Conduct promotional examinations for the position of Assistant Fire Chief, Deputy Fire Marshal, Senior Inspector and Assistant Superintendent of Maintenance. Creating a leaner, more efficient government; Making our streets and citizens safer. 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 Governments 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. Actively seek funding opportunities from additional sources in the form of grants to sustain the tremendously successful smoke alarm initiative. Creating a leaner, more efficient government; Making our streets and citizens safer. 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. Continue to grow the Reverse 911 database to achieve its full capacity for community alerting.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. 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. Creating a leaner, more efficient government; Making our streets and citizens safer; Accessing st 21 Century technology and infrastructure. Work with the City Council to adopt ordinances to ensure business and community emergency prevention, preparedness, response and recovery. Making our streets and citizens safer. Continue implementation of the City of Bridgeport Credentialing and building security program. Making our streets and citizens safer 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. Creating a leaner, more efficient government; Making our streets and citizens safer.
DIVISION SUMMARY

82
GENERAL FUND BUDGET PUBLIC SAFETY DIVISIONS EMERGENCY MANAGEMENT DEPARTMENT
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 Centers operations and gain a better understanding of the services we provide to the City of Bridgeport and demonstrate those services we can provide regionally. Creating a leaner, more efficient government; making our streets and citizens safer. 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. Creating a leaner, more efficient government; making our streets and citizens safer. 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. Creating a leaner, more efficient government; making our streets and citizens safer. 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 st this year. Creating a leaner, more efficient government; making our streets and citizens safer; Accessing 21 Century technology and infrastructure. 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. 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 st dedicated to Public Safety for the City. Creating a leaner, more efficient government; making our streets and citizens safer; Accessing 21 Century technology and infrastructure. 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 st coordinated with the CAD vendor. Making our streets and citizens safer; Accessing 21 Century technology and infrastructure. 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. Creating a leaner, more efficient government; making our streets and citizens safer. 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. Creating a leaner, more efficient government; making our streets and citizens safer. In an effort to support the Mayors BGreen Initiative, the PSC Department will continue to purchase paper and office supplies that are environmentally friendly. In FY 2011, 56.5% the Departments 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
DIVISION SUMMARY

83
GENERAL FUND BUDGET PUBLIC SAFETY DIVISIONS DIVISION SUMMARY

environment and providing cost savings to the Department. Creating a leaner, more efficient government; Protecting our environment and greening our city.

84
GENERAL FUND BUDGET

PUBLIC FACILITIES DIVISIONS
DEPARTMENTAL SUMMARY
PUBLIC FACILITIES STAFF SUMMARY

FY 01- 02 FY 02- 03 Total FY 03- 04 Total FY 04- 05 Total FY 05- 06 Total FY 06- 07 Total FY 07- 08 Total FY 08- 09 Budget FY 09- 10 Adopted FY 10- 11 Adopted FY 11- 12
PUBLIC FACILITIES CONSTRUCTION SERVICES MAINTENANCE MUNICIPAL GARAGE PUBLIC FACILITIES ADMINISTRATION ROADWAY MAINTENANCE SANITATION / RECYCLING TRANSFER STATION Subtotal: Public Works RECREATION PARKS & REC. ADMINISTRATION PARKS BEARDSLEY ZOOLOGICAL GARDENS FAIRCHILD WHEELER CAROUSEL Subtotal: Parks & Recreation SIKORSKY MEMORIAL AIRPORT CITY ENGINEER HARBOR MASTER Subtotal: Transportation Subtotal: Public Facilities PUBLIC FACILITIES % of TOTAL WORKFORCE (EXCLUDING BOE)
Total
Adopted 0 31 10 15.5 45 34 1 136.5 3 4 16 13 3 0 39 14 6 1 21 196.5 15%
9 41 8 13 51 36 1 159 4 4 28 13 0 0 49 21 9 3 33 241 14%
0 39 8 12 48 36 1 144 4 4 25 13 0 0 46 15 7 2 24 214 14%
0 38 9 13 48 36 1 145 3 4 25 13 1 0 46 15 6 1 22 213 14%
0 37 11 16 47 36 1 148 2 4 26 13 2 0 47 15 6 1 22 217 14%
0 34 10 15 45 36 1 141 3 6 23 13 2 0 47 15 6 1 22 210 14%
0 34 10 15 43 36 1 139 3 6 23 13 2 0 47 15 6 1 22 208 14%
0 34 10 15 43 36 1 139 3 6 23 13 3 0 48 15 6 1 22 209 14%
0 37 10 17 43 36 1 144 3 5 17 13 3 0 41 15 5 1 21 206 14%
0 31 10 15.5 45 34 1 136.5 3 4 17 13 3 0 40 14 6 1 21 197.5 15%
0 31 10 15.5 45 34 1 136.5 3 4 17 13 3 0 40 14 6 1 21 197.5 15%

85
GENERAL FUND BUDGET

BUDGET 2007 ACTUAL 2007 818,129 914,730 1,553,750 1,574,346 9,043,168 9,111,671 2,414,754 2,393,659 6,630,910 5,937,492 1,999,679 1,865,083 1,097,965 1,054,325 1,084,882 1,087,390 717,783 804,832 532,084 409,203 2,146,652 2,192,040 1,025,402 978,219 386,733 404,770 58,550 57,789 29,510,441 $ 28,785,549 444,433,434 $ 453,169,874 6.64% 6.35% 2.46% 1.93% PROPOSED 2012 13,492,661 2,187,279 10,554,421 3,542,136 5,340,854 1,882,223 1,327,843 1,467,878 876,234 738,405 2,340,016 1,095,991 543,955 79,579 45,469,475 468,078,112 9.71% ADOPTED 2012 13,492,661 2,187,279 10,554,421 3,542,136 5,340,854 1,882,223 1,327,843 1,467,878 876,234 738,405 2,340,016 1,095,991 543,955 79,759 45,469,655 491,876,896 9.24%
PUBLIC FACILITIES EXPENDITURES 2004-Present

PUBLIC FACILITIES PUBLIC FACILITIES MUNICIPAL GARAGE FACILITIES MAINTENANCE ROADWAY SANITATION TRANSFER STATION GOLF COURSE ZOO CAROUSEL RECREATION PARKS ADMIN PARKS MAINTENANCE AIRPORT CONSTRUCTION MGMT ENGINEERING HARBORMASTER LANDFILL CONSTRUCTION MGMT TOTAL PF EXPENDITURES TOTAL BUDGET PF PORTION OF TOTAL BUDGET PF BUDGET VARIANCE OVERALL BUDGET VARIANCE PUBLIC FACILITIES PUBLIC FACILITIES MUNICIPAL GARAGE FACILITIES MAINTENANCE ROADWAY SANITATION TRANSFER STATION GOLF COURSE ZOO RECREATION PARKS ADMIN PARKS MAINTENANCE AIRPORT ENGINEERING HARBORMASTER TOTAL PF EXPENDITURES TOTAL BUDGET PF PORTION OF TOTAL BUDGET PF BUDGET VARIANCE OVERALL BUDGET VARIANCE BUDGET 2004 ACTUAL 2004 BUDGET 2005 ACTUAL 2005 BUDGET 2006 ACTUAL 2006 681,160 622,686 846,075 838,920 818,129 813,786 1,235,713 1,207,924 1,332,519 1,304,154 1,349,961 1,448,525 8,366,391 7,853,044 8,237,512 8,418,045 8,409,794 8,624,811 2,290,686 2,423,352 2,443,385 2,658,656 2,316,032 2,129,897 5,979,064 5,943,757 6,252,368 6,089,952 6,317,211 6,551,682 1,422,271 1,546,810 1,736,841 1,671,157 1,769,918 1,723,224 871,720 928,836 946,653 1,020,276 1,061,218 1,108,001 874,309 759,962 874,320 906,999 930,898 953,627 30,547 5,566 64,260 27,251 68,620 59,471 771,577 589,813 693,745 707,816 717,383 734,561 441,354 438,829 530,745 552,242 520,710 511,245 1,933,925 1,957,608 2,133,941 2,077,482 2,092,275 2,039,318 1,022,203 941,323 995,006 882,903 971,298 936,483 217,580 272,223 309,467 391,028 364,308 398,709 364,414 379,281 331,391 57,402 62,220 58,549 58,550 58,550 58,775 34,355 13,441 17,521 15,420 67,750 65,291 217,580 272,223 309,467 26,403,705 26,094,639 27,562,149 $ 28,138,685 $ 27,849,028 $ 28,709,023 $ $ 413,811,558 $ 425,996,538 $ 427,913,388 $ 442,201,351 $ 443,056,249 $ 452,857,698 $ 6.38% 6.13% 6.44% 6.36% 6.29% 6.34% -1.18% -2.09% -3.09% 2.86% 3.23% 2.16% BUDGET 2008 ACTUAL 2008 BUDGET 2009 ACTUAL 2009 ADOPT 2010 942,652 906,372 13,206,243 13,144,436 11,297,175 1,671,777 1,776,533 1,899,518 1,618,471 1,983,738 9,928,116 9,934,627 10,886,737 9,717,096 10,857,043 2,380,487 2,319,810 3,026,631 2,309,958 3,384,863 6,412,674 6,063,939 6,683,128 6,516,086 5,264,260 2,140,319 1,758,967 2,300,484 2,022,242 1,795,596 1,130,454 1,242,953 1,269,246 1,272,784 1,308,239 1,158,536 1,136,739 1,353,333 1,149,615 1,367,097 762,743 887,091 837,288 534,388 822,959 326,083 268,157 375,084 196,916 333,869 2,229,001 2,219,604 2,218,474 1,742,527 2,339,612 1,048,509 1,004,113 1,206,113 942,329 1,105,811 422,174 430,225 403,371 267,750 467,344 65,260 60,240 70,774 50,282 72,584 $ 30,618,785 $ 30,009,370 $ 45,736,424 $ 41,484,880 42,400,190 $ 492,348,969 $ 475,100,750 $ 492,348,971 $ 482,299,581 $ 489,471,659 6.22% 6.32% 9.29% 8.60% 8.66% -2.03% 9.30% -3.63% -2.08%
ACTUAL 2010 ADOPTED 2011 11,309,194 11,958,174 1,960,063 1,973,814 10,789,970 10,379,206 2,907,443 3,292,386 5,084,752 5,179,518 1,820,057 1,796,079 1,229,797 1,323,048 1,289,785 1,407,851 812,871 875,256 567,700 376,805 2,310,454 2,330,172 1,129,055 1,087,274 388,843 529,412 72,966 76,562 41,672,950 $ 42,585,557 461,836,717 469,371,315 9.02% 9.07% 1.72% -5.98%

86
GENERAL FUND BUDGET

PUBLIC FACILITIES REVENUES 2004-Present

PUBLIC FACILITIES REVENUES PUBLIC FACILITIES MUNICIPAL GARAGE FACILITIES MAINTENANCE ROADWAY SANITATION TRANSFER STATION GOLF COURSE ZOO RECREATION PARKS ADMIN PARKS AIRPORT ENGINEERING HARBORMASTER LANDFILL CAROUSEL PUBLIC FACILITIES TOTAL TOTAL BUDGET PF PERCENT OF REVENUES ACTUAL 2004 830,151 323,689 3,300 ACTUAL 2005 1,278,488 329,690 16,800 ACTUAL 2006 1,335,916 531,642 20,200 300,000 7,500 1,718,683 1,016,260 4,751 4,934,952 448,698,891 1.10% ACTUAL 2007 1,383,498 328,530 12,300 400,000 825 1,517,974 955,344 7,258 4,605,729 455,191,712 1.01% ACTUAL 2008 1,467,440 (8,750) 23,580 400,000 40,850 1,877,543 936,483 5,123 4,742,269 $ 458,158,359 $ 1.04% ACTUAL 2009 1,368,000 27,000 20,000 400,000 41,000 2,139,957 1,025,671 4,600 5,026,228 $ 492,348,970 $ 1.02% ACTUAL 2010 1,100,589 535 9,200 355,000 69,270 (24,976) 2,382,991 758,062 2,801 4,653,472 467,111,955 1.00% ADOPTED 2011 799,200 20,000 62,000 2,374,005 922,115 4,600 4,181,920 469,371,315 0.89% ADOPTED 2012 799,200 20,000 67,000 2,440,356 928,200 4,000 4,258,756 491,876,896 0.87% % of PF revenues 0.16%
0.00%
100,000 18,632 1,926,453 814,147 4,371
400,000 15,250 1,887,531 942,488 4,164
0.01% 0.50% 0.00% 0.19% 0.00% 0.00%
4,020,743 406,270,485 0.99%
4,874,411 438,028,309 1.11%
$ $
$ $
$ $
0.87%
Public Facilities Revenues to Expenditures

2004-present
EXPENDITURES REVENUES
ADOPTED 2012
ADOPTED 2011 ACTUAL 2010 ACTUAL 2009 ACTUAL 2008
$4,258,756
$4,181,920 $4,653,472 $4,214,141 $4,742,269 $30,797,558 $29,235,600 $28,399,556
$45,469,655 $42,585,557
$41,672,950
$42,400,191
ACTUAL 2007 ACTUAL 2006

$4,605,729
$4,934,952 $4,874,411 $4,020,743
$27,866,462
$25,877,059

87
GENERAL FUND BUDGET

PUBLIC FACILITIES CAPITAL IMPROVEMENT FUNDING

PROJECT DESCRIPTION Public Facilities FY 2011 Capital Plan Acct Code 1P625 1P630 0P631 1P739 1P747 1P719 0P742/1P742 FY 2011 Capital Plan FY 2012 Capital Plan ADOPTED 4,000,000 1,500,000 500,000 500,000 750,000 3,000,000 200,000 250,000 500,000 2,000,000 150,000 1P748 1P749 500,000 2,000,000 14,275,000 65,219,800 270,150 50,000 50,000 FY 2013 Capital Plan PLANNED 2,500,000 200,000 500,000 250,000 200,000 FY 2014 Capital Plan PLANNED 2,500,000 200,000 500,000 250,000 200,000 FY 2015 Capital Plan PLANNED 2,500,000 350,000 500,000 250,000 200,000 FY 2016 TOTAL Capital Plan Capital Plan PLANNED 2012-2016 2,500,000 350,000 500,000 250,000 200,000 14,000,000 2,600,000 2,500,000 1,500,000 1,550,000 3,000,000 200,000 250,000 500,000 2,000,000 520,150 AUTHORIZE
Roadway Paving, Culverts, Intersections Public Facilities Equipment Muni Bldg. HVAC / Heating / Elec / Facilities City Wide Building & Security Improvements Energy Conservation / Conversion Program' Recycling TOTER Program Sidewalk / Streetscape Replacement Program Perry Arch Engineering Study New Police H.Q / IT Department Study Barnum Museum Renovations New Senior Center Parks Maintenance Equipment Federal Energy Renewal / Source Program Match Pleasure Beach Water and Park Accessibility
TOTAL PUBLIC FACILITIES TOTAL ALL DEPARTMENTS
4,500,000 1,600,000 75,000 850,000 250,000 1,500,000 3,000,000
28,000,000 5,200,000 5,000,000 3,000,000 3,100,000 6,000,000 400,000 500,000 1,000,000 4,000,000 1,040,300
13,200,000 26,555,000
3,800,000 7,725,000
3,920,150 6,925,450
3,850,000 4,900,000
3,850,000 4,900,000
28,620,150 51,005,450
57,240,300 102,010,900
ROADWAY PAVING - $4,000,000 authorization to continue efforts to pave those sections of Bridgeport roadway designated as most in need of repair as identified by the Roadway Management software currently in use in assessing road conditions. PUBLIC FACILITIES EQUIPMENT: $1,500,000. We continue our commitment in accordance with the fleet replacement program to provide quality roadway, park and facilities maintenance equipment. Doing more with less in regards to personnel, fleet upgrades have resulted in more efficient operations. The City of Bridgeport also provides curbside solid waste and recycling to all residents and this allows for preventative fleet maintenance. MUNICIPAL BUILDING HVAC, HEATING, ELECTRIC: $500,000 authorization in keeping with the City of Bridgeports annual commitment to improve the efficiency of Heating, Air Conditioning, and Electrical units in municipal buildings. The City has an annual plan in place to rehabilitate and/or replace various aging and inefficient units. The success of this programs impact is measured in the Building Maintenance Departments utilities budget, as the City is able to avoid the additional operational costs that inefficient and outdated equipment yield. CITY WIDE BUILDING & SECURITY IMPROVEMENT : $500,000. Authorization to continue the municipal building and security improvements to improve the functionality and safety in City owned buildings. ENERGY CONSERVATION/CONVERSION PROGRAM: $750,000. Authorization to continue the municipal building study and continue the conversion of lighting systems and heating systems as well as window replacements to achieve the long-range goal of decreasing utility costs. SIDEWALK/ STREETSCAPE PROGRAM - $3,000,000 Phase III of sidewalk and streetscape improvements including handicapped curbing throughout city. The program will replace potentially dangerous or aged sidewalks. This program is being developed to improve City owned walkways, but also to assist property owners with possible contracting or funding concepts to repair their sidewalks.VARIOUS STUDIES- $200,000/$250,000 for studies into possible improvements to the Perry Memorial Arch (at Seaside) and new police Headquarters and IT Department Study. BARNUM MUSEUM RENOVATIONS-$500,000 for improvements to one of Bridgeports cultural gems, the Barnum Museum, which suffered considerable damage in last years tornado. NEW SENIOR CENTER- $2,000,000 for a new senior center to replace the crumbling downtown Eisenhower Center.

88
GENERAL FUND BUDGET

PUBLIC FACILITIES ACTIVITIES THAT SUPPORT MAYORS MISSION STATEMENT:


PUBLIC FACILITIES ADMINISTRATION

Continue trends in reduced expenditure levels, reduced energy consumption and increased productivity. Creating a leaner, more efficient government. Continue to reduce refuse tonnage and increase recycling, thereby continuing to reduce expenses. Continue to save more than $450k per year (compared to 2008 contract) by providing condo refuse and recycling services directly.Protecting our environment and greening our city; Creating a leaner, more efficient government. Continue to save more than $300k per year (compared to FY08) on streetlight electric utility expense. Creating a leaner, more efficient government. 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. Creating a leaner, more efficient government. Continue improvements to City facilities, including buildings, parks and streets. Protecting our environment and greening our city Procure new large rollout carts for Recycling for implementation of Single Stream recycling in fall of FY11. Protecting our environment and st greening our city; Accessing 21 Century technology and infrastructure. Move Municipal Garage from existing facility at Asylum Street to 990 Housatonic to improve vehicle maintenance and longevity while improving worker productivity and efficiency. Creating a leaner, more efficient government. 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. Creating a leaner, more efficient government. Reconfigure snow routes to improve efficiency and reduce payroll, fuel and vehicle costs. Creating a leaner, more efficient government. Continue to examine, adjust and balance Sanitation and Recycling routes to improve efficiency and reduce payroll, fuel and vehicle costs. Creating a leaner, more efficient government; Protecting our environment and greening our city.
In conjunction with the Mayors Office, the Chief Administrators Office and the Citys Sustainability Program:

89
GENERAL FUND BUDGET


Support and expand the Mayors 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. Protecting our environment and greening our city. Support efforts to re-develop closed landfill at Seaside Park into a Green Energy Park, potentially with solar panel or wind farm. Complete energy-saving retrofits at Burroughs Memorial Library with funding from Energy Improvement Block Grant (ARRA) and UIs Energy Conservation Fund, or other funding once secured. Creating a leaner, more efficient government; Protecting our environment and greening our city; Providing more local jobs and small business opportunities. Continue to work with Education Department on energy efficiency and recycling in City schools. Creating a leaner, more efficient government.. Perform detailed study of potential to turn sludge from the WPCAs 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 grey water which the RESCO plant could utilize for cooling instead of the potable water it uses. Creating a leaner, more efficient government; Protecting our environment and greening our city; Providing more local jobs and small business opportunities. Promote recycling in private, commercial, industrial sectors, helping to increase tonnages at local Intermediate Processing Center. Providing more local jobs and small business opportunities. Re-establish access to Pleasure Beach and initiate rehabilitation efforts there. Protecting our environment and greening our city. Initiate major renovation of Knowlton and Washington Parks. Protecting our environment and greening our city.
MUNICIPAL GARAGE
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. Accessing 21st Century technology and infrastructure. 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. Accessing 21st Century technology and infrastructure; creating a leaner, more efficient government. Continue to provide driver training to improve skills and increase responsible operation, and to reduce accidents, downtime and expenses. Continue to 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. Creating a leaner, more efficient government. Continue to enforce accountability for load and weight abuse, holding drivers and supervisors accountable for overloading equipment which causes increased wear and breakdowns. Creating a leaner, more efficient government. 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. Accessing 21st Century technology and infrastructure; Creating a leaner, more efficient government. Continue to use synthetic lubricants and oil analysis program. This program results in extended drain intervals that reduce parts and labor costs. Continue and increase the tire-recapping program and continue installing Tire-Track IDs. Protecting our environment and greening our city.

90
GENERAL FUND BUDGET


Purchase new snowplow vehicles with sand/salt spreader equipment. These will replace trucks that are over 25 years old. Protecting our environment and greening our city. Continue to expand tire inflation with Nitrogen in City vehicles. Protecting our environment and greening our city. Continue tire surveys, reducing tire wear, saving fuel and reducing flats. Accessing 21st Century technology and infrastructure; creating a leaner, more efficient government. Continue to research new vehicle technologies and schedule training classes to familiarize mechanics with latest technologies. Accessing 21st Century technology and infrastructure; creating a leaner, more efficient government. Continue component failure analyses, thereby improving operations and reducing downtime. Reduce petroleum use by promoting smarter driving practices, idle reduction, fuel-efficient vehicles, and increase sustainability efforts with new advanced technologies. Accessing 21st Century technology and infrastructure; creating a leaner, more efficient government.
BUILDING & FACILITIES MAINTENANCE

Continue to drive down utility consumption and expense across all City accounts. Accessing 21st Century technology and infrastructure; creating a leaner, more efficient government. Continue upgrade of decorative lights to LED. 475 planned for Fairfield Ave, McLevy Park, Broad St, Madison Ave, Park Ave, and State Street. Protecting our environment and greening our city. Implement energy conservation measures in Burroughs Library, City Hall and Public Facilities Vehicle Storage Barn identified in audits. Protecting our environment and greening our city; creating a leaner, more efficient government. Install solar voltaic array on City Hall and Public Facilities Storage Barn. Protecting our environment and greening our city; creating a leaner, more efficient government. Conduct pilot program with UI for placing LED lights on UI-owned streetlights. Protecting our environment and greening our city. Enroll the Emergency Communication and Operation Center in ISO New England Load Response Program. Accessing 21st Century technology and infrastructure; creating a leaner, more efficient government. Identify and remove from service streetlights no longer meeting City needs, contributing to reductions in consumption and expenses. Creating a leaner, more efficient government. Monitor energy markets for most favorable commodity rate pricing, locking in when optimal. Creating a leaner, more efficient government Continue consolidation of City offices into City Hall Annex, completing re-location of McLevy Hall offices. Creating a leaner, more efficient government. Upgrade 14 additional traffic light intersections to LED, decreasing electric consumption and expense. Accessing 21st Century technology and infrastructure; creating a leaner, more efficient government. 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). Accessing 21st Century technology and infrastructure; creating a leaner, more efficient government. Continue numbering of decorative light poles and develop decorative light maintenance record system. Accessing 21st Century technology and infrastructure; creating a leaner, more efficient government. Install more light sensors throughout City buildings. Accessing 21st Century technology and infrastructure; creating a leaner, more efficient government.

91
GENERAL FUND BUDGET

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. Link the energy management systems into one network, all to facilitate energy and expense savings. Accessing 21st Century technology and infrastructure; creating a leaner, more efficient government. Continue to replace all boilers over twenty years old with higher efficiency, lower power units. Accessing 21st Century technology and infrastructure; creating a leaner, more efficient government. Replace all HVAC units over twenty years old with higher efficiency or alternate power units. Replace roofs over twenty years old. Accessing 21st Century technology and infrastructure; creating a leaner, more efficient government. 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. Accessing 21st Century technology and infrastructure; creating a leaner, more efficient government. Conduct air tests within City buildings to check for mold or other airborne contaminants, improving health environment, leading to reduced illnesses and increased productivity. Protecting our environment and greening our city. 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. Protecting our environment and greening our city; creating a leaner, more efficient government; Accessing 21st Century technology and infrastructure. Implement practice of maintaining supervisor logs to monitor supervision of personnel and equipment to improve accountability, ensure proper equipment usage and maintenance, and to enhance productivity. Creating a leaner, more efficient government. Review job functions of department, manpower needs and availability for each function, leading to better productivity, improved efficiency and maximization of use of resources. Creating a leaner, more efficient government. To continue to work with other City departments and the City Council to create an ordinance to enhance and improve parking regulation enforcement in order to provide continuous access to roadways for more efficient roadway maintenance, including repair of pot holes, cuts and increased sweeping throughout the City. Creating a leaner, more efficient government. Accessing 21st Century technology and infrastructure. Improve aging sweeper fleet by continuing to purchase new equipment through capital funding. To install a GPS system in remainder of fleet to continue to improve the accountability and performance of fleet and crews. Creating a leaner, more efficient government. Accessing 21st Century technology and infrastructure. To continue to improve response time for pothole repair from 48hrs to 24hrs. Creating a leaner, more efficient government. To cross train employees on all equipment where applicable to ensure the safe operation of equipment, to prepare employee for promotion and for better utilization of employee and equipment. Creating a leaner, more efficient government. Continue training employees in safe operation of all mechanical equipment and use of personal protective equipment and OSHA regulations. Protecting our environment and greening our city; creating a leaner, more efficient government.
ROADWAY


92
GENERAL FUND BUDGET


To procure and distribute approximately 25,000 64gal rollout carts for implementation of Single Stream recycling. To continue to reduce refuse tonnages and tip fee expense while increasing recycling. Protecting our environment and greening our city. Accessing 21st Century technology and infrastructure. 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. Creating a leaner, more efficient government. 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. Creating a leaner, more efficient government. To continue to conduct and improve public outreach programs to increase participation in recycling, driving refuse tonnages down, avoiding expenses. Protecting our environment and greening our city. Accessing 21st Century technology and infrastructure. 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. 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. Creating a leaner, more efficient government. 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. Protecting our environment and greening our city. Accessing 21st Century technology and infrastructure.
FAIRCHILD WHEELER GOLF COURSE

To increase rounds to 62,000 and continue to increase the # of Tournament/Outings/Events. 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 Tees nationally recognized program and chapter consisting of 6 locations in the tri-state area. Creating a leaner, more efficient government. 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 Bridgeports 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. Accessing 21st Century technology and infrastructure; Creating a leaner, more efficient government. 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. 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. Creating a leaner, more efficient government.

93
GENERAL FUND BUDGET

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. Creating a leaner, more efficient government; Protecting our environment and greening our city. 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. Creating a leaner, more efficient government; Protecting our environment and greening our city.
BEARDSLEY ZOO
The Zoo is completing the fundraising to construct a childs play area. This woodland activity zone will be located by the carrousel and will consist of artificial climbing rocks, an artificial log, a spider web and other amenities. It is the Zoos intent to not have a traditional playground constructed as our guests can see them anywhere. This activity zone will be based on no child left inside and will give the message to explore the world in your own backyard. Also a message will be left for our guests on the importance of open space. Protecting our environment and greening our city. The Zoo is starting the process to look for funds for the first phase of the South American Adventure. This is a 500k project to renovate the old llama exhibit into three new exhibits for South American animals. These are slated to be Giant Anteaters, Chacoan Peccaries, and rhea. A boardwalk will connect this area from the Maned Wolf exhibit and will incorporate educational and fun components for our guests. This plan is the modification of the overall plan for South American exhibits that were slated for construction. Protecting our environment and greening our city. The Education Staff will continue to create a show for our guests for this coming season. This one is entitled Animal Bytes and will be spread around the Zoo to impact more of our guests. The premise is to give our visitor a behind the scenes tour without having to go behind the scenes. This will run throughout the summer season. Protecting our environment and greening our city. In addition to the Animal Bytes program we will have entertainment throughout the summer in the Learning Circle Stage area. The Zoo, with major help from Aquarion, will be renovating the Otter exhibit this spring. The Zoo will have installed two otter slides in the exhibit, will increase areas for the guests to view the otters and will install a speaker system and give regular otter feeding programs for the guests. A wooden carved otter will also be in place for photo ops. Protecting our environment and greening our city. A new sculpture will be installed at the front gate area of the Zoo. This will be a six foot diameter sphere that depicts the earth and the animals that roam on each of the continents. This will also allow a photo op for our visitors. Protecting our environment and greening our city. Working with Trout Unlimited the Zoo will install a Trout in the Classroom program in our WOLF cabin. This program will help head start trout to be release into the Pequonnock River with the help of students from the local schools. This program helps the student learn the importance of clean water and how to test and record data. Protecting our environment and greening our city. The Zoo will continue to work with the Pequonnock River initiative and DEP to monitor the fish ladder in Bunnells Pond. Funding has been secured from Save the Sound to install a video counter at the ladder and the Zoo will monitor this and hopefully be able to show the video to our guests. Protecting our environment and greening our city. Renovation is also slated for our Alligator exhibit. Our two large alligators were relocated to a zoo in South Carolina and we will be getting five to six replacements in the spring. These six foot animals will be easier to work with that the 400 lb ten footers that left us. The Exhibit will have increased views, a rain shelter and peeking areas for the kids. This is also slated for spring construction. Ensuring a diverse, vibrant community.

94
GENERAL FUND BUDGET

PARKS & RECREATION ADMINISTRATION

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. This includes improvements pursuant to the Parks Master Plan, Pleasure Beach Master Plan, and planned improvements to Washington and Knowlton Park. Revitalizing our neighborhoods. Supporting a healthier lifestyle. Making our streets and citizens safer. To continue to provide support services annually for large and small events, recreational activities, volunteer cleanups and beautification service projects and community gatherings. Revitalizing our neighborhoods. Supporting a healthier lifestyle. Making our streets and citizens safer. 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. Supporting a healthier lifestyle. Making our streets and citizens safer. 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. Revitalizing our neighborhoods. Supporting a healthier lifestyle. Making our streets and citizens safer. 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 Citys 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). Revitalizing our neighborhoods. Supporting a healthier lifestyle. Making our streets and citizens safer. 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. Revitalizing our neighborhoods. st Supporting a healthier lifestyle. Making our streets and citizens safer. Accessing 21 Century technology and infrastructure. To conduct extensive public outreach during the Park Master Planning process and reinvigorate park users to continue to enjoy, celebrate and utilize the Citys parks. To strengthen connectivity of all parks to neighborhoods, downtown and all park users. Revitalizing our neighborhoods. Supporting a healthier lifestyle. Making our streets and citizens safer. To provide updated information and press releases about the Parks and Recreation Department, program information and special events st and workshops on the City Website. Accessing 21 Century technology and infrastructure. 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. Revitalizing our neighborhoods. Making our streets and citizens safer. 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. Revitalizing our neighborhoods. Supporting a healthier lifestyle. Making our streets and citizens st safer. Accessing 21 Century technology and infrastructure. 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,

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GENERAL FUND BUDGET

organizations and entities that are partners, contribute and support Bridgeports urban renewal and revitalization. Ensuring a vibrant, diverse community; Supporting a healthier lifestyle. Creating a leaner, more efficient government. To provide recreation programs for youth, adults, and senior citizens in the Park City. Ensuring a vibrant, diverse community; Supporting a healthier lifestyle. Creating a leaner, more efficient government. To develop new and innovative activities to engage children, youth, and young adults in educational, health conscious, and environmentally-friendly activities. Revitalizing our neighborhoods. Supporting a healthier lifestyle. Making our streets and citizens safer. 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. Revitalizing our neighborhoods. Supporting a healthier lifestyle. Making our streets and citizens safer. 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. Providing more local jobs and small business opportunities 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. Revitalizing our neighborhoods. Supporting a healthier lifestyle. Making our streets and citizens safer. To expand and continue the success of the Parks and Recreation Adult Softball League. Supporting a healthier lifestyle. 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. Making our streets and citizens safer. 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. Supporting a healthier lifestyle; Creating a leaner, more efficient government. To provide comprehensive up-to-date web content on the City website detailing news and information about departmental programs. st Accessing 21 Century technology and infrastructure.
ENGINEERING
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. W e are in discussion with the State Department of Transportation (DOT) for additional funding sources for paving projects through federally funded programs. Protecting our environment and greening our city; Making our streets and citizens safer; creating a leaner, more efficient government. 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. Making our streets and citizens safer. Seek alternative funding for design of the replacement of the Capitol Avenue and Arctic Street Bridges. Making our streets and citizens safer; creating a leaner, more efficient government.

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GENERAL FUND BUDGET


st
To maintain engineering maps, records and survey monument system, to aid and promote development in the City. Accessing 21 Century technology and infrastructure. 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. Creating a leaner, more efficient government. 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. Protecting our environment and greening our city; Making our streets and citizens safer; revitalizing our neighborhoods. 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). Making our streets and citizens safer; Accessing st 21 Century technology and infrastructure. AutoCAD and GIS based training for engineering staff as demand for technical assistance from other departments and increase in number st of projects administered has increased. Making our streets and citizens safer; Accessing 21 Century technology and infrastructure.
HARBORMASTER
Attend training modules to hone my security skills. Making our streets and citizens safer. st Update the charting and configuration of the citys mooring fields. Accessing 21 Century technology and infrastructure. st Update the GPS coordinate mapping of the mooring fields with aerial view. Accessing 21 Century technology and infrastructure. Continue to provide safe and efficient operation of Bridgeports harbors through oversight, proper planning and education. Protecting our environment and greening our city. To secure funds to remove an abandoned 25x40 wooden barge, circa early 1900s, from the head of Johnson Creek. Protecting our environment and greening our city. 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. Protecting our environment and greening our city To install a floating dock at the Seaside Park boat launch to assist boaters with launching their vessels safely. Making our streets and citizens safer To have Dock and Harbor fees increased by the City Ordinance Committee from $30 to $50 for barges and ships from $100 to $150. Lobby the state delegation to increase the mooring fee ceiling from $200 to $300. Creating a leaner, more efficient government.

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GENERAL FUND BUDGET


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GENERAL FUND BUDGET ECONOMIC DEVELOPMENT DIVISIONS ECONOMIC DEVELOPMENT STAFF SUMMARY
FY 01- 02 FY 02- 03 Total FY 03- 04 Total FY 04- 05 Total FY 05- 06 Total FY 06- 07 Total FY 07- 08 Total FY 08- 09 Budget FY 09- 10 Adopted FY 10- 11 Adopted FY 11- 12 Adopted
DIVISION SUMMARY
PLANNING AND ECONOMIC DEVELOPMENT PLANNING & ECONOMIC DEV. BUILDING ZONING BOARD OF APPEALS ZONING COMMISSION Subtotal: O. P. E. D. % of TOTAL EMPLOYEES (EXCLUDING BOE)
Total
22 10 1 5 38 2%
19 10 1 5 35 2%
18 10 1 5 34 2%
19 10 1 6 36 2%
16 10 1 6 33 2%
16 10 1 6 33 2%
18 14 1 7 40 3%
22 14 1 7 44 3%
20 13 1 4 38 3%
18.5 13 1 5 37.5 3%
19.5 13 1 6 39.5 3%
OPED Revenues to Expenditures

2005-present
2012 ADOPTED 2011 ADOPTED

2010 ACTUAL
$3,245,000 $2,727,031 $3,282,200 $4,534,662 $2,894,431 $4,037,668 $2,599,345 $3,034,691 $2,345,542 $2,711,168 $2,462,641 $1,413,081
$13,238,021 $13,878,434 $13,139,885 $14,271,948
ACTUAL 2009 ACTUAL 2008 ACTUAL 2007 ACTUAL 2006 ACTUAL 2005

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GENERAL FUND BUDGET ECONOMIC DEVELOPMENT DIVISIONS ECONOMIC DEVELOPMENT EXPENDITURES 2004-Present
OPED EXPENDITURES BUDGET 2004 ACTUAL 2004 BUDGET 2005 ACTUAL 2005 OPED ADMIN 1,423,172 1,376,701 1,603,410 1,550,456 BUILDING DEPARTMENT 553,074 545,796 568,441 553,469 ZONING BOARD OF APPEALS 47,605 50,363 59,409 59,516 ZONING COMMISSION 280,566 260,384 356,882 299,199 OPED TOTAL $ 2,304,417 $ 2,233,244 2,588,142 $ 2,462,641 $ TOTAL BUDGET $ 413,811,558 $ 425,996,538 $ 427,913,388 $ 442,201,351 $ OPED PORTION OF TOTAL BUDGET 0.56% 0.52% 0.60% 0.56% OPED BUDGET VARIANCE -3.19% -5.10% OVERALL BUDGET VARIANCE 2.86% 3.23% OPED EXPENDITURES BUDGET 2008 ACTUAL 2008 BUDGET 2009 ACTUAL 2009 OPED ADMIN 1,711,055 1,624,704 12,957,600 1,502,093 BUILDING DEPARTMENT 978,780 856,453 1,203,792 880,660 ZONING BOARD OF APPEALS 62,420 58,552 72,085 60,893 ZONING COMMISSION 459,981 354,722 573,163 351,156 OPED TOTAL $ 3,212,236 $ 2,894,431 $ 14,806,640 $ 2,794,802 $ TOTAL BUDGET $ 492,348,969 $ 475,100,750 $ 492,348,971 $ 482,299,581 OPED PORTION OF TOTAL BUDGET 0.65% 0.61% 3.01% 0.58% OPED BUDGET VARIANCE -10.98% -429.79% OVERALL BUDGET VARIANCE -3.63% -2.08% BUDGET 2006 ACTUAL 2006 BUDGET 2007 1,550,312 1,416,410 1,580,463 568,082 570,008 682,290 49,604 44,749 51,394 367,539 314,375 409,157 2,535,537 $ 2,345,542 $ 2,723,304 $ 443,056,249 $ 452,857,698 $ 444,433,434 $ 0.57% 0.52% 0.61% -8.10% 2.16% BUDGET 2010 11,806,373 1,160,591 81,315 365,486 13,413,765 489,471,659 2.74% 2010 ACTUAL 11,531,633 1,172,157 81,366 354,729 13,139,885 461,836,717 2.85% -2.08% -5.98% 2011 PROPOSED 12,025,642 1,263,119 88,960 440,920 13,818,641 462,580,618 ACTUAL 2007 1,497,019 708,240 52,085 342,001 2,599,345 453,169,874 0.57% -4.77% 1.93% 2011 ADOPTED 2012 PROPOSED 12,085,435 11,412,927 1,263,119 1,277,381 88,960 65,703 440,920 423,569 13,878,434 13,179,580 469,371,315 468,078,112 2.96% 0.43% 1.45% 2012 ADOPTED 11,430,386 1,277,381 65,703 464,551 13,238,021 491,876,896 2.69% 0.44% 4.84%
DIVISION SUMMARY
ECONOMIC DEVELOPMENT REVENUES 2004-Present

OPED REVENUES OPED ADMIN BUILDING DEPARTMENT ZONING BOARD OF APPEALS ZONING COMMISSION OPED TOTAL TOTAL BUDGET OPED PERCENT OF REVENUES ACTUAL 2004 248,462 1,096,611 68,008 $ 1,413,081 406,270,485 ACTUAL 2005 ACTUAL 2006 ACTUAL 2007 684,877 456,568 185,729 1,931,096 2,457,433 3,711,542 17,910 27,045 41,194 77,285 93,645 99,203 $ 2,711,168 $ 3,034,691 $ 4,037,668 $ $ 438,028,309 $ 448,698,891 $ 455,191,712 $ 0.62% 0.68% 0.89% ACTUAL 2008 ADOPTED 2009 2010 ACTUAL 701,896 1,004,000 520,901 3,678,571 2,122,000 1,952,319 29,950 35,000 35,283 124,245 121,200 218,528 4,534,662 $ 3,282,200 $ 2,727,031 $ 458,158,359 $ 492,348,970 $ 467,111,955 0.99% 0.67% 0.58% 2011 ADOPTED 1,145,500 1,904,000 35,000 160,500 3,245,000 469,371,315 0.69% ADOPTED 2012 645,500 3,429,000 35,000 160,500 % of OPED revenues 35.30% 58.67% 1.08% 4.95%
4,270,000
491,876,896 0.87%

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GENERAL FUND BUDGET ECONOMIC DEVELOPMENT DIVISIONS ECONOMIC DEVELOPMENT CAPITAL IMPROVEMENT FUNDING
DIVISION SUMMARY
PROJECT DESCRIPTION Board of Education Econom ic Developm ent
City / Neighborhood Beautification Land management / Acquisition Steel Point Neighborhood Revitalization Zones- Infrastructure Freeman Homes Neighborhood Revitalization Zones- Housing/Admin City Wide Waterfront Development Blight Removal / Demolition Clean Up
TOTAL OPED TOTAL ALL DEPARTMENTS
1P708 9P665 1P743 1P745 1P744 1P746 1P410
1,000,000 950,000 100,000 469,500 250,000 5,000,000 7,769,500 65,219,800
500,000 3,000,000 200,000 200,000 750,000 3,000,000 7,650,000 26,555,000
500,000
500,000
500,000
500,000
2,500,000 3,000,000 200,000 200,000 750,000 4,000,000 10,650,000 51,005,450
250,000 750,000 7,725,000
250,000 750,000 6,925,450
250,000 750,000 4,900,000
250,000 750,000 4,900,000
5,000,000 6,000,000 400,000 400,000 1,500,000 8,000,000 21,300,000 102,010,900
CITY/NEIGHBORHOOD BEAUTIFICATION - $500,000 for continued plantings, streetscape improvements, and roadscape projects. LAND MANAGEMENT STEEL POINT - $3,000,000 final land acquisition and remediation costs for the SteelPointe peninsula project. These will work with federal dollars we will use to improve the street layout in the neighborhood. NEIGHBORHOOD REVITALIZATION ZONE PROJECTS - $200,000/$200,000 Continued neighborhood improvement projects approved by local NRZ committees. CITY WIDE WATERFRONT DEVELOPMENT- $750,000 to improve waterfront access in Bridgeports diverse neighborhoods. We will enhance the waterfront through reclamation and offset federal stimulus funding for major corridor projects. BLIGHT REMOVAL - $3,000,000 in support of ongoing demolition of structures condemned through the regulatory process due to blight and safety conditions. An aggressive initiative to slow or remove blight, and improve infrastructure in these areas. This is critical in Bridgeport, a city with a very small buildable area.
CAPITAL FUNDS
7,650,000
26,555,000
OPED Capital
Rest of Capital

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GENERAL FUND BUDGET ECONOMIC DEVELOPMENT DIVISIONS DIVISION SUMMARY ECONOMIC DEVELOPMENT ACTIVITIES THAT SUPPORT MAYORS MISSION STATEMENT:
We are committed to making Bridgeport the cleanest, greenest, safest, most affordable city with schools and neighborhoods that improve every year by: Reducing property taxes Revitalizing our neighborhoods Developing innovative approaches to improving the quality of our Providing more local jobs and small business opportunities education system Protecting our environment and greening our city Making our streets and citizens safer Creating a leaner, more efficient government Expanding economic development Accessing 21st Century technology and infrastructure Building more workforce housing Supporting the Arts Supporting a healthier lifestyle Ensuring a vibrant, diverse community.
ECONOMIC DEVELOPMENT
Initiate construction of infrastructure utilizing the TIGER II Grant from FHWA (Federal Highway Administration) on the Steel Point Peninsula. Revitalizing our neighborhoods; expanding economic development. Finalize Transfer Agreement with Connecticut DOT (Department of Transportation) for Commuter Garage & Train Station. Revitalizing our neighborhoods; expanding economic development. Finalize FTA (Federal Transit Administration) Funding for Downtown Connectivity and ITC Improvements. Ensuring a vibrant, diverse community; making our streets and citizens safer; revitalizing our neighborhoods; protecting our environment and greening our city. Initiate Downtown Enhancements in concert with Connecticut DOT and the FTA (Federal Transit Administration). Ensuring a vibrant, diverse community; making our streets and citizens safer. Begin Remediation and Transfer Sell State-Clinton Redevelopment Site; Transfer portion of former Bryant Site to Dari Farms for parking expansion. Making our streets and citizens safer; revitalizing our neighborhoods; protecting our environment and greening our city. 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. Ensuring a vibrant, diverse community; making our streets and citizens safer; revitalizing our neighborhoods; protecting our environment and greening our city. Fund new faades (approx. $200,000) on 6 properties, 12 storefronts, on East Main St. Revitalizing our neighborhoods; protecting our environment and greening our city. Fund sign and awning improvements (approx. $100,000) City-wide on 28 properties. Expanding economic development; Revitalizing our neighborhoods. Finance 1-8 businesses (total $80,000) through Revolving Loan Fund (CDBG award). Expanding economic development; providing more local jobs and small business opportunities. 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. Expanding economic development; providing more local jobs and small business opportunities; Protecting our environment and greening our city.

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GENERAL FUND BUDGET ECONOMIC DEVELOPMENT DIVISIONS

DIVISION SUMMARY
Structure and initiate implementation of $1.6 Million NSP (Neighborhood Stabilization Program) III Program, soliciting proposals & projects. Expanding economic development; providing more local jobs and small business opportunities. Complete $3 Million in existing NSP (Neighborhood Stabilization Program) 1 development projects. Expanding economic development; providing more local jobs and small business opportunities. RFP Downtown North urban renewal properties for development proposals. Complete Request for Proposals Process for Downtown North, identify one or more new Preferred Developer(s). Expanding economic development; providing more local jobs and small business opportunities. Facilitate establishment of new grocery store in the Arcade Hotel. Revitalizing our neighborhoods; Expanding economic development; providing more local jobs and small business opportunities. 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. Revitalizing our neighborhoods. 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. Revitalizing our neighborhoods. Assist 10 or more new companies via startup or relocation. Expanding economic development; providing more local jobs and small business opportunities. 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 departments 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. Creating a leaner, more efficient government. 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. Ensuring a vibrant, diverse community; making our streets and citizens safer; revitalizing our neighborhoods; protecting our environment and greening our city. 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 Citys Emergency Services Departments rely upon the GIS Program to serve its new Computer Automated Dispatch System functioning accurately and having the systems maps accurately reflect the citys 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 citys base maps as current as possible. Accessing 21st Century technology and infrastructure.
PLANNING

103
GENERAL FUND BUDGET ECONOMIC DEVELOPMENT DIVISIONS
DIVISION SUMMARY
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. Ensuring a vibrant, diverse community; making our streets and citizens safer; revitalizing our neighborhoods; Supporting the arts. 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. Making our streets and citizens safer. The 2010 U.S. Census was conducted on April 1, 2010 and the Planning Department is monitoring the U.S. Commerce Departments 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 citys participation rate dropped from 64% in 2000 to 61% in 2010. While this was not atypical for major cities throughout the country, Bridgeports 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. Ensuring a vibrant, diverse community; Accessing 21st Century technology and infrastructure. 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. Expanding economic development; revitalizing our neighborhoods. 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. Expanding economic development; revitalizing our neighborhoods.

Continue the push to fill all vacancies on all commissions and boards. Provide reports to historic district commissions. Creating a leaner, more efficient government. Amend zoning regulations as deemed necessary. Hold at least two training sessions for all commissioners. Creating a leaner, more efficient government. Develop an automatic property alert system for buyers of historic properties. Accessing 21st Century technology and infrastructure. Manually review monthly property transfers and alert buyers regarding historic property requirements. Develop an effective enforcement mechanism for historic violations. Make corrections to our historic property data. Ensuring a vibrant, diverse community; making our streets and citizens safer; revitalizing our neighborhoods. Re-distribute corrected historic property data. Work with the Connecticut Historical Commission to assist with historic property correction. Develop a more systematic way of recording information requests and complaints. Accessing 21st Century technology and infrastructure; Ensuring a vibrant, diverse community; making our streets and citizens safer; revitalizing our neighborhoods.

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GENERAL FUND BUDGET ECONOMIC DEVELOPMENT DIVISIONS BUILDING DEPARTMENT

Protect the health, safety and welfare of the public through the enforcement of applicable laws and codes to provide safe, energy efficient, accessible buildings in the city of Bridgeport. Making our streets and citizens safer. Improve the turnaround time between calls for inspections and appointments. Making our streets and citizens safer; creating a leaner, more efficient government. Continue to seek ways to shorten the plan review process times; Continue to reduce open permit backlogs and issue certificates of occupancy. Making our streets and citizens safer; creating a leaner, more efficient government.
DIVISION SUMMARY
ZONING & ZONING BOARD OF APPEALS

Continue to reorganize and streamline operations to become more efficient. Creating a leaner, more efficient government. Redesigned website and included more public information regarding meetings and decisions impacting the public. Accessing 21st Century technology and infrastructure. Computerized many of the documents that had previously been prepared manually by staff. Accessing 21st Century technology and infrastructure; creating a leaner, more efficient government. We have created a database on the I-drive for the Zoning Enforcement Officer that has made referencing files much more efficient. Accessing 21st Century technology and infrastructure; creating a leaner, more efficient government. Re-distribution of office tasks resulting in less time in the field for inspectors. Accessing 21st Century technology and infrastructure;
creating a leaner, more efficient government.

105
GENERAL FUND BUDGET ECONOMIC DEVELOPMENT DIVISIONS DIVISION SUMMARY

106
GENERAL FUND BUDGET HEALTH DEPARTMENT DIVISIONS HEALTH DEPARTMENT STAFFING SUMMARY
FY 01- 02 FY 02- 03 Total FY 03- 04 Total FY 04- 05 Total FY 05- 06 Total FY 06- 07 Total FY 07- 08 Total FY 08- 09 Budget FY 09- 10 Adopted FY 10- 11 Adopted FY 11- 12 Adopted
HEALTH & SOCIAL SERVICES HEALTH ADMINISTRATION DENTAL HYGIENE VITAL STATISTICS COMMUNICABLE DISEASES ENVIRONMENTAL HEALTH HOUSING CODE (CITY) LABORATORIES LEAD PROGRAM (CDBG) CLINICS PUBLIC HEALTH NURSING SCHOOL BASED HEALTH CLINICS DENTAL CLINIC SOCIAL SERVICES Subtotal: Health & Social Services
Total
7 8 6 6 8 4 4 3 8 36 25 3 5 123
4 8 4 5 8.5 3 1 3 2 41 25 0 0 104.5
5 8 4 5 8.5 3 0 3 2 39 25 0 1 103.5
5 8 4 5 7.5 4 0 0 5 39 25 0 1 103.5
4 7 4 4 7 3 0 0 6 39 25 0 2 101
3 7 4 4 7 3 0 0 6 37 26 0 2 99
3 7 4 5 7 3 0 0 6 37 26 0 2 100
3 7 5 4 7 3 0 0 0 0 19 0 2 50
2 0 5 5 7 1 0 0 0 0 0 0 2 22
2 0 5 5 7 5 0 0 0 0 0 0 2 26
2 0 5 5 8 5 0 0 0 0 0 0 1 26
HUMAN SERVICES HUMAN SERVICES ADMINISTRATION PERSONS WITH DISABILITIES DEPARTMENT ON AGING VETERANS' AFFAIRS LIGHTHOUSE / YOUTH SERVICES AFFIRMATIVE ACTION Subtotal Hum an Services Total: Health, Social, & Hum an Services % of TOTAL EMPLOYEES (EXCLUDING BOE) 4 2 6 0 3 4 19 142 8% 4 1 5 0 2 0 12 117 7% 4 1 6 0 2 0 13 117 8% 3 1 6 0 2 0 12 116 7% 2 0 6 1 3 0 12 113 8% 2 1 6 1 4 0 14 113 7% 2 1 6 1 4 1 15 115 8% 2 1 6 1 4 1 15 65 4% 2 0 6 1 4 0 13 35 3% 2 0 6 1 4 0 13 39 3% 2 1 6 2 4 0 15 41 3%

107
GENERAL FUND BUDGET HEALTH DEPARTMENT DIVISIONS HEALTH DEPARTMENT EXPENDITURES 2004-present
HEALTH DIVISIONS HEALTH & SOCIAL SERVICES AD DENTAL HYGIENE VITAL STATISTICS COMMUNICABLE DISEASE CLINIC ENVIRONMENTAL HEALTH HOUSING CODE LABORATORIES LEAD PREVENTION PROGRAM CLINICS PUBLIC HEALTH NURSING SCHOOL BASED HEALTH CENTERS HUMAN SERVICES ADMINISTRATI PERSONS WITH DISABILITIES DEPARTMENT ON AGING VETERANS' AFFAIRS LIGHTHOUSE/YOUTH SERVICES SOCIAL SERVICES PARENT AIDE PROGRAM HEALTH & SOCIAL SERVICES BUDGET TOTAL BUDGET HEALTH PORTION OF TOTAL BUDGET HEALTH BUDGET VARIANCE OVERALL BUDGET VARIANCE HEALTH DIVISIONS HEALTH & SOCIAL SERVICES AD DENTAL HYGIENE VITAL STATISTICS COMMUNICABLE DISEASE CLINIC ENVIRONMENTAL HEALTH HOUSING CODE LABORATORIES LEAD PREVENTION PROGRAM CLINICS PUBLIC HEALTH NURSING SCHOOL BASED HEALTH CENTERS HUMAN SERVICES ADMINISTRATI PERSONS WITH DISABILITIES DEPARTMENT ON AGING VETERANS' AFFAIRS LIGHTHOUSE/YOUTH SERVICES SOCIAL SERVICES PARENT AIDE PROGRAM HEALTH & SOCIAL SERVICES BUDGET TOTAL BUDGET HEALTH PORTION OF TOTAL BUDGET HEALTH BUDGET VARIANCE OVERALL BUDGET VARIANCE BUDGET 2004 243,634 329,899 154,672 300,791 386,434 206,384 125,902 124,073 1,918,622 1,260,048 183,564 33,057 259,480 35,974 1,240,698 59,444 6,862,676 $ 413,811,558 $ 1.66% ACTUAL 2004 232,844 296,673 151,239 259,703 297,324 227,871 8,864 91,951 1,948,371 1,165,380 180,094 32,697 185,976 32,036 1,213,198 53,021 6,377,242 $ 425,996,538 $ 1.50% -7.61% 2.86% ACTUAL 2008 184,968 343,900 183,852 209,947 404,117 191,016 4,696 175,233 1,821,803 1,331,460 69,292 51,652 214,357 55,874 1,410,774 147,173 17,516 6,817,630 $ 475,100,750 $ 1.43% -10.42% -3.63% BUDGET 2005 271,768 329,723 181,341 307,787 335,224 246,775 128,901 275,116 1,912,454 1,287,888 112,724 33,606 265,439 35,975 1,242,543 71,383 7,038,647 $ 427,913,388 $ 1.64% ACTUAL 2005 255,439 320,106 169,221 305,645 315,884 246,078 -48,171 106,808 1,844,533 1,185,482 141,960 22,221 194,218 34,604 1,228,777 70,462 6,393,267 $ 442,201,351 $ 1.45% -10.09% 3.23% ACTUAL 2009 178,909 179,090 234,709 235,294 415,624 129,419 6,679 84,186 21,947 337,068 96,274 50,019 317,187 62,524 1,443,849 190,413 54,749 4,037,940 482,299,581 $ 0.84% -24.11% -2.08% BUDGET 2006 224,686 295,650 164,903 234,362 340,926 177,932 8,000 279,371 1,814,022 1,268,474 68,573 0 264,855 40,497 1,286,694 171,383 6,640,328 $ 443,056,249 $ 1.50% ACTUAL 2006 213,745 311,334 159,453 215,912 279,904 179,392 2,853 215,289 1,836,162 1,238,999 56,761 872 199,672 39,481 1,284,722 90,832 6,325,383 $ 452,857,698 $ 1.40% -4.98% 2.16% 2010 ACTUAL 402,065 261,249 313,047 541,145 109,892 5,071 97,508 5,968 58,460 1,338,410 138,873 3,271,688 467,111,955 0.70% -17.53% -4.79% BUDGET 2007 193,418 329,029 171,203 292,693 422,412 194,428 8,000 298,337 1,966,505 1,406,141 84,502 52,606 233,744 45,617 1,309,067 170,934 7,178,636 $ 444,433,434 $ 1.62% ACTUAL 2007 185,895 341,014 162,107 254,486 312,003 194,774 3,584 185,730 1,752,969 1,267,777 67,478 46,145 220,494 44,775 1,282,975 174,432 6,496,638 453,169,874 1.43% -10.50% 1.93% 2011 ADOPTED 365,178 277,850 417,572 587,179 418,425 7,200 99,571 5,855 359,415 72,559 1,359,719 137,049 4,107,572 469,371,315 0.88% -0.47% 1.45% 2012 PROPOSED 2012 ADOPTED 354,084 354,084 264,331 273,738 435,651 448,288 644,703 695,301 428,509 428,509 6,050 6,050 101,144 101,144 4,762 24,262 101,819 1,365,411 150,239 3,856,703 468,078,112 $ 0.82% 106,720 1,365,411 150,239 3,953,746 491,876,896 0.80%
$ $
$ $
BUDGET 2008 203,238 340,627 192,692 315,084 459,922 201,872 8,000 273,184 1,978,982 1,461,885 85,943 67,195 238,903 61,081 1,418,452 173,279 47,960 7,528,299 $ 492,348,969 $ 1.53%
BUDGET 2009 415,888 275,997 306,623 341,592 552,432 257,482 8,000 100,968 476,434 98,499 82,161 315,992 69,006 1,450,986 203,188 56,111 5,011,359 492,348,971 $ 1.02%
2010 BUDGET 446,265 304,197 419,218 568,219 115,830 7,200 96,867 7,940 327,845 63,311 1,313,362 175,068 3,845,322 489,471,659 $ 0.79%
2011 PROPOSED 365,178 240,221 417,572 587,179 418,425 4,500 99,571 5,855 359,415 72,559 1,359,719 196,842 4,127,036 462,580,618 0.89%

108
GENERAL FUND BUDGET HEALTH DEPARTMENT DIVISIONS HEALTH DEPARTMENT REVENUES 2004-present
HEALTH REVENUES HEALTH & SOCIAL SERVICES AD DENTAL HYGIENE VITAL STATISTICS COMMUNICABLE DISEASE CLINIC ENVIRONMENTAL HEALTH HOUSING CODE LABORATORIES LEAD PREVENTION PROGRAM CLINICS PUBLIC HEALTH NURSING SCHOOL BASED HEALTH CENTERS HUMAN SERVICES ADMINISTRATI PERSONS WITH DISABILITIES DEPARTMENT ON AGING VETERANS' AFFAIRS LIGHTHOUSE/YOUTH SERVICES SOCIAL SERVICES PARENT AIDE PROGRAM HEALTH & SOCIAL SERVICES BUDGET TOTAL BUDGET PERCENT OF REVENUES ACTUAL 2005 ACTUAL 2006 37,636 35,484 203,616 198,469 6,392 8,922 223,919 203,451 36,896 46,376 11,528 (12,900) 880 72,532 57,149 153,172 155,572 (1,968) -191 $ 719,295 $ 717,640 $ $ 438,028,309 $ 448,698,891 $ 0.16% 0.16% ACTUAL 2007 23,215 199,418 9,132 236,085 99,754 3,250 6,060 138,738 11,181 726,833 $ 455,191,712 $ 0.16% ACTUAL 2008 ADOPTED 2009 24,296 338,109 383,500 13,619 10,000 238,430 291,500 71,213 91,530 1,000 10,153 25,000 231,402 28,006 955,228 $ 802,530 $ 458,158,359 $ 492,348,970 $ 0.21% 0.16% ACTUAL 2009 220,849 304,303 40,891 0 0 566,043 478,384,912 $ 0.12% ACTUAL 2010 450,989 31,380 335,055 34,340 72,380 25 924,169 $ 467,111,955 $ 0.20% ADOPTED 2011 441,500 0 328,850 42,000 ADOPTED 2012 441,500 328,850 42,000 20,000 812,350 832,350 469,371,315 $ 491,876,896 0.17% 0.17% % of HEALTH revenues
53.0% 39.5% 5.0%
2.4%
Health Division Revenues to Expenditures
2005-present
ADOPTED 2012 ADOPTED 2011 ACTUAL 2010 ACTUAL 2009 ACTUAL 2008 ACTUAL 2007 ACTUAL 2006 ACTUAL 2005
$812,350 $924,169 $766,710 $955,228 $726,833 $717,640 $719,295
$3,953,746 $4,107,572 $3,271,688 $4,870,669
$6,817,630 $6,496,638 $6,325,383 $6,393,267

109
GENERAL FUND BUDGET HEALTH DEPARTMENT DIVISIONS DEPARTMENTAL SUMMARY
HEALTH DEPARTMENT ACTIVITIES THAT SUPPORT THE MAYORS MISSION:


HEALTH ADMINISTRATION
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. Creating a leaner, more efficient government; Reducing property taxes. 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 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. Making our streets and citizens safer; supporting a healthier lifestyle. 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. Supporting a healthier lifestyle; Ensuring a vibrant, diverse community. 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. Protecting our environment and greening our city.

110
GENERAL FUND BUDGET HEALTH DEPARTMENT DIVISIONS COMMUNICABLE DISEASE CLINIC

To offer counseling, vaccines and medications necessary for international travel. Supporting a healthier lifestyle; Making our streets and citizens safer. To expand the agreement with the Fire Dept. for work related physicals to include state of the art hearing evaluations. Reducing property taxes; Supporting a healthier lifestyle; Making our streets and citizens safer. Responded to the need for school age immunizations necessary to enter/remain in school. Supporting a healthier lifestyle; Making our streets and citizens safer. Provide a sexually transmitted disease clinic. Clinical services provide comprehensive STD screening, diagnosis and treatment for all STDs including HIV. Supporting a healthier lifestyle; Making our streets and citizens safer. 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. Supporting a healthier lifestyle; Making our streets and citizens safer. 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. Supporting a healthier lifestyle; Making our streets and citizens safer.
ENVIRONMENTAL HEALTH
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. Providing more local jobs and small business opportunities; Making our streets and citizens safer. 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. Accessing 21st Century technology and infrastructure. 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. Reducing property taxes. 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. Supporting a healthier lifestyle; Making our streets and citizens safer.
HOUSING CODE
Explore implementation of ordinance requiring inspection & possible licensure of all college-owned residential facilities within the City. Expand the Healthy Homes Program. Making our streets and citizens safer; Revitalizing our neighborhoods Explore the adoption of the International Code Council Property Maintenance Code (to unify and eliminate existing weak or overlapping current City Ordinances). Creating a leaner, more efficient government Certify all housing & commercial code inspectors as property maintenance inspectors. Creating a leaner, more efficient government. Work with Anti Blight office on back-logged (older files). Revitalizing our neighborhoods. Continue to work with Citistat to improve response time and compliance with code enforcement complaints. Creating a leaner, more efficient government.

111
GENERAL FUND BUDGET HEALTH DEPARTMENT DIVISIONS
Work to bring in more revenue. Work with incoming new health director, Ms. Kristen duBay Horton, to make sure housing & commercial code enforcement fits into the Mayors and Ms. Hortons vision of a modern and efficient health department. Creating a leaner, more efficient government.
LEAD PREVENTION
Reduce exposure to lead toxic sources through inspections, education lead abatements and education. Making our streets and citizens safer; supporting a healthier lifestyle. Reduce incidents of elevated blood lead levels through timely testing, screenings, case management, and testing. Supporting a healthier lifestyle. Code Enforcement by assuring that homeowners, contractors, and other appropriate parties subject to lead hazard control mandations are complying. Creating a leaner, more efficient government 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. Supporting a healthier lifestyle. Assistance for families impacted by lead exposure which includes referrals for relocation, daycare, and Connecticuts HUSKY program for uninsured children and youth. Supporting a healthier lifestyle; making our streets and citizens safer.
HUMAN SERVICES ADMINISTRATION

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. Creating a leaner, more efficient government. Administer and manage new and renewal grants and sub-contracts with non-profit agencies for health and human services programs in Bridgeport. Creating a leaner, more efficient government. Work with Central Grants Office to secure additional grant dollars to meet community needs. Creating a leaner, more efficient government. Manage and monitor the programs and contracts under the Youth Service Bureau (YSB), Mayor's Substance Abuse Prevention Council and Bridgeport United Coalition. Supporting a healthier lifestyle. 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. Supporting a healthier lifestyle; Ensuring a vibrant, diverse community; protecting our environment and greening our city. 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 Ensuring a vibrant, diverse community. Sponsor annual community health fair and assist in the planning of wellness and health promotion programs. Supporting a healthier lifestyle.

112
GENERAL FUND BUDGET HEALTH DEPARTMENT DIVISIONS VETERANS AFFAIRS

Provide transportation to the VA Hospital for healthcare and distribute healthy food choices through our Veterans Food Pantry. Supporting a healthier lifestyle; making our streets and citizens safer. Work closely with various agencies such as, the Federal Government, the Veterans Administration & Veterans Health Care Center and the State of Connecticut Department of Labor by providing additional services and programs that these agencies will assist with staffing. Creating a leaner, more efficient government. Providing transportation to the VA Hospital for the various support groups that will help our Veterans transition with ease from their much welcomed return home from the current war in Iraq and Afghanistan. Also by ensuring that each veteran, upon their return home, receives the proper financial entitlements to be able to live relatively comfortably and help them to obtain their basic needs. Making our streets and citizens safer. Providing a variety of supportive services to Bridgeport veterans. Ensuring a vibrant, diverse community. 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. Supporting a healthier lifestyle; making our streets and citizens safer.
LIGHTHOUSE PROGRAM
To transition the Lighthouse Program into the Mayors Office of Education and Youth. Creating a leaner, more efficient government; Ensuring a vibrant, diverse community. To work with the IT Department in the production of a community based information template that will automatically map existing services for children. Accessing 21st Century technology and infrastructure. To establish goals for each of the subcommittees under the Mayors Office of Education and Youth. To ensure goals for each subcommittee are met. Creating a leaner, more efficient government; Ensuring a vibrant, diverse community. To maintain existing Lighthouse afterschool and summer services at 26 sites. Supporting a healthier lifestyle; Ensuring a vibrant, diverse community; protecting our environment and greening our city. To expand and enhance the professional development opportunities offered through the new office of Education and Youth to include subcommittee personnel. Providing more local jobs and small business opportunities; ensuring a vibrant, diverse community. To solicit one new funding source to help carry out the work of the Mayors Office of Education and Youth. Creating a leaner, more efficient government. To cultivate the partnerships necessary to implement a year round teen training and employment program. Providing more local jobs and small business opportunities; ensuring a vibrant, diverse community.
SOCIAL SERVICES
The Social Services Department is meeting its goal with the States Department of Social Services administering the Food Stamp Employment & Training Program. These services included structured job training, educational programming, vocational & occupational training, and job placement assistance. Supporting a healthier lifestyle; revitalizing our neighborhoods. Continue to provide information and referral services, emergency services and case management services to nearly 3,000 Bridgeport Residents who may or may not be State Administered General Assistance (SAGA) clients. The services provided by this Social Services Block Grant include Information & referral, assessment, case management and housing. Supporting a healthier lifestyle.

113
GENERAL FUND BUDGET HEALTH DEPARTMENT DIVISIONS

Continue to provide outreach & referral and benefit counseling to the elderly Hispanic population in the greater Bridgeport area. To date, information & assistance and outreach services were provided to 232 elderly Hispanic and to some elderly that were not of Hispanic origin. Ensuring a vibrant, diverse community. Continue to train Bridgeport residents in Environmental Protection courses that include HAZWOPER (Hazardous Waste Operations and Emergency Response Standard), lead and asbestos abatement, OSHA & EPA regulations and confined space training. To date the Social Services exceeded its goals by training 48 Bridgeport residents and placed 16 into sustainable employment. We are required to track these trained individuals for two years. Providing more local jobs and small business opportunities. Continue to provide services to City residents impacted by Code Enforcement & hardship relocation through case-management, information/referral and relocation services. To date, the department has provided housing code violation relocation and hardship services to 685 Bridgeport residents. Residents who received services were low/moderate income. Making our streets and citizen safer. Provide services under the Healthy Start Program. This grant initiative in an effort to reduce, to the extent possible, infant mortality and morbidity and low birth weight. This year, services were provided to 1,100 pregnant & postpartum women and children up to 2 years of age. Supporting a healthier lifestyle.. th The Social Department is in its 5 year hosting the Volunteer Income Tax Assistance (VITA) Program. Through volunteer efforts we coordinate free tax preparation on Monday and Wednesday evenings from 5-7 PM. To date we have prepared free tax returns for 114 people resulting in a refunded amount of $167,802. 90% of the people served are eligible for the Earned Income Tax Credit (EITC). Putting money back in the wallets of Bridgeports neediest residents is rewarding, particularly so they can have this extra money to spend in their communities. Ensuring a vibrant, diverse community. In addition, the celebration of Breastfeeding Week continues as an annual event. This year, it was kicked off at the Beardsley Zoo in conjunction with St. Vincents Medical Center. About 50 breastfeeding mothers and their families attended the event at the zoo. Mothers obtain free entrance to the zoo. Many businesses donated raffle prizes, and mothers who breastfeed obtained free admission to the zoo. The celebration was continued at the office, through the placements of posters and pictures in the waiting area, balloons celebrating breastfeeding, and continuation of issuing congratulations for choosing breastfeeding certificates to about another 100 participants during the week. Tee shirts for the babies were also given out as an incentive for mothers to breastfeed. Both the Social and Breastfeeding celebrations were praised as valuable programs by participants. Supporting a healthier lifestyle.

114
GENERAL FUND BUDGET LIBRARY & MISCELLANEOUS DIVISIONS LIBRARY& MISCELLANEOUS STAFF SUMMARY
FY 01-02 LIBRARIES LIBRARIES Subtotal: Libraries % of TOTAL EMPLOYEES (EXCLUDING BOE) Actual 79 79 5% FY 02-03 Total 75 75 5% FY 03-04 Total 68 68 4% FY 04-05 Total 68 68 4% FY 05-06 Total 68 68 5% FY 06-07 Total 68 68 4% FY 07-08 Total 68 68 4% FY 08-09 Budget 53 53 4% FY 09-10 Adopted 52 52 4% FY 10-11 Adopted 52 52 4% FY 11-12 Adopted 48 48 4%
DIVISION SUMMARY
LIBRARY& MISCELLANEOUS EXPENDITURES 2004-Present

LIBRARY & MISC ACCOUNTS EXPENDITURES
BONDS PAYABLE OTHER FINANCING SOURCES SUPPORTIVE CONTRIBUTIONS CITYWIDE MEMBERSHIPS LIBRARY
LIBRARY & MISC ACCOUNTS TOTAL
TOTAL APPROPRIATIONS
LIBRARY/MISC PORTION OF TOTAL BUDGET LIBRARY/MISC BUDGET VARIANCE OVERALL BUDGET VARIANCE
BUDGET 2004 60,091,926 2,888,049 513,217 86,000 3,512,295 $ 67,091,487 $ 413,811,558
ACTUAL 2004 61,104,697
16.21%
$ $
82,592 3,503,393 64,690,682 425,996,538
15.19% -3.71% 2.86%
BUDGET 2005 64,826,024 2,596,556 513,217 86,000 3,664,277 $ 71,686,074 $ 427,913,388
16.75%
ACTUAL 2005 BUDGET 2006 ACTUAL 2006 65,306,659 67,899,267 67,020,092 2,445,417 4,086,298 3,429,182 494,728 513,217 496,392 86,000 92,000 89,478 3,728,049 3,612,351 3,557,279 $ 72,060,854 $ 76,203,133 $ 74,592,422 $ 442,201,351 $ 443,056,249 $ 452,857,698
16.30% 0.52% 3.34%
17.20%
16.47% -2.16% 2.21%
LIBRARY & MISC ACCOUNTS EXPENDITURES
BONDS PAYABLE OTHER FINANCING SOURCES SUPPORTIVE CONTRIBUTIONS CITYWIDE MEMBERSHIPS LIBRARY
LIBRARY & MISC ACCOUNTS TOTAL
TOTAL APPROPRIATIONS
LIBRARY/MISC PORTION OF TOTAL BUDGET LIBRARY/MISC BUDGET VARIANCE OVERALL BUDGET VARIANCE
ACTUAL 2008 BUDGET 2007 ACTUAL 2007 BUDGET 2008 BUDGET 2009 FORECAST 2009 64,445,225 62,404,106 67,852,430 67,753,922 1,506,970 1,241,470 4,087,704 4,919,174 1,879,591 1,946,035 568,063 200,000 513,217 496,063 513,217 516,915 495,275 495,275 92,000 92,000 92,000 92,000 24,000 24,000 3,612,351 3,846,062 4,099,131 4,094,667 5,068,193 4,570,965 $ 72,750,497 $ 71,757,406 $ 74,436,369 $ 74,403,539 $ 7,662,501 $ 6,531,710 $ 444,433,434 $ 453,169,874 492,348,969 $ 475,100,750 $ 492,348,971 $ 480,983,875
ADOPT 2010
ADOPT 2011
4,012,280 1,021,682 495,275 24,000 4,511,389

$ $ 10,064,626 489,471,659 $
1,228,445 (3,296,692) 495,275 24,000 6,723,003

5,174,031 469,371,315
16.37%
15.83% -1.38% 1.97%
15.12%
15.66% -0.04% -3.50%
1.56%
1.36% -17.31% -2.31%
2.06%
1.10%

115
GENERAL FUND BUDGET LIBRARY & MISCELLANEOUS DIVISIONS

LIBRARY& MISCELLANEOUS REVENUES 2004-Present
DIVISION SUMMARY
Library & Debt Service Revenues & Expenditures 2004-present

ADOPT 2011 ADOPT 2010 FORECAST 2009 ACTUAL 2008 ACTUAL 2007 ACTUAL 2006 ACTUAL 2005
$3,477,776 5,174,031 $3,547,547 $10,064,262 $4,919,331 $6,531,710 $2,117,359 $3,369,243 $998,565 $1,928,598 $74,403,539 $71,757,406 $74,592,422 $72,060,854

116
GENERAL FUND BUDGET LIBRARY & MISCELLANEOUS DIVISIONS LIBRARY ACTIVITIES THAT SUPPORT MAYORS MISSION STATEMENT:

DIVISION SUMMARY
LIBRARIES
Bridgeport residents of all ages will find easy access to the computers, computer support/instruction, and electronic information they need for everyday life. Revitalizing our neighborhoods; ensuring a vibrant, diverse community. 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. Revitalizing our neighborhoods; ensuring a vibrant, diverse community. The Bridgeport Public Library will become a valued destination for literacy in Bridgeport. Supporting the Arts; providing more local jobs and small business opportunities. The Bridgeport Public Library will develop strategic partnerships and alliances throughout the city to benefit more residents. Residents will become more aware of Bridgeports libraries and consider them to be vital community resources centers. Protecting the environment and greening our city; creating a leaner, more efficient government. Bridgeport Public Library facilities, collections, programs, and staff will be repositioned to help focus on building community, helping st people, and changing lives. Supporting a healthier lifestyle; ensuring a vibrant, diverse community; accessing 21 Century technology & infrastructure

117
GENERAL FUND BUDGET LIBRARY & MISCELLANEOUS DIVISIONS DIVISION SUMMARY

118
GENERAL FUND BUDGET BOARD of EDUCATION DIVISIONS BOARD of EDUCATION EXPENDITURES 2004-Present
BOE EXPENDITURES BUDGET 2004 ACTUAL 2004 BUDGET 2005 BOARD OF EDUCATION 152,419,994 158,715,484 157,522,011 BOE FOOD SERVICE 10,330,525 10,329,712 10,234,386 BOE OTHER 1,731,281 2,118,119 1,731,281 BOE DEDICATED USE 1,200,000 BOE TOTAL $ 164,481,800 $ 171,163,315 $ 170,687,678 $ TOTAL BUDGET $ 413,811,558 $ 425,996,538 $ 427,913,388 $ BOE PORTION OF TOTAL BUDGET 39.75% 40.18% 39.89% BOE BUDGET VARIANCE 3.90% OVERALL BUDGET VARIANCE 2.86% ACTUAL 2005 BUDGET 2006 ACTUAL 2006 BUDGET 2007 159,715,073 160,537,485 162,598,261 196,384,864 9,995,243.21 10,234,286 9,785,797 12,390,883.00 1,820,813.14 1,867,287 1,981,906 0.00 1,798,966.20 0 800,000 0.00 173,330,096 172,639,058 $ 175,165,963 $ 208,775,747 $ 442,201,351 $ 443,056,249 $ 452,857,698 $ 444,433,434 $ 39.20% 38.97% 38.68% 46.98% 1.52% 1.44% 3.23% 2.16% ACTUAL 2010 192,256,923 12,850,296 18,638,563 223,745,782 461,836,710 48.45% PROPOSED 2011 192,418,968 11,315,145 19,437,442 223,171,555 459,730,308 48.54% -0.46% -0.46% ACTUAL 2007 196,886,541 12,281,346.29 -175,029.52 1,907,350.98 210,900,209 453,169,874 46.54% 1.01% 1.93%
DIVISION SUMMARY
BOE EXPENDITURES BUDGET 2008 ACTUAL 2008 BUDGET 2009 FORECAST 2009 BOARD OF EDUCATION 198,441,011 205,127,756 215,843,895 211,320,135 BOE FOOD SERVICE 11,861,207 11,735,465 12,141,190 12,141,190 BOE OTHER 0 0 16,031,905 16,031,905 BOE DEDICATED USE 47,000 0 0 0 BOE TOTAL $ 210,349,218 $ 216,863,221 $ 244,016,990 $ 239,493,230 $ TOTAL BUDGET 492,348,969 $ 475,100,750 $ 492,348,971 $ 480,983,875 $ BOE PORTION OF TOTAL BUDGET 42.72% 45.65% 49.56% 49.79% BOE BUDGET VARIANCE 3.00% -2.36% OVERALL BUDGET VARIANCE -3.63% -2.36%
ADOPTED 2011 ADOPTED 2012 192,418,968 214,321,022 11,315,145 11,315,572 15,664,675 19,437,442 223,171,555 241,301,269 469,371,315 $ 491,876,896 47.55% 49.06%
BOARD of EDUCATION REVENUES 2004-Present

BOE REVENUES BOARD OF EDUCATION BOE SUPPORT SERVICES BOE FOOD SERVICE BOE BUDGET TOTAL BUDGET PERCENT OF REVENUES $ ACTUAL 2004 144,404,205 2,978,940 9,949,299 157,332,444 406,270,485 38.73% $ $ ACTUAL 2005 146,598,768 2,820,976 9,880,186 159,299,930 438,028,309 36.37% $ $ ACTUAL 2006 149,627,159 3,251,000 10,056,854 162,935,013 448,698,891 36.31% $ $ ACTUAL 2007 150,809,283 2,627,073 10,618,826 164,055,182 455,191,712 36.04% $ $ ACTUAL 2008 157,976,952 3,136,409 10,868,956 171,982,317 458,158,359 37.54% $ $ ADOPTED 2009 161,538,153 2,985,941 10,639,322 175,163,416 492,348,970 35.58% $ $ ACTUAL 2010 139,765,958 2,862,886 12,353,927 154,982,771 467,112,103 33.18% $ PROPOSED 2011 137,906,967 2,482,672 11,315,146 151,704,785 459,730,308 33.00% $ ADOPTED 2011 137,906,967 2,482,672 11,315,146 151,704,785 469,371,315 32.32% ADOPTED 2012 159,521,780 2,513,922 11,315,146 173,350,848 491,876,896 35.24%

119
GENERAL FUND BUDGET BOARD of EDUCATION DIVISIONS DIVISION SUMMARY
Board of Education
Revenues to Expenditures
2004-present
$173,350,848 $151,704,785
ADOPT 2012 ADOPT 2011 ADOPT 2010
$241,301,269 $223,171,555 $245,797,603 $239,493,230
$175,692,481
$175,163,416 $171,982,312
FORECAST 2009
$216,863,221
ACTUAL 2006
Series2 Series1
$210,900,209 $162,935,013 $175,165,963 $159,299,930 $173,330,096 $157,332,444 $171,163,315
$164,055,182

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GENERAL FUND BUDGET BOARD of EDUCATION DIVISIONS DIVISION SUMMARY
Total Bridgeport School Enrollment Trend

23,000 22,500 22,000 21,500 21,000 20,500 20,000 19,500 19,000 18,500 22,795 22,432 22,166 22,221 22,310 22,434 22,763 22,264 21,722 21,722 20,833 20,168 20,129 21,587
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
BOARD of EDUCATION CAPITAL IMPROVEMENT FUNDING

FY 2011 Capital Plan Acct Code FY 2011 Capital Plan FY 2012 Capital Plan ADOPTED FY 2013 Capital Plan PLANNED FY 2014 Capital Plan PLANNED FY 2015 Capital Plan PLANNED FY 2016 TOTAL Capital Plan Capital Plan PLANNED 2012-2016
AUTHORIZE
PROJECT DESCRIPTION Board of Education
Bassick High School Roof Maintenance Vehicles Classroom Computers Special Education Buses
TOTAL BOE TOTAL ALL DEPARTMENTS 42,500,000 65,219,800
1,500,000 1,500,000 300,000 3,300,000 26,555,000 1,500,000 300,000 1,800,000 7,725,000 855,300 300,000 1,155,300 6,925,450
1,500,000 3,855,300 1,500,000 6,855,300 51,005,450
300,000 300,000 4,900,000
300,000 300,000 4,900,000
3,000,000 7,710,600 3,000,000 13,710,600 102,010,900
BOARD OF EDUCATION REVISED PROJECTS: $1,500,000 for renovations to the roof of Bassick High School. $1,500,000 for upgrades and purchase of computers for Bridgeport classrooms. $300,000 for continued replacement of aging Special Education bus fleet.

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GENERAL FUND BUDGET BOARD of EDUCATION DIVISIONS BOARD of EDUCATION ACTIVITIES THAT SUPPORT MAYORS MISSION STATEMENT: DIVISION SUMMARY

BOARD of EDUCATION

Utilize technologies and other tools across the curriculum. Accessing 21 Century technology and infrastructure. Use assessment data to determine effectiveness of GOLD CORE instructional strategies. Developing innovative approaches to improving the quality of our education system. st Create an inventory of existing support systems and an analysis of their impact on the academic success of students. Accessing 21 Century technology and infrastructure; developing innovative approaches to improving the quality of our education system. Develop an Integrated Accountability Plan for Community partners of the Board of Education, including parents, businesses, nonprofit organizations, institutions of higher education, and the City of Bridgeport and its elected officials. This plan will define accountability st measures and responsibilities for all community partners. Accessing 21 Century technology and infrastructure; developing innovative approaches to improving the quality of our education system; making our streets and citizens safer. Modify existing schools to develop community schools to empower parents, teachers and residents to volunteer, learn and develop programming while supporting their childrens academic endeavors. Community schools will be open to and belong to the community. They are schools where parents, teachers, students, and residents of the community volunteer, teach classes, conduct enrichment programs and develop plans for a comprehensive parent and community involvement program. These schools are the hub of learning for the neighborhood. Developing innovative approaches to improving the quality of our education system; making our streets and citizens safer; revitalizing our neighborhoods. Provide an extended day program in every K-12 school in the district that includes a balance of instructional opportunities, cultural enrichment programs, and recreational opportunities. Ensuring a vibrant, diverse community, supporting the Arts. Acquire and implement new financial software inclusive of integrated General Ledger Accounts Payable and Personnel systems with webbased self service functions and train staff in its use in order to develop reports that are transparent for management, control, and sitest based budgeting. Creating a leaner, more efficient government; accessing 21 Century technology & infrastructure.
st

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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.
MAYOR
CITY COUNCIL
CHIEF ADMINISTRATIVE OFFICER
ALL CITY DEPARTMENTS

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GENERAL FUND BUDGET OFFICE OF THE MAYOR Honorable Bill Finch Mayor BUDGET DETAIL
REVENUE SUMMARY
Not Applicable
ORG Desc APPR Desc 01001000 OFFICE OF THE MAYOR 1001PS MAYOR'S PERSONAL SVCS 2001TPS MAYOR'S OTHER PERS SERVICES 3001FB MAYOR'S FRINGE BENEFITS 4001EX MAYOR'S OPER EXP 6001SS MAYOR'S SPEC SVCS FY2010 ACTUAL 685,658 543,548 8,957 103,287 22,984 6,882 FY2011 BUDGET 730,620 564,730 2,100 130,683 25,481 7,626 MAYOR PROPOSED 756,878 581,709 2,175 139,887 25,481 7,626 FY2012 ADOPTED 756,878 581,709 2,175 139,887 25,481 7,626 VARIANCE TO FY2011 BUDGET 26,258 16,979 75 9,204 0 0
PERSONNEL SUMMARY
Org Code 01001000 01001000 01001000 01001000 01001000 01001000 01001000 01001000 01001000 Total Fill 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 8.0 Vac Job Class Description MAYOR CHIEF OF STAFF - MAYOR'S OFFIC EXECUTIVE OFFICE MANAGER ADMINISTRATIVE ASSISTANT RECEPTIONIST ADMIN. ASSISTANT MAYOR'S AIDE MAYOR'S AIDE U E B B L L B B B FY 2011 CURRENT 126,538 119,953 73,131 39,889 35,333 40,887 59,518 69,481 564,730 FY 2012 ADOPTED 129,862 112,593 76,927 41,137 36,438 41,960 71,486 71,306 581,709 2012 vs 2011 3,324 -7,360 3,796 1,248 1,105 1,073 11,968 1,825 16,980

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GENERAL FUND BUDGET OFFICE OF THE MAYOR FY 2011-2012 GOALS

1) Continue to implement long-term financial goals which will provide greater budget transparency, decrease the citys historic reliance on one-time revenues and improve the Citys financial standing. 2) Continue to grow the citys tax base by increasing the citys 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 Mayors Sustainable Bridgeport initiative BGreen2020 to lower the citys 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 Citys online citizen service request form), labormanagement 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 Citys 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 Citys 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 Citys 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 RYASAPs Safe Neighborhoods Americorp Partnership (SNAP) ensure that every resident in Bridgeport benefits from a free smoke detector through the Citys Safe Asleep program. 12) Continue to improve the Citys Parks and Green Spaces, and increase the number of parks available to city residents within a 15-minute walk of their home.
PROGRAM HIGHLIGHTS
FY 2010-2011 GOAL STATUS

1) Continue to implement long-term financial goals which will provide greater budget transparency, decrease the citys historic reliance on one-time revenues, and improve the citys 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-owned

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GENERAL FUND BUDGET OFFICE OF THE MAYOR PROGRAM HIGHLIGHTS
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 citys tax base by increasing the citys 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 Citys 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 Citys 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 States commitment to clear the site and prepare a plan for it. A second Bridgeport train station will bring much needed journey-towork 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, Bridgeports 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. 3) Reduce tax delinquencies by continuing to pursue an aggressive zero-tolerance tax collection policy to increase revenues. 6 MONTH STATUS: The Tax Collectors 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 Assessors 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.

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4) Continue to implement the Mayors Sustainable Bridgeport effort to lower the citys 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 Mayors 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 Citys online citizen work request form), labormanagement 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 Bridgeports 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 Bridgeports 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 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.

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7) Strengthen alliances with community groups and support initiatives that will benefit the Citys 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 Mayors 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 Citys 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 Citys 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 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.

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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 th the Mayor to lead the 400+ member police department, the 10 chief in the departments 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 RYASAPs Safe Neighborhoods Americorp Partnership (SNAP), ensure that every resident in Bridgeport benefits from a free smoke detector through the Citys 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 Citys 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 Citys 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 Bridgeports 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); Veterans Memorial Park (Discovery School, Solar Nature Trail and hiking improvements and a disc golf course); Beardsley Park (new Bunnells 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 Citys existing tree canopy and provide recommendations for the Citys ongoing urban forestry efforts; the Pequonnock River Watershed Plan, which will provide a protection plan on how to decrease pollution to the citys water bodies and engage citizens 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.

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GENERAL FUND BUDGET OFFICE OF THE MAYOR APPROPRIATION SUPPLEMENT

ORG OBJ Desc 01001000 OFFICE OF THE MAYOR 51000 FULL TIME EARNED PAY 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 52154 LIFE INSURANCE CIVIL SERVICE 52360 MEDICARE 52385 SOCIAL SECURITY 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53605 MEMBERSHIP/REGISTRATION FEES 53705 ADVERTISING SERVICES 53750 TRAVEL EXPENSES 53905 EMP TUITION AND/OR TRAVEL REIM 54595 MEETING/WORKSHOP/CATERING FOOD 54650 LANDSCAPING SUPPLIES 54675 OFFICE SUPPLIES 54705 SUBSCRIPTIONS 54720 PAPER AND PLASTIC SUPPLIES 55155 OFFICE EQUIPMENT RENTAL/LEAS 55530 OFFICE FURNITURE 56110 FINANCIAL SERVICES 56175 OFFICE EQUIPMENT MAINT SRVCS 56180 OTHER SERVICES 56240 TRANSPORTATION SERVICES 56250 TRAVEL SERVICES FY2010 ACTUAL 685,658 543,548 0 8,957 14 3,548 467 42,329 56,930 0 0 1,220 1,465 8,951 100 4,808 45 92 6,302 0 6,135 707 0 0 40 FY2011 BUDGET 730,620 564,730 2,100 0 0 7,127 2,535 49,965 71,056 57 20 5,619 798 8,450 140 4,636 36 171 5,534 20 4,500 2,010 719 218 179 MAYOR PROPOSED 756,878 581,709 2,175 0 0 7,030 0 66,315 66,542 57 20 5,619 798 8,450 140 4,636 36 171 5,534 20 4,500 2,010 719 218 179 FY2012 ADOPTED 756,878 581,709 2,175 0 0 7,030 0 66,315 66,542 57 20 5,619 798 8,450 140 4,636 36 171 5,534 20 4,500 2,010 719 218 179 VARIANCE TO FY2011 BUDGET 26,258 16,979 75 0 0 -97 -2,535 16,350 -4,514 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

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MISSION STATEMENT
To further the Administrations 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.
MAYOR
CITY COUNCIL

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GENERAL FUND BUDGET CENTRAL GRANTS & COMMUNITY DEVELOPMENT Kelly McDermott Senior Manager Alex McGoldrick Acting Director REVENUE SUMMARY Not Applicable
BUDGET DETAIL
ORG Desc APPR Desc 01005000 CENTRAL GRANTS OFFICE 1005PS CENTRAL GRANTS PERSONAL SVCS 2005TPS CENTRAL GRANTS OTHER PERS SVCS 3005FB CENTRAL GRANTS FRINGE BENEFITS 4005EX CENTRAL GRANTS OPER EXP 6005SS CENTRAL GRANTS SPEC SVCS 7005SC CENTRAL GRANTS SUPRT CONTR FY2010 ACTUAL 326,715 234,778 1,565 63,766 12,122 11,483 3,000 FY2011 BUDGET 402,678 303,050 0 61,667 12,392 20,689 4,880 MAYOR PROPOSED 389,411 311,687 0 55,365 9,573 10,346 2,440 FY2012 ADOPTED 389,411 311,687 0 55,365 9,573 10,346 2,440 VARIANCE TO FY2011 BUDGET -13,267 8,637 0 -6,302 -2,819 -10,343 -2,440
PERSONNEL SUMMARY
Org Code 01005000 01005000 01005000 01005000 01005000 01005000 01005000 Total Fill Vac 1.0 1.0 1.0 1.0 1.0 1.0 3.0 Job Class Description DIRECTOR CENTRAL GRANTS OFFICE COORDINATOR GRANT WRITER GRANT WRITER GRANT WRITER GRANTS FINANCIAL MANAGER(35HRS U S L L L L L FY 2011 CURRENT 50,121 37,513 56,030 56,030 55,000 48,356 303,050 FY 2012 ADOPTED 53,108 36,874 57,783 57,783 57,783 48,356 311,687 2012 vs 2011 2,987 -639 1,753 1,753 2,783 8,636
3.0

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GENERAL FUND BUDGET

SERVICE INDICATORS CENTRAL GRANTS Number of Grant applications filed Number of Grant Applications Funded Number of Grant Applications Pending Number of Grant Applications Denied % of Grant applications funded Total dollars awarded to the City of Bridgeport Total Dollars Pending Total dollars awarded to Community Organizations ACTUAL ACTUAL 2005-2006 2006-2007 ACTUAL 2007-2008
PROGRAM HIGHLIGHTS
ACTUAL 2008-2009 ACTUAL 2009-2010 ESTIMATED 2010-2011
129 19 58 43 49 60 58 10 29 18 35 36 31 0 6 14 0 0 40 9 23 11 14 24 45% 53% 50% 42% 71% 60 $189,000,000 $6,458,439 $10,278,221 $11,234,681 $28,177,366 $30,000,000 N/A 0 $805,967 $27,356,641 $0 0 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 Bridgeports 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 Bridgeports 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 Citys accomplishments and to present funding needs.
CENTRAL GRANTS FY 2010-2011 GOAL STATUS

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

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GENERAL FUND BUDGET

CENTRAL GRANTS & COMMUNITY DEVELOPMENT PROGRAM HIGHLIGHTS 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. 4) Host a funding opportunity forum in Bridgeport. 6 MONTH STATUS: Central Grants and Community Development is currently working on planning a funding opportunity forum. 5) 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. 6) 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 Bridgeports 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. 7) 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 Bridgeports 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. 8) 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 Urban Development. The Department continues to host funders and assists the Mayors Office with coordinating such events. 9) Host a Legislative Breakfast to highlight the Citys 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.

134
GENERAL FUND BUDGET

SERVICE INDICATORS HOUSING AND COMMUNITY DEVELOPMENT DIVISION Awarded Contracts administered Projects monitored/supervised Total Number of Environmental reviews Total Number of Grant applications received Total Number of clients serviced TOTAL FUNDING ALL PROGRAMS (2) COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) (2) Value of award (entitlement allocation) ReProgramming Funds Grant expenditure rate ($ per month) Grant expenditure rate ($ per work day) Number of public facility improvements (1) Community buildings renovated Public Service Clients NonProfit Capacity Building - ACT Prgm (Funding allocated) Leveraged Funding from HHS Number of Nonprofits served Capacity Building Grants (HHS Funding) Housing Housing Code (funding allocated) Lead Based Paint (funding allocated) Emergency Relocation (funding allocated) Emergency Relocation ( # of Clients) Weatherization HOPWA (2) Value of award ESG (2) Value of award HOME (2) Value of award HOME Homeownership Housing Development Projects Average HOME Subsidy per unit Private Leveraged Funds Total Units Developed (HOME and Leveraged Funds) New Construction (# of HOME Units) Rehabilitation (# of HOME Units) HOME Rental Housing Developing Projects Average HOME Subsidy per unit Private leverage Total Units Developed (HOME and Leveraged Funds) New Construction (# of HOME Units) Rehabilitation (# of HOME Units) Down Payment Assistance (Total funding Allocated) Applications Processed Applications Reviewed HOUSING OTHER Fair Housing Outreach/Referrals (Number of People) Fair Housing complaints made (formal) Investigations Actions taken - settlements ACTUAL 2006-2007 ACTUAL 2007-2008 ACTUAL 2008-2009
PROGRAM HIGHLIGHTS
ACTUAL ACTUAL ESTIMATED 2009-2010 2010-2011 2012 PY35 PY36 PY37 67 80 82 50 67 57 82 50 67 80 82 50 110 152 135 120 101 125 121 125 9,396 19,000 15,000 15,000 $6,547,666 $5,547,666 $7,690,632 $6,276,611 $3,252,959 $3,252,959 $3,606,679 $0 $1,560,293 $271,079 $271,080 $300,557 $13,116 $12,511 $14,427 6 15 20 6 6 7 5,000 9,500 $100,000 $100,000 $500,000 $500,000 30 30 15 $241,886 $382,821 $472,000 $177,000 $40,000 381 $771,000 $144,968 $472,000 $167,000 $40,000 100 $771,000 $144,968 $95,000 $168,065 $40,000 $846,219 $145,523 $2,885,343* $1,255,923 $240,445 $11,541 30 6 9,500
107 82 107 62 51 82 107 397 177 135 35,670 17,057 $7,729,075 $6,222,957 $4,503,690 $3,882,652 $644,089 $29,727 10 4 32,500 $445,000 $100,000 $53,000 18 $25,000 $737,000 $143,666 $323,554 $14,933 13 5 9,209 $65,818 $500,000 15 $0 $437,952 $157,000 $53,000 180 $739,000 $144,734
0 0 0 0
$100,000 $167,000 $40,000
100 $676,975* $116,418* $1,225,534*
$2,344,719 $1,456,571
$1,500,000
$2,378,739 $1,378,739 $1,531,918 $717,254 $350,000 $65,205 $87,500 $19,400,000 $1,500,000 103 4 4 11 $954,000 $520,000 $1,200,000 $636,438
$33,333 $73,385 $47,273 $133,333 $75,879 $3,135,000 $3,777,409 $19,492,151 $3,500,000 $5,000,000 70 20 7 45 13 4 9 13 $315,000 $375,000 $0 $300,000 $0** 23 25 0 2 45 45 0 15 562 14 14 4 545 14 0 0 0 0 250 0 0 200 0 0 200
0 0

135
GENERAL FUND BUDGET

CENTRAL GRANTS & COMMUNITY DEVELOPMENT PROGRAM HIGHLIGHTS
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 CGCDs 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 Citys letter of credit. 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

136
GENERAL FUND BUDGET

CENTRAL GRANTS & COMMUNITY DEVELOPMENT PROGRAM HIGHLIGHTS 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 $2 million 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.

137
GENERAL FUND BUDGET

FY2010 ACTUAL 326,715 231,285 3,493 -935 2,500 20 1,759 1,212 15,795 44,979 440 189 0 0 0 2,377 2,291 1,537 792 238 0 3,861 398 747 852 1,714 354 7,815 3,000 FY2011 BUDGET 402,678 303,050 0 0 0 0 4,394 6,884 18,242 32,147 800 0 100 251 1,124 1,414 1,277 2,000 793 290 125 3,833 386 1,000 735 1,600 1,439 15,915 4,880
APPROPRIATION SUPPLEMENT
MAYOR PROPOSED 389,411 311,687 0 0 0 0 3,691 0 23,433 28,241 133 0 50 126 562 782 844 2,000 793 132 125 3,833 193 500 368 800 720 7,958 2,440 FY2012 ADOPTED 389,411 311,687 0 0 0 0 3,691 0 23,433 28,241 133 0 50 126 562 782 844 2,000 793 132 125 3,833 193 500 368 800 720 7,958 2,440 VARIANCE TO FY2011 BUDGET -13,267 8,637 0 0 0 0 -703 -6,884 5,191 -3,906 -667 0 -50 -125 -562 -632 -433 0 0 -158 0 0 -193 -500 -367 -800 -719 -7,957 -2,440
ORG
OBJ Desc
01005000 CENTRAL GRANTS OFFICE 51000 FULL TIME EARNED PAY 51099 CONTRACTED SALARIES 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 52154 LIFE INSURANCE CIVIL SERVICE 52360 MEDICARE 52385 SOCIAL SECURITY 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53605 MEMBERSHIP/REGISTRATION FEES 53610 TRAINING SERVICES 53705 ADVERTISING SERVICES 53720 TELEPHONE SERVICES 53750 TRAVEL EXPENSES 53905 EMP TUITION AND/OR TRAVEL REIM 54595 MEETING/WORKSHOP/CATERING FOOD 54675 OFFICE SUPPLIES 54700 PUBLICATIONS 54705 SUBSCRIPTIONS 54755 TRAFFIC CONTROL PRODUCTS 55155 OFFICE EQUIPMENT RENTAL/LEAS 55530 OFFICE FURNITURE 56085 FOOD SERVICES 56165 MANAGEMENT SERVICES 56175 OFFICE EQUIPMENT MAINT SRVCS 56250 TRAVEL SERVICES 56998 SPECIAL SERVICES FREEZE 59500 SUPPORTIVE CONTRIBUTIONS

138
FINANCE DIVISIONS
COMPTROLLERS OFFICE
MISSION STATEMENT
The mission of the Comptrollers Office is to prepare and maintain all financial records of the City of Bridgeport. The Departments 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 Comptrollers 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.
MAYOR
CITY COUNCIL
FINANCE DEPARTMENT
COMPTROLLER

139
GENERAL FUND BUDGET COMPTROLLERS OFFICE Dawn Norton Manager REVENUE SUMMARY
ORG DESC OBJECT DESC 41277 RESTITUTION RECOVERY 41290 RETAIL SALES TAX 41392 DEBT SERVICE PARENT CENTER 41538 MISC CASH 41551 O.T.B INCOME 41552 STATE BINGO 41553 BOOKS / MAP SALES 41555 CAPITAL FUND INTEREST TRANSFER 41559 COURT FINES 41560 PROPERTY RENTAL 41561 DEBTSERVICEPRINCIPALREIMBURSEM 41562 DEBTSERVICEINTERESTREIMBURSEME 41563 HEALTHINSURANCE/WORKERSCOM.REI 41564 ADMINISTRATIVEFEE/OVERHEADALLO 44550 TOWN AID 45354 WPCACOLLECTIONSERVICEREIMBURSE 47565 PORTAUTHORITYANNUALPILOTPAYMEN FY2010 ACTUAL 3,141,422 17,397 0 65,000 599,780 468,753 43 0 500,000 10,947 35,621 40,000 20,750 12,045 133,180 665,532 572,374 0 FY 2011 CURRENT 2,477,551 5,000 0 0 50,000 480,000 200 100 500,000 20,000 25,000 0 0 150,000 70,000 491,669 635,582 50,000 FY 2012 MAYOR PROPOSED 2,982,150 5,000 366,000 60,000 50,000 450,000 200 100 500,000 15,000 25,000 115,249 110,069 0 70,000 665,532 500,000 50,000
BUDGET DETAIL
FY2012 ADOPTED 2,982,150 5,000 366,000 60,000 50,000 450,000 200 100 500,000 15,000 25,000 115,249 110,069 0 70,000 665,532 500,000 50,000
VARIANCE TO FY2011 BUDGET 504,599 0 366,000 60,000 0 -30,000 0 0 0 -5,000 0 115,249 110,069 -150,000 0 173,863 -135,582 0
01010000 COMPTROLLER'S OFFICE
ORG Desc APPR Desc FY2010 ACTUAL FY2011 BUDGET MAYOR PROPOSED FY2012 ADOPTED VARIANCE TO FY2011 BUDGET
01010000 COMPTROLLER'S OFFICE 1010PS COMPTROLLERS PERSONAL SVCS 2010TPS COMPTROLLERS OTHER PERS SVCS 3010FB COMPTROLLERS FRINGE BENEFITS 4010EX COMPTROLLERS OPER EXP 6010SS COMPTROLLERS SPEC SVCS
1,232,077 689,266 10,597 196,077 3,742 332,395
1,354,333 798,020 11,100 214,716 9,047 321,450
1,394,635 820,949 11,325 232,283 5,879 324,199
1,396,676 820,949 11,325 232,283 7,920 324,199
42,343 22,929 225 17,567 -1,127 2,749
PERSONNEL SUMMARY
Org Code 01010000 01010000 01010000 01010000 01010000 01010000 01010000 01010000 01010000 01010000 01010000 01010000 01010000 01010000 01010000 01010000 01010000 01010000 Total Fill Vac Job Class Description MINI COMPUTER OPERATOR (35 HOU ASSISTANT COMPTROLLER PAYROLL PROCESSOR ACCOUNTING CLERK I (35 HOURS) ACCOUNTING CLERK II ACCOUNTING CLERK II PAYROLL ACCOUNT SUPERVISOR ACCOUNTING CLERK I ACCOUNTING CLERK I (35 HOURS) ASSISTANT SPECIAL PROJECT MANA ACCOUNTANT ACCOUNTANT ACCOUNTANT SPECIAL REVENUE MANAGER CAPITOL PROJECTS FIXED ASSETS CHIEF ACCOUNTANT CLERK A U G S R G G G L G G L S L S L L A G FY 2011 CURRENT 41,882 99,724 22,373 38,724 39,046 39,046 49,452 35,958 30,976 54,758 67,653 61,888 71,779 72,698 72,063 FY 2012 ADOPTED 2012 vs 2011 -41,882 -99,724 22,373 38,724 39,046 39,046 50,999 35,958 30,976 66,977 71,365 63,824 73,665 74,972 74,317 71,382 29,325 782,949
0.5 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 10.5 4.0
1,547
798,019
12,219 3,712 1,936 1,886 2,274 2,254 71,382 29,325 -15,070

140
GENERAL FUND BUDGET COMPTROLLERS OFFICE PROGRAM HIGHLIGHTS

ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED SERVICE INDICATORS 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010-2011 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 (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.

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.

141
GENERAL FUND BUDGET COMPTROLLERS 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.

142
GENERAL FUND BUDGET COMPTROLLERS OFFICE APPROPRIATION SUPPLEMENT

VARIANCE TO FY2011 BUDGET 42,343 22,929 0 0 0 0 225 0 180 10,307 20,706 -13,626 -437 -56 -236 -693 -750 -74 750 0 369 0 0 2,550 199
ORG
OBJ Desc
FY2010 ACTUAL 1,232,077 688,575 692 0 207 744 0 9,645 5,158 362 51,525 139,032 0 0 0 1,359 396 0 262 1,675 0 50 260,000 63,819 8,576
FY2011 BUDGET 1,354,333 760,020 0 38,000 0 0 11,100 0 10,150 0 64,380 140,186 874 113 473 1,387 1,500 74 2,583 1,710 131 202 260,000 52,450 9,000
MAYOR PROPOSED 1,394,635 782,949 0 38,000 0 0 11,325 0 10,330 10,307 85,086 126,560 437 57 237 694 750 0 1,292 1,710 500 202 260,000 55,000 9,199
FY2012 ADOPTED 1,396,676 782,949 0 38,000 0 0 11,325 0 10,330 10,307 85,086 126,560 437 57 237 694 750 0 3,333 1,710 500 202 260,000 55,000 9,199
01010000 COMPTROLLER'S OFFICE 51000 FULL TIME EARNED PAY 51004 FULL TIME VACATION PAY 51099 CONTRACTED SALARIES 51106 REGULAR STRAIGHT OVERTIME 51108 REGULAR 1.5 OVERTIME PAY 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 52360 MEDICARE 52385 SOCIAL SECURITY 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53605 MEMBERSHIP/REGISTRATION FEES 53705 ADVERTISING SERVICES 53905 EMP TUITION AND/OR TRAVEL REIM 54555 COMPUTER SUPPLIES 54595 MEETING/WORKSHOP/CATERING FOOD 54640 HARDWARE/TOOLS 54675 OFFICE SUPPLIES 54700 PUBLICATIONS 54720 PAPER AND PLASTIC SUPPLIES 55155 OFFICE EQUIPMENT RENTAL/LEAS 56100 AUDITING SERVICES 56165 MANAGEMENT SERVICES 56175 OFFICE EQUIPMENT MAINT SRVCS

143
GENERAL FUND BUDGET

144
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.
MAYOR
CITY COUNCIL
FINANCE DEPARTMENT

145
GENERAL FUND BUDGET FINANCE DEPARTMENT Dawn Norton Manager
BUDGET DETAIL
REVENUE SUMMARY Not Applicable
ORG Desc APPR Desc 01015000 FINANCE ADMINISTRATION 1015PS FINANCE ADM PERSONAL SVCS 2015TPS FINANCE ADM OTHER PERS SVCS 3015FB FINANCE ADM FRINGE BENEFITS 4015EX FINANCE ADM OPER EXP 6015SS FINANCE ADM SPEC SVCS FY2010 ACTUAL 453,347 369,778 7,924 71,096 4,118 431 FY2011 BUDGET 475,216 384,760 2,625 80,917 5,769 1,145 MAYOR PROPOSED 462,324 394,367 2,625 61,873 2,886 573 FY2012 ADOPTED 463,324 394,367 2,625 61,873 3,886 573 VARIANCE TO FY2011 BUDGET -11,892 9,607 0 -19,044 -1,883 -572
PERSONNEL SUMMARY
Org Code 01015000 01015000 01015000 01015000 01015000 Total Fill 1.0 1.0 1.0 1.0 3.0 Vac Job Class Description DIRECTOR OF FINANCE DEPUTY DIRECTOR OF FINANCE ADMINISTRATIVE ASSISTANT - COM DEPUTY DIRECTOR OF FINANCE/MAN U U B L B FY 2011 CURRENT 119,932 101,286 68,345 95,197 384,759 FY 2012 ADOPTED 123,082 101,286 72,301 97,698 394,367 2012 vs 2011 3,150 0 3,956 2,501 9,608
1.0

146
GENERAL FUND BUDGET FINANCE DEPARTMENT PROGRAM HIGHLIGHTS

ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED SERVICE INDICATORS 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010-2011 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 AAFitch AAA AAA AAA N/A A A Bond Rating: Moody's Baa1 Baa1 Baa1 Baa1 AA3 AA3 Standard & Poor's AAAAAA+ AA+ Fitch AAABBB+ 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 Citys 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.

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.

147
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.

148
GENERAL FUND BUDGET FINANCE DEPARTMENT APPROPRIATION SUPPLEMENT

FY2010 ACTUAL 453,347 369,778 0 7,924 2,876 30,212 38,008 555 0 0 79 1,879 0 1,605 95 126 210 FY2011 BUDGET 475,216 384,760 2,625 0 5,617 36,801 38,499 889 182 486 243 2,953 712 304 264 821 60 MAYOR PROPOSED 462,324 394,367 2,625 0 4,141 33,411 24,321 445 91 243 122 1,477 356 152 132 411 30 FY2012 ADOPTED 463,324 394,367 2,625 0 4,141 33,411 24,321 445 91 243 122 2,477 356 152 132 411 30 VARIANCE TO FY2011 BUDGET -11,892 9,607 0 0 -1,476 -3,390 -14,178 -444 -91 -243 -121 -476 -356 -152 -132 -410 -30
ORG
OBJ Desc
01015000 FINANCE ADMINISTRATION 51000 FULL TIME EARNED PAY 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 52360 MEDICARE 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53605 MEMBERSHIP/REGISTRATION FEES 53610 TRAINING SERVICES 53905 EMP TUITION AND/OR TRAVEL REIM 54555 COMPUTER SUPPLIES 54675 OFFICE SUPPLIES 54705 SUBSCRIPTIONS 55150 OFFICE EQUIPMENT 56175 OFFICE EQUIPMENT MAINT SRVCS 56250 TRAVEL SERVICES 59010 MAILING SERVICES

149
GENERAL FUND BUDGET

150
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.
MAYOR
CITY COUNCIL
FINANCE DEPARTMENT
IN-PLANT PRINTING

151
GENERAL FUND BUDGET IN-PLANT PRINTING BUDGET DETAIL
Anthony Palumbo Manager REVENUE SUMMARY Not Applicable
FY2010 ACTUAL 772,435 363,010 3,423 91,438 257,986 56,578 FY2011 BUDGET 810,689 370,814 5,635 103,762 273,328 57,150 MAYOR PROPOSED 817,831 380,737 6,410 116,336 257,198 57,150 FY2012 ADOPTED 817,831 380,737 6,410 116,336 257,198 57,150 VARIANCE TO FY2011 BUDGET 7,142 9,923 775 12,574 -16,130 0
ORG Desc APPR Desc 01030000 IN-PLANT PRINTING 1030PS PRINT SHOP PERSONAL SVCS 2030TPS PRINT SHOP OTHER PERS SERVICES 3030FB PRINT SHOP FRINGE BENEFITS 4030EX PRINT SHOP OPER EXP 6030SS PRINT SHOP SPEC SVCS
PERSONNEL SUMMARY
Org Code 01030000 01030000 01030000 01030000 01030000 01030000 01030000 01030000 01030000 Total Fill 1.0 0.5 1.0 1.0 1.0 1.0 1.0 1.0 7.5 Vac Job Class Description PRINTER FOREMAN PRINT SHOP AIDE PRESSMAN PRESSMAN BOOKBINDER PRINTER MESSENGER ANNEX MAIL COURIER (35 HOURS) U S 1 1 1 1 1 C C FY 2011 CURRENT 73,343 14,560 54,938 54,938 54,938 54,938 37,500 25,659 370,814 FY 2012 ADOPTED 75,270 14,924 56,311 56,311 56,311 56,311 39,419 25,880 380,737 2012 vs 2011 1,927 364 1,373 1,373 1,373 1,373 1,919 221 9,923

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IN-PLANT PRINTING
GENERAL FUND BUDGET PROGRAM HIGHLIGHTS

ACTUAL 2005-2006 2,204,742 173,743 37,411 532,345 991,707 1,741,176 21,375 18,750 102,500 24,916 69 5,848,734 ACTUAL 2006-2007 2,750,000 179,000 78,000 765,000 850,000 1,950,000 52,000 45,000 122,000 60,000 69 6,851,069 ACTUAL 2007-2008 3,125,000 176,000 68,000 695,000 785,000 2,350,212 74,500 26,000 185,000 69,300 55 69 7,553,998 ACTUAL 2008-2009 2,888,000 286,000 105,000 790,000 765,000 2,100,000 156,000 39,000 210,000 96,000 112 72 7,435,112 550,000 $206,000 ACTUAL ESTIMATED 2009-2010 2010-2011 2,750,000 446,000 260,000 920,000 780,000 1,750,000 86,000 15,000 190,000 55,000 245 72 7,252,317 555,000 $208,000 2,250,000 750,000 650,000 1,000,000 850,000 1,500,000 80,000 0 200,000 50,000 400 72 7,330,472 555,000 $208,000
SERVICE INDICATORS IN-PLANT PRINTING 8 1/2 x 11 forms & letterhead Black & White Copying Color Copying Envelopes Printed Index/cover/coated paper BINDING SERVICES Folding Stapling Automatic bookletmaker Numbering/Die-cutting Scoring/perforation Large format Poster Printing Number of Departments Serviced TOTAL IMPRESSIONS/PIECES HANDLED MAIL DISTRIBUTION CENTER Mail run through postage machine Amount Spent*
365,500 552,079 554,000 $ 142,545 $ 204,251 $ 205,000
FY 2011-2012 GOALS
1) Continue to maintain and provide professional service in a timely manner for all of the Citys 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 Citys 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 Citys 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.

1) Continue to maintain and provide professional service in a timely manner for all of the Citys 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

153
IN-PLANT PRINTING
3) Illustrator, Adobe In-Design (which will support the Citys 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. 4) 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. 5) 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.

154
IN-PLANT PRINTING
GENERAL FUND BUDGET APPROPRIATION SUPPLEMENT

FY2010 ACTUAL 772,435 363,010 0 0 3,423 14 1,851 28,732 60,842 750 572 594 0 538 2,496 24,890 198,193 -7,966 37,919 8,935 5,096 13,926 28,621 FY2011 BUDGET 810,689 370,814 0 5,635 0 0 3,799 35,764 64,199 900 700 550 0 620 590 20,848 200,000 5,000 44,120 9,975 6,375 9,300 31,500 MAYOR PROPOSED 817,831 380,737 0 6,410 0 0 3,716 43,402 69,218 450 350 550 0 0 0 20,848 200,000 5,000 30,000 9,975 6,375 9,300 31,500 FY2012 ADOPTED 817,831 380,737 0 6,410 0 0 3,716 43,402 69,218 450 350 550 0 0 0 20,848 200,000 5,000 30,000 9,975 6,375 9,300 31,500 VARIANCE TO FY2011 BUDGET 7,142 9,923 0 775 0 0 -83 7,638 5,019 -450 -350 0 0 -620 -590 0 0 0 -14,120 0 0 0 0
ORG
OBJ Desc
01030000 IN-PLANT PRINTING 51000 FULL TIME EARNED PAY 51108 REGULAR 1.5 OVERTIME PAY 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 52154 LIFE INSURANCE CIVIL SERVICE 52360 MEDICARE 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53605 MEMBERSHIP/REGISTRATION FEES 53750 TRAVEL EXPENSES 53905 EMP TUITION AND/OR TRAVEL REIM 54020 COMPUTER PARTS 54550 COMPUTER SOFTWARE 54555 COMPUTER SUPPLIES 54675 OFFICE SUPPLIES 54725 POSTAGE 54730 PRINTING SUPPLIES 55155 OFFICE EQUIPMENT RENTAL/LEAS 56170 OTHER MAINTENANCE & REPAIR S 56175 OFFICE EQUIPMENT MAINT SRVCS 59010 MAILING SERVICES 59015 PRINTING SERVICES

155
GENERAL FUND BUDGET
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156
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.
MAYOR
CITY COUNCIL
FINANCE DEPARTMENT
PURCHASING

157
GENERAL FUND BUDGET PURCHASING Bernd Tardy Manager BUDGET DETAIL
ORG Desc APPR Desc 01035000 PURCHASING 1035PS PURCHASING PERSONAL SVCS 2035TPS PURCHASING OTHER PERS SVCS 3035FB PURCHASING FRINGE BENEFITS 4035EX PURCHASING OPER EXP 6035SS PURCHASING SPEC SVCS FY2010 ACTUAL 423,210 314,041 3,713 69,487 8,661 27,307 FY2011 BUDGET 514,744 379,443 5,100 89,668 10,322 30,211 MAYOR PROPOSED 530,500 386,563 5,250 106,269 5,312 27,106 FY2012 ADOPTED 531,480 386,563 5,250 106,269 5,492 27,906 VARIANCE TO FY2011 BUDGET 16,736 7,120 150 16,601 -4,830 -2,305
PERSONNEL SUMMARY
Org Code 01035000 01035000 01035000 01035000 01035000 01035000 01035000 Total Fill 1.0 1.0 1.0 1.0 1.0 1.0 5.0 Vac Job Class Description BUYER PURCHASING AGENT ASSISTANT PURCHASING AGENT BUYER ASSISTANT PURCHASING AGENT BUYER U G S S G S G FY 2011 CURRENT 47,561 100,812 63,718 47,561 72,230 47,561 379,443 FY 2012 ADOPTED 47,561 103,460 66,292 47,561 74,128 47,561 386,563 2012 vs 2011
2,648 2,574 1,898 7,120
1.0

158
PURCHASING

ACTUAL ACTUAL ACTUAL ACTUAL 2005-2006 2006-2007 2007-2008 2008-2009 22,422 4,378 2,247 5,065 11,690 52.14% 20,040 3,286 1,733 4,563 9,582 47.81% 9,568 1,786 757 1,676 4,219 44.09% * * * * * ACTUAL ESTIMATED 2009-2010 2010-2011 22,818 5,308 3,146 3,699 12,153 53.26% 8,631 2,467 41 1,442 3,950 51 11 5 20 5% 6.7 N/A N/A 13 95 56 131 11 1 58 35 5% 8 N/A 166 12 6 160 148 21 1 55 37 20% 8 2.77% 157 12 1 82 0 1 0 65 59 213 0 0 53 34 20,000 4,000 2,000 2,000 8,000 40.00% 5,000 1,100 60 400 1,560 250 0 0 80 40
SERVICE INDICATORS PURCHASING Purchase orders issued Board of Education Purchase orders Food & Nutrition Purchase orders Board of Education Grants Total Board of Education Purchase orders Board of Education Purchase orders as a % of Total PURCHASING MODIFICATIONS Purchase Modifications done Board of Education Modifications Food & Nutrition Modifications Board of Education Grants Modifications Total Board of Education Modifications PURCHASES Qualified Emergency Waivers Sole Source State ICMA INDICATORS Percentage of Employees using the online purchasing system Number of FTES in the purchasing department % of purchases made by women & minority-owned businesses Bid requests processed Informal Bids: days from requisition to P.O. issuance Construction Bids: days from requisition to P.O. issuance All other formal Bids: days from requisition to P.O. issuance
(1)
* due to the transition to Munis, I am unable to acquire the data that is requested.
79 9 5 74
116 34 21 95
120 40 20 100
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 RFIs RFQs, & RFPs 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.

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 citys 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. 3) Assist director of sustainability in implementing the citys green purchasing policy. 6 MONTH STATUS: Ongoing, Purchasing has some involvement in the new green procurement policy.

159
PURCHASING

FY2010 ACTUAL 423,210 314,041 0 3,713 1,441 0 24,869 43,177 180 0 0 6,763 287 1,432 1,844 1,463 24,000 FY2011 BUDGET 514,744 379,443 5,100 0 3,780 3,951 36,531 45,406 250 750 347 7,000 300 1,675 4,211 2,000 24,000 MAYOR PROPOSED 530,500 386,563 5,250 0 3,719 0 44,068 58,482 125 375 174 3,500 300 838 2,106 1,000 24,000 FY2012 ADOPTED 531,480 386,563 5,250 0 3,719 0 44,068 58,482 305 375 174 3,500 300 838 2,106 1,800 24,000 VARIANCE TO FY2011 BUDGET 16,736 7,120 150 0 -61 -3,951 7,537 13,076 55 -375 -173 -3,500 0 -837 -2,105 -200 0
ORG
OBJ Desc
01035000 PURCHASING 51000 FULL TIME EARNED PAY 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 52360 MEDICARE 52385 SOCIAL SECURITY 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53605 MEMBERSHIP/REGISTRATION FEES 53705 ADVERTISING SERVICES 53905 EMP TUITION AND/OR TRAVEL REIM 54675 OFFICE SUPPLIES 54705 SUBSCRIPTIONS 55150 OFFICE EQUIPMENT 56075 EDUCATIONAL SERVICES 56175 OFFICE EQUIPMENT MAINT SRVCS 56180 OTHER SERVICES

160
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.
MAYOR
CITY COUNCIL
FINANCE DEPARTMENT
TREASURER

161
GENERAL FUND BUDGET TREASURY Ronald Preston Manager BUDGET DETAIL
REVENUE SUMMARY
ORG DESC OBJECT DESC FY2010 ACTUAL 214,197 164,197 50,000 FY 2011 CURRENT 275,000 225,000 50,000 FY 2012 MAYOR PROPOSED 275,000 225,000 50,000 FY2012 ADOPTED 275,000 225,000 50,000 VARIANCE TO FY2011 BUDGET 0 0 0
01045000 TREASURY 41246 EARNINGS ON INVESTMENTS 41564 ADMINISTRATIVEFEE/OVERHEADALLO
ORG Desc APPR Desc 01045000 TREASURY 1045PS TREASURER PERSONAL SVCS 2045TPS TREASURER OTHER PERS SERVICES 3045FB TREASURER FRINGE BENEFITS 4045EX TREASURER OPER EXP 6045SS TREASURER SPEC SVCS FY2010 ACTUAL 237,365 110,177 1,022 28,598 4,678 92,890 FY2011 BUDGET 242,859 119,398 1,575 36,905 4,605 80,377 MAYOR PROPOSED 247,606 121,367 1,725 41,352 12,808 70,354 FY2012 ADOPTED 256,981 121,367 1,725 41,352 12,808 79,729 VARIANCE TO FY2011 BUDGET 14,122 1,969 150 4,447 8,204 -648
PERSONNEL SUMMARY
Org Code Fill 1.0 1.0 2.0 Vac Job Class Description CITY TREASURER ACCOUNTING CLERK II U FY 2011 CURRENT 74,958 44,440 119,398 FY 2012 ADOPTED 76,927 44,440 121,367 2012 vs 2011 1,969 1,969
01045000 Total

162
TREASURY
SERVICE INDICATORS TREASURER Pension Checks issued Vendor Checks mailed Payroll Checks distributed DEBT ISSUANCES Total bank accounts Checking Savings Investment ZBA R & T accounts TOTAL BANK BALANCES Checking Savings Reich & Tang Investment

ACTUAL 2005-2006 12,168 33,655 218,632 109 45 35 7 2 20 $ 8,693,662 $27,319,032 $18,662,165 $96,035,888 ACTUAL 2006-2007 11,760 34,782 220,692 111 45 37 7 2 20 $ 12,801,307 $ 13,976,949 $ 37,595,982 $ 98,652,466 ACTUAL 2007-2008 N/A N/A 206,905 111 47 35 7 2 20 $ 9,000,000 $ 72,740,814 $ 44,204,461 $ 23,836,223 ACTUAL 2008-2009 11,382 29,495 201,349 112 46 41 9 2 14 $ 13,826,205 $ 40,264,816 $ 19,467,148 $ 24,708,780 ACTUAL 2009-2010 11,111 21,835 190,146 112 46 42 8 2 14 $11,407,073 $ 7,274,420 $19,740,246 $51,151,383 ESTIMATED 2010-2011 10,961 22,925 183,520 111 45 42 8 2 14 12,800,000 10,500,000 $ 20,015,246 $ 60,500,000
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 Bridgeports cash flow and seek new investment opportunities to maximize Return on Investment.

1) Institute new banking features in the Treasurers 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 OnLine 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).

163
TREASURY

VARIANCE TO FY2011 BUDGET 14,122 1,969 0 0 150 0 0 -58 2,344 2,161 29 -67 -60 -84 8,313 0 200 445 -95 -477 331 -304 -675 0
ORG
OBJ Desc
FY2010 ACTUAL 237,365 110,177 79 89 0 855 14 996 8,381 19,208 65 0 0 0 700 0 472 1,313 0 2,128 78,200 111 0 14,579
FY2011 BUDGET 242,859 119,398 0 0 1,575 0 0 1,754 11,492 23,659 122 135 120 168 1,087 0 0 1,555 191 1,227 59,669 608 1,350 18,750
MAYOR PROPOSED 247,606 121,367 0 0 1,725 0 0 1,696 13,836 25,820 150 68 60 84 9,400 0 200 2,000 96 750 60,000 304 675 9,375
FY2012 ADOPTED 256,981 121,367 0 0 1,725 0 0 1,696 13,836 25,820 150 68 60 84 9,400 0 200 2,000 96 750 60,000 304 675 18,750
01045000 TREASURY 51000 FULL TIME EARNED PAY 51106 REGULAR STRAIGHT OVERTIME 51108 REGULAR 1.5 OVERTIME PAY 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 52154 LIFE INSURANCE CIVIL SERVICE 52360 MEDICARE 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53605 MEMBERSHIP/REGISTRATION FEES 53720 TELEPHONE SERVICES 53750 TRAVEL EXPENSES 53905 EMP TUITION AND/OR TRAVEL REIM 54555 COMPUTER SUPPLIES 54560 COMMUNICATION SUPPLIES 54595 MEETING/WORKSHOP/CATERING FOOD 54675 OFFICE SUPPLIES 54705 SUBSCRIPTIONS 55150 OFFICE EQUIPMENT 56105 BANKING SERVICES 56175 OFFICE EQUIPMENT MAINT SRVCS 56180 OTHER SERVICES 56205 PUBLIC SAFETY SERVICES

164
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.
MAYOR
CITY COUNCIL
FINANCE DEPARTMENT
TAX COLLECTOR

165
GENERAL FUND BUDGET TAX COLLECTOR Anne Kelly-Lenz Manager REVENUE SUMMARY
ORG DESC OBJECT DESC FY2010 ACTUAL 269,861,115 860,248 0 1,413 -1,365 260,538,480 0 3,197,517 2,459,053 1,404,428 175,930 123,199 27,327 205,641 7,764 35,907 74,767 13,406 63,852 13,525 71,496 6,915 65,678 0 21,500 0 12,911 0 335,996 145,000 528 FY 2011 CURRENT 274,940,394 860,246 0 1,500 2,500 259,827,624 6,723,003 2,800,000 1,930,965 1,300,000 175,000 163,811 26,387 198,570 8,036 35,907 120,000 13,675 70,670 13,795 71,496 6,140 67,649 20,400 21,500 69,020 0 10,000 400,000 0 2,500 FY 2012 MAYOR PROPOSED 274,628,640 860,246 34,000 1,500 2,500 259,827,624 6,723,003 3,200,000 1,500,000 1,000,000 175,000 137,671 28,991 218,165 11,851 35,907 120,000 13,949 72,983 14,071 71,496 6,140 69,678 20,169 21,500 49,696 0 10,000 400,000 0 2,500 FY2012 ADOPTED 274,994,120 860,246 34,000 1,500 2,500 259,827,624 6,723,003 3,200,000 1,705,480 1,160,000 175,000 137,671 28,991 218,165 11,851 35,907 120,000 13,949 72,983 14,071 71,496 6,140 69,678 20,169 21,500 49,696 0 10,000 400,000 0 2,500 VARIANCE TO FY2011 BUDGET 53,726 0 34,000 0 0 0 0 400,000 -225,485 -140,000 0 -26,140 2,604 19,595 3,815 0 0 274 2,313 276 0 0 2,029 -231 0 -19,324 0 0 0 0 0
BUDGET DETAIL
01040000 TAX COLLECTOR 41305 TAX COLLECTOR: 3030 PARK 41343 ROOM OCCUPANCY TAX 41355 TAX COLLECTOR: ATM FEES 41538 COPIES 41693 CURRENT TAXES: REAL ESTATE 41694 CURRENT TAXES: MOTOR VEHICLES 41697 ARREARS TAXES 41702 PENALTIES: CURRENT TAXES 41703 PENALTIES: ARREARS TAXES 41704 LIEN FEES 44319 LAFAYETTE BLVD LOFTS PILOT 44320 BROAD STREET PILOT 44321 CITY TRUST PILOT 44322 EAST MAIN STREET PILOT 44323 ARCADE PILOT 44324 CAPTAIN COVE PILOT 44325 CASA PILOT 44340 ARTSPACE READS BUILDING PILOT 44346 UNITED CEREBRAL PALSY PILOT 44347 144 GOLDEN HILL STREET PILOT 44348 GOODWILL-HELMS HOUSING PILOT 44349 PARK CITY RCH PILOT 44358 JEFFERSON SCHOOL PILOT 44373 WASHINGTON PARK PILOT 44392 881 LAFAYETTE BLVD PILOT 44393 PREMIUM ON LIEN SALE 44689 MISCELLANEOUS PILOTS 44698 TELECOMM. ACCESS INE TAXES 45205 C.R.R.A PILOT PAYMENT 47278 BHA RENTAL PROPERTY PILOT PMT
ORG Desc APPR Desc 01040000 TAX COLLECTOR 1040PS TAX COLLECTOR PERSONAL SVCS 2040TPS TAX COLLECTOR OTHER PERS SVCS 3040FB TAX COLLECTOR FRINGE BENEFIT 4040EX TAX COLLECTOR OPER EXP 6040SS TAX COLLECTOR SPEC SVCS FY2010 ACTUAL 1,320,351 723,980 41,590 233,123 38,476 283,182 FY2011 BUDGET 1,438,953 805,325 39,650 266,156 46,520 281,302 MAYOR PROPOSED 1,479,688 813,554 42,650 302,948 30,298 290,238 FY2012 ADOPTED 1,479,688 813,554 42,650 302,948 30,298 290,238 VARIANCE TO FY2011 BUDGET 40,735 8,229 3,000 36,792 -16,222 8,936

166
TAX COLLECTOR PERSONNEL SUMMARY

Org Code Fill 3.0 2.0 1.0 1.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 16.0 Vac
Job Class Description TYPIST I (35 HOURS) CASHIER (35 HOURS) ASSISTANT TO TAX COLLECTOR CASHIER (35 HOURS) SPANISH SPEAKING CASHIER (35 H ACCOUNTING CLERK I (35 HOURS) ACCOUNTING CLERK II ACCOUNTANT COLLECTION AIDE TAX COLLECTOR TYPIST I (35 HOURS) COLLECTION AIDE ARREAR COLLECTION AGENT
FY 2011 CURRENT 108,582 77,448 68,601 69,700 77,448 38,724 39,046 71,779 40,610 95,197 36,194 40,610 41,386 805,325
FY 2012 ADOPTED 108,582 77,448 70,403 69,700 77,448 38,724 39,046 73,665 40,610 99,738 36,194 40,610 41,386 813,554
2012 vs 2011
1,802
1,886 4,541
01040000 Total
2.0
8,229
SERVICE INDICATORS TAX COLLECTOR Total Taxes Collectible Total Taxes Collected Taxes: current A/R Taxes: arrears A/R Interest: current (1) Interest: arrears (1) Bulk Assignment: taxes current Bulk Assignment: taxes arrears Bulk Assignment: interest current Bulk Assignment: interest arrears CURRENT YEAR COLLECTED Percent collected (current year) Permits - approvals INFORMATION REQUESTS Telephone Mail/fax - Sent (2) Walk-in Request (3) Mortgage company tapes Tax bills Transfers to suspense Liens filed (4) Delinquent demands and warrants (4)
ACTUAL 2005-2006 $ 210,738,976 $ 203,245,668 $ 7,716,799 $ 36,158,220 N/A N/A $ 2,821,777 $ 409,976 $ 292,000 $ 125,883 96.44% 5,928 N/A 5,200 N/A 11 225,154 704,274 4,500 35,000
ACTUAL 2006-2007 $ 228,247,472 $ 215,271,182 $ 10,214,685 $ 35,092,192 Note Note $ 5,887,091 $ 78,834 $ 669,620 $ 28,377 96.20% 4,650 98,562 7,951 38,962 11 183,185 1,653,753 3,751 33,931
ACTUAL 2007-2008 $ 222,282,166 $ 215,712,695 $ 6,569,471 $ 29,334,465 $ 2,193,505 $ 3,209,986 $ 4,539,762 $ 610,372 $ 496,944 $ 227,193 97.04% 2,478 65,271 7,537 31,462 11 185,297 60,215 1,688 68,490
ACTUAL 2008-2009 $ 239,233,754 $ 230,499,269 $ 8,734,485 $ 24,475,667 $ 2,356,592 $ 1,414,126 $ 7,890,230 N/A $ 791,534 N/A 97.22% 2,661 56,253 5,231 25,365 10 171,635 23,873 3,120 38,610
ACTUAL 2009-2010 $ 300,043,991 $ 262,654,440 $ 7,648,520 $ 29,733,995 $ 2,459,053 $ 1,415,387 $ 9,467,749 N/A $ 1,033,364 N/A 97.14% 2,341 8,597 2,487 18,524 10 209,736 3,891,044 2,681 27,458
ESTIMATED 2010-2011 $ 310,031,825 $ 262,654,440 $ 7,648,520 $ 29,733,995 $ 2,459,053 $ 1,415,387 $ 9,467,749 N/A $ 1,033,364 N/A 97.00% 2,341 8,597 2,487 18,524 10 209,736 1,500,000 2,681 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.

167
TAX COLLECTOR

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

168
TAX COLLECTOR

VARIANCE TO FY2011 BUDGET 40,735 8,229 0 0 0 0 3,000 0 -376 0 14,344 22,824 0 7 0 -3,063 -300 -52 -137 -11,426 -1,251 0 -260 0 0 15 20,000 0 -16 -15 -10,788
ORG
OBJ Desc
FY2010 ACTUAL 1,320,351 723,980 13,955 11,063 13,654 0 0 2,918 4,855 0 58,596 169,672 9,020 296 1,783 4,598 0 0 1,977 18,536 279 1,987 0 110 15,907 49,904 138,392 17,704 176 360 60,629
FY2011 BUDGET 1,438,953 805,325 0 10,000 17,000 500 12,150 0 10,183 1,921 73,953 180,099 9,020 375 1,432 6,263 600 52 1,124 22,852 2,502 2,300 521 388 19,000 50,985 109,212 25,000 33 375 75,788
MAYOR PROPOSED 1,479,688 813,554 0 10,000 17,000 500 15,150 0 9,807 1,921 88,297 202,923 9,020 382 1,432 3,200 300 0 987 11,426 1,251 2,300 261 388 19,000 51,000 129,212 25,000 17 360 65,000
FY2012 ADOPTED 1,479,688 813,554 0 10,000 17,000 500 15,150 0 9,807 1,921 88,297 202,923 9,020 382 1,432 3,200 300 0 987 11,426 1,251 2,300 261 388 19,000 51,000 129,212 25,000 17 360 65,000
01040000 TAX COLLECTOR 51000 FULL TIME EARNED PAY 51099 CONTRACTED SALARIES 51106 REGULAR STRAIGHT OVERTIME 51108 REGULAR 1.5 OVERTIME PAY 51116 HOLIDAY 2X OVERTIME PAY 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 52360 MEDICARE 52385 SOCIAL SECURITY 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53430 OTHER INSURANCE 53605 MEMBERSHIP/REGISTRATION FEES 53610 TRAINING SERVICES 53705 ADVERTISING SERVICES 53710 OTHER COMMUNICATION SERVICES 53750 TRAVEL EXPENSES 53905 EMP TUITION AND/OR TRAVEL REIM 54675 OFFICE SUPPLIES 55145 EQUIPMENT RENTAL/LEASE 55155 OFFICE EQUIPMENT RENTAL/LEAS 56040 BOOKBINDING SERVICES 56045 BUILDING MAINTENANCE SERVICE 56105 BANKING SERVICES 56110 FINANCIAL SERVICES 56130 LEGAL SERVICES 56175 OFFICE EQUIPMENT MAINT SRVCS 56180 OTHER SERVICES 56225 SECURITY SERVICES 59015 PRINTING SERVICES

169
GENERAL FUND BUDGET

170
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, 1,245 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.
MAYOR
CITY COUNCIL
FINANCE DEPARTMENT
TAX ASSESSOR

171
GENERAL FUND BUDGET TAX ASSESSOR Elaine Carvalho Manager BUDGET DETAIL
REVENUE SUMMARY
ORG DESC OBJECT DESC FY2010 ACTUAL FY 2011 CURRENT FY 2012 MAYOR PROPOSED FY2012 ADOPTED VARIANCE TO FY2011 BUDGET
01041000 TAX ASSESSOR 41538 COPIES 44357 MUNI VIDEO COMPETITION TST REV 44680 ELDERLY/DISABLEDFREEZETAXREIMB 44681 DCA TAX ABATEMENT 44682 ELDERLYEXEMPTION-OWNERSPROGRAM 44683 ELDERLYEXEMPTION-TOTALLYDISABL 44684 ELDERLYEXEMPTION-ADDITIONALVET 44686 TAX EXEMPT HOSPITALS 44687 STATE-OWNED PROPERTY PILOT 44690 DISTRESSEDMUNICIPALITYTAXEXEMP 44691 MANUFACTURINGMACHINERY&EQUIPME 44692 MASHANTUCKET PEQUOT/MOHEGAN FD
20,780,216 6,372 55,275 24,000 136,158 697,376 17,365 39,022 9,917,387 2,455,099 339,437 1,001,882 6,090,842
19,590,209 9,000 8,000 19,000 0 650,000 10,000 40,000 8,909,623 2,901,662 325,000 608,000 6,109,924
19,235,731 9,000 8,000 18,000 0 650,000 15,000 36,000 8,545,284 2,940,776 325,000 608,000 6,080,671
19,235,731 9,000 8,000 18,000 0 650,000 15,000 36,000 8,545,284 2,940,776 325,000 608,000 6,080,671
-354,478 0 0 -1,000 0 0 5,000 -4,000 -364,339 39,114 0 0 -29,253
ORG Desc APPR Desc 01041000 TAX ASESSOR 1041PS TAX ASSESSOR PERSONAL SVCS 2041TPS TAX ASSESSOR OTHER PERS SVCS 3041FB TAX ASSESSOR FRINGE BENEFITS 4041EX TAX ASSESSOR OPER EXP 6041SS TAX ASSESSOR SPEC SVCS FY2010 ACTUAL 795,175 528,176 15,653 142,337 23,768 85,241 FY2011 BUDGET 1,189,137 665,616 85,025 184,087 65,414 188,995 MAYOR PROPOSED 1,070,576 683,012 58,700 174,532 32,709 121,623 FY2012 ADOPTED 1,142,925 683,012 58,700 174,532 34,709 191,972 VARIANCE TO FY2011 BUDGET -46,212 17,396 -26,325 -9,555 -30,705 2,977
PERSONNEL SUMMARY
Org Code Fill 1.0 Vac Job Class Description TAX ASSESSOR DEPUTY TAX ASSESSOR TAX ASSESSMENT PROFESSIONAL TAX ASSESSMENT CLERK (35 HOURS PROPERTY APPRAISER I (35 HOURS TAX ASSESSMENT CLERK (35 HOURS PROPERTY APPRAISER I (35 HOURS TAX ASSESSMENT CLERK (35 HOURS 4.0 U FY 2011 CURRENT 96,589 85,367 49,173 83,764 92,932 41,882 90,263 125,646 665,617 FY 2012 ADOPTED 108,233 88,816 60,453 83,764 92,932 41,882 86,937 119,995 683,012 2012 vs 2011 11,644 3,449 11,280
01041000 Total
2.0 2.0 1.0 1.0 2.0 9.0
-3,326 -5,651 17,395

172
TAX ASSESSOR
SERVICE INDICATORS TAX ASSESSOR Real estate parcels Income and expense analysis Real estate adjustments value adds Real estate adjustments value deletes Real estate adjustments changes Deed transfers Fire and demolition activity reviews Tax map changes New Building permits reviewed Active Building permits (open) Exempt applications Exemption prorates Certificates of occupancy/prorates Personal Property Accounts Pers. Prop. Accts. Audit Pers. Prop. Accts. Adds (Net Change) Pers. Prop. Accts. Value Changes Motor Vehicles Motor vehicles add-ons - By Referrals Motor vehicles add-ons - By Discovery Motor vehicles deletes Motor vehicles changes Pro-rates Elderly tax relief # of annual apps Economic development programs Veteran exemptions, SS, & Blind Information requests Telephone Mail/fax/Email Walk-in Requests for Information Revaluation Activity: GRAND LIST Assessor's Grand List Exempt property activity Exemptions (personal) activity Board of Assessment Appeal changes Increases in Grand List Final net taxable Grand List

ACTUAL 2005 34,397 2,833 2,588 2,117 4,705 5,928 98 92 668 2,372 426 9 166 3,341 60 43 3,340 94,886 565 235 6,250 10,937 1,348 51 7,552 124,410 5,200 36,076 ACTUAL 2006 34,489 2,951 2,612 1,387 3,999 5,700 134 118 636 2,563 80 6 135 4,028 95 687 3,989 92,789 232 1,275 4,235 8,487 1,350 61 7,461 136,851 4,100 34,234 ACTUAL 2007-2008 34,658 2,697 2,628 1,402 3,825 3,600 147 87 465 2,478 62 16 208 5,280 60 640 5,280 73,837 289 1,350 4,150 8,120 1,186 53 7,345 137,690 4,500 34,658 ACTUAL 2008-2009 34,737 2701 2,050 1,440 3,650 3,250 175 85 398 2,020 65 27 158 5,281 150 642 5,281 72,659 280 890 3,125 7,690 1,225 59 7,020 138,450 5,100 33,790 ACTUAL 2009-2010 34,692 3,250 1,448 1,685 3,133 3,110 179 49 555 1,975 78 32 401 4,686 120 375 4,686 72,082 270 500 3,050 7,800 1,312 62 6,985 130,800 5,250 33,250 ESTIMATED 2010-2011 34,700 3,275 1,500 1,500 3,050 3,200 180 60 500 2,000 90 40 250 4,750 150 450 3,500 73,500 250 1,000 3,000 8,500 1,300 65 7,200 130,500 5,200 33,000
Please note: Changes in the Grand List, in light of the current conditions in the housing market and economy, are hard to predict.
$5.4 Billion $5.5 Billion $5.6 Billion $6.99 Billion 7.19 Billion $2.4 Billion $2.4 Billion $2.5 Billion $3. Billion 2.95 Billion $75.1 Million $86.3 Million $87. Million $100. Million $165.7 Million ($14.1 Million) ($7.1 Million) ($14. Million) ($14. Million) ($14.Million) $63.4 Million $80.4 Million $230. Million $112.2 Million $87.5 Million $5.3 Billion $5.4 Billion $5.6 Billion $6.9 Billion $6.9 Billion
7.20 Billion $2.95 Billion $165.7 Million ($14.Million) $90.0 Million $6.9 Billion
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 Bridgeports tax roll, with the assistance of the City of Bridgeports 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.

173
TAX ASSESSOR
3) Frequently update information on the Citys 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 Collectors 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.

174
TAX ASSESSOR

FY2010 ACTUAL 795,175 527,532 644 0 0 0 4,451 11,201 3,610 0 41,853 96,874 665 505 369 0 357 2,313 300 0 4,837 2,300 0 8,514 0 0 0 3,608 105 12,070 30,200 0 0 42,866 FY2011 BUDGET 1,189,137 665,616 0 0 0 8,775 0 76,250 9,147 8,342 64,068 102,530 3,769 6,786 1,818 1,388 2,252 2,160 767 203 7,449 3,229 50 15,307 3,412 6,975 2,700 7,150 11,212 13,238 31,750 746 1,350 130,699 MAYOR PROPOSED 1,070,576 683,012 0 10,000 0 10,575 0 38,125 9,199 8,503 77,866 78,964 1,884 3,393 909 694 1,126 1,080 384 101 3,725 1,615 25 7,654 1,706 3,488 1,350 3,575 5,606 6,619 43,000 373 675 65,350 FY2012 ADOPTED 1,142,925 683,012 0 10,000 0 10,575 0 38,125 9,199 8,503 77,866 78,964 1,884 3,393 909 694 1,126 1,080 384 101 3,725 1,615 25 9,654 1,706 3,488 1,350 3,575 10,606 6,619 43,000 373 675 130,699 VARIANCE TO FY2011 BUDGET -46,212 17,396 0 10,000 0 1,800 0 -38,125 52 161 13,798 -23,566 -1,885 -3,393 -909 -694 -1,126 -1,080 -383 -102 -3,724 -1,614 -25 -5,653 -1,706 -3,487 -1,350 -3,575 -606 -6,619 11,250 -373 -675 0
ORG
OBJ Desc
01041000 TAX ASESSOR 51000 FULL TIME EARNED PAY 51036 FT GRIEVANCE/ARB AWARD PAY 51106 REGULAR STRAIGHT OVERTIME 51108 REGULAR 1.5 OVERTIME PAY 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 51403 ASSESSMENT APPEALS STIPENDS 52360 MEDICARE 52385 SOCIAL SECURITY 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53605 MEMBERSHIP/REGISTRATION FEES 53610 TRAINING SERVICES 53705 ADVERTISING SERVICES 53720 TELEPHONE SERVICES 53905 EMP TUITION AND/OR TRAVEL REIM 54555 COMPUTER SUPPLIES 54595 MEETING/WORKSHOP/CATERING FOOD 54640 HARDWARE/TOOLS 54675 OFFICE SUPPLIES 54705 SUBSCRIPTIONS 54720 PAPER AND PLASTIC SUPPLIES 54725 POSTAGE 55055 COMPUTER EQUIPMENT 55145 EQUIPMENT RENTAL/LEASE 55150 OFFICE EQUIPMENT 55155 OFFICE EQUIPMENT RENTAL/LEAS 56040 BOOKBINDING SERVICES 56055 COMPUTER SERVICES 56095 APPRAISAL SERVICES 56100 AUDITING SERVICES 56175 OFFICE EQUIPMENT MAINT SRVCS 56180 OTHER SERVICES

175
GENERAL FUND BUDGET

176
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.
REGISTRAR OF VOTERS
MAYOR
CITY COUNCIL

177
GENERAL FUND BUDGET REGISTRAR OF VOTERS BUDGET DETAIL
Sandra Ayala / Joseph Borges Registrars
REVENUE SUMMARY
ORG DESC OBJECT DESC FY2010 ACTUAL 150 150 0 FY 2011 CURRENT 500 0 500 FY 2012 MAYOR PROPOSED 0 0 0 FY2012 ADOPTED 0 0 0 VARIANCE TO FY2011 BUDGET -500 0 -500
01050000 REGISTRAR OF VOTERS 41260 DISKETTE FEES 41538 COPIES
ORG Desc APPR Desc 01050000 REGISTRAR OF VOTERS 1050PS REG OF VOTERS PERSONAL SVCS 2050TPS REG OF VOTERS OTHER PERS SVCS 3050FB REG OF VOTERS FRINGE BENEFIT 4050EX REG OF VOTERS OPER EXP 6050SS REG OF VOTERS SPEC SVCS FY2010 ACTUAL 443,377 348,493 9,364 54,828 24,394 6,298 FY2011 BUDGET 551,466 385,112 27,325 79,498 50,076 9,455 MAYOR PROPOSED 587,326 399,527 37,475 87,397 47,793 15,134 FY2012 ADOPTED 666,708 399,527 37,475 88,276 54,490 86,940 VARIANCE TO FY2011 BUDGET 115,241 14,415 10,150 8,778 4,413 77,485
PERSONNEL SUMMARY
Org Code Fill 1.0 2.0 2.0 01050000 Total 5.0 Vac Job Class Description SECRETARIAL ASSISTANT REGISTRAR OF VOTERS DEPUTY REGISTRAR OF VOTERS SEASONAL EMPLOYEES UNDER GRANT FY 2011 CURRENT 38,887 132,548 100,023 113,655 385,113 FY 2012 ADOPTED 38,887 136,030 102,650 121,960 399,527 2012 vs 2011
3,482 2,627 8,305 14,414

178
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 Clerks 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 lockdown 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 lockdown 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 Moderators Return with the Secretary of the State.

179
GENERAL FUND BUDGET REGISTRAR OF VOTERS APPROPRIATION SUPPLEMENT

FY2010 ACTUAL 443,377 280,948 67,545 904 6,618 0 1,842 0 2,024 1,177 19,778 31,849 1,692 100 382 436 127 4,429 0 15,348 1,880 420 1,364 4,514 FY2011 BUDGET 551,466 271,457 113,655 10,000 15,000 2,325 0 1,759 5,617 6,622 26,009 39,491 1,800 345 586 525 4,043 4,782 245 35,755 1,995 2,007 1,672 5,776 MAYOR PROPOSED 587,326 277,567 121,960 10,000 25,000 2,475 0 880 3,841 6,622 31,643 44,411 750 173 800 263 3,000 2,391 123 37,614 2,679 2,007 836 12,291 FY2012 ADOPTED 666,708 277,567 121,960 10,000 25,000 2,475 0 1,759 3,841 6,622 31,643 44,411 1,500 345 800 525 6,000 4,782 245 37,614 2,679 2,007 1,672 83,261 VARIANCE TO FY2011 BUDGET 115,241 6,110 8,305 0 10,000 150 0 0 -1,776 0 5,634 4,920 -300 0 214 0 1,957 0 0 1,859 684 0 0 77,485
ORG
OBJ Desc
01050000 REGISTRAR OF VOTERS 51000 FULL TIME EARNED PAY 51100 PT TEMP/SEASONAL EARNED PA 51106 REGULAR STRAIGHT OVERTIME 51108 REGULAR 1.5 OVERTIME PAY 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 51804 CITY-OWNED VEHICLE BENEFIT 52360 MEDICARE 52385 SOCIAL SECURITY 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53050 PROPERTY RENTAL/LEASE 53605 MEMBERSHIP/REGISTRATION FEES 53705 ADVERTISING SERVICES 53750 TRAVEL EXPENSES 53905 EMP TUITION AND/OR TRAVEL REIM 54675 OFFICE SUPPLIES 54705 SUBSCRIPTIONS 55090 ELECTION EQUIPMENT 55155 OFFICE EQUIPMENT RENTAL/LEAS 56170 OTHER MAINTENANCE & REPAIR S 56175 OFFICE EQUIPMENT MAINT SRVCS 56180 OTHER SERVICES

180
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 Connecticuts 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.
CITY CLERK
MAYOR
CITY COUNCIL

181
GENERAL FUND BUDGET CITY CLERK Fleeta Hudson City Clerk BUDGET DETAIL
ORG Desc APPR Desc 01055000 CITY CLERK 1055PS CITY CLERK PERSONAL SVCS 2055TPS CITY CLERK OTHER PERS SVCS 3055FB CITY CLERK FRINGE BENEFITS 4055EX CITY CLERK OPER EXP 6055SS CITY CLERK SPEC SVCS FY2010 ACTUAL 354,628 252,390 2,555 62,058 16,568 21,057 FY2011 BUDGET 399,567 262,919 6,525 73,682 27,010 29,432 MAYOR PROPOSED 336,028 242,226 3,750 53,499 21,660 14,893 FY2012 ADOPTED 300,071 185,172 3,750 53,499 30,785 26,865 VARIANCE TO FY2011 BUDGET -99,497 -77,747 -2,775 -20,183 3,775 -2,567
PERSONNEL SUMMARY
Org Code Fill 1.0 1.0 1.0 1.0 01055000 Total 4.0 Vac Job Class Description CITY CLERK ASSISTANT CITY CLERK TYPIST I (35 HOURS) ASSISTANT CITY CLERK TYPIST III (35 HRS) ASSISTANT SPECIAL PROJECT MANA FY 2011 CURRENT 32,117 72,219 36,194 41,882 47,859 32,648 262,919 FY 2012 ADOPTED 32,961 68,158 36,194 47,859 185,172 -32,648 -77,747 2012 vs 2011 844 -4,061 -41,882

182
CITY CLERK
ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED SERVICE INDICATORS 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010-2011 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 Clerks 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.

183
CITY CLERK
ORG OBJ Desc

FY2010 ACTUAL 354,628 252,390 1,225 1,330 1,535 19,644 40,880 0 40 4,692 1,016 1,056 2,542 0 0 2,308 0 4,914 0 1,007 368 1,194 18,488 FY2011 BUDGET 399,567 262,919 6,525 0 2,829 25,597 45,256 0 587 8,815 3,629 0 3,774 47 17 1,914 2,360 5,868 0 4,846 442 2,000 22,144 MAYOR PROPOSED 336,028 242,226 3,750 0 4,532 21,110 27,857 0 275 4,500 2,250 0 2,100 24 17 2,200 2,360 2,934 5,000 2,500 221 1,100 11,072 FY2012 ADOPTED 300,071 185,172 3,750 0 4,532 21,110 27,857 0 550 9,000 4,500 0 4,200 24 17 2,200 2,360 2,934 5,000 2,500 221 2,000 22,144 VARIANCE TO FY2011 BUDGET -99,497 -77,747 -2,775 0 1,703 -4,487 -17,399 0 -37 185 871 0 426 -23 0 287 0 -2,934 5,000 -2,346 -221 0 0
01055000 CITY CLERK 51000 FULL TIME EARNED PAY 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 52360 MEDICARE 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 52920 HEALTH BENEFITS BUYOUT 53605 MEMBERSHIP/REGISTRATION FEES 53705 ADVERTISING SERVICES 53750 TRAVEL EXPENSES 53905 EMP TUITION AND/OR TRAVEL REIM 54675 OFFICE SUPPLIES 54700 PUBLICATIONS 54720 PAPER AND PLASTIC SUPPLIES 55055 COMPUTER EQUIPMENT 55150 OFFICE EQUIPMENT 55155 OFFICE EQUIPMENT RENTAL/LEAS 55530 OFFICE FURNITURE 56055 COMPUTER SERVICES 56085 FOOD SERVICES 56175 OFFICE EQUIPMENT MAINT SRVCS 56180 OTHER SERVICES

184
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.
MAYOR
CITY COUNCIL
CITY ATTORNEY

185
GENERAL FUND BUDGET CITY ATTORNEY Mark Anastasi Manager BUDGET DETAIL
REVENUE SUMMARY
ORG DESC OBJECT DESC FY2010 ACTUAL 0 0 FY 2011 CURRENT 15,000 15,000 FY 2012 MAYOR PROPOSED 15,000 15,000 FY2012 ADOPTED 15,000 15,000 VARIANCE TO FY2011 BUDGET 0 0
01060000 CITY ATTORNEY 41543 FORECLOSURE COST RECOVERY
ORG Desc APPR Desc 01060000 CITY ATTORNEY 1060PS CITY ATTORNEY PERONAL SVCS 2060TPS CITY ATTORNEY OTHER PERS SVCS 3060FB CITY ATTORNEY FRINGE BENEFIT 4060EX CITY ATTORNEY OPER EXP 6060SS CITY ATTORNEY SPEC SVCS FY2010 ACTUAL 3,312,336 1,452,148 46,802 334,757 1,040,000 438,629 FY2011 BUDGET 3,738,545 1,603,151 21,225 395,606 1,208,605 509,958 MAYOR PROPOSED 4,029,891 1,773,641 25,500 455,187 1,265,605 509,958 FY2012 ADOPTED 4,029,891 1,773,641 25,500 455,187 1,265,605 509,958 VARIANCE TO FY2011 BUDGET 291,346 170,490 4,275 59,581 57,000 0
PERSONNEL SUMMARY
Org Code Fill 1.0 3.0 1.0 2.0 2.0 2.0 8.0 19.0 Vac Job Class Description LEGAL RECEPTIONIST COLLECTION AIDE (35 HRS) DEPUTY CITY ATTORNEY ASSISTANT CITY ATTORNEY LEGAL SECRETARY (35 HOURS) PARALEGAL ASSOCIATE CITY ATTORNEY 2.0 FY 2011 CURRENT 35,309 117,102 95,197 100,588 128,424 110,422 1,016,113 1,603,154 FY 2012 ADOPTED 35,309 117,102 97,698 103,230 128,424 84,062 1,039,818 1,605,643 2012 vs 2011
2,501 2,642 -26,360 23,706 2,489
01060000 Total

186
CITY ATTORNEY

ACTUAL ACTUAL 2005-2006 2006-2007 376 89 $639,392 28 142 960 50 266 106 456 2,336 $ 1,576,878 935 $ 1,428,580 36 $323,436 0 18 $401,330 283 75 $723,996 15 248 1200 *40 242 85 428 2,282 1,391,957 593 1,169,255 143 402,376 5 3,913 1 $31,900 ACTUAL 2007-2008 * 275 $85 $ 2,118,578 25 250 600 60 225 75 450 2,342 1,550,630 706 703,295 275 713,797 2 6,624 0 0 ACTUAL 2008-2009 * 300 85 $1,016,171 30 225 400 70 200 75 475 1,858 1,505,206 1,114 1,599,929 259 1,747,320 1 3,529 0 0 ACTUAL ESTIMATED 2009-2010 2010-2011 ** ** 323 350 N/A N/A $ 984,799 35(A) 35(A) N/A N/A N/A N/A 108 125 350 (A) 375 75 85 525 500 2,523 2,218,916 767 1,800,912 449 1,504,597 1 872 0 0 2,600 $2,300,000 800 1,900,000 500 1,600,000 0 0 0 0
* Estimates only due to layoff of Legal Administrative support. ** Estimates only until Abacus system calculates.
SERVICE INDICATORS CITY ATTORNEY Defense Claims/Litigation (Opened) Claims/Suits Settlement/Judgment (PAID) Amount Paid OCA Collections -GEN 8.76 Anti-blight -Collection 8.60 Unlawful Dumping - Collection FOI Requests/Complaints Business Development (inc/ Contract Draft/Review) Ordinance Draft/Review Public Meetings Attended WPCA COLLECTION Legal Demand (2/3 of TOT) Amount Collected Civil Suits Amount Collected Foreclosures (Outside Legal Service Employed) Amount Collected Bank /Wage Executions Amount Collected Receivership Amount Collected
FY 2011-2012 GOALS
1) Continue to improve collection rate for arrears real property taxes through expanded execution of tax warrants. 2) Continue to dispose (via strict foreclosure) of newly acquired city inventory of vacant and unwanted municipally owned real property through auction sales. 3) Continue to increase number of condemnation, anti-blight and unlawful deposit hearings to support the on-going Clean City campaign. 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. 5) Together with the City Councils Special Rules Committee draft and obtain adoption of revised Rules of the City Council to facilitate efficient Council proceedings. 6) Modify the Citys 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.

7) Continue to improve collection rate for arrears real property taxes through expanded execution of tax warrants. 6 MONTH STATUS: In process. 8) 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: On target to completion. 9) Continue to increase number of condemnation, anti-blight and unlawful deposit hearings to support the on-going Clean City campaign. 6 MONTH STATUS: Proceeding on schedule. 10) 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.

187
GENERAL FUND BUDGET

CITY ATTORNEY PROGRAM HIGHLIGHTS/ APPROPRIATION SUPPLEMENT
6 MONTH STATUS: Some progress to date. 11) Together with the City Councils Special Rules Committee draft and obtain adoption of revised Rules of the City Council to facilitate efficient Council proceedings. 6 MONTH STATUS: Modest progress to date. 12) Modify the Citys 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: Limited progress to date. 13) 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: Successful. 14) 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: In progress. 15) 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: Some progress to date.
ORG OBJ Desc FY2010 ACTUAL 3,312,336 1,452,148 0 5,135 18,196 0 23,471 14 10,474 731 116,087 207,452 140,255 844,545 4,860 0 0 4,206 18,705 12,918 3,292 11,220 0 433,815 2,815 1,998 FY2011 BUDGET 3,738,545 1,435,151 168,000 5,000 7,000 9,225 0 0 21,743 9,205 153,178 211,480 138,459 1,000,000 8,143 2,574 3,375 6,010 16,970 13,394 10,605 9,076 3,563 496,000 4,595 5,800 MAYOR PROPOSED 4,029,891 1,605,641 168,000 5,000 7,000 13,500 0 0 20,939 7,254 183,043 243,951 188,459 1,000,000 6,643 5,074 3,375 8,010 16,970 13,394 10,605 13,076 3,563 495,500 4,595 6,300 FY2012 ADOPTED 4,029,891 1,605,641 168,000 5,000 7,000 13,500 0 0 20,939 7,254 183,043 243,951 188,459 1,000,000 6,643 5,074 3,375 8,010 16,970 13,394 10,605 13,076 3,563 495,500 4,595 6,300 VARIANCE TO FY2011 BUDGET 291,346 170,490 0 0 0 4,275 0 0 -804 -1,951 29,865 32,471 50,000 0 -1,500 2,500 0 2,000 0 0 0 4,000 0 -500 0 500
01060000 CITY ATTORNEY 51000 FULL TIME EARNED PAY 51099 CONTRACTED SALARIES 51106 REGULAR STRAIGHT OVERTIME 51108 REGULAR 1.5 OVERTIME PAY 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 52154 LIFE INSURANCE CIVIL SERVICE 52360 MEDICARE 52385 SOCIAL SECURITY 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53005 PERSONAL PROPERTY CLAIMS AWARD 53010 PERSONAL PROPERTY CLAIMS ATTY 53605 MEMBERSHIP/REGISTRATION FEES 53610 TRAINING SERVICES 53705 ADVERTISING SERVICES 53905 EMP TUITION AND/OR TRAVEL REIM 54675 OFFICE SUPPLIES 54700 PUBLICATIONS 54705 SUBSCRIPTIONS 55155 OFFICE EQUIPMENT RENTAL/LEAS 56095 APPRAISAL SERVICES 56130 LEGAL SERVICES 56175 OFFICE EQUIPMENT MAINT SRVCS 56180 OTHER SERVICES

188
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 Citys 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 Citys past and present operations.
MAYOR
CITY COUNCIL
CAO
CHIEF FINANCIAL OFFICER
ARCHIVES

189
GENERAL FUND BUDGET ARCHIVES & RECORDS Patty Ulatowski Acting Manager BUDGET DETAIL
REVENUE SUMMARY
Not Applicable
ORG Desc APPR Desc 01065000 ARCHIVES 1065PS ARCHIVES PERSONAL SVCS 2065TPS ARCHIVES OTHER PERS SVCS 3065FB ARCHIVES FRINGE BENEFITS 4065EX ARCHIVES OPER EXP 6065SS ARCHIVES SPEC SVCS FY2010 ACTUAL 70,760 43,516 0 16,924 6,285 4,034 FY2011 BUDGET 71,154 42,307 0 17,930 4,117 6,800 MAYOR PROPOSED 75,312 49,621 0 20,060 2,231 3,400 FY2012 ADOPTED 78,712 49,621 0 20,060 2,231 6,800 VARIANCE TO FY2011 BUDGET 7,558 7,314 0 2,130 -1,886 0
PERSONNEL SUMMARY
Org Code Fill 0.5 0.5 Vac Job Class Description RECORDS MANAGER FY 2011 CURRENT 42,307 42,307 FY 2012 ADOPTED 49,621 49,621 2012 vs 2011 7,314 7,314
01065000 Total

190
ARCHIVES
ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED SERVICE INDICATORS 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010-2011 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.

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. 2) Try to do more with less and encourage others to do the same. 6 MONTH STATUS: This departments 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.

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 Citys 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 citys 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.

191
ARCHIVES

FY2010 ACTUAL 70,760 43,516 0 319 4,127 12,477 0 0 0 0 1,889 0 0 4,396 1,500 536 1,998 FY2011 BUDGET 71,154 42,307 0 613 4,019 13,298 263 2,700 0 0 1,154 0 0 0 1,500 2,362 2,938 MAYOR PROPOSED 75,312 49,621 0 657 5,657 13,746 0 1,350 0 304 577 0 0 0 750 1,181 1,469 FY2012 ADOPTED 78,712 49,621 0 657 5,657 13,746 0 1,350 0 304 577 0 0 0 1,500 2,362 2,938 VARIANCE TO FY2011 BUDGET 7,558 7,314 0 44 1,638 448 -263 -1,350 0 304 -577 0 0 0 0 0 1
ORG
OBJ Desc
01065000 ARCHIVES 51000 FULL TIME EARNED PAY 51106 REGULAR STRAIGHT OVERTIME 52360 MEDICARE 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53610 TRAINING SERVICES 53710 OTHER COMMUNICATION SERVICES 53905 EMP TUITION AND/OR TRAVEL REIM 54660 LIBRARY SUPPLIES 54675 OFFICE SUPPLIES 54700 PUBLICATIONS 54705 SUBSCRIPTIONS 55150 OFFICE EQUIPMENT 56055 COMPUTER SERVICES 56175 OFFICE EQUIPMENT MAINT SRVCS 56210 RECYCLING SERVICES

192
CIVIL SERVICE
MISSION STATEMENT
To serve as the central personnel office for the City of Bridgeport as prescribed by the City Charter.
CIVIL SERVICE COMMISSION
MAYOR
CITY COUNCIL

193
GENERAL FUND BUDGET CIVIL SERVICE David Dunn Manager BUDGET DETAIL
REVENUE SUMMARY
ORG DESC OBJECT DESC FY2010 ACTUAL 9 9 0 0 FY 2011 CURRENT 88,500 1,000 17,500 70,000 FY 2012 MAYOR PROPOSED 88,500 1,000 17,500 70,000 FY2012 ADOPTED 88,500 1,000 17,500 70,000 VARIANCE TO FY2011 BUDGET 0 0 0 0
01070000 CIVIL SERVICE 41538 COPIES 41547 RESIDENTAPPLICATION/ADMINISTRA 41548 NON-RESIDENTAPPLICATION/ADMINI
ORG Desc APPR Desc 01070000 CIVIL SERVICE 1070PS CIVIL SERVICE PERSONAL SVCS 2070TPS CIVIL SERVICE OTHER PERS SVCS 3070FB CIVIL SERVICE FRINGE BENEFIT 4070EX CIVIL SERVICE OPER EXP 6070SS CIVIL SERVICE SPEC SVCS FY2010 ACTUAL 980,150 608,165 23,378 115,834 41,390 191,382 FY2011 BUDGET 1,077,070 543,153 39,525 102,836 179,043 212,513 MAYOR PROPOSED 944,413 568,186 44,825 106,433 89,522 135,447 FY2012 ADOPTED 944,413 568,186 44,825 106,433 89,522 135,447 VARIANCE TO FY2011 BUDGET -132,657 25,033 5,300 3,597 -89,521 -77,066
PERSONNEL SUMMARY
Org Code Fill 1.0 2.0 1.0 1.0 1.0 1.0 1.0 8.0 Vac Job Class Description PERSONNEL DIRECTOR PERSONNEL ASSISTANT II PAYROLL CLERK II RETIREMENT ADMINISTRATOR CLERICAL ASSISTANT PERSONNEL ASSISTANT II ADMINISTRATIVE ASSISTANT CLERICAL ASSISTANT 1.0 FY 2011 CURRENT 115,344 63,191 127,944 44,868 37,740 64,913 66,413 37,740 558,153 FY 2012 ADOPTED 118,373 63,191 127,944 46,393 37,740 64,913 71,892 37,740 568,186 2012 vs 2011 3,029
1,525
5,479 10,033
01070000 Total

194
CIVIL SERVICE 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 offices 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. th Formal swearing in scheduled for February 10 , 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.

195
CIVIL SERVICE
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 Gaudetts promotion is finalized, his promotion will create a domino effect for a Deputy Police Chief exam, a Captains exam, and a Lieutenants 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 Offices 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 nd upon acquisition of 2 scanner/copier.

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 exam 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. 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.

196
CIVIL SERVICE

FY2010 ACTUAL 980,150 518,165 90,000 5,220 11,699 308 0 0 6,151 4,399 3,510 42,182 65,743 4,926 520 24,484 310 368 0 5,216 654 0 3,720 1,194 522 0 46,968 30,288 104,910 3,022 5,391 281 0 FY2011 BUDGET 1,077,070 543,153 0 6,000 5,000 0 3,525 25,000 0 7,191 8,598 46,188 40,859 49,561 550 110,712 921 900 5,063 4,354 530 32 3,720 2,700 5,821 173 0 30,630 155,886 3,232 15,000 960 810 MAYOR PROPOSED 944,413 568,186 0 6,000 5,000 0 3,825 30,000 0 6,326 4,680 48,966 46,461 24,781 275 55,356 461 450 2,531 2,177 265 16 1,860 1,350 3,800 87 0 42,000 77,943 3,232 7,500 480 405 FY2012 ADOPTED 944,413 568,186 0 6,000 5,000 0 3,825 30,000 0 6,326 4,680 48,966 46,461 24,781 275 55,356 461 450 2,531 2,177 265 16 1,860 1,350 3,800 87 0 42,000 77,943 3,232 7,500 480 405 VARIANCE TO FY2011 BUDGET -132,657 25,033 0 0 0 0 300 5,000 0 -865 -3,918 2,778 5,602 -24,780 -275 -55,356 -460 -450 -2,532 -2,177 -265 -16 -1,860 -1,350 -2,021 -86 0 11,370 -77,943 0 -7,500 -480 -405
ORG
OBJ Desc
01070000 CIVIL SERVICE 51000 FULL TIME EARNED PAY 51036 FT GRIEVANCE/ARB AWARD PAY 51106 REGULAR STRAIGHT OVERTIME 51108 REGULAR 1.5 OVERTIME PAY 51116 HOLIDAY 2X OVERTIME PAY 51140 LONGEVITY PAY 51146 PROCTOR PAY 51156 UNUSED VACATION TIME PAYOU 52360 MEDICARE 52385 SOCIAL SECURITY 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53050 PROPERTY RENTAL/LEASE 53605 MEMBERSHIP/REGISTRATION FEES 53705 ADVERTISING SERVICES 53905 EMP TUITION AND/OR TRAVEL REIM 54560 COMMUNICATION SUPPLIES 54640 HARDWARE/TOOLS 54675 OFFICE SUPPLIES 54700 PUBLICATIONS 54725 POSTAGE 55155 OFFICE EQUIPMENT RENTAL/LEAS 55530 OFFICE FURNITURE 56085 FOOD SERVICES 56110 FINANCIAL SERVICES 56130 LEGAL SERVICES 56155 MEDICAL SERVICES 56165 MANAGEMENT SERVICES 56175 OFFICE EQUIPMENT MAINT SRVCS 56180 OTHER SERVICES 59010 MAILING SERVICES 59015 PRINTING SERVICES

197
GENERAL FUND BUDGET

198
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 Citys 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.
MAYOR
CITY COUNCIL
LABOR RELATIONS
GRANTS PERSONNEL/ BENEFITS ADMINISTRATION

199
GENERAL FUND BUDGET GRANTS PERSONNEL/BENEFITS Janet Finch / Richard Weiner Managers
BUDGET DETAIL
REVENUE SUMMARY Not applicable.
ORG Desc APPR Desc 01075000 HEALTH BENEFIT ADMINISTRATION 1075PS BENEFITS PERSONAL SVCS 2075TPS BENEFITS OTHER PERS SVCS 3075FB BENEFITS FRINGE BENEFITS 4075EX BENEFITS OPER EXP 6075SS BENEFITS SPEC SVCS 01080000 EMPLOYEE & ORGNZTNL DVLPMNT 4080EX EOD OPER EXP FY2010 ACTUAL 19,353,634 409,579 11,411 18,802,544 24,114 105,986 0 0 FY2011 BUDGET 19,304,769 639,306 10,425 18,603,331 13,054 38,653 24,520 24,520 MAYOR PROPOSED 18,181,734 661,679 10,950 17,451,432 11,123 46,550 12,113 12,113 FY2012 ADOPTED 18,181,734 661,679 10,950 17,451,432 11,123 46,550 12,113 12,113 VARIANCE TO FY2011 BUDGET -1,123,035 22,373 525 -1,151,899 -1,931 7,897 -12,407 -12,407
PERSONNEL SUMMARY
Org Code Fill 1.0 1.0 1.0 1.0 1.0 1.0 2.0 1.0 1.0 1.0 11.0 Vac Job Class Description BENEFITS MANAGER SENIOR PAYROLL ADMINISTRATOR ADMINISTRATIVE ASSISTANT HUMAN RESOURCE MANAGER EMPLOYEE SERVICES COORDINATOR BENEFITS COORDINATOR CLERK A HUMAN RESOURCES GENERALIST PAYROLL MANAGER PROJECT MANAGER FY 2011 CURRENT 87,225 48,283 39,170 100,778 48,369 51,998 51,213 45,200 83,535 83,535 639,305 FY 2012 ADOPTED 89,516 49,793 40,396 103,426 49,882 53,625 58,650 46,614 84,048 85,729 661,679 2012 vs 2011 2,291 1,510 1,226 2,648 1,513 1,627 7,437 1,414 513 2,194 22,374
01075000 Total

200
GENERAL FUND BUDGET GRANTS PERSONNEL/BENEFITS PROGRAM HIGHLIGHTS

SERVICE INDICATORS BENEFITS OFFICE Number of plans managed Annual Expenditure City and BOE, Active & Retired, Group & WC Annual Expenditure City and BOE, Active & Retired, Group Only Annual Expenditure City and BOE, Active & Retired, WC Only Annual group benefit expenses for City & BOE Employees Only City and BOE Employees under administration Annual benefit cost per active employee Annual group benefit expenses for retired employees Annual benefit cost per Medicare-eligible retired employee Annual benefit cost per non-Medicare retired employee Medicare-Eligible Retirees Non-Medicare Eligible Retirees Medicare-B reimbursements processed Medicare-D subsidies requested Early Retirement Re-insurance Reimbursement (new) Retirement orientations conducted COBRA enrollments administered Insurance invoices prepared- number Insurance invoices prepared - $ volume Wire transfers prepared - number Wire transfers prepared - $ volume ASO reports prepared Worker's Compensation Open Claims: start of year Worker's Compensation Open Claims: end of year WC Indemnity claims active at start of year WC Indemnity claims filed (new) WC Indemnity claims active at year end WC Medical claims active at start of year WC Medical claims filed (new) WC Medical claims active at year end WC Indemnity payments WC Medical payments WC Medical bills reviewed Savings from Medical bill reviews H & H Medical claims active at start of year H&H Medical claims filed (new) H&H Medical claims active at year end H&H Indemnity claims active at start of year H&H Indemnity claims active at year end H&H Indemnity claims filed (new) Heart & Hypertension Payments Safety meetings conducted WC accident investigation conducted Accident prevention training sessions conducted Transitional duty assignments administered ACTUAL 2005-2006 12 $75,489,237 $65,438,759 $10,050,478 $41,544,206 4,584 $9,063 $24,130,200 $3,551 $12,044 2,071 1,393 733 $132,367 ACTUAL 2006-2007 12 $80,536,660 $69,318,675 $11,217,985 $41,776,563 4,536 $9,210 $26,743,768 $3,719 $15,420 2,137 1,219 758 $802,669 ACTUAL 2007-2008 14 ACTUAL ESTIMATED 2008-2009 2009-2010 14 14 ACTUAL 2009-2010 14 $95,236,498 $83,214,369 $12,022,129 $49,102,355 4,183 $11,739 $24,571,204 $9,523,275 $18,134 2,320 1,355 785 $786,237 50 60 209 $6,766,506 228 $87,500,860 60 682 482 360 123 321 322 456 161 $3,314,255 $4,543,187 7,683 $1,554,164 69 2 61 254 246 19 $3,127,297 38 329 12 212 ESTIMATED 2010-2011 14 $95,430,530 $81,976,528 $13,454,002 $49,896,395 4,059 $12,292.78 $21,395,222 $10,563,818 $17,437 2,405 1,227 760 $950,000 $800,000 50 60 209 $8,479,400 248 $86,049,201 66 482 500 321 110 300 161 500 160 $3,464,466 $4,806,917 5,000 $1,175,000 61 0 60 246 246 12 $4,300,000 44 490 15 180
$86,223,264 $86,641,700 $94,167,071 $73,821,688 $75,565,571 $82,146,215

$12,401,576 $44,752,996 4,352 $10,215 $29,451,573 $3,986 $10,582 2,220 1,425 759 $652,502 26 43 150 $5,745,335 194 $78,848,185 60 560 576 396 125 391 164 539 185 $3,356,374 $4,503,524 14,202 $1,686,488 71 2 73 247 266 14 $3,356,374 65 414 3 203 $11,076,129 $12,020,856 $45,466,267 $50,239,650 4,078 4,078 $11,149 $12,320 $30,099,304 $31,906,565 $3,452 $4,184 $15,600 $17,973 2,298 2,298 1,345 1,421 781 784 $1,007,079 $750,000 41 40 63 38 173 173 $6,353,505 $8,626,657 230 230 $72,391,577 $85,452,870 60 60 601 682 682 622 393 360 106 100 360 375 208 493 322 $3,028,519 $3,616,505 11,470 $1,735,490 63 3 69 266 254 7 $2,624,931 76 401 14 186 322 450 300 $3,400,000 $4,800,000 11,500 $2,000,000 69 4
15 37 32 30 144 139 $5,246,182 $5,074,073 230 194 $70,254,576 $71,824,316 60 60 229 318 318 560 203 274 175 174 274 396 26 532 44 $3,231,104 $3,507,736 13,189 $1,605,378 98 19 102 239 233 3 $2,684,086 116 197 25 242 44 475 164 $3,758,830 $3,268,161 14,741 $1,915,951 89 23 90 244 247 2 $3,270,880 78 403 3 263
77
254
255
14 $3,100,000 60 400 10 225
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 Citys 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 organizations workers compensation program are reviewed rather than being specifically focused on claim payments processes. The reason, weve learned, is that state

201
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 Citys 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.

202
GENERAL FUND BUDGET GRANTS PERSONNEL/BENEFITS APPROPRIATION SUPPLEMENT

FY2010 ACTUAL 19,353,634 409,579 426 36 0 10,949 1,000 1,500 4,800 200 1,100 11,600 100 400 1,900 16,100 900 3,000 27 233,000 25,000 7,000 236,000 357,800 500,000 98,000 31,000 223,000 1,000 3,352 885,000 1,431 624,000 22,000 500 8,900 1,657,000 29,876 164,900 3,000 296,700 3,800 86,500 131,500 2,000 394,300 45,300 400 79,000 212,600 FY2011 BUDGET 19,304,769 639,306 0 0 10,425 0 0 400 0 0 2,100 0 0 600 0 0 0 5,200 0 0 44,600 0 300,000 270,200 479,000 99,800 0 205,500 0 7,727 920,300 9,338 0 0 0 6,300 2,352,600 48,565 0 0 320,400 4,200 0 0 0 0 0 0 0 0 MAYOR PROPOSED 18,181,734 661,679 0 0 10,950 0 0 400 0 0 2,100 0 0 600 0 0 0 5,200 0 0 157,130 0 302,000 251,700 430,000 100,000 0 200,000 0 7,497 0 9,338 0 0 0 0 2,445,500 75,431 0 0 8,380 0 0 0 0 0 0 0 0 0 FY2012 ADOPTED 18,181,734 661,679 0 0 10,950 0 0 400 0 0 2,100 0 0 600 0 0 0 5,200 0 0 157,130 0 302,000 251,700 430,000 100,000 0 200,000 0 7,497 0 9,338 0 0 0 0 2,445,500 75,431 0 0 8,380 0 0 0 0 0 0 0 0 0 VARIANCE TO FY2011 BUDGET -1,123,035 22,373 0 0 525 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 112,530 0 2,000 -18,500 -49,000 200 0 -5,500 0 -230 -920,300 0 0 0 0 -6,300 92,900 26,866 0 0 -312,020 -4,200 0 0 0 0 0 0 0 0
ORG
OBJ Desc
01075000 HEALTH BENEFIT ADMINISTRATION 51000 FULL TIME EARNED PAY 51106 REGULAR STRAIGHT OVERTIME 51108 REGULAR 1.5 OVERTIME PAY 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 52004 DENTAL HMO - WPCA ACTIVE 52008 DENTAL HMO - COBRA/RETIREE 52016 DENTAL HMO - BOE GRANTS 52020 DENTAL PPO FEE - WPCA ACTIVE 52024 DENTAL PPO - COBRA/RETIREE 52032 DENTAL PPO - BOE GRANTS 52104 VISION FEE - WPCA ACTIVE 52108 VISION FEE - COBRA/RETIREE 52114 VISION FEE - BOE GRANTS 52124 VISION CLMS-BOE GRANTS 52127 VISION CLMS-WPCA 52129 VISION CLMS-CITY RETIREES 52154 LIFE INSURANCE CIVIL SERVICE 52162 CLMS DNTL- BOE GRANTS 52166 CLMS DNTL- CITY RETIREES 52169 CLMS DNTL- WPCA 52258 STATE OF CT ANNUAL ASMT FEE 52260 CT 2ND INJURY FUND ASSESSM 52262 WORKERS' COMP ADM FEE 52270 WORKERS' COMP INDM - GEN G 52278 WORKERS' COMP INDM - WPCA 52286 WORKERS' COMP MED - GEN GO 52294 WORKERS' COMP MED - WPCA 52360 MEDICARE 52361 MEDICARE PART B REIMB FIRE/POL 52385 SOCIAL SECURITY 52402 RX CLAIMS - BOE GRANTS 52408 RX CLAIMS - WPCA 52418 RX ADM - BOE GRANTS 52426 RX ADM - RETIREES 52436 RX CLAIMS - CITY RET & COBRA 52504 MERF PENSION EMPLOYER CONT 52700 HEALTH ASO FEES: BOE GRANTS 52703 HEALTH ASO FEES: WPCA ACTIVE 52704 HEALTH ASO FEES: CITY RETIREES 52709 HEALTH ASO FEES: WORKERS COMP 52710 CLMS MENTAL HEALTH - BOE GRANT 52725 CLMS MENTAL HEALTH - WRKR COMP 52730 CLMS MENTAL HEALTH - WPCA 52740 CLMS MENTAL HEALTH - CITY RETI 52760 CLAIMS CHIROPRACTIC - BOE GRNT 52780 CLAIMS CHIROPRACTIC - WPCA 52790 CLMS CHIROPRACTIC - CITY RETIR 52810 CLMS SKLD NURSING-BOE GRNT

203
GENERAL FUND BUDGET GRANTS PERSONNEL/BENEFITS APPROPRIATION SUPPLEMENT

ORG OBJ Desc FY2010 ACTUAL 19,353,634 3,024,700 69,000 126,100 11,516,200 1,237,000 1,036,000 582,000 1,643,000 48,000 51,000 0 72,783 0 1,189,606 -8,199,331 0 15,689 0 0 0 0 3,617 4,808 13,500 0 9,292 83,099 95 0 0 0 0 0 FY2011 BUDGET 19,304,769 0 309,100 0 8,866,777 1,515,900 1,321,400 661,300 1,642,300 40,600 53,700 38,000 92,301 30,000 -1,044,877 0 1,875 1,300 575 169 375 375 3,750 4,635 13,500 0 10,000 10,000 4,073 1,080 24,520 22,500 225 1,795 MAYOR PROPOSED 18,181,734 0 0 0 6,389,633 1,029,400 5,719,300 0 0 0 48,400 38,000 134,423 97,000 0 0 250 750 750 0 188 250 4,300 4,635 12,000 0 20,000 12,700 1,250 600 12,113 11,250 113 750 FY2012 ADOPTED 18,181,734 0 0 0 6,389,633 1,029,400 5,719,300 0 0 0 48,400 38,000 134,423 97,000 0 0 250 750 750 0 188 250 4,300 4,635 12,000 0 20,000 12,700 1,250 600 12,113 11,250 113 750 VARIANCE TO FY2011 BUDGET -1,123,035 0 -309,100 0 -2,477,144 -486,500 4,397,900 -661,300 -1,642,300 -40,600 -5,300 0 42,122 67,000 1,044,877 0 -1,625 -550 175 -169 -187 -125 550 0 -1,500 0 10,000 2,700 -2,823 -480 -12,407 -11,250 -112 -1,045
01075000 HEALTH BENEFIT ADMINISTRATION 52860 CLAIMS DR/HSPTLS - BOE GRANTS 52875 CLAIMS DR/HSPTLS - WORKER COMP 52880 CLAIMS DR/HSPTLS - WPCA ACTIVE 52890 CLAIMS DR/HSPTLS-CITY RETIREES 52891 MEDICAL MEDICARE RETIREES F/P 52892 MEDICAL MEDICARE CSG 52893 RX MEDICARE F/P 52894 RX MEDICARE CSG 52898 ASO FEES:MEDICAL MEDICARE F&P 52899 ASO FEES:MEDICAL MEDICARE CSG 52916 EMPLOYEE ASSISTANCE PROGRAM 52917 HEALTH INSURANCE CITY SHARE 52920 HEALTH BENEFITS BUYOUT 52926 HEALTH CAPITATION: CITY GRANTS 52931 CITY/GRANTS EMPLY HEALTH COPAY 53605 MEMBERSHIP/REGISTRATION FEES 53705 ADVERTISING SERVICES 53710 OTHER COMMUNICATION SERVICES 53750 TRAVEL EXPENSES 53905 EMP TUITION AND/OR TRAVEL REIM 54595 MEETING/WORKSHOP/CATERING FOOD 54675 OFFICE SUPPLIES 55155 OFFICE EQUIPMENT RENTAL/LEAS 56090 ACTUARIAL SERVICES 56100 AUDITING SERVICES 56115 HUMAN SERVICES 56165 MANAGEMENT SERVICES 56175 OFFICE EQUIPMENT MAINT SRVCS 59015 PRINTING SERVICES 01080000 EMPLOYEE & ORGNZTNL DVLPMNT 53610 TRAINING SERVICES 55145 EQUIPMENT RENTAL/LEASE 56085 FOOD SERVICES

204
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.
MAYOR
CITY COUNCIL
LABOR RELATIONS

205
GENERAL FUND BUDGET LABOR RELATIONS Lawrence Osborne Manager BUDGET DETAIL
ORG Desc APPR Desc 01085000 LABOR RELATIONS 1085PS LABOR RELATIONS PERSONAL SVCS 2085TPS LABOR RELATIONS OTHER PERS SVCS 3085FB LABOR RELATIONS FRNG BENEFIT 4085EX LABOR RELATIONS OPER EXP 6085SS LABOR RELATIONS SPEC SVCS FY2010 ACTUAL 585,759 399,745 10,046 99,280 6,943 69,745 FY2011 BUDGET 649,835 460,838 4,350 121,567 9,458 53,622 MAYOR PROPOSED 662,726 473,525 4,575 123,287 7,717 53,622 FY2012 ADOPTED 662,726 473,525 4,575 123,287 7,717 53,622 VARIANCE TO FY2011 BUDGET 12,891 12,687 225 1,720 -1,741 0
PERSONNEL SUMMARY
Org Code Fill 1.0 1.0 1.0 1.0 1.0 01085000 Total 5.0 1.0 Vac Job Class Description ADMINISTRATIVE ASSISTANT (40 H SECRETARY DEPUTY DIRECTOR OF LABOR RELAT DIRECTOR LABOR RELATIONS LABOR RELATIONS OFFICER SR. LABOR RELATIONS OFFICER FY 2011 CURRENT 68,345 45,843 95,197 119,932 62,651 68,870 460,837 FY 2012 ADOPTED 72,301 47,277 97,698 123,082 64,297 68,870 473,525 2012 vs 2011 3,956 1,434 2,501 3,150 1,646 12,688

206
LABOR RELATIONS

ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010-2011 13 14 13 14 0 8 N/A 21 months 255 188 35 32 N/A 135 45 51 5 5 15 0 0 11 13 0 9 months 18 months 210 136 35 69 135 78 56 58 5 0 9 5 9 3 months 101 24 62 53 0 14 3 11 9 months 161 2 58 61 5
SERVICE INDICATORS LABOR RELATIONS Total contracts processed Open Settled Average length of time to settle Total grievances processed # of State Labor Relations Board Complaints # of other Complaints/Investigations # of Disciplinary Hearings # of Policies Developed
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 Citys interests in arbitrations and Connecticut State Board of Labor Relations hearings. 4) Continue to work with Benefits, other City departments and the Citys Workers Compensation administrator to control Workers Compensation expenses. 5) Continue to monitor the enforcement by departments of the Citys 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 hearings. 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.

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: Complete. 2) 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: Underway. 3) Successfully represent the Citys interests in arbitrations and Connecticut State Board of Labor Relations hearings. 6 MONTH STATUS: Complete. 4) Continue to work with Benefits, other City departments and the Citys Workers Compensation administrator to control Workers Compensation expenses. 6 MONTH STATUS: A continuous process. 5) Continue to monitor the enforcement by departments of the Citys Attendance Policies. 6 MONTH STATUS: A continuous process.

207
GENERAL FUND BUDGET

LABOR RELATIONS PROGRAM HIGHLIGHTS /APPROPRIATION SUPPLEMENT
6) 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: Complete. 7) Continue to aggressively handle, where needed, grievances, complaints, investigations, and disciplinary hearing. 6 MONTH STATUS: A continuous process. 8) 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: Complete.

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.
ORG OBJ Desc FY2010 ACTUAL 585,759 399,745 0 10,046 1,539 14 30,543 67,185 930 344 1,656 4,013 13,160 6,382 50,203 FY2011 BUDGET 649,835 460,838 4,350 0 3,963 4,270 44,194 69,140 1,779 1,704 1,914 4,061 0 4,122 49,500 MAYOR PROPOSED 662,726 473,525 4,575 0 2,861 4,270 46,131 70,025 890 852 1,914 4,061 0 3,622 50,000 FY2012 ADOPTED 662,726 473,525 4,575 0 2,861 4,270 46,131 70,025 890 852 1,914 4,061 0 3,622 50,000 VARIANCE TO FY2011 BUDGET 12,891 12,687 225 0 -1,102 0 1,937 885 -889 -852 0 0 0 -500 500
01085000 LABOR RELATIONS 51000 FULL TIME EARNED PAY 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 52360 MEDICARE 52385 SOCIAL SECURITY 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53605 MEMBERSHIP/REGISTRATION FEES 53905 EMP TUITION AND/OR TRAVEL REIM 54675 OFFICE SUPPLIES 54705 SUBSCRIPTIONS 56130 LEGAL SERVICES 56175 OFFICE EQUIPMENT MAINT SRVCS 56180 OTHER SERVICES

208
PENSIONS/BENEFITS
PROGRAM HIGHLIGHTS Dawn Norton Manager REVENUE SUMMARY Not Applicable APPROPRIATION SUMMARY
ORG OBJ Desc FY2010 ACTUAL 76,725 45,621 7,104 24,000 1,666,913 182 341,778 0 283,919 0 43,858 8,830 1,336 0 -3,640 122,466 520,714 290,114 1,800 8,144 3,600 5,712 0 38,101 FY2011 BUDGET 91,388 50,000 7,288 34,100 1,858,476 0 0 20,000 275,000 300,000 225,000 30,000 0 12,000 0 0 670,000 283,976 10,000 12,500 10,000 10,000 0 0 MAYOR PROPOSED 74,338 50,000 7,288 17,050 1,638,976 0 0 0 137,500 300,000 175,000 30,000 0 0 0 0 670,000 283,976 10,000 12,500 10,000 10,000 0 0 FY2012 ADOPTED 91,388 50,000 7,288 34,100 1,638,976 0 0 0 137,500 300,000 175,000 30,000 0 0 0 0 670,000 283,976 10,000 12,500 10,000 10,000 0 0 VARIANCE TO FY2011 BUDGET 0 0 0 0 -219,500 0 0 -20,000 -137,500 0 -50,000 0 0 -12,000 0 0 0 0 0 0 0 0 0 0
01086000 PENSIONS 52515 LIUNA PENSION 52519 ICMA PENSION EMPLOYER CONTRIBU 56090 ACTUARIAL SERVICES 01088000 OTHER FRINGE BENEFITS 51108 REGULAR 1.5 OVERTIME PAY 51140 LONGEVITY PAY 51152 SEVERANCE PAY 51154 UNUSED SICK TIME PAYOUT 51156 UNUSED VACATION TIME PAYOU 51314 UNUSED VACATION PAY RETIREMENT 51318 PERSONAL DAY PAYOUT RETIREMENT 51324 LONGEVITY RETIREMENT 52204 LT DISABILITY UNAFILLIATED 52360 MEDICARE 52385 SOCIAL SECURITY 52397 UNEMPLOYMENT 52504 MERF PENSION EMPLOYER CONT 52602 TUITION:SUPERVISORS 52604 TUITION:LIUNA 52608 TUITION:OTHER UNIONS 52610 TUITION:AFSCME 52917 HEALTH INSURANCE CITY SHARE 56180 OTHER SERVICES

209
GENERAL GOVERNMENT DIVISIONS 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 Citys 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 As 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.

210
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.
TOWN CLERK
MAYOR
CITY COUNCIL

211
GENERAL FUND BUDGET TOWN CLERK Alma L. Maya Town Clerk BUDGET DETAIL
REVENUE SUMMARY
ORG DESC OBJECT DESC FY2010 ACTUAL 1,537,065 451,253 33,472 840 -13,124 1,008,818 4,090 18,464 2,410 100 18,688 274 124 2,556 9,100 FY 2011 CURRENT 1,542,300 400,000 0 700 15,000 1,100,000 0 0 2,500 100 18,000 0 0 0 6,000 FY 2012 MAYOR PROPOSED 1,545,800 400,000 0 700 500 1,100,000 2,000 0 2,500 100 20,000 0 0 0 20,000 FY2012 ADOPTED 1,545,800 400,000 0 700 500 1,100,000 2,000 0 2,500 100 20,000 0 0 0 20,000 VARIANCE TO FY2011 BUDGET 3,500 0 0 0 -14,500 0 2,000 0 0 0 2,000 0 0 0 14,000
01090000 TOWN CLERK 41208 DEEDS/CERTIFICATIONS 41209 CERTIFIED COPIES 41210 LIQUOR APPLICATION/PERMIT 41211 DOG LICENSES 41225 CONVEYANCE TAX ASSIGNMENT 41237 TRADE NAMES 41242 TOWN FUND 41244 NOTARY COMMISSION 41245 POLITICALCOMMITTEELATEFILINGFE 41306 CITY FARM FUND 41376 STATE DOG LICENSE FEE 41377 STATE DOG LICENSE SURCHARGE 41378 STATE FARM FUND 41381 VACANT PROPERTY FEES
ORG Desc APPR Desc 01090000 TOWN CLERK 1090PS TOWN CLERK PERSONAL SVCS 2090TPS TOWN CLERK OTHER PERS SVCS 3090FB TOWN CLERK FRINGE BENEFITS 4090EX TOWN CLERK OPER EXP 6090SS TOWN CLERK SPEC SVCS FY2010 ACTUAL 620,470 297,511 4,595 91,147 16,326 210,891 FY2011 BUDGET 676,172 313,532 9,225 101,996 39,396 212,023 MAYOR PROPOSED 732,066 347,702 10,125 107,430 43,809 223,000 FY2012 ADOPTED 737,221 347,702 10,125 107,430 48,964 223,000 VARIANCE TO FY2011 BUDGET 61,049 34,170 900 5,434 9,568 10,977
PERSONNEL SUMMARY
Org Code Fill 1.0 1.0 1.0 1.0 1.0 1.0 6.0 Vac Job Class Description TOWN CLERK TYPIST II ASSISTANT TOWN CLERK I ASSISTANT TOWN CLERK II CLERICAL ASSISTANT TYPIST I MINI COMPUTER OPERATOR (35 HOU 1.0 FY 2011 CURRENT 32,117 71,916 64,157 55,236 14,616 33,608 41,882 313,532 FY 2012 ADOPTED 32,961 64,722 65,842 56,687 52,000 33,608 41,882 347,702 2012 vs 2011 844 -7,194 1,685 1,451 37,384
01090000 Total
34,170

212
TOWN CLERK
SERVICE INDICATORS TOWN CLERK Total documents (1) Copies (2) Certifications Dog licenses (including transfers & duplicates) Liquor Licenses Sportsmen Licenses (3) Notary Public Services (4) Trade Names Vacant Property Filings (5)
(1)

ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010-2011 43,166 25,387 3,671 1,079 289 1,233 350 1,135 45,393 28,780 11,659 822 289 1,169 261 1,133 34,895 23,322 14,245 1,086 299 716 465 1,026 29,611 29,113 5,308 949 289 93 468 863 28,851 22,659 6,976 813 266 0 378 747 97 32,194 34,634 8,360 724 322 0 604 411 604
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 Clerks Office. (3) We no longer sell sportsmans 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.
FY 2011-2012 GOALS
1) 2) 3) 4) 5) 6) 7) 8) 9) 10) Provide a computer for each employee at their individual workstation. Hire an additional full-time employee in order to increase office hours to five days per week. Add more shelving in the vault to accommodate more permanent land records. Archive older maps to increase present map storage. Initiate the second phase of conversion of old records to new books and availability on computers. 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. Researching ways to automate the absentee ballot process. Cleaning and organization of election records. The cross training of employees in the department. Continue to apply for historic preservation grant.

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.

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TOWN CLERK
GENERAL FUND BUDGET PROGRAM HIGHLIGHTS /APPROPRIATION SUPPLEMENT
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.

We are finishing the final corrections from the re-indexing of our land records. The renovation to our office is complete. Time clock put in place to better monitor employee attendance. 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. 1) 2) 3) 4)
ORG OBJ Desc FY2010 ACTUAL 620,470 297,511 666 86 956 2,887 1,460 366 22,900 66,421 370 4,433 599 1,080 4,711 80 0 2,438 2,616 210,000 891 FY2011 BUDGET 676,172 313,532 1,100 1,900 6,225 0 3,128 906 28,989 68,973 625 6,024 1,000 810 2,500 7,000 68 18,750 2,620 210,000 2,023 MAYOR PROPOSED 732,066 347,702 1,100 1,900 7,125 0 2,955 3,224 30,431 70,820 2,500 7,500 1,000 405 1,250 3,500 34 25,000 2,620 220,000 3,000 FY2012 ADOPTED 737,221 347,702 1,100 1,900 7,125 0 2,955 3,224 30,431 70,820 2,500 7,500 1,000 810 2,500 7,000 34 25,000 2,620 220,000 3,000 VARIANCE TO FY2011 BUDGET 61,049 34,170 0 0 900 0 -173 2,318 1,442 1,847 1,875 1,476 0 0 0 0 -34 6,250 0 10,000 977
01090000 TOWN CLERK 51000 FULL TIME EARNED PAY 51106 REGULAR STRAIGHT OVERTIME 51108 REGULAR 1.5 OVERTIME PAY 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 52360 MEDICARE 52385 SOCIAL SECURITY 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53605 MEMBERSHIP/REGISTRATION FEES 53705 ADVERTISING SERVICES 53725 TELEVISION SERVICES 54555 COMPUTER SUPPLIES 54675 OFFICE SUPPLIES 54680 OTHER SUPPLIES 54705 SUBSCRIPTIONS 55090 ELECTION EQUIPMENT 55155 OFFICE EQUIPMENT RENTAL/LEAS 56055 COMPUTER SERVICES 56175 OFFICE EQUIPMENT MAINT SRVCS

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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.
CITY COUNCIL
MAYOR
LEGISLATIVE DEPARTMENT

215
GENERAL FUND BUDGET LEGISLATIVE Thomas McCarthy City Council President

Thomas White Legislative Director
BUDGET DETAIL
REVENUE SUMMARY
Not Applicable
ORG Desc APPR Desc 01095000 LEGISLATIVE DEPARTMENT 1095PS LEGISLATIVE PERSONAL SVCS 2095TPS LEGISLATIVE PERS SERVICE 3095FB LEGISLATIVE FRINGE BENEFITS 4095EX LEGISLATIVE OPER EXP 6095SS LEGISLATIVE SPEC SVCS FY2010 ACTUAL 174,366 65,785 86,622 7,245 9,981 4,733 FY2011 BUDGET 355,547 46,555 180,000 12,906 9,150 106,936 MAYOR PROPOSED 295,137 47,411 180,000 9,429 4,828 53,469 FY2012 ADOPTED 382,903 85,427 180,000 9,429 4,828 103,219 VARIANCE TO FY2011 BUDGET 27,356 38,872 0 -3,477 -4,322 -3,717
PERSONNEL SUMMARY
Org Code Fill 1.0 1.0 2.0 Vac Job Class Description LEGISLATIVE DIRECTOR ADMINISTRATIVE ASSISTANT FY 2011 CURRENT 46,555 46,555 FY 2012 ADOPTED 47,411 38,016 85,427 2012 vs 2011 856 38,016 38,872
01095000 Total

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LEGISLATIVE 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 Councils Office of Legislative Services. 4) Organize Ethics for Elected Officials training session for City Council Members to comply with revisions to the Citys 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.

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.

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LEGISLATIVE

VARIANCE TO FY2011 BUDGET 27,356 38,872 0 -572 0 -2,845 -60 -187 -112 -187 -37 0 -887 -325 -37 0 -2,550 0 -1,100 -1,812 -230 0 -75 -500
ORG
OBJ Desc
FY2010 ACTUAL 174,366 65,785 86,622 731 1,676 3,536 1,302 0 0 0 0 0 2,176 200 0 2,090 4,840 675 2,433 1,000 0 300 0 1,000
FY2011 BUDGET 355,547 46,555 180,000 1,259 2,497 8,250 900 375 225 375 75 500 1,775 650 75 0 5,100 0 2,200 3,625 461 99,500 150 1,000
MAYOR PROPOSED 295,137 47,411 180,000 687 2,497 5,405 840 188 113 188 38 500 888 325 38 0 2,550 0 1,100 1,813 231 49,750 75 500
FY2012 ADOPTED 382,903 85,427 180,000 687 2,497 5,405 840 188 113 188 38 500 888 325 38 0 2,550 0 1,100 1,813 231 99,500 75 500
01095000 LEGISLATIVE DEPARTMENT 51000 FULL TIME EARNED PAY 51402 CITY COUNCIL STIPENDS 52360 MEDICARE 52385 SOCIAL SECURITY 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53605 MEMBERSHIP/REGISTRATION FEES 53610 TRAINING SERVICES 53705 ADVERTISING SERVICES 53905 EMP TUITION AND/OR TRAVEL REIM 54650 LANDSCAPING SUPPLIES 54675 OFFICE SUPPLIES 54705 SUBSCRIPTIONS 54725 POSTAGE 55055 COMPUTER EQUIPMENT 55155 OFFICE EQUIPMENT RENTAL/LEAS 55160 PHOTOGRAPHIC EQUIPMENT 56085 FOOD SERVICES 56165 MANAGEMENT SERVICES 56175 OFFICE EQUIPMENT MAINT SRVCS 56180 OTHER SERVICES 56250 TRAVEL SERVICES 59015 PRINTING SERVICES

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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.
MAYOR
CITY COUNCIL
OFFICE OF POLICY& MANAGEMENT

219
GENERAL FUND BUDGET POLICY & MANAGEMENT Thomas R. Sherwood Manager
BUDGET DETAIL
ORG Desc APPR Desc 01100000 OFFICE OF POLICY & MANAGEMENT 1100PS OPM PERSONAL SVCS 2100TPS OPM OTHER PERS SVCS 3100FB OPM FRINGE BENEFITS 4100EX OPM OPER EXP 6100SS OPM SPEC SVCS FY2010 ACTUAL 552,028 436,701 11,322 94,054 9,109 842 FY2011 BUDGET 582,559 457,274 6,750 105,329 10,635 2,571 MAYOR PROPOSED 685,490 549,692 7,050 115,542 10,635 2,571 FY2012 ADOPTED 685,490 549,692 7,050 115,542 10,635 2,571 VARIANCE TO FY2011 BUDGET 102,931 92,418 300 10,213 0 0
PERSONNEL SUMMARY
Org Code Fill 1.0 1.0 1.0 1.0 1.0 0.5 1.0 6.5 Vac Job Class Description DIRECTOR OPM ADMINISTRATIVE ASSISTANT - OPM PROJECT MANAGER OPM SYSTEMS PROJECT MANAGER OPM MANAGEMENT BUDGET/POLICY ANALYST OPM POLICY ANALYST BUDGET/POLICY ANALYST FY 2011 CURRENT 119,932 68,345 80,311 80,311 72,774 35,601 457,273 FY 2012 ADOPTED 123,082 72,301 85,291 85,291 74,686 36,537 72,504 549,692 2012 vs 2011 3,150 3,956 4,980 4,980 1,912 936 72,504 92,419
01100000 Total

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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

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 Officers 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 GFOAs 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.

221
GENERAL FUND BUDGET POLICY & MANAGEMENT APPROPRIATION SUPPLEMENT

FY2010 ACTUAL 552,028 436,701 0 11,322 2,312 33,186 58,556 315 0 0 0 0 768 296 1,700 18 136 136 480 0 0 4,608 653 842 0 0 FY2011 BUDGET 582,559 457,274 6,750 0 4,517 40,700 60,112 522 150 0 225 558 0 505 1,980 100 170 180 725 135 375 4,610 400 1,820 151 600 MAYOR PROPOSED 685,490 549,692 7,050 0 4,448 50,233 60,861 522 150 600 225 558 0 505 1,980 225 170 180 0 135 375 4,610 400 1,820 151 600 FY2012 ADOPTED 685,490 549,692 7,050 0 4,448 50,233 60,861 522 150 600 225 558 0 505 1,980 225 170 180 0 135 375 4,610 400 1,820 151 600 VARIANCE TO FY2011 BUDGET 102,931 92,418 300 0 -69 9,533 749 0 0 600 0 0 0 0 0 125 0 0 -725 0 0 0 0 0 0 0
ORG
OBJ Desc
01100000 OFFICE OF POLICY & MANAGEMENT 51000 FULL TIME EARNED PAY 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 52360 MEDICARE 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53605 MEMBERSHIP/REGISTRATION FEES 53610 TRAINING SERVICES 53750 TRAVEL EXPENSES 53905 EMP TUITION AND/OR TRAVEL REIM 54555 COMPUTER SUPPLIES 54560 COMMUNICATION SUPPLIES 54595 MEETING/WORKSHOP/CATERING FOOD 54675 OFFICE SUPPLIES 54700 PUBLICATIONS 54705 SUBSCRIPTIONS 54720 PAPER AND PLASTIC SUPPLIES 55055 COMPUTER EQUIPMENT 55095 FOOD SERVICE EQUIPMENT 55150 OFFICE EQUIPMENT 55155 OFFICE EQUIPMENT RENTAL/LEAS 55530 OFFICE FURNITURE 56175 OFFICE EQUIPMENT MAINT SRVCS 56240 TRANSPORTATION SERVICES 56250 TRAVEL SERVICES

222
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.
MAYOR
CITY COUNCIL
ALL CITY DEPARTMENTS

223
GENERAL GOVERNMENT DIVISIONS CHIEF ADMINISTRATIVE OFFICE BUDGET DETAIL Andrew Nunn Manager REVENUE SUMMARY
Not Applicable APPROPRIATION SUMMARY

ORG Desc APPR Desc 01105000 ETHICS COMMISSION 4105EX ETHICS COMMISSION OPER EXP 6105SS ETHICS SPEC SVCS 01106000 CHIEF ADMINISTRATIVE OFFICE 1106PS CAO PERSONAL SVCS 2106TPS CAO OTHER PERS SVCS 3106FB CAO FRINGE BENEFITS 4106EX CAO OPER EXPENSES 6106SS CAO SPEC SVCS FY2010 ACTUAL 1,828 0 1,828 882,793 504,549 7,245 147,359 120,639 103,000 FY2011 BUDGET 3,344 244 3,100 913,429 515,147 900 169,834 127,514 100,034 MAYOR PROPOSED 3,344 244 3,100 922,414 535,274 975 158,617 127,514 100,034 FY2012 ADOPTED 3,344 244 3,100 922,414 535,274 975 158,617 127,514 100,034 VARIANCE TO FY2011 BUDGET 0 0 0 8,985 20,127 75 -11,217 0 0
ORG Desc APPR Desc 01113000 CITISTAT 1113PS CITISTAT PERSONAL SVCS 3113FB CITISTAT FRINGE BENEFITS 4113EX CITISTAT OPER EXP 6113SS CITISTAT SPEC SVCS
FY2010 ACTUAL 13,360 346 7,517 5,113 384
FY2011 BUDGET 12,739 0 0 11,447 1,292
MAYOR PROPOSED 12,739 2,500 0 8,947 1,292
FY2012 ADOPTED 12,739 2,500 0 8,947 1,292
VARIANCE TO FY2011 BUDGET 0 2,500 0 -2,500 0
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
Org Code Fill 1.0 1.0 1.0 1.0 3.0 7.0 Vac Job Class Description DEPUTY CHIEF ADMINISTRATIVE OFF ADMINISTRATIVE ASSISTANT - CAO PROJECT MANAGER CHIEF ADMINISTRATIVE OFFICER ASSISTANT SPECIAL PROJECT MANA FY 2011 CURRENT 92,000 68,345 87,223 119,932 146,428 513,927 FY 2012 ADOPTED 96,445 72,301 89,514 123,082 152,712 534,054 2012 vs 2011 4,445 3,956 2,291 3,150 6,284 20,127
01106000 Total

224
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 Mayors sustainable Bridgeport effort. 6) Ensure that the Citys Minority Business Enterprise (MBE) goals are achieved. 7) Continue role as Acting Executive Director of the Bridgeport Port Authority.

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 Mayors Community Cabinet; Regular meetings with local businesses, agencies and nonprofit 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 Citys 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 Mayors sustainable Bridgeport effort. 6 MONTH STATUS: Member of the steering committee that oversees Bridgeports 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 Mayors Conservation Corps. 6) Ensure that the Citys 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

225
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.
MAYOR
CITY COUNCIL
CITISTAT

226

ACTUAL ESTIMATED PROJECTED SERVICE INDICATORS 2009-2010 2010-2011 2011-2012 CITISTAT Total Requests 14,131 25,500 35,000 Blight Issues 669 958 700 Conservation Corps 1,313 2,075 1,500 General Information 2,489 7,995 10,000 Housing Issues 941 965 1,000 Recycling & Sanitation Issue 411 895 700 Road & Street Issues 1,258 4,000 3,000 Tax Issues 4,361 5,000 5,000 City employees trained on the system 233 275 325 Note: 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 departmentsthe 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 Citys central telephone number for citizens 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. 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,

227

Conservation Corps, Building Department, Communicable Diseases/HIV). 6 MONTH STATUS: Completed and ongoing. Vital Statistics, Illegal Dumping, and
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.)

228
GENERAL FUND BUDGET CHIEF ADMIN. OFFICE APPROPRIATION SUPPLEMENT

FY2010 ACTUAL 1,828 0 0 1,828 0 882,793 504,549 0 0 7,245 3,851 104 40,637 102,768 114,061 0 1,046 1,100 0 320 406 260 3,445 103,000 0 FY2011 BUDGET 3,344 214 30 2,875 225 913,429 513,927 1,220 900 0 7,818 2,873 46,818 112,325 115,841 87 1,046 2,168 30 546 1,710 598 5,488 100,000 34 MAYOR PROPOSED 3,344 214 30 2,875 225 922,414 534,054 1,220 975 0 7,354 2,873 60,881 87,509 115,841 87 1,046 2,168 30 546 1,710 598 5,488 100,000 34 FY2012 ADOPTED 3,344 214 30 2,875 225 922,414 534,054 1,220 975 0 7,354 2,873 60,881 87,509 115,841 87 1,046 2,168 30 546 1,710 598 5,488 100,000 34 VARIANCE TO FY2011 BUDGET 0 0 0 0 0 8,985 20,127 0 75 0 -464 0 14,063 -24,816 0 0 0 0 0 0 0 0 0 0 0
ORG
OBJ Desc
01105000 ETHICS COMMISSION 54725 POSTAGE 54998 OPERATIONAL EXPENSE FREEZE 56180 OTHER SERVICES 56998 SPECIAL SERVICES FREEZE 01106000 CHIEF ADMINISTRATIVE OFFICE 51000 FULL TIME EARNED PAY 51099 CONTRACTED SALARIES 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 52360 MEDICARE 52385 SOCIAL SECURITY 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53605 MEMBERSHIP/REGISTRATION FEES 53705 ADVERTISING SERVICES 53750 TRAVEL EXPENSES 53905 EMP TUITION AND/OR TRAVEL REIM 54580 SCHOOL SUPPLIES 54595 MEETING/WORKSHOP/CATERING FOOD 54675 OFFICE SUPPLIES 54705 SUBSCRIPTIONS 55155 OFFICE EQUIPMENT RENTAL/LEAS 56180 OTHER SERVICES 56240 TRANSPORTATION SERVICES
ORG
OBJ Desc
FY2010 ACTUAL 13,360 346 0 5 26 7,486 0 0 0 2,041 0 0 3,072 384 0
FY2011 BUDGET 12,739 0 0 0 0 0 750 2,000 1,125 3,000 1,125 375 3,072 792 500
MAYOR PROPOSED 12,739 0 2,500 0 0 0 1,000 0 1,500 3,000 0 375 3,072 792 500
FY2012 ADOPTED 12,739 0 2,500 0 0 0 1,000 0 1,500 3,000 0 375 3,072 792 500
VARIANCE TO FY2011 BUDGET 0 0 2,500 0 0 0 250 -2,000 375 0 -1,125 0 0 0 0
01113000 CITISTAT 51000 FULL TIME EARNED PAY 51100 PT TEMP/SEASONAL EARNED PA 52360 MEDICARE 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53605 MEMBERSHIP/REGISTRATION FEES 53705 ADVERTISING SERVICES 53750 TRAVEL EXPENSES 54675 OFFICE SUPPLIES 54705 SUBSCRIPTIONS 54725 POSTAGE 55155 OFFICE EQUIPMENT RENTAL/LEAS 56175 OFFICE EQUIPMENT MAINT SRVCS 59015 PRINTING SERVICES

229
GENERAL FUND BUDGET

230

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.
MAYOR
CITY COUNCIL

231
GENERAL FUND BUDGET INFO TECH SERVICES BUDGET DETAIL
Adam Heller Manager
REVENUE SUMMARY
ORG DESC OBJECT DESC FY2010 ACTUAL 789 789 FY 2011 CURRENT 250 250 FY 2012 MAYOR PROPOSED 250 250 FY2012 ADOPTED 250 250 VARIANCE TO FY2011 BUDGET 0 0
01108000 INFORMATION TECHNOLOGY SERVICE 41610 FREEDOM OF INFORMATION FEES
ORG Desc APPR Desc 01108000 INFORMATION TECHNOLOGY SERVICE 1108PS ITS PERSONAL SVCS 2108TPS ITS OTHER PERS SVCS 3108FB ITS FRINGE BENEFITS 4108EX ITS OPER EXP 6108SS ITS SPEC SVCS FY2010 ACTUAL 3,411,868 852,097 5,021 191,264 1,277,435 1,086,052 FY2011 BUDGET 3,141,929 913,485 25,125 225,952 1,204,231 773,136 MAYOR PROPOSED 3,168,157 948,076 26,325 229,032 1,192,088 772,636 FY2012 ADOPTED 3,168,157 972,076 26,325 229,032 1,192,088 748,636 VARIANCE TO FY2011 BUDGET 26,228 58,591 1,200 3,080 -12,143 -24,500
PERSONNEL SUMMARY
Org Code Fill 1.0 1.0 1.0 1.0 2.0 1.0 3.0 6.0 1.0 17.0 Vac Job Class Description ITS DIRECTOR NETWORK ARCHITECT DATA ARCHITECT PROJECT MANAGER OPED ENTERPRISE SERVICES MANAGER PROJECT SPECIALIST (35 HRS) SUPPORT SPECIALIST II SUPPORT SPECIALIST I (35 HRS) SUPPORT SPECIALIST II (35 HRS) PROGRAMMER 2.0 FY 2011 CURRENT 117,206 66,145 78,315 87,223 87,224 152,526 56,922 115,866 136,458 15,600 913,485 FY 2012 ADOPTED 123,082 68,214 80,765 89,514 87,760 59,799 126,722 320,619 15,600 972,075 2012 vs 2011 5,876 2,069 2,450 2,291 536 -152,526 2,877 10,856 184,161 58,590
01108000 Total

232
INFO TECH SERVICES
ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED SERVICE INDICATORS 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010-2011 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) 2) 3) 4) 5) 6) Domain upgrade. Finish server replacement. Expand VoIP to smaller buildings. Virtualization of servers in test environment. Finalize 3 year PC replacement plan. Choose unified communications platform and RFP services for deployment.

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.

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INFO TECH SERVICES

FY2010 ACTUAL 3,411,868 852,097 0 0 0 655 0 4,366 4,491 1,808 63,553 121,413 1,388 1,066,008 0 2,441 22,722 10,786 14,862 159,227 149,584 598,198 338,228 41 FY2011 BUDGET 3,141,929 913,485 6,000 3,000 1,000 5,000 10,125 0 9,845 6,590 77,647 131,870 2,140 974,961 491 3,074 8,000 10,630 11,000 193,936 79,833 376,400 315,903 1,000 MAYOR PROPOSED 3,168,157 948,076 6,000 3,000 1,000 5,000 11,325 0 9,163 5,196 93,403 121,270 1,070 975,170 245 1,537 4,000 10,630 5,500 193,936 79,833 376,400 315,903 500 FY2012 ADOPTED 3,168,157 972,076 6,000 3,000 1,000 5,000 11,325 0 9,163 5,196 93,403 121,270 1,070 975,170 245 1,537 4,000 10,630 5,500 193,936 79,833 376,400 291,903 500 VARIANCE TO FY2011 BUDGET 26,228 58,591 0 0 0 0 1,200 0 -682 -1,394 15,756 -10,600 -1,070 209 -246 -1,537 -4,000 0 -5,500 0 0 0 -24,000 -500
ORG
OBJ Desc
01108000 INFORMATION TECHNOLOGY SERVICE 51000 FULL TIME EARNED PAY 51106 REGULAR STRAIGHT OVERTIME 51108 REGULAR 1.5 OVERTIME PAY 51116 HOLIDAY 2X OVERTIME PAY 51138 NORMAL STNDRD SHIFT DIFFER 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 52360 MEDICARE 52385 SOCIAL SECURITY 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53610 TRAINING SERVICES 53720 TELEPHONE SERVICES 53905 EMP TUITION AND/OR TRAVEL REIM 54020 COMPUTER PARTS 54550 COMPUTER SOFTWARE 54555 COMPUTER SUPPLIES 54675 OFFICE SUPPLIES 55055 COMPUTER EQUIPMENT 56050 COMPUTER EQUIP MAINT SERVICE 56055 COMPUTER SERVICES 56165 MANAGEMENT SERVICES 59010 MAILING SERVICES

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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.
MAYOR
CITY COUNCIL
SMALL & MINORITY BUSINESS RESOURCE OFFICE

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GENERAL FUND BUDGET SMALL & MINORITY BUSINESS OFFICE Deborah Caviness Senior Program Administrator
BUDGET DETAIL
ORG Desc APPR Desc 01112000 MINORITY BUSINESS RESOURCE OFF 1112PS MBE PERSONAL SVCS 2112TPS MBE OTHER PERS SVCS 3112FB MBE FRINGE BENEFITS 4112EX MBE OPER EXP 6112SS MBE SPEC SVCS FY2010 ACTUAL 123,875 95,025 3,213 14,758 10,879 0 FY2011 BUDGET 179,760 133,561 0 26,699 18,000 1,500 MAYOR PROPOSED 186,061 137,070 0 29,941 19,050 0 FY2012 ADOPTED 186,061 137,070 0 29,941 19,050 0 VARIANCE TO FY2011 BUDGET 6,301 3,509 0 3,242 1,050 -1,500
PERSONNEL SUMMARY
Org Code Fill 1.0 1.0 01112000 Total 2.0 Vac Job Class Description SENIOR PROJECT MANAGER (MEB) ASSISTANT SPECIAL PROJECT MANA SEASONAL EMPLOYEES UNDER GRANT FY 2011 CURRENT 87,223 31,176 15,162 133,561 FY 2012 ADOPTED 89,514 47,556 137,070 2012 vs 2011 2,291 16,380 -15,162 3,509

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GENERAL FUND BUDGET SMALL & MINORITY BUSINESS OFFICE PROGRAM HIGHLIGHTS
SERVICE INDICATORS SMALL & MINORITY BUSINESS DEVELOPMENT OFFICE Public Awareness Events Attendance at Public Awareness Events Total Number of people impacted by programming New Businesses Registered African American Businesses Hispanic Businesses Women Owned Businesses Value of Contracts Awarded Contracts Awarded for Physical Development Projects Prime: Minority & Women-Owned Businesses Subcontracts: Minority & Women-Owned Businesses ACTUAL 2008-2009 20 698 825 127 74 23 30 ACTUAL ESTIMATED 2009-2010 2010-2011 22 575 700 70 50 10 17
25 750 925 75 50 25 15 unknown unknown unknown
Please note the Small & Minority Business Development Office is a new department, so service indicators reflect recent history only.
$30,951,449 $17,720,851 $14,641,468 $2,277,123 $ 7,515,757 $4,587,825
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: Complete and continuous. 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. th 6 MONTH STATUS: the first capacity building workshop was held on March 17 in partnership nd with CTCIC. A scheduled has been confirmed thru June 2 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

237
GENERAL FUND BUDGET SMALL & MINORITY BUSINESS OFFICE APPROPRIATION SUPPLEMENT
FY2010 ACTUAL 123,875 95,025 3,213 14 840 0 7,681 6,223 1,000 5,900 0 3,979 0 0 FY2011 BUDGET 179,760 133,561 0 0 1,937 0 12,688 12,074 1,225 4,000 1,375 9,000 2,400 1,500 MAYOR PROPOSED 186,061 137,070 0 0 1,959 0 15,626 12,356 1,000 4,000 1,375 9,000 3,675 0 FY2012 ADOPTED 186,061 137,070 0 0 1,959 0 15,626 12,356 1,000 4,000 1,375 9,000 3,675 0 VARIANCE TO FY2011 BUDGET 6,301 3,509 0 0 22 0 2,938 282 -225 0 0 0 1,275 -1,500
ORG
OBJ Desc
01112000 MINORITY BUSINESS RESOURCE OFF 51000 FULL TIME EARNED PAY 51156 UNUSED VACATION TIME PAYOU 52154 LIFE INSURANCE CIVIL SERVICE 52360 MEDICARE 52385 SOCIAL SECURITY 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53605 MEMBERSHIP/REGISTRATION FEES 53705 ADVERTISING SERVICES 53750 TRAVEL EXPENSES 54675 OFFICE SUPPLIES 55150 OFFICE EQUIPMENT 56170 OTHER MAINTENANCE & REPAIR S

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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.
MAYOR
CITY COUNCIL
POLICE COMMISSION
INTERNAL AFFAIRS
POLICE DEPARTMENT

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GENERAL FUND BUDGET POLICE DEPARTMENT Joseph Gaudett Chief of Police REVENUE SUMMARY
ORG DESC OBJECT DESC FY2010 ACTUAL 5,002,035 0 0 350 14,725 17,725 42,436 2,758 3,300 881 910 19,884 200 49,870 3,129,183 394,092 106,545 12,740 0 244 1,173,630 19,454 1,296 11,814 FY 2011 CURRENT 6,749,265 2,500 150 300 0 60,000 72,000 15,000 0 1,000 35,415 35,000 1,000 50,000 4,000,000 950,000 125,000 20,000 0 300 1,350,000 25,000 600 6,000 FY 2012 MAYOR PROPOSED 6,705,850 2,500 150 300 35,000 60,000 72,000 0 2,000 1,000 1,000 10,000 1,000 50,000 4,948,000 0 125,000 20,000 0 300 1,350,000 25,000 600 2,000 FY2012 ADOPTED 6,705,850 2,500 150 300 35,000 60,000 72,000 0 2,000 1,000 1,000 10,000 1,000 50,000 4,948,000 0 125,000 20,000 0 300 1,350,000 25,000 600 2,000 VARIANCE TO FY2011 BUDGET -43,415 0 0 0 35,000 0 0 -15,000 2,000 0 -34,415 -25,000 0 0 948,000 -950,000 0 0 0 0 0 0 0 -4,000
BUDGET DETAIL
01250000 POLICE ADMINISTRATION 41362 JUNK DEALER PERMIT 41363 AUCTIONEER LICENSE 41364 OUTDOOR EXHIBITION LICENSE 41365 ACCIDENT TOWERS LIST PERMIT 41366 REDEEMED VEHICLES SURCHARGE 41367 ABANDONED VEHICLES SURCHARGE 41372 ORDINANCE INFRACTIONS 41374 VEHICLE SURCHARGE 41380 POLICE DEPT TELEPHONE COMMISSI 41512 RECLAIMED DOG 41538 COPIES 41593 PUBLIC HALL PERMIT 41642 PERMITS 41644 OUTSIDE OVERTIME REIMBURSEMENT 41645 OUTSIDE OVERTIME SURCHARGE 41646 TOWING FINES 41647 VENDORANNUALREGISTRATIONFEES 41648 HOUSINGAUTHORITYREIMB.POLICEOF 41649 POLICE REPORTS 41650 PARKING VIOLATIONS 41651 COMMERCIAL ALARMS 54% 41652 RESIDENTIAL ALARMS 46% 41653 ORDINANCE VIOLATIONS

240
GENERAL FUND BUDGET POLICE DEPARTMENT APPROPRIATION SUMMARY

ORG Desc APPR Desc 01250000 POLICE ADMINISTRATION 1250PS POLICE PERSONAL SVCS 2250TPS POLICE OTHER PERS SVCS 3250FB POLICE FRINGE BENEFITS 4250EX POLICE OPER EXP 6250SS POLICE SPEC SVCS 01251000 PATROL 1250PS POLICE PERSONAL SVCS 2250TPS POLICE OTHER PERS SVCS 3250FB POLICE FRINGE BENEFITS 01252000 DETECTIVE 1250PS POLICE PERSONAL SVCS 2250TPS POLICE OTHER PERS SVCS 3250FB POLICE FRINGE BENEFITS 01253000 TRAFFIC 1250PS POLICE PERSONAL SVCS 2250TPS POLICE OTHER PERS SVCS 3250FB POLICE FRINGE BENEFITS 01254000 NARCOTICS & VICE 1250PS POLICE PERSONAL SVCS 2250TPS POLICE OTHER PERS SVCS 3250FB POLICE FRINGE BENEFITS 01255000 TRAINING 1250PS POLICE PERSONAL SVCS 2250TPS POLICE OTHER PERS SVCS 3250FB POLICE FRINGE BENEFITS 01256000 RECORDS 1250PS POLICE PERSONAL SVCS 2250TPS POLICE OTHER PERS SVCS 3250FB POLICE FRINGE BENEFITS 01257000 COMMUNICATIONS 1250PS POLICE PERSONAL SVCS 2250TPS POLICE OTHER PERS SVCS 3250FB POLICE FRINGE BENEFITS 01258000 AUXILIARY SERVICES 1250PS POLICE PERSONAL SVCS 2250TPS POLICE OTHER PERS SVCS 3250FB POLICE FRINGE BENEFITS 01259000 POLICE UNASSIGNED 1250PS POLICE PERSONAL SVCS 2250TPS POLICE OTHER PERS SVCS 3250FB POLICE FRINGE BENEFITS FY2010 ACTUAL 33,989,836 401,571 -119,889 14,148,477 18,827,285 732,391 25,978,915 15,002,808 7,527,862 3,448,245 5,772,435 3,592,606 1,420,621 759,208 1,246,788 755,884 341,388 149,515 1,957,574 1,039,445 677,980 240,149 118,378 55,643 49,646 13,089 728,813 482,474 142,502 103,837 825,086 460,201 262,405 102,480 3,998,999 2,597,435 831,530 570,033 3,748,544 2,537,125 685,169 526,251 FY2011 BUDGET 39,242,033 129,120 12,345,012 7,285,234 18,730,418 752,249 24,346,677 15,887,150 283,690 8,175,837 5,662,879 3,802,598 80,625 1,779,656 1,167,645 792,145 29,475 346,025 1,567,277 996,266 28,425 542,586 90,297 58,349 1,875 30,073 694,327 478,451 16,379 199,497 877,605 603,900 10,800 262,905 4,164,832 2,816,878 60,300 1,287,654 3,965,101 2,773,221 50,527 1,141,353
BUDGET DETAIL
MAYOR PROPOSED 38,070,628 119,120 10,837,286 8,079,334 18,373,346 661,542 25,403,190 16,926,994 301,015 8,175,181 5,820,655 3,976,034 87,000 1,757,621 1,213,310 832,562 30,675 350,073 1,621,312 1,048,821 26,700 545,791 93,579 61,458 1,950 30,171 809,233 557,522 21,854 229,857 800,239 565,392 10,950 223,897 4,178,886 2,800,055 60,210 1,318,621 4,179,331 2,927,627 60,352 1,191,352 FY2012 ADOPTED 38,192,251 119,120 10,837,286 8,079,334 18,373,346 783,165 25,403,190 16,926,994 301,015 8,175,181 5,820,655 3,976,034 87,000 1,757,621 1,213,310 832,562 30,675 350,073 1,621,312 1,048,821 26,700 545,791 93,579 61,458 1,950 30,171 809,233 557,522 21,854 229,857 800,239 565,392 10,950 223,897 4,178,886 2,800,055 60,210 1,318,621 4,179,331 2,927,627 60,352 1,191,352 VARIANCE TO FY2011 BUDGET -1,049,782 -10,000 -1,507,726 794,100 -357,072 30,916 1,056,513 1,039,844 17,325 -656 157,776 173,436 6,375 -22,035 45,665 40,417 1,200 4,048 54,035 52,555 -1,725 3,205 3,282 3,109 75 98 114,906 79,071 5,475 30,360 -77,366 -38,508 150 -39,008 14,054 -16,823 -90 30,967 214,230 154,406 9,825 49,999

241
GENERAL FUND BUDGET POLICE DEPARTMENT

PERSONNEL SUMMARY
Org Code Fill 191.0 1.0 1.0 41.0 10.0 6.0 9.0 4.0 2.0 1.0 266.0 1.0 45.0 5.0 1.0 1.0 1.0 1.0 55.0 1.0 13.0 14.0 1.0 11.0 2.0 1.0 1.0 1.0 17.0 1.0 1.0 3.0 1.0 4.0 1.0 1.0 1.0 3.0 14.0 8.0 8.0 Vac Job Class Description POLICE OFFICER POLICE LIEUTENANT POLICE OFFICER POLICE SERGEANT POLICE LIEUTENANT POLICE CAPTAIN DETENTION OFFICER PRE 6/09 DETENTION OFFICER STABLE ASSISTANT POLICE CAPTAIN POLICE LIEUTENANT 2.0 TYPIST I (35 HOURS) POLICE DETECTIVE POLICE SERGEANT POLICE LIEUTENANT POLICE CAPTAIN POLICE DEPUTY CHIEF ASSISTANT CHIEF OF POLICE 1.0 TYPIST I POLICE OFFICER MINI COMPUTER OPERATOR (35 HOU POLICE OFFICER POLICE DETECTIVE POLICE SERGEANT POLICE LIEUTENANT ADMINISTRATIVE SECRETARY POLICE OFFICER TYPIST I (35 HOURS) TYPIST I TYPIST I (35 HOURS) DATA ENTRY OPERATOR I (35 HOUR POLICE OFFICER POLICE SERGEANT TYPIST I (35 HOURS) POLICE SERGEANT 1.0 FY 2011 CURRENT 11,002,469 75,000 58,349 2,750,109 765,146 508,471 318,744 162,845 9,170 169,747 67,100 15,887,150 36,194 3,052,009 335,499 77,164 88,741 102,052 110,940 3,802,598 33,608 758,535 792,143 41,882 638,192 131,873 67,100 77,164 40,054 996,264 58,349 58,349 72,388 33,608 144,776 29,842 58,349 67,100 72,388 478,451 603,898 603,898 FY 2012 ADOPTED 11,676,975 81,275 61,458 2,895,081 888,254 560,809 326,709 168,164 186,936 81,275 16,926,937 36,194 3,190,362 353,372 81,275 93,468 107,490 113,867 3,976,028 33,608 798,949 832,557 41,882 676,033 138,898 70,674 81,275 40,054 1,048,817 61,458 61,458 108,582 33,608 144,776 29,842 61,458 70,674 108,582 557,522 565,396 565,396 2012 vs 2011 674,506 6,275 3,109 144,973 123,108 52,338 7,965 5,319 -9,170 17,189 14,175 1,039,787 138,353 17,874 4,111 4,728 5,437 2,927 173,430 40,414 40,414 37,841 7,025 3,575 4,111 52,553 3,109 3,109 36,194
BUDGET DETAIL
01251000 Total
01252000 Total
01253000 Total
01254000 Total 01255000 Total
01256000 Total 01257000 Total
3,109 3,575 36,194 79,072 -38,502 -38,502

242
GENERAL FUND BUDGET POLICE DEPARTMENT

Org Code Fill 1.0 1.0 1.0 1.0 1.0 28.0 2.0 3.0 2.0 1.0 1.0 1.0 2.0 1.0 1.0 1.0 48.0 2.0 1.0 2.0 1.0 2.0 1.0 1.0 1.0 1.0 1.0 5.0 1.0 1.0 8.0 4.0 2.0 3.0 1.0 4.0 1.0 1.0 3.0 47.0 Vac Job Class Description STENOGRAPHER (35 HRS) VICTIM ASSISTANCE COORDINATOR SPECIAL PROJECTS COORDINATOR GARAGE CLERK ADMINISTRATIVE ASSISTANT POLICE OFFICER POLICE SERGEANT POLICE LIEUTENANT KENNELPERSON MAINTAINER I (GRADE I) ANIMAL CONTROL OFFICER ASSISTANT ANIMAL CONTROL OFFICER FLEET MECHANIC EQUIPMENT MECHANIC FOREMAN STABLE ATTENDANT KENNELPERSON 4.0 CONSTITUENT SERVICES EXECUTIVE SECRETARY TYPIST I (35 HOURS) ACCOUNTING CLERK II (35 HOURS) PAYROLL CLERK (35 HOURS) ADMINISTRATIVE ASSISTANT UNIX DATA BASE ADMINISTRATOR EXECUTIVE ASSISTANT TO THE CHI ALARM ADMINISTRATOR TYPIST I (35 HOURS) POLICE OFFICER SPECIAL PROJECTS COORDINATOR POLICE DETECTIVE POLICE SERGEANT POLICE LIEUTENANT Total POLICE CAPTAIN Total POLICE DEPUTY CHIEF Total CHIEF OF POLICE Total PARKING ENFORCEMENT OFFICER ASSISTANT SPECIAL PROJECT MANAGER SEASONAL EMPLOYEES UNDER GRANT ADMIN ASST TO BPD DEP CHF SPECIAL OFFICER 1.0 FY 2011 CURRENT 41,889 53,930 63,556 37,582 31,849 1,750,465 134,199 229,327 56,990 32,035 50,728 107,146 104,878 58,230 32,039 32,035 2,816,879 68,528 61,817 72,388 47,859 95,718 35,885 61,665 48,643 36,327 36,194 291,744 58,349 65,936 536,798 304,327 173,614 301,389 124,787 127,141 46,517 15,276 38,138 124,182 2,773,222
BUDGET DETAIL
FY 2012 ADOPTED 41,889 55,617 65,226 38,891 32,845 1,720,813 141,349 243,825 64,513 33,660 52,061 73,424 110,198 59,760 32,315 33,660 2,800,046 71,329 61,082 72,388 47,859 95,718 37,007 63,284 49,920 37,463 36,194 307,288 69,909 69,449 565,396 325,100 186,936 317,447 126,023 152,162 47,739 9,795 52,530 125,611 2,927,630 2012 vs 2011
01258000 Total
1,687 1,670 1,309 996 -29,652 7,149 14,498 7,523 1,625 1,333 -33,722 5,320 1,530 276 1,625 -16,832 2,801 -735
1,122 1,619 1,277 1,136 15,544 11,560 3,512 28,598 20,773 13,322 16,058 1,236 25,021 1,222 -5,481 14,392 1,429 154,407
01259000 Total

243
GENERAL FUND BUDGET POLICE DEPARTMENT PROGRAM HIGHLIGHTS

SERVICE INDICATORS POLICE DEPARTMENT 911 calls received in Comm. Center Non-911 calls received in Comm. Center Total dispatched calls Number of calls that are top priority Number of calls that are handled w/o dispatch Average time from receipt of call to dispatch VIOLENT CRIME INDICATORS Violent Crimes Reported Violent Crimes Cleared Property Crimes Reported Property Crimes Cleared ARREST INDICATORS Violent Crime Arrests (Adults) Violent Crime Arrests (Juvenile) Violent Crime Arrests (Total) Property Crime Arrests (Adults) Property Crime Arrests (Juvenile) Property Crime Arrests (Total) Drug Offenses (Adults) Drug Offenses (Juvenile) Drug Offenses (Total) All Other Crimes (Adults) All Other Crimes (Juvenile) All Other Crimes (Total) Total Arrests (Adult) Total Arrests (Juvenile) Total Arrests (Comprehensive) TOTAL CRIME INDICATORS Total Violent & Property Crimes Reported Total Violent & Property Crimes Cleared TRAFFIC INCIDENT INDICATORS Total Traffic Fatalities Number of Moving Violations Issued Number of DUI arrests POLICE INDICATORS Complaints against sworn personnel ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010-2011 49,254 211,059 121,784 30,962 7,245 N/A 1,472 462 6,596 443 363 116 479 359 116 475 869 87 956 3,699 792 4,491 5,290 1,111 6,401 8,068 905 6 8,255 41 133 51,437 210,329 123,537 33,896 7,499 N/A 1,628 569 6,995 558 450 126 576 436 140 576 975 105 1,080 4,041 831 4,872 5,902 1,202 7,104 8,623 1,127 10 8,095 34 135 50,144 191,665 119,159 32,084 7,619 N/A 1,556 538 6,638 515 437 109 546 442 128 570 1,121 93 1,214 3,856 734 4,590 5,856 1,064 6,920 8,194 1,053 11 10,376 34 137 50,000 200,000 111,311 30,190 7,282 N/A 1,599 510 5,449 412 419 108 527 377 130 507 962 83 1,045 3,559 692 4,251 5,317 1,013 6,330 7,048 922 8 15,678 37 168 117,573 122,891 95,895 37,440 120,000 200,000 120,000 35,000
1,543 498 5,601 450 414 81 495 425 107 532 810 57 867 3,045 547 3,592 5,016 828 5,844 7,144 948 9 14,669 34 174
1,447 435 4,609 392 423 82 505 396 96 492 817 53 870 3,371 341 3,712 5,007 572 5,579 6,056 827 8 15,100 34 149
*Please note that due to the Heartbeat CAD reporting system still under development, we were not able to retrieve all of the information that youve 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.

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12) 13) 14) 15) 16) 17) 18) 19) 20) 21) 22) 23) 24) 25) 26) 27) Define positions for Captain of Professional Standards/Training. Install Auxiliary/Support Captains (Administrative, Technology, etc.) Install/affirm SET (Selective Enforcement Team) as a power shift. Install additional Detective Bureau interview room. Revamp Detective Bureau Computers (28 unit/stations). Purchase License Plate Readers (LPRs). Enroll in E-Citation pilot program-Traffic Division. Re-outfit Department with new vests utilizing JAG (Justice Assistance Grants)/BVP(bullet proof vest) Programs. Support formation of Police Explorers Post. Publish Five Year Strategy for Police Department. Finalize PERF (Police Executive Research Forum) Study. Publish Switzer Associates recommendations. Utilize City Web-Page to exhibit goals/accomplishments PERF/Switzer Studies. Continue develop mid/upper managers via programs such as PERFMIP/FBINA/LEEDS/TEEX. Civilianize property room and property room annex. 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 years 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 6MONTH STATUS: Ongoing

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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: Citizens Police Academy, Social Network participation, maintaining Police presence in Parks, utilizing foot patrols, and other resources where appropriate (Segways, ATVs, 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.

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(multicylinder 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.

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GENERAL FUND BUDGET POLICE DEPARTMENT APPROPRIATION SUPPLEMENT

VARIANCE TO FY2011 BUDGET -1,049,782 0 0 0 0 0 0 0 0 0 -1,500,000 0 0 0 0 0 0 0 -10,000 -4,252 -3,474 0 0 0 0 207,600 181,000 442,400 -36,900 0 0 0 0 135,000 -497,809 657 -1,235 15,692 -618 0 -11,000 -913 1,430 22,450 -3,308 -304 14,281 -310 -371 0 0
ORG
OBJ Desc
FY2010 ACTUAL 33,989,836 308,069 93,502 0 -48,968 -64,548 0 0 0 -10,573 0 0 0 0 0 0 0 4,200 0 0 0 0 0 0 0 1,254,000 472,000 869,000 1,485,000 12 2,308,618 4,726,098 3,033,750 134,120 1,572,572 15,436,795 2,365 59,981 8,320 0 11,795 435 81,096 243,195 0 0 50,428 11,600 345 11,822 95,396
FY2011 BUDGET 39,242,033 -75,000 175,000 9,120 125,000 1,859,000 2,368 3,303,981 105,757 41,949 3,421,932 29,302 1,859,082 23,408 395,485 119,930 66,680 0 20,000 8,504 6,948 800,040 3,141 114,960 57,545 1,138,400 483,000 822,600 1,686,900 0 0 3,154,334 0 25,000 1,542,606 15,437,327 2,735 64,308 8,118 0 61,000 1,826 78,570 187,550 5,808 608 45,719 10,310 743 9,830 90,000
MAYOR PROPOSED 38,070,628 -75,000 175,000 9,120 125,000 1,859,000 2,368 3,303,981 105,757 41,949 1,921,932 29,302 1,859,082 23,408 395,485 119,930 66,680 0 10,000 4,252 3,474 800,040 3,141 114,960 57,545 1,346,000 664,000 1,265,000 1,650,000 0 0 3,154,334 0 160,000 1,044,797 15,437,984 1,500 80,000 7,500 0 50,000 913 80,000 210,000 2,500 304 60,000 10,000 372 9,830 90,000
FY2012 ADOPTED 38,192,251 -75,000 175,000 9,120 125,000 1,859,000 2,368 3,303,981 105,757 41,949 1,921,932 29,302 1,859,082 23,408 395,485 119,930 66,680 0 10,000 4,252 3,474 800,040 3,141 114,960 57,545 1,346,000 664,000 1,265,000 1,650,000 0 0 3,154,334 0 160,000 1,044,797 15,437,984 1,500 80,000 7,500 0 50,000 913 80,000 210,000 2,500 304 60,000 10,000 372 9,830 90,000
01250000 POLICE ADMINISTRATION 51000 FULL TIME EARNED PAY 51099 CONTRACTED SALARIES 51100 PT TEMP/SEASONAL EARNED PA 51106 REGULAR STRAIGHT OVERTIME 51108 REGULAR 1.5 OVERTIME PAY 51110 TEMP ACTING 1.5X OVERTIME 51112 OUTSIDE PAY 51114 OUTSIDE OVERTIME 1.5X PAY 51116 HOLIDAY 2X OVERTIME PAY 51122 SHIFT 2 - 1.5X OVERTIME 51124 SHIFT 2 - 2X OVERTIME 51128 SHIFT 3 - 1.5X OVERTIME 51130 SHIFT 3 - 2X OVERTIME 51134 TEMP SHIFT 2 DIFFERENTIAL 51136 TEMP SHIFT 3 DIFFERENTIAL 51138 NORMAL STNDRD SHIFT DIFFER 51140 LONGEVITY PAY 51308 FT GRIEV/ARB AWARD PAY RETIREM 51310 PERM SHIFT 2 DIFF PAY 51312 PERM SHIFT 3 DIFF PAY 51318 PERSONAL DAY PAYOUT RETIREMENT 51320 COMP TIME PAYOUT RETIREMENT 51322 HOLIDAY PAYOUT RETIREMENT 51324 LONGEVITY RETIREMENT 52250 H& H MEDICAL - POLICE 52254 H & H INDEMNITY - POLICE 52274 WORKERS' COMP INDM - POLIC 52290 WORKERS' COMP MED - POLICE 52360 MEDICARE 52508 POLICE RELIEF PENSION FUND 52512 NORMAL COST- PENSION PLAN 52917 HEALTH INSURANCE CITY SHARE 53050 PROPERTY RENTAL/LEASE 53200 PRINCIPAL & INTEREST DEBT SERV 53201 PRIN / INTEREST PENSION A 53605 MEMBERSHIP/REGISTRATION FEES 53610 TRAINING SERVICES 53705 ADVERTISING SERVICES 53715 PAGING SERVICES 53720 TELEPHONE SERVICES 53750 TRAVEL EXPENSES 53905 EMP TUITION AND/OR TRAVEL REIM 54010 AUTOMOTIVE PARTS 54020 COMPUTER PARTS 54510 AGRICULTURAL SUPPLIES 54515 ANIMAL SUPPLIES 54520 ANIMALS 54525 VETERINARY SUPPLIES 54530 AUTOMOTIVE SUPPLIES 54535 TIRES & TUBES

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ORG OBJ Desc FY2010 ACTUAL 33,989,836 1,123 2,576 0 5,916 2,713 2,522 657,206 2,881 15,992 0 679 0 2,434 52,185 0 7,853 2,664 733 1,195 45,000 525 14,242 23,359 9,736 0 12,447 40,681 0 196,636 4,422 1,300 110,682 13,260 3,094 101,600 95,231 60 28,956 78,327 29,015 15,212 44,671 53,299 1,166 856 2,180 88 17,942 87 36,160 100,505 FY2011 BUDGET 39,242,033 8,701 2,667 0 2,700 19,784 3,261 630,000 3,477 10,800 500 630 305 1,579 44,362 305 9,017 7,700 1,000 1,500 117,540 1,200 9,411 20,000 55,135 425 12,419 45,000 777 137,165 10,000 1,000 141,623 10,837 2,899 135,000 96,200 225 24,800 10,500 17,500 21,867 48,825 55,000 5,980 24,500 2,405 775 35,000 2,000 32,500 83,813 MAYOR PROPOSED 38,070,628 8,701 2,667 0 9,000 15,000 2,500 630,000 1,739 8,000 250 315 153 2,500 60,000 153 9,017 10,000 500 750 62,500 3,000 9,411 20,000 60,000 213 7,500 45,000 777 150,000 5,000 3,000 80,000 5,419 15,000 75,000 96,200 225 15,000 5,250 25,000 16,367 45,000 55,000 3,490 15,000 1,203 388 75,000 1,000 32,000 100,000 FY2012 ADOPTED 38,192,251 8,701 2,667 0 9,000 15,000 2,500 630,000 1,739 8,000 250 315 153 2,500 60,000 153 9,017 10,000 500 750 62,500 3,000 9,411 20,000 60,000 213 7,500 45,000 777 150,000 5,000 3,000 141,623 5,419 15,000 135,000 96,200 225 15,000 5,250 25,000 16,367 45,000 55,000 3,490 15,000 1,203 388 75,000 1,000 32,000 100,000 VARIANCE TO FY2011 BUDGET -1,049,782 0 0 0 6,300 -4,784 -761 0 -1,738 -2,800 -250 -315 -152 921 15,638 -152 0 2,300 -500 -750 -55,040 1,800 0 0 4,865 -212 -4,919 0 0 12,835 -5,000 2,000 0 -5,418 12,101 0 0 0 -9,800 -5,250 7,500 -5,500 -3,825 0 -2,490 -9,500 -1,202 -387 40,000 -1,000 -500 16,187
01250000 POLICE ADMINISTRATION 54540 BUILDING MATERIALS & SUPPLIE 54545 CLEANING SUPPLIES 54550 COMPUTER SOFTWARE 54555 COMPUTER SUPPLIES 54560 COMMUNICATION SUPPLIES 54595 MEETING/WORKSHOP/CATERING FOOD 54615 GASOLINE 54635 GASES AND EQUIPMENT 54640 HARDWARE/TOOLS 54645 LABORATORY SUPPLIES 54655 LEATHER SUPPLIES 54665 LAUNDRY SUPPLIES 54670 MEDICAL SUPPLIES 54675 OFFICE SUPPLIES 54685 PERSONAL PRODUCTS 54695 PHOTOGRAPHIC SUPPLIES 54700 PUBLICATIONS 54705 SUBSCRIPTIONS 54720 PAPER AND PLASTIC SUPPLIES 54745 UNIFORMS 54755 TRAFFIC CONTROL PRODUCTS 55035 AUTOMOTIVE SHOP EQUIPMENT 55045 VEHICLES 55055 COMPUTER EQUIPMENT 55145 EQUIPMENT RENTAL/LEASE 55150 OFFICE EQUIPMENT 55155 OFFICE EQUIPMENT RENTAL/LEAS 55160 PHOTOGRAPHIC EQUIPMENT 55175 PUBLIC SAFETY EQUIPMENT 55205 TRANSPORTATION EQUIPMENT 55530 OFFICE FURNITURE 56030 VETERINARY SERVICES 56035 TOWING SERVICES 56045 BUILDING MAINTENANCE SERVICE 56055 COMPUTER SERVICES 56065 COMMUNICATION EQ MAINT SVCS 56075 EDUCATIONAL SERVICES 56115 HUMAN SERVICES 56130 LEGAL SERVICES 56155 MEDICAL SERVICES 56170 OTHER MAINTENANCE & REPAIR S 56175 OFFICE EQUIPMENT MAINT SRVCS 56180 OTHER SERVICES 56190 FILM PROCESSING SERVICES 56200 PRINTING/GRAPHIC SERVICES 56205 PUBLIC SAFETY SERVICES 56215 REFUSE SERVICES 56230 SPECIAL MASTER 56240 TRANSPORTATION SERVICES 56245 TESTING SERVICES 59005 VEHICLE MAINTENANCE SERVICES

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ORG OBJ Desc FY2010 ACTUAL 25,978,915 14,976,245 18,859 3 1,901 1,229,017 2,736,976 191,537 0 1,206,554 1,108,047 169,773 129,348 19,007 256,800 14,543 7,700 347,839 366 114,204 1,950 143,839 43 241,750 42,104 1,289,445 1,731,064 5,772,435 3,582,762 9,843 441,251 62,622 2,434 491,315 175,346 22,371 168 0 14,466 98,105 31,676 80,869 27,605 51,750 5,991 308,342 365,520 FY2011 BUDGET 24,346,677 15,887,150 0 0 0 0 0 0 0 0 0 0 0 20,590 263,100 0 0 0 0 0 0 215,604 37,072 259,925 47,710 3,877,129 3,738,397 5,662,879 3,802,598 0 0 0 0 0 0 0 0 80,625 0 0 0 0 42,144 49,950 3,552 904,965 779,045 MAYOR PROPOSED 25,403,190 16,926,994 0 0 0 0 0 0 0 0 0 0 0 20,590 280,425 0 0 0 0 0 0 206,681 37,072 232,175 52,466 3,477,834 4,168,953 5,820,655 3,976,034 0 0 0 0 0 0 0 0 87,000 0 0 0 0 40,457 49,950 4,126 793,567 869,521 FY2012 ADOPTED 25,403,190 16,926,994 0 0 0 0 0 0 0 0 0 0 0 20,590 280,425 0 0 0 0 0 0 206,681 37,072 232,175 52,466 3,477,834 4,168,953 5,820,655 3,976,034 0 0 0 0 0 0 0 0 87,000 0 0 0 0 40,457 49,950 4,126 793,567 869,521 VARIANCE TO FY2011 BUDGET 1,056,513 1,039,844 0 0 0 0 0 0 0 0 0 0 0 0 17,325 0 0 0 0 0 0 -8,923 0 -27,750 4,756 -399,295 430,556 157,776 173,436 0 0 0 0 0 0 0 0 6,375 0 0 0 0 -1,687 0 574 -111,398 90,476
01251000 PATROL 51000 FULL TIME EARNED PAY 51036 FT GRIEVANCE/ARB AWARD PAY 51100 PT TEMP/SEASONAL EARNED PA 51106 REGULAR STRAIGHT OVERTIME 51108 REGULAR 1.5 OVERTIME PAY 51112 OUTSIDE PAY 51114 OUTSIDE OVERTIME 1.5X PAY 51116 HOLIDAY 2X OVERTIME PAY 51122 SHIFT 2 - 1.5X OVERTIME 51128 SHIFT 3 - 1.5X OVERTIME 51134 TEMP SHIFT 2 DIFFERENTIAL 51136 TEMP SHIFT 3 DIFFERENTIAL 51138 NORMAL STNDRD SHIFT DIFFER 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 51308 FT GRIEV/ARB AWARD PAY RETIREM 51318 PERSONAL DAY PAYOUT RETIREMENT 51320 COMP TIME PAYOUT RETIREMENT 51322 HOLIDAY PAYOUT RETIREMENT 51324 LONGEVITY RETIREMENT 52360 MEDICARE 52385 SOCIAL SECURITY 52399 UNIFORM ALLOWANCE 52504 MERF PENSION EMPLOYER CONT 52508 POLICE RELIEF PENSION FUND 52917 HEALTH INSURANCE CITY SHARE 01252000 DETECTIVE 51000 FULL TIME EARNED PAY 51036 FT GRIEVANCE/ARB AWARD PAY 51108 REGULAR 1.5 OVERTIME PAY 51112 OUTSIDE PAY 51114 OUTSIDE OVERTIME 1.5X PAY 51122 SHIFT 2 - 1.5X OVERTIME 51128 SHIFT 3 - 1.5X OVERTIME 51134 TEMP SHIFT 2 DIFFERENTIAL 51136 TEMP SHIFT 3 DIFFERENTIAL 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 51318 PERSONAL DAY PAYOUT RETIREMENT 51322 HOLIDAY PAYOUT RETIREMENT 51324 LONGEVITY RETIREMENT 52360 MEDICARE 52399 UNIFORM ALLOWANCE 52504 MERF PENSION EMPLOYER CONT 52508 POLICE RELIEF PENSION FUND 52917 HEALTH INSURANCE CITY SHARE

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ORG OBJ Desc FY2010 ACTUAL 1,246,788 752,322 3,563 24,647 169,442 11,150 78,796 7,252 0 0 5,983 16,818 27,300 1,407 12,025 2,701 55,875 77,506 1,957,574 1,039,445 109,630 94,128 2,057 276,599 120,371 7,591 3,962 0 7,146 30,547 25,950 9,463 0 16,775 6,597 75,295 132,020 118,378 55,643 18,673 0 0 21,740 4,508 0 2,925 1,800 18 925 5,075 7,072 FY2011 BUDGET 1,167,645 792,145 0 0 0 0 0 0 0 29,475 0 0 0 2,274 12,025 3,314 160,342 168,070 1,567,277 996,266 0 0 0 0 0 0 0 28,425 0 0 0 12,263 114 17,575 8,019 219,725 284,890 90,297 58,349 0 0 0 0 0 1,875 0 0 0 925 14,809 14,339 MAYOR PROPOSED 1,213,310 832,562 0 0 0 0 0 0 0 30,675 0 0 0 2,159 12,025 3,831 145,536 186,522 1,621,312 1,048,821 0 0 0 0 0 0 0 26,700 0 0 0 11,922 114 13,875 9,341 198,353 312,186 93,579 61,458 0 0 0 0 0 1,950 0 0 0 925 13,263 15,983 FY2012 ADOPTED 1,213,310 832,562 0 0 0 0 0 0 0 30,675 0 0 0 2,159 12,025 3,831 145,536 186,522 1,621,312 1,048,821 0 0 0 0 0 0 0 26,700 0 0 0 11,922 114 13,875 9,341 198,353 312,186 93,579 61,458 0 0 0 0 0 1,950 0 0 0 925 13,263 15,983 VARIANCE TO FY2011 BUDGET 45,665 40,417 0 0 0 0 0 0 0 1,200 0 0 0 -115 0 517 -14,806 18,452 54,035 52,555 0 0 0 0 0 0 0 -1,725 0 0 0 -341 0 -3,700 1,322 -21,372 27,296 3,282 3,109 0 0 0 0 0 75 0 0 0 0 -1,546 1,644
01253000 TRAFFIC 51000 FULL TIME EARNED PAY 51036 FT GRIEVANCE/ARB AWARD PAY 51108 REGULAR 1.5 OVERTIME PAY 51112 OUTSIDE PAY 51114 OUTSIDE OVERTIME 1.5X PAY 51122 SHIFT 2 - 1.5X OVERTIME 51128 SHIFT 3 - 1.5X OVERTIME 51134 TEMP SHIFT 2 DIFFERENTIAL 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 51318 PERSONAL DAY PAYOUT RETIREMENT 51324 LONGEVITY RETIREMENT 52360 MEDICARE 52399 UNIFORM ALLOWANCE 52504 MERF PENSION EMPLOYER CONT 52508 POLICE RELIEF PENSION FUND 52917 HEALTH INSURANCE CITY SHARE 01254000 NARCOTICS & VICE 51000 FULL TIME EARNED PAY 51108 REGULAR 1.5 OVERTIME PAY 51112 OUTSIDE PAY 51114 OUTSIDE OVERTIME 1.5X PAY 51122 SHIFT 2 - 1.5X OVERTIME 51128 SHIFT 3 - 1.5X OVERTIME 51134 TEMP SHIFT 2 DIFFERENTIAL 51136 TEMP SHIFT 3 DIFFERENTIAL 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 51318 PERSONAL DAY PAYOUT RETIREMENT 51324 LONGEVITY RETIREMENT 52360 MEDICARE 52385 SOCIAL SECURITY 52399 UNIFORM ALLOWANCE 52504 MERF PENSION EMPLOYER CONT 52508 POLICE RELIEF PENSION FUND 52917 HEALTH INSURANCE CITY SHARE 01255000 TRAINING 51000 FULL TIME EARNED PAY 51108 REGULAR 1.5 OVERTIME PAY 51112 OUTSIDE PAY 51114 OUTSIDE OVERTIME 1.5X PAY 51122 SHIFT 2 - 1.5X OVERTIME 51128 SHIFT 3 - 1.5X OVERTIME 51140 LONGEVITY PAY 51318 PERSONAL DAY PAYOUT RETIREMENT 51324 LONGEVITY RETIREMENT 52360 MEDICARE 52399 UNIFORM ALLOWANCE 52508 POLICE RELIEF PENSION FUND 52917 HEALTH INSURANCE CITY SHARE

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ORG OBJ Desc FY2010 ACTUAL 728,813 482,474 7,261 65,502 183 8,949 25,284 21,508 3,434 0 1,392 6,288 2,700 14 3,196 1,850 32,257 10,727 55,793 825,086 460,201 47,634 30,883 768 89,969 72,392 3,530 4,478 0 5,326 7,425 4,690 5,550 48,836 43,404 FY2011 BUDGET 694,327 478,451 0 0 0 0 0 0 4,004 12,375 0 0 0 0 5,673 1,850 34,819 31,839 125,316 877,605 603,900 0 0 0 0 0 0 0 10,800 0 0 7,005 8,325 153,270 94,305 MAYOR PROPOSED 809,233 557,522 0 0 0 0 0 0 4,004 17,850 0 0 0 0 5,856 1,850 48,493 28,515 145,143 800,239 565,392 0 0 0 0 0 0 0 10,950 0 0 6,013 7,400 122,016 88,468 FY2012 ADOPTED 809,233 557,522 0 0 0 0 0 0 4,004 17,850 0 0 0 0 5,856 1,850 48,493 28,515 145,143 800,239 565,392 0 0 0 0 0 0 0 10,950 0 0 6,013 7,400 122,016 88,468 VARIANCE TO FY2011 BUDGET 114,906 79,071 0 0 0 0 0 0 0 5,475 0 0 0 0 183 0 13,674 -3,324 19,827 -77,366 -38,508 0 0 0 0 0 0 0 150 0 0 -992 -925 -31,254 -5,837
01256000 RECORDS 51000 FULL TIME EARNED PAY 51106 REGULAR STRAIGHT OVERTIME 51108 REGULAR 1.5 OVERTIME PAY 51112 OUTSIDE PAY 51116 HOLIDAY 2X OVERTIME PAY 51122 SHIFT 2 - 1.5X OVERTIME 51128 SHIFT 3 - 1.5X OVERTIME 51138 NORMAL STNDRD SHIFT DIFFER 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 51318 PERSONAL DAY PAYOUT RETIREMENT 51324 LONGEVITY RETIREMENT 52154 LIFE INSURANCE CIVIL SERVICE 52360 MEDICARE 52399 UNIFORM ALLOWANCE 52504 MERF PENSION EMPLOYER CONT 52508 POLICE RELIEF PENSION FUND 52917 HEALTH INSURANCE CITY SHARE 01257000 COMMUNICATIONS 51000 FULL TIME EARNED PAY 51108 REGULAR 1.5 OVERTIME PAY 51112 OUTSIDE PAY 51114 OUTSIDE OVERTIME 1.5X PAY 51122 SHIFT 2 - 1.5X OVERTIME 51128 SHIFT 3 - 1.5X OVERTIME 51134 TEMP SHIFT 2 DIFFERENTIAL 51136 TEMP SHIFT 3 DIFFERENTIAL 51140 LONGEVITY PAY 51318 PERSONAL DAY PAYOUT RETIREMENT 51324 LONGEVITY RETIREMENT 52360 MEDICARE 52399 UNIFORM ALLOWANCE 52508 POLICE RELIEF PENSION FUND 52917 HEALTH INSURANCE CITY SHARE

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ORG OBJ Desc FY2010 ACTUAL 3,998,999 2,597,098 337 56 0 265,325 156 254,387 11,758 4,888 122,398 33,299 5,392 2,531 0 12,439 62,252 0 5,574 51,075 19,106 0 33,300 55,266 177,078 285,283 3,748,544 2,363,618 173,507 218 2,140 206,676 22,348 206 0 322,643 0 39,464 485 1,058 1,332 1,513 8,618 49,743 28,725 27 21,482 1,671 19,550 81,487 142,979 259,054 0 FY2011 BUDGET 4,164,832 2,816,878 0 0 0 0 0 0 0 0 0 0 0 0 60,300 0 0 0 0 0 31,653 3,637 32,375 64,411 525,808 629,770 3,965,101 2,649,040 124,181 0 0 0 0 0 0 0 0 0 0 0 2,002 48,525 0 0 0 0 30,357 5,240 20,350 77,207 437,728 571,072 -601 MAYOR PROPOSED 4,178,886 2,800,055 0 0 0 0 0 0 0 0 0 0 0 0 60,210 0 0 0 0 0 29,402 2,090 30,525 79,122 445,524 731,958 4,179,331 2,927,627 0 0 0 0 0 0 0 0 0 0 0 0 2,002 58,350 0 0 0 0 31,478 6,083 24,600 101,902 393,843 634,047 -601 FY2012 ADOPTED 4,178,886 2,800,055 0 0 0 0 0 0 0 0 0 0 0 0 60,210 0 0 0 0 0 29,402 2,090 30,525 79,122 445,524 731,958 4,179,331 2,927,627 0 0 0 0 0 0 0 0 0 0 0 0 2,002 58,350 0 0 0 0 31,478 6,083 24,600 101,902 393,843 634,047 -601 VARIANCE TO FY2011 BUDGET 14,054 -16,823 0 0 0 0 0 0 0 0 0 0 0 0 -90 0 0 0 0 0 -2,251 -1,547 -1,850 14,711 -80,284 102,188 214,230 278,587 -124,181 0 0 0 0 0 0 0 0 0 0 0 0 9,825 0 0 0 0 1,121 843 4,250 24,695 -43,885 62,975 0
01258000 AUXILIARY SERVICES 51000 FULL TIME EARNED PAY 51036 FT GRIEVANCE/ARB AWARD PAY 51102 LONG TERM ACTING PAY 51106 REGULAR STRAIGHT OVERTIME 51108 REGULAR 1.5 OVERTIME PAY 51110 TEMP ACTING 1.5X OVERTIME 51112 OUTSIDE PAY 51114 OUTSIDE OVERTIME 1.5X PAY 51116 HOLIDAY 2X OVERTIME PAY 51122 SHIFT 2 - 1.5X OVERTIME 51128 SHIFT 3 - 1.5X OVERTIME 51134 TEMP SHIFT 2 DIFFERENTIAL 51136 TEMP SHIFT 3 DIFFERENTIAL 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 51318 PERSONAL DAY PAYOUT RETIREMENT 51320 COMP TIME PAYOUT RETIREMENT 51322 HOLIDAY PAYOUT RETIREMENT 51324 LONGEVITY RETIREMENT 52360 MEDICARE 52385 SOCIAL SECURITY 52399 UNIFORM ALLOWANCE 52504 MERF PENSION EMPLOYER CONT 52508 POLICE RELIEF PENSION FUND 52917 HEALTH INSURANCE CITY SHARE 01259000 POLICE UNASSIGNED 51000 FULL TIME EARNED PAY 51036 FT GRIEVANCE/ARB AWARD PAY 51102 LONG TERM ACTING PAY 51106 REGULAR STRAIGHT OVERTIME 51108 REGULAR 1.5 OVERTIME PAY 51112 OUTSIDE PAY 51114 OUTSIDE OVERTIME 1.5X PAY 51116 HOLIDAY 2X OVERTIME PAY 51122 SHIFT 2 - 1.5X OVERTIME 51124 SHIFT 2 - 2X OVERTIME 51128 SHIFT 3 - 1.5X OVERTIME 51134 TEMP SHIFT 2 DIFFERENTIAL 51136 TEMP SHIFT 3 DIFFERENTIAL 51138 NORMAL STNDRD SHIFT DIFFER 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 51318 PERSONAL DAY PAYOUT RETIREMENT 51324 LONGEVITY RETIREMENT 52154 LIFE INSURANCE CIVIL SERVICE 52360 MEDICARE 52385 SOCIAL SECURITY 52399 UNIFORM ALLOWANCE 52504 MERF PENSION EMPLOYER CONT 52508 POLICE RELIEF PENSION FUND 52917 HEALTH INSURANCE CITY SHARE 52920 HEALTH BENEFITS BUYOUT

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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.
MAYOR
CITY COUNCIL
BOARD OF FIRE COMMISSIONERS
FIRE DEPARTMENT

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GENERAL FUND BUDGET FIRE DEPARTMENT Brian Rooney Fire Chief REVENUE SUMMARY
ORG DESC OBJECT DESC FY2010 ACTUAL 205,012 0 1,142 210 0 900 0 2,700 28,250 0 0 400 15,700 1,000 4,100 1,077 2,050 1,225 20,100 681 7,100 47,466 70,850 60 FY 2011 CURRENT 194,515 1,000 1,500 250 800 2,800 75 350 33,000 500 0 450 15,000 450 5,000 5,000 1,000 2,500 14,000 200 7,500 38,000 65,000 140 FY 2012 MAYOR PROPOSED 203,515 1,000 1,500 250 800 2,800 75 350 33,000 500 0 450 15,000 450 5,000 5,000 1,000 2,500 14,000 200 7,500 44,000 68,000 140 FY2012 ADOPTED 203,515 1,000 1,500 250 800 2,800 75 350 33,000 500 0 450 15,000 450 5,000 5,000 1,000 2,500 14,000 200 7,500 44,000 68,000 140 VARIANCE TO FY2011 BUDGET 9,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 6,000 3,000 0
BUDGET DETAIL
01260000 FIRE DEPARTMENT ADMINISTRATION 41359 ALARM REGISTRATION FEE 41538 COPIES 41583 BLASTING PERMIT 41584 CARNIVAL PERMIT 41585 DAY CARE PERMIT 41586 DAY CARE - GROUP PERMIT 41587 DRY CLEANER PERMIT 41588 FLAMMABLE LIQUID LICENSE 41589 FOAM GENERATOR LICENSE 41590 GAS PIPE TEST PERMIT 41591 HOTEL PERMIT 41592 LIQUOR PERMIT 41593 PUBLIC HALL PERMIT 41594 ROOMING HOUSE PERMIT 41595 SITE ASSESSMENT PERMIT 41596 TANKINSTALLATION-COMMERCIALPER 41597 TANKINSTALLATION-RESIDENTIALPE 41598 TRUCK - HAZMAT PERMIT 41599 VENDOR PERMIT 41600 96/17 HOOD SYSTEM PERMIT 41601 CHARGE FOR TIME 41603 FIREWATCH REIMBURSEMENT 41604 FIRE HYDRANT USE PERMITS

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GENERAL FUND BUDGET FIRE DEPARTMENT APPROPRIATION SUMMARY

ORG Desc APPR Desc 01260000 FIRE DEPARTMENT ADMINISTRATION 1260PS FIRE DEPT PERSONAL SVCS 2260TPS FIRE DEPT OTHER PERS SVCS 3260FB FIRE DEPT FRINGE BENEFITS 4260EX FIRE DEPT OPER EXP 6260SS FIRE DEPT SPEC SVCS 01261000 FIRE ENGINE 1 1260PS FIRE DEPT PERSONAL SVCS 2260TPS FIRE DEPT OTHER PERS SVCS 3260FB FIRE DEPT FRINGE BENEFITS 01263000 FIRE LADDER 5 1260PS FIRE DEPT PERSONAL SVCS 2260TPS FIRE DEPT OTHER PERS SVCS 3260FB FIRE DEPT FRINGE BENEFITS 01264000 FIRE RESCUE 5 1260PS FIRE DEPT PERSONAL SVCS 2260TPS FIRE DEPT OTHER PERS SVCS 3260FB FIRE DEPT FRINGE BENEFITS 01265000 FIRE ENGINE 3 1260PS FIRE DEPT PERSONAL SVCS 2260TPS FIRE DEPT OTHER PERS SVCS 3260FB FIRE DEPT FRINGE BENEFITS 01266000 FIRE ENGINE 4 1260PS FIRE DEPT PERSONAL SVCS 2260TPS FIRE DEPT OTHER PERS SVCS 3260FB FIRE DEPT FRINGE BENEFITS 01267000 FIRE ENGINE 7 1260PS FIRE DEPT PERSONAL SVCS 2260TPS FIRE DEPT OTHER PERS SVCS 3260FB FIRE DEPT FRINGE BENEFITS 01268000 FIRE LADDER 11 1260PS FIRE DEPT PERSONAL SVCS 2260TPS FIRE DEPT OTHER PERS SVCS 3260FB FIRE DEPT FRINGE BENEFITS FY2010 ACTUAL 23,398,791 44,889 89,625 6,857,653 15,911,702 494,921 1,520,699 1,031,868 271,240 217,592 1,918,374 1,292,823 324,675 300,877 1,569,550 1,033,775 275,827 259,948 1,359,701 932,794 217,963 208,944 1,471,645 955,294 285,378 230,973 1,346,836 895,049 222,224 229,563 1,798,209 1,147,325 346,781 304,102 FY2011 BUDGET 25,566,055 0 4,953,524 4,179,272 15,935,471 497,788 1,450,352 920,951 14,025 515,376 2,023,003 1,277,674 20,100 725,229 1,659,463 1,021,161 24,075 614,227 1,440,588 922,996 19,200 498,392 1,544,606 991,621 18,000 534,985 1,489,443 926,400 15,825 547,218 1,898,326 1,163,987 19,350 714,989
BUDGET DETAIL
MAYOR PROPOSED 25,262,338 0 4,453,524 4,301,072 16,076,324 431,418 1,440,598 958,137 15,000 467,461 2,035,417 1,329,275 22,575 683,567 1,666,287 1,062,404 27,000 576,883 1,433,679 960,270 20,550 452,859 1,478,742 975,286 19,875 483,581 1,485,873 964,060 18,975 502,838 1,819,754 1,157,879 23,850 638,025 FY2012 ADOPTED 25,289,338 0 4,453,524 4,301,072 16,103,324 431,418 1,440,598 958,137 15,000 467,461 2,035,417 1,329,275 22,575 683,567 1,666,287 1,062,404 27,000 576,883 1,433,679 960,270 20,550 452,859 1,478,742 975,286 19,875 483,581 1,485,873 964,060 18,975 502,838 1,819,754 1,157,879 23,850 638,025 VARIANCE TO FY2011 BUDGET -276,717 0 -500,000 121,800 167,853 -66,370 -9,754 37,186 975 -47,915 12,414 51,601 2,475 -41,662 6,824 41,243 2,925 -37,344 -6,909 37,274 1,350 -45,533 -65,864 -16,335 1,875 -51,404 -3,570 37,660 3,150 -44,380 -78,572 -6,108 4,500 -76,964

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GENERAL FUND BUDGET FIRE DEPARTMENT

ORG Desc APPR Desc 01269000 FIRE ENGINE 6 1260PS FIRE DEPT PERSONAL SVCS 2260TPS FIRE DEPT OTHER PERS SVCS 3260FB FIRE DEPT FRINGE BENEFITS 01270000 FIRE LADDER 6 1260PS FIRE DEPT PERSONAL SVCS 2260TPS FIRE DEPT OTHER PERS SVCS 3260FB FIRE DEPT FRINGE BENEFITS 01271000 FIRE ENGINE 10 1260PS FIRE DEPT PERSONAL SVCS 2260TPS FIRE DEPT OTHER PERS SVCS 3260FB FIRE DEPT FRINGE BENEFITS 01272000 FIRE LADDER 10 1260PS FIRE DEPT PERSONAL SVCS 2260TPS FIRE DEPT OTHER PERS SVCS 3260FB FIRE DEPT FRINGE BENEFITS 01273000 FIRE ENGINE 12 1260PS FIRE DEPT PERSONAL SVCS 2260TPS FIRE DEPT OTHER PERS SVCS 3260FB FIRE DEPT FRINGE BENEFITS 01274000 FIRE ENGINE 15 1260PS FIRE DEPT PERSONAL SVCS 2260TPS FIRE DEPT OTHER PERS SVCS 3260FB FIRE DEPT FRINGE BENEFITS 01275000 FIRE ENGINE 16 1260PS FIRE DEPT PERSONAL SVCS 2260TPS FIRE DEPT OTHER PERS SVCS 3260FB FIRE DEPT FRINGE BENEFITS 01276000 FIRE UNASSIGNED 1260PS FIRE DEPT PERSONAL SVCS 2260TPS FIRE DEPT OTHER PERS SVCS 3260FB FIRE DEPT FRINGE BENEFITS FY2010 ACTUAL 1,338,241 901,954 227,089 209,198 1,560,750 1,042,513 245,714 272,523 1,444,486 891,529 336,733 216,225 1,901,861 1,257,197 336,403 308,260 1,374,091 898,553 267,506 208,032 1,385,943 942,178 238,313 205,452 1,674,081 1,085,571 331,813 256,697 5,160,314 3,545,729 958,506 656,079 FY2011 BUDGET 1,447,555 922,996 16,950 507,609 1,729,877 1,059,826 17,625 652,426 1,441,844 916,188 18,150 507,506 2,061,266 1,294,304 26,025 740,937 1,391,032 867,852 17,850 505,330 1,445,919 926,400 21,000 498,519 1,681,082 1,069,225 19,875 591,982 5,002,857 3,434,809 79,050 1,488,998
BUDGET DETAIL
MAYOR PROPOSED 1,436,440 959,732 19,500 457,208 1,719,158 1,102,627 20,025 596,506 1,443,103 953,155 20,550 469,398 1,972,096 1,295,988 28,050 648,058 1,239,835 808,756 17,700 413,379 1,438,795 963,784 22,125 452,886 1,598,269 1,051,744 22,950 523,575 5,234,054 3,722,135 87,900 1,424,019 FY2012 ADOPTED 1,436,440 959,732 19,500 457,208 1,719,158 1,102,627 20,025 596,506 1,443,103 953,155 20,550 469,398 1,972,096 1,295,988 28,050 648,058 1,239,835 808,756 17,700 413,379 1,438,795 963,784 22,125 452,886 1,598,269 1,051,744 22,950 523,575 5,234,054 3,722,135 87,900 1,424,019 VARIANCE TO FY2011 BUDGET -11,115 36,736 2,550 -50,401 -10,719 42,801 2,400 -55,920 1,259 36,967 2,400 -38,108 -89,170 1,684 2,025 -92,879 -151,197 -59,096 -150 -91,951 -7,124 37,384 1,125 -45,633 -82,813 -17,481 3,075 -68,407 231,197 287,326 8,850 -64,979

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GENERAL FUND BUDGET FIRE DEPARTMENT PERSONNEL SUMMARY

Org Code Fill 8.0 4.0 3.0 1.0 16.0 19.0 3.0 1.0 23.0 11.0 4.0 3.0 18.0 8.0 4.0 3.0 1.0 16.0 7.0 4.0 3.0 2.0 16.0 8.0 4.0 3.0 1.0 16.0 17.0 2.0 1.0 20.0 8.0 4.0 3.0 1.0 16.0 15.0 3.0 1.0 19.0 8.0 4.0 3.0 1.0 16.0 Vac Job Class Description FIRE FIGHTER PUMPER ENGINEER FIRE LIEUTENANT FIRE CAPTAIN FIRE FIGHTER FIRE LIEUTENANT FIRE CAPTAIN FIRE FIGHTER PUMPER ENGINEER FIRE LIEUTENANT FIRE FIGHTER PUMPER ENGINEER FIRE LIEUTENANT FIRE CAPTAIN FIRE FIGHTER PUMPER ENGINEER FIRE LIEUTENANT FIRE CAPTAIN FIRE FIGHTER PUMPER ENGINEER FIRE LIEUTENANT FIRE CAPTAIN FIRE FIGHTER FIRE LIEUTENANT FIRE CAPTAIN FIRE FIGHTER PUMPER ENGINEER FIRE LIEUTENANT FIRE CAPTAIN FIRE FIGHTER FIRE LIEUTENANT FIRE CAPTAIN FIRE FIGHTER PUMPER ENGINEER FIRE LIEUTENANT FIRE CAPTAIN FY 2011 CURRENT 426,843 234,192 187,887 72,029 920,951 1,017,758 187,887 72,029 1,277,674 599,082 234,192 187,887 1,021,161 428,888 234,192 187,887 72,029 922,996 425,484 234,192 187,887 144,058 991,621 432,292 234,192 187,887 72,029 926,400 966,700 125,258 72,029 1,163,987 428,888 234,192 187,887 72,029 922,996 799,910 187,887 72,029 1,059,826 422,080 234,192 187,887 72,029 916,188
BUDGET DETAIL
FY 2012 ADOPTED 444,076 243,648 195,474 74,938 958,136 1,058,856 195,474 74,938 1,329,268 623,277 243,648 195,474 1,062,399 446,207 243,648 195,474 74,938 960,267 386,003 243,648 195,474 150,159 975,284 449,750 243,648 195,721 74,938 964,056 952,618 130,316 74,938 1,157,872 445,422 243,648 195,721 74,938 959,728 832,210 195,474 74,938 1,102,622 439,122 243,648 195,474 74,938 953,182 2012 vs 2011 17,233 9,456 7,587 2,909 37,185 41,098 7,587 2,909 51,594 24,195 9,456 7,587 41,238 17,319 9,456 7,587 2,909 37,271 -39,481 9,456 7,587 6,101 -16,337 17,458 9,456 7,834 2,909 37,656 -14,082 5,058 2,909 -6,116 16,534 9,456 7,834 2,909 36,732 32,300 7,587 2,909 42,796 17,042 9,456 7,587 2,909 36,994
01261000 Total
01263000 Total
01264000 Total
01265000 Total
01266000 Total
01267000 Total
01268000 Total
01269000 Total
01270000 Total
01271000 Total

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GENERAL FUND BUDGET FIRE DEPARTMENT PERSONNEL SUMMARY CONTINUED

Org Code Fill 2.0 1.0 15.0 3.0 1.0 22.0 9.0 2.0 1.0 1.0 2.0 15.0 8.0 4.0 3.0 1.0 16.0 6.0 5.0 3.0 1.0 1.0 1.0 17.0 1.0 1.0 1.0 1.0 1.0 19.0 3.0 8.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 3.0 1.0 1.0 1.0 50.0 Vac Job Class Description FIRE FIGHTER PUMPER ENGINEER FIRE FIGHTER FIRE LIEUTENANT FIRE CAPTAIN FIRE FIGHTER PUMPER ENGINEER FIRE INSPECTOR FIRE LIEUTENANT FIRE CAPTAIN FIRE FIGHTER PUMPER ENGINEER FIRE LIEUTENANT FIRE CAPTAIN FIRE FIGHTER PUMPER ENGINEER FIRE LIEUTENANT FIRE CAPTAIN FIRE EQUIPMENT MECHANIC ASSISTANT SUPERINTENDENT OF MA PAYROLL CLERK EXECUTIVE SECRETARY MAINTAINER I (GRADE I) FIRE FIGHTER SUPERINTENDENT OF MAINTENANCE FIRE FIGHTER FIRE LIEUTENANT FIRE CAPTAIN FIRE ASSISTANT CHIEF FIRE DEPUTY CHIEF FIRE ASSISTANT CHIEF FIRE DEPUTY CHIEF FIRE MARSHALL FIRE CHIEF FIRE DEPUTY MARSHALL FIRE INSPECTOR FIRE SENIOR INSPECTOR FIRE INSPECTOR FIRE SENIOR INSPECTOR CUSTODIAN I DIRECTOR -EMERGENCY SERVICE FY 2011 CURRENT 105,520 58,548 870,320 187,887 72,029 1,294,304 494,921 117,096 58,548 62,629 134,658 867,852 432,292 234,192 187,887 72,029 926,400 323,368 288,654 187,887 72,029 62,629 72,029 1,006,596 44,440 62,127 26,696 54,462 62,629 54,462 1,136,722 206,687 662,632 190,502 82,829 95,251 89,042 124,787 77,429 67,328 67,328 201,984 67,328 33,125 89,648 3,497,438
BUDGET DETAIL
FY 2012 ADOPTED 109,781 60,912 854,877 195,474 74,938 1,295,981 401,585 121,824 70,311 65,158 149,875 808,753 449,750 243,648 195,474 74,938 963,809 336,427 304,560 195,474 74,938 65,405 74,938 1,051,740 63,759 29,448 56,876 86,174 56,876 1,239,483 225,664 689,388 198,944 86,500 99,472 99,472 128,543 92,988 70,311 80,861 210,934 80,861 33,125 92,453 3,722,134 2012 vs 2011 4,261 2,364 -15,444 7,587 2,909 1,677 -93,337 4,728 11,763 2,529 15,217 -59,099 17,458 9,456 7,587 2,909 37,409 13,059 15,906 7,587 2,909 2,776 2,909 45,144 -44,440 1,632 2,753 2,414 23,545 2,414 102,761 18,977 26,756 8,442 3,671 4,221 10,430 3,756 15,559 2,983 13,533 8,950 13,533 2,805 224,696
01272000 Total
01273000 Total
01274000 Total
01275000 Total
01276000 Total

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GENERAL FUND BUDGET FIRE DEPARTMENT

SERVICE INDICATORS FIRE DEPARTMENT Number of Fire Stations Number of First Responder Stations Number of Ladder Trucks Number of Standby/Reserve Trucks Number of Pumper Trucks/Engines Number of Standby Pumper Trucks/Engines Minimum staffing per truck Number of Quints/combination equipment Number of budgeted employees REVENUE Firewatch Insurance Reimbursement Permits & Inspection fees Total Revenue Generated FIRE INCIDENTS Residential Fire Incidents Commercial/Industrial Fire Incidents Fire Incidents involving Non-Structures TOTAL FIRE INCIDENTS Non-fire Incidents requiring response False Alarms Arson Incidents in structure Total Arson Incidents in non-structure TOTAL ARSON INCIDENTS Arson Arrests STAFF INJURY DETAIL Personnel Deaths Injuries with time lost Injuries with no time lost TOTAL INJURIES RESPONSE TIME/EMS Calls responded to within 4 minutes Basic Life Support Responder Incidents FIRE INSPECTIONS & PREVENTION Residential Structures Inspected Commercial Structures Inspected Industrial Structures Inspected Total Structures Inspected Inspections carried out by fire supression staff Smoke detectors installed ACTUAL 2005-2006 14 14 4 0 9 0 4 1 368 $86,554 $68,400 $78,635 $233,589 160 20 480 660 9,779 1,790 21 41 62 1 0 134 58 192 98% 3,366 2,552 785 66 9,058 4,069 5,800 ACTUAL 2006-2007 14 14 4 1 9 3 4 1 368 $98,492 $33,025 $71,704 $203,221 173 16 49 238 1,684 1,800 21 N/A 53 4 0 73 57 130 N/A 3,398 1,528 417 0 1,945 N/A 4,847
PROGRAM HIGHLIGHTS
ACTUAL 2007-2008 8 8 4 1 9 4 4 1 366 $113,722 $16,525 $70,711 $200,958 237 281 205 651 9,200 1,475 18 3 44 0 0 58 63 121 62% 1,696 1,362 883 46 2,291 N/A 4,662 ACTUAL 2008-2009 8 8 4 1 9 3 4 1 366 $38,086 $22,683 $65,973 $126,742 246 285 337 868 9,520 1,947 11 25 36 4 0 13 20 33 59% 2,585 1,246 1,605 72 2,923 4,149 4,794 ACTUAL ESTIMATED 2009-2010 2010-2011 8 8 4 1 9 3 4 1 366 $70,850 $47,465 $85,553 $203,868 245 278 416 694 11,261 2,062 10 19 29 0 0 7 17 24 41% 3,943 433 476 97 1,006 1,877 5,885 8 8 4 1 9 3 4 1 366 $68,880 $44,314 $74,515 $187,709 248 302 396 698 14,438 2,350 6 8 14 0 2 14 26 40 64% 4,838 250 532 154 936 1,066 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 Governments 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. 7) Actively seek funding opportunities from additional sources in the form of grants to sustain the tremendously successful smoke alarm initiative.

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GENERAL FUND BUDGET FIRE DEPARTMENT PROGRAM HIGHLIGHTS

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.

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.

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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 Citys 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

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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.

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 repainted. This will become one of the departments primary spare apparatus. 4) As of December 2010, The Fire Departments 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 NorEaster 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 departments Fire Boat to be docked in this central location along with the Police and Harbor Masters boats. Currently, the Fire Boat is docked at Captains Cove which causes an increase in response times to Bridgeport Harbor.

262
FIRE DEPARTMENT

FY2010 ACTUAL 23,398,791 44,889 0 -4,405 0 0 0 0 0 105 0 0 93,925 0 0 0 711,000 682,000 549,000 850,000 2 1,795,280 0 2,270,372 372,228 14,831,430 4,436 6,004 46,720 2,787 63,980 0 14,971 79,598 173 0 0 5,155 20,919 4,606 9,365 4,835 44,497 419 0 1,250 0 73,850 33,847 0 5,147 FY2011 BUDGET 25,566,055 0 4,000 3,100,000 3,800 1,500 104,700 70,000 80,000 387,846 1,428 0 0 1,130,250 35,000 35,000 719,400 759,000 575,100 760,200 0 0 1,365,572 0 380,643 14,831,942 8,998 5,505 41,371 3,500 65,638 21 23,029 78,095 223 85 15 4,176 25,100 2,664 4,857 4,887 24,088 427 13 3,204 31 74,000 47,552 275 5,002 MAYOR PROPOSED 25,262,338 0 4,000 2,600,000 3,800 1,500 104,700 70,000 80,000 387,846 1,428 0 0 1,130,250 35,000 35,000 745,000 845,000 575,500 770,000 0 0 1,365,572 0 517,590 14,832,573 4,499 5,455 40,000 3,500 65,638 11 23,029 82,095 223 68 8 2,500 15,000 2,664 3,884 4,887 20,000 214 7 1,354 16 80,000 58,000 138 3,802 FY2012 ADOPTED 25,289,338 0 4,000 2,600,000 3,800 1,500 104,700 70,000 80,000 387,846 1,428 0 0 1,130,250 35,000 35,000 745,000 845,000 575,500 770,000 0 0 1,365,572 0 517,590 14,832,573 4,499 5,455 40,000 3,500 65,638 11 23,029 82,095 223 68 8 2,500 15,000 2,664 3,884 4,887 20,000 214 7 1,354 16 80,000 58,000 138 3,802 VARIANCE TO FY2011 BUDGET -276,717 0 0 -500,000 0 0 0 0 0 0 0 0 0 0 0 0 25,600 86,000 400 9,800 0 0 0 0 136,947 631 -4,499 -50 -1,371 0 0 -10 0 4,000 0 -17 -7 -1,676 -10,100 0 -973 0 -4,088 -213 -6 -1,850 -15 6,000 10,448 -137 -1,200
ORG
OBJ Desc
01260000 FIRE DEPARTMENT ADMINISTRATION 51000 FULL TIME EARNED PAY 51106 REGULAR STRAIGHT OVERTIME 51108 REGULAR 1.5 OVERTIME PAY 51110 TEMP ACTING 1.5X OVERTIME 51116 HOLIDAY 2X OVERTIME PAY 51118 STAND-BY PAY 51122 SHIFT 2 - 1.5X OVERTIME 51126 FIREWATCH OVERTIME 51134 TEMP SHIFT 2 DIFFERENTIAL 51138 NORMAL STNDRD SHIFT DIFFER 51140 LONGEVITY PAY 51141 EMT CERTIFICATE PAY 51318 PERSONAL DAY PAYOUT RETIREMENT 51322 HOLIDAY PAYOUT RETIREMENT 51324 LONGEVITY RETIREMENT 52252 H& H MEDICAL - FIRE 52256 H & H INDEMNITY FIRE 52268 WORKERS' COMP INDM - FIRE 52284 WORKERS' COMP MED - FIRE 52360 MEDICARE 52510 FIRE PENSION FUND 52514 NORMAL COST- PENSION PLAN 52917 HEALTH INSURANCE CITY SHARE 53200 PRINCIPAL & INTEREST DEBT SERV 53201 PRIN / INTEREST PENSION A 53435 PROPERTY INSURANCE 53605 MEMBERSHIP/REGISTRATION FEES 53610 TRAINING SERVICES 53715 PAGING SERVICES 53720 TELEPHONE SERVICES 53750 TRAVEL EXPENSES 53905 EMP TUITION AND/OR TRAVEL REIM 54010 AUTOMOTIVE PARTS 54020 COMPUTER PARTS 54025 ROADWAY PARTS 54505 ARTS & CRAFT SUPPLIES 54530 AUTOMOTIVE SUPPLIES 54535 TIRES & TUBES 54545 CLEANING SUPPLIES 54550 COMPUTER SOFTWARE 54555 COMPUTER SUPPLIES 54560 COMMUNICATION SUPPLIES 54570 ELECTRONIC SUPPLIES 54580 SCHOOL SUPPLIES 54595 MEETING/WORKSHOP/CATERING FOOD 54600 FOOD SERVICE SUPPLIES 54610 DIESEL 54615 GASOLINE 54630 OTHER FUELS 54635 GASES AND EQUIPMENT

263
FIRE DEPARTMENT

FY2010 ACTUAL 8,541 0 0 2,705 13,053 1,815 142 2,555 919 0 2,155 8,335 309 185 0 2,302 273 20,710 47 2,252 3,683 0 0 16,369 7,913 2,625 1,659 156,302 0 561 309 4,411 3,155 22,199 1,156 26,955 51,524 12,263 3,099 81,717 4,493 10,875 9,165 4,833 275 387 118,983 105 6,598 55 162,439 FY2011 BUDGET 14,734 15 172 2,955 13,137 3,239 315 2,750 1,149 100 1,000 13,500 405 500 110 1,347 650 10,301 90 2,374 1,134 650 625 4,663 2,921 2,955 225 212,370 165 862 312 500 2,180 1,725 3,525 21,675 66,495 13,500 11,309 0 7,900 24,500 34,385 11,088 4,800 964 122,662 15 3,800 650 170,520 MAYOR PROPOSED 10,000 8 86 2,000 10,000 1,620 315 2,750 575 50 500 13,500 203 250 450 1,347 2,500 5,000 45 2,374 1,134 325 313 4,663 4,336 2,955 113 233,620 300 431 156 250 2,000 5,000 1,763 54,307 33,248 13,500 7,000 0 5,000 20,000 32,885 10,000 738 482 124,162 8 3,000 325 125,000 FY2012 ADOPTED 10,000 8 86 2,000 10,000 1,620 315 2,750 575 50 500 13,500 203 250 450 1,347 2,500 5,000 45 2,374 1,134 325 313 4,663 4,336 2,955 113 260,620 300 431 156 250 2,000 5,000 1,763 54,307 33,248 13,500 7,000 0 5,000 20,000 32,885 10,000 738 482 124,162 8 3,000 325 125,000 VARIANCE TO FY2011 BUDGET -4,734 -7 -86 -955 -3,137 -1,619 0 0 -574 -50 -500 0 -202 -250 340 0 1,850 -5,301 -45 0 0 -325 -312 0 1,415 0 -112 48,250 135 -431 -156 -250 -180 3,275 -1,762 32,632 -33,247 0 -4,309 0 -2,900 -4,500 -1,500 -1,088 -4,062 -482 1,500 -7 -800 -325 -45,520
ORG
OBJ Desc 54640 HARDWARE/TOOLS 54650 LANDSCAPING SUPPLIES 54665 LAUNDRY SUPPLIES 54670 MEDICAL SUPPLIES 54675 OFFICE SUPPLIES 54680 OTHER SUPPLIES 54695 PHOTOGRAPHIC SUPPLIES 54700 PUBLICATIONS 54705 SUBSCRIPTIONS 54720 PAPER AND PLASTIC SUPPLIES 54740 TEXTILE SUPPLIES 54745 UNIFORMS 54750 TRANSPORTATION SUPPLIES 54755 TRAFFIC CONTROL PRODUCTS 54770 SALE OF SURPLUS/OBSOLETE ITE 55035 AUTOMOTIVE SHOP EQUIPMENT 55050 CLEANING EQUIPMENT 55055 COMPUTER EQUIPMENT 55075 SCHOOL EQUIPMENT 55080 ELECTRICAL EQUIPMENT 55095 FOOD SERVICE EQUIPMENT 55110 HVAC EQUIPMENT 55120 LANDSCAPING EQUIPMENT 55135 MEDICAL EQUIPMENT 55150 OFFICE EQUIPMENT 55155 OFFICE EQUIPMENT RENTAL/LEAS 55160 PHOTOGRAPHIC EQUIPMENT 55175 PUBLIC SAFETY EQUIPMENT 55190 ROADWAY EQUIPMENT 55205 TRANSPORTATION EQUIPMENT 55210 TESTING EQUIPMENT 55215 WELDING EQUIPMENT 55510 OTHER FURNITURE 55530 OFFICE FURNITURE 56035 TOWING SERVICES 56055 COMPUTER SERVICES 56060 CONSTRUCTION SERVICES 56065 COMMUNICATION EQ MAINT SVCS 56115 HUMAN SERVICES 56130 LEGAL SERVICES 56140 LAUNDRY SERVICES 56155 MEDICAL SERVICES 56170 OTHER MAINTENANCE & REPAIR S 56175 OFFICE EQUIPMENT MAINT SRVCS 56180 OTHER SERVICES 56190 FILM PROCESSING SERVICES 56205 PUBLIC SAFETY SERVICES 56215 REFUSE SERVICES 56245 TESTING SERVICES 56250 TRAVEL SERVICES 59005 VEHICLE MAINTENANCE SERVICES

264
FIRE DEPARTMENT
ORG OBJ Desc

FY2010 ACTUAL 1,520,699 1,031,868 171,801 1,139 26,391 0 0 56,458 0 15,450 7,455 13,600 81,873 114,664 1,918,374 1,292,823 1,487 191,516 387 1,519 1,049 28,059 0 0 80,183 20,475 11,586 0 20,400 396 126,864 141,631 1,569,550 1,033,775 175,759 222 25,659 0 0 47,417 597 26,175 8,903 0 16,150 103,409 131,486 1,359,701 932,497 297 119,574 2,065 20,783 0 0 55,892 19,650 6,935 0 14,450 84,929 102,630 FY2011 BUDGET 1,450,352 920,951 0 0 0 14,025 0 0 0 0 12,156 28,400 227,651 247,169 2,023,003 1,277,674 0 0 0 0 0 0 20,100 0 0 0 20,060 2,686 44,375 0 348,805 309,303 1,659,463 1,021,161 0 0 0 24,075 0 0 0 0 15,280 2,686 33,725 278,778 283,758 1,440,588 922,996 0 0 0 0 19,200 0 0 0 12,853 2,686 31,950 227,380 223,523 MAYOR PROPOSED 1,440,598 958,137 0 0 0 15,000 0 0 0 0 12,062 14,525 222,827 218,047 2,035,417 1,329,275 0 0 0 0 0 0 22,575 0 0 0 17,847 2,686 19,550 0 323,813 319,671 1,666,287 1,062,404 0 0 0 27,000 0 0 0 0 13,237 2,686 15,375 258,801 286,784 1,433,679 960,270 0 0 0 0 20,550 0 0 0 11,223 2,686 13,600 212,036 213,314 FY2012 ADOPTED 1,440,598 958,137 0 0 0 15,000 0 0 0 0 12,062 14,525 222,827 218,047 2,035,417 1,329,275 0 0 0 0 0 0 22,575 0 0 0 17,847 2,686 19,550 0 323,813 319,671 1,666,287 1,062,404 0 0 0 27,000 0 0 0 0 13,237 2,686 15,375 258,801 286,784 1,433,679 960,270 0 0 0 0 20,550 0 0 0 11,223 2,686 13,600 212,036 213,314 VARIANCE TO FY2011 BUDGET -9,754 37,186 0 0 0 975 0 0 0 0 -94 -13,875 -4,824 -29,122 12,414 51,601 0 0 0 0 0 0 2,475 0 0 0 -2,213 0 -24,825 0 -24,992 10,368 6,824 41,243 0 0 0 2,925 0 0 0 0 -2,043 0 -18,350 -19,977 3,026 -6,909 37,274 0 0 0 0 1,350 0 0 0 -1,630 0 -18,350 -15,344 -10,209
01261000 FIRE ENGINE 1 51000 FULL TIME EARNED PAY 51108 REGULAR 1.5 OVERTIME PAY 51126 FIREWATCH OVERTIME 51134 TEMP SHIFT 2 DIFFERENTIAL 51140 LONGEVITY PAY 51141 EMT CERTIFICATE PAY 51318 PERSONAL DAY PAYOUT RETIREMENT 51322 HOLIDAY PAYOUT RETIREMENT 51324 LONGEVITY RETIREMENT 52360 MEDICARE 52399 UNIFORM ALLOWANCE 52510 FIRE PENSION FUND 52917 HEALTH INSURANCE CITY SHARE 01263000 FIRE LADDER 5 51000 FULL TIME EARNED PAY 51106 REGULAR STRAIGHT OVERTIME 51108 REGULAR 1.5 OVERTIME PAY 51116 HOLIDAY 2X OVERTIME PAY 51122 SHIFT 2 - 1.5X OVERTIME 51126 FIREWATCH OVERTIME 51134 TEMP SHIFT 2 DIFFERENTIAL 51140 LONGEVITY PAY 51141 EMT CERTIFICATE PAY 51318 PERSONAL DAY PAYOUT RETIREMENT 51324 LONGEVITY RETIREMENT 52360 MEDICARE 52385 SOCIAL SECURITY 52399 UNIFORM ALLOWANCE 52504 MERF PENSION EMPLOYER CONT 52510 FIRE PENSION FUND 52917 HEALTH INSURANCE CITY SHARE 01264000 FIRE RESCUE 5 51000 FULL TIME EARNED PAY 51108 REGULAR 1.5 OVERTIME PAY 51126 FIREWATCH OVERTIME 51134 TEMP SHIFT 2 DIFFERENTIAL 51140 LONGEVITY PAY 51141 EMT CERTIFICATE PAY 51318 PERSONAL DAY PAYOUT RETIREMENT 51322 HOLIDAY PAYOUT RETIREMENT 51324 LONGEVITY RETIREMENT 52360 MEDICARE 52385 SOCIAL SECURITY 52399 UNIFORM ALLOWANCE 52510 FIRE PENSION FUND 52917 HEALTH INSURANCE CITY SHARE 01265000 FIRE ENGINE 3 51000 FULL TIME EARNED PAY 51036 FT GRIEVANCE/ARB AWARD PAY 51108 REGULAR 1.5 OVERTIME PAY 51126 FIREWATCH OVERTIME 51134 TEMP SHIFT 2 DIFFERENTIAL 51140 LONGEVITY PAY 51141 EMT CERTIFICATE PAY 51318 PERSONAL DAY PAYOUT RETIREMENT 51324 LONGEVITY RETIREMENT 52360 MEDICARE 52385 SOCIAL SECURITY 52399 UNIFORM ALLOWANCE 52510 FIRE PENSION FUND 52917 HEALTH INSURANCE CITY SHARE

265
FIRE DEPARTMENT

FY2010 ACTUAL 1,471,645 955,294 177,241 8,585 17,102 0 0 64,001 0 18,450 8,158 0 14,450 89,698 118,667 1,346,836 895,049 134,026 315 829 20,352 0 0 52,003 14,700 8,267 12,750 92,818 115,728 1,798,209 1,147,325 244,533 1,347 29,156 0 0 51,271 20,475 10,649 0 17,850 114,635 160,968 1,338,241 901,948 6 139,323 1,465 19,341 0 0 49,786 17,175 7,591 13,600 87,535 100,472 FY2011 BUDGET 1,544,606 991,621 0 0 0 18,000 0 0 0 0 13,037 0 28,400 244,207 249,341 1,489,443 926,400 0 0 0 0 15,825 0 0 0 14,073 28,400 252,909 251,836 1,898,326 1,163,987 0 0 0 19,350 0 0 0 16,808 0 35,500 317,768 344,913 1,447,555 922,996 0 0 0 0 16,950 0 0 0 12,935 28,400 237,358 228,916 MAYOR PROPOSED 1,478,742 975,286 0 0 0 19,875 0 0 0 0 11,806 2,640 13,750 213,947 241,438 1,485,873 964,060 0 0 0 0 18,975 0 0 0 12,897 13,675 234,845 241,421 1,819,754 1,157,879 0 0 0 23,850 0 0 0 15,172 2,640 17,075 282,061 321,077 1,436,440 959,732 0 0 0 0 19,500 0 0 0 12,031 13,600 220,782 210,795 FY2012 ADOPTED 1,478,742 975,286 0 0 0 19,875 0 0 0 0 11,806 2,640 13,750 213,947 241,438 1,485,873 964,060 0 0 0 0 18,975 0 0 0 12,897 13,675 234,845 241,421 1,819,754 1,157,879 0 0 0 23,850 0 0 0 15,172 2,640 17,075 282,061 321,077 1,436,440 959,732 0 0 0 0 19,500 0 0 0 12,031 13,600 220,782 210,795 VARIANCE TO FY2011 BUDGET -65,864 -16,335 0 0 0 1,875 0 0 0 0 -1,231 2,640 -14,650 -30,260 -7,903 -3,570 37,660 0 0 0 0 3,150 0 0 0 -1,176 -14,725 -18,064 -10,415 -78,572 -6,108 0 0 0 4,500 0 0 0 -1,636 2,640 -18,425 -35,707 -23,836 -11,115 36,736 0 0 0 0 2,550 0 0 0 -904 -14,800 -16,576 -18,121
ORG
OBJ Desc
01266000 FIRE ENGINE 4 51000 FULL TIME EARNED PAY 51108 REGULAR 1.5 OVERTIME PAY 51126 FIREWATCH OVERTIME 51134 TEMP SHIFT 2 DIFFERENTIAL 51140 LONGEVITY PAY 51141 EMT CERTIFICATE PAY 51318 PERSONAL DAY PAYOUT RETIREMENT 51322 HOLIDAY PAYOUT RETIREMENT 51324 LONGEVITY RETIREMENT 52360 MEDICARE 52385 SOCIAL SECURITY 52399 UNIFORM ALLOWANCE 52510 FIRE PENSION FUND 52917 HEALTH INSURANCE CITY SHARE 01267000 FIRE ENGINE 7 51000 FULL TIME EARNED PAY 51108 REGULAR 1.5 OVERTIME PAY 51118 STAND-BY PAY 51126 FIREWATCH OVERTIME 51134 TEMP SHIFT 2 DIFFERENTIAL 51140 LONGEVITY PAY 51141 EMT CERTIFICATE PAY 51318 PERSONAL DAY PAYOUT RETIREMENT 51324 LONGEVITY RETIREMENT 52360 MEDICARE 52399 UNIFORM ALLOWANCE 52510 FIRE PENSION FUND 52917 HEALTH INSURANCE CITY SHARE 01268000 FIRE LADDER 11 51000 FULL TIME EARNED PAY 51108 REGULAR 1.5 OVERTIME PAY 51126 FIREWATCH OVERTIME 51134 TEMP SHIFT 2 DIFFERENTIAL 51140 LONGEVITY PAY 51141 EMT CERTIFICATE PAY 51318 PERSONAL DAY PAYOUT RETIREMENT 51324 LONGEVITY RETIREMENT 52360 MEDICARE 52385 SOCIAL SECURITY 52399 UNIFORM ALLOWANCE 52510 FIRE PENSION FUND 52917 HEALTH INSURANCE CITY SHARE 01269000 FIRE ENGINE 6 51000 FULL TIME EARNED PAY 51036 FT GRIEVANCE/ARB AWARD PAY 51108 REGULAR 1.5 OVERTIME PAY 51126 FIREWATCH OVERTIME 51134 TEMP SHIFT 2 DIFFERENTIAL 51140 LONGEVITY PAY 51141 EMT CERTIFICATE PAY 51318 PERSONAL DAY PAYOUT RETIREMENT 51324 LONGEVITY RETIREMENT 52360 MEDICARE 52399 UNIFORM ALLOWANCE 52510 FIRE PENSION FUND 52917 HEALTH INSURANCE CITY SHARE

266
FIRE DEPARTMENT
ORG OBJ Desc

FY2010 ACTUAL 1,560,750 1,042,505 8 150,920 3,497 18,501 0 0 54,871 17,925 9,427 16,150 104,814 142,132 1,444,486 891,529 249,848 621 22,700 0 0 44,963 18,600 8,418 13,600 90,746 103,461 1,901,861 1,257,197 206,096 1,113 25,357 0 0 75,967 1,170 26,700 11,347 0 18,700 130,042 148,172 1,374,091 898,553 0 34 116,084 547 1,680 57,775 17,939 0 0 49,387 2,686 21,375 8,332 0 13,600 87,044 99,056 FY2011 BUDGET 1,729,877 1,059,826 0 0 0 0 17,625 0 0 0 16,110 33,725 289,333 313,258 1,441,844 916,188 0 0 0 18,150 0 0 0 12,185 28,400 250,122 216,799 2,061,266 1,294,304 0 0 0 26,025 0 0 0 0 18,888 0 40,825 353,345 327,879 1,391,032 867,852 0 0 0 0 0 0 0 17,850 0 0 0 0 13,857 2,686 28,400 236,925 223,462 MAYOR PROPOSED 1,719,158 1,102,627 0 0 0 0 20,025 0 0 0 14,654 16,150 268,601 297,101 1,443,103 953,155 0 0 0 20,550 0 0 0 11,251 13,600 232,187 212,360 1,972,096 1,295,988 0 0 0 28,050 0 0 0 0 17,327 2,640 18,700 315,703 293,688 1,239,835 808,756 0 0 0 0 0 0 0 17,700 0 0 0 0 11,483 2,640 11,125 197,013 191,118 FY2012 ADOPTED 1,719,158 1,102,627 0 0 0 0 20,025 0 0 0 14,654 16,150 268,601 297,101 1,443,103 953,155 0 0 0 20,550 0 0 0 11,251 13,600 232,187 212,360 1,972,096 1,295,988 0 0 0 28,050 0 0 0 0 17,327 2,640 18,700 315,703 293,688 1,239,835 808,756 0 0 0 0 0 0 0 17,700 0 0 0 0 11,483 2,640 11,125 197,013 191,118 VARIANCE TO FY2011 BUDGET -10,719 42,801 0 0 0 0 2,400 0 0 0 -1,456 -17,575 -20,732 -16,157 1,259 36,967 0 0 0 2,400 0 0 0 -934 -14,800 -17,935 -4,439 -89,170 1,684 0 0 0 2,025 0 0 0 0 -1,561 2,640 -22,125 -37,642 -34,191 -151,197 -59,096 0 0 0 0 0 0 0 -150 0 0 0 0 -2,374 -46 -17,275 -39,912 -32,344
01270000 FIRE LADDER 6 51000 FULL TIME EARNED PAY 51036 FT GRIEVANCE/ARB AWARD PAY 51108 REGULAR 1.5 OVERTIME PAY 51126 FIREWATCH OVERTIME 51134 TEMP SHIFT 2 DIFFERENTIAL 51140 LONGEVITY PAY 51141 EMT CERTIFICATE PAY 51318 PERSONAL DAY PAYOUT RETIREMENT 51324 LONGEVITY RETIREMENT 52360 MEDICARE 52399 UNIFORM ALLOWANCE 52510 FIRE PENSION FUND 52917 HEALTH INSURANCE CITY SHARE 01271000 FIRE ENGINE 10 51000 FULL TIME EARNED PAY 51108 REGULAR 1.5 OVERTIME PAY 51126 FIREWATCH OVERTIME 51134 TEMP SHIFT 2 DIFFERENTIAL 51140 LONGEVITY PAY 51141 EMT CERTIFICATE PAY 51318 PERSONAL DAY PAYOUT RETIREMENT 51324 LONGEVITY RETIREMENT 52360 MEDICARE 52399 UNIFORM ALLOWANCE 52510 FIRE PENSION FUND 52917 HEALTH INSURANCE CITY SHARE 01272000 FIRE LADDER 10 51000 FULL TIME EARNED PAY 51108 REGULAR 1.5 OVERTIME PAY 51126 FIREWATCH OVERTIME 51134 TEMP SHIFT 2 DIFFERENTIAL 51140 LONGEVITY PAY 51141 EMT CERTIFICATE PAY 51318 PERSONAL DAY PAYOUT RETIREMENT 51322 HOLIDAY PAYOUT RETIREMENT 51324 LONGEVITY RETIREMENT 52360 MEDICARE 52385 SOCIAL SECURITY 52399 UNIFORM ALLOWANCE 52510 FIRE PENSION FUND 52917 HEALTH INSURANCE CITY SHARE 01273000 FIRE ENGINE 12 51000 FULL TIME EARNED PAY 51036 FT GRIEVANCE/ARB AWARD PAY 51106 REGULAR STRAIGHT OVERTIME 51108 REGULAR 1.5 OVERTIME PAY 51110 TEMP ACTING 1.5X OVERTIME 51118 STAND-BY PAY 51126 FIREWATCH OVERTIME 51134 TEMP SHIFT 2 DIFFERENTIAL 51140 LONGEVITY PAY 51141 EMT CERTIFICATE PAY 51318 PERSONAL DAY PAYOUT RETIREMENT 51322 HOLIDAY PAYOUT RETIREMENT 51324 LONGEVITY RETIREMENT 52360 MEDICARE 52385 SOCIAL SECURITY 52399 UNIFORM ALLOWANCE 52510 FIRE PENSION FUND 52917 HEALTH INSURANCE CITY SHARE

267
FIRE DEPARTMENT

FY2010 ACTUAL 1,385,943 942,178 139,589 2,553 16,105 0 0 51,669 5,372 23,025 7,762 0 14,450 93,077 90,163 1,674,081 1,085,571 129 201,875 230 13,209 6,108 1,657 28,542 0 0 59,062 21,000 10,009 0 16,375 664 104,689 124,960 5,160,314 3,535,328 10,401 363 1,252 469,792 1,885 75,329 86,042 52,459 3,150 0 6,200 170,713 8,822 82,500 2 23,729 737 42,100 18,799 253,618 317,095 FY2011 BUDGET 1,445,919 926,400 0 0 0 21,000 0 0 0 0 13,867 2,686 30,175 252,909 198,882 1,681,082 1,069,225 0 0 0 0 0 0 0 19,875 0 0 0 16,825 2,686 35,500 0 280,015 256,956 5,002,857 3,434,809 0 0 0 0 0 0 0 0 79,050 0 0 0 0 0 0 43,893 8,277 94,075 36,870 633,339 672,544 MAYOR PROPOSED 1,438,795 963,784 0 0 0 22,125 0 0 0 0 12,323 2,686 12,750 234,776 190,351 1,598,269 1,051,744 0 0 0 0 0 0 0 22,950 0 0 0 13,437 2,686 14,450 0 245,630 247,372 5,234,054 3,722,135 0 0 0 0 0 0 0 0 87,900 0 0 0 0 0 0 33,628 8,277 41,875 24,942 644,597 670,700 FY2012 ADOPTED 1,438,795 963,784 0 0 0 22,125 0 0 0 0 12,323 2,686 12,750 234,776 190,351 1,598,269 1,051,744 0 0 0 0 0 0 0 22,950 0 0 0 13,437 2,686 14,450 0 245,630 247,372 5,234,054 3,722,135 0 0 0 0 0 0 0 0 87,900 0 0 0 0 0 0 33,628 8,277 41,875 24,942 644,597 670,700 VARIANCE TO FY2011 BUDGET -7,124 37,384 0 0 0 1,125 0 0 0 0 -1,544 0 -17,425 -18,133 -8,531 -82,813 -17,481 0 0 0 0 0 0 0 3,075 0 0 0 -3,388 0 -21,050 0 -34,385 -9,584 231,197 287,326 0 0 0 0 0 0 0 0 8,850 0 0 0 0 0 0 -10,265 0 -52,200 -11,928 11,258 -1,844
ORG
OBJ Desc
01274000 FIRE ENGINE 15 51000 FULL TIME EARNED PAY 51108 REGULAR 1.5 OVERTIME PAY 51126 FIREWATCH OVERTIME 51134 TEMP SHIFT 2 DIFFERENTIAL 51140 LONGEVITY PAY 51141 EMT CERTIFICATE PAY 51318 PERSONAL DAY PAYOUT RETIREMENT 51322 HOLIDAY PAYOUT RETIREMENT 51324 LONGEVITY RETIREMENT 52360 MEDICARE 52385 SOCIAL SECURITY 52399 UNIFORM ALLOWANCE 52510 FIRE PENSION FUND 52917 HEALTH INSURANCE CITY SHARE 01275000 FIRE ENGINE 16 51000 FULL TIME EARNED PAY 51106 REGULAR STRAIGHT OVERTIME 51108 REGULAR 1.5 OVERTIME PAY 51110 TEMP ACTING 1.5X OVERTIME 51118 STAND-BY PAY 51122 SHIFT 2 - 1.5X OVERTIME 51126 FIREWATCH OVERTIME 51134 TEMP SHIFT 2 DIFFERENTIAL 51140 LONGEVITY PAY 51141 EMT CERTIFICATE PAY 51318 PERSONAL DAY PAYOUT RETIREMENT 51324 LONGEVITY RETIREMENT 52360 MEDICARE 52385 SOCIAL SECURITY 52399 UNIFORM ALLOWANCE 52504 MERF PENSION EMPLOYER CONT 52510 FIRE PENSION FUND 52917 HEALTH INSURANCE CITY SHARE 01276000 FIRE UNASSIGNED 51000 FULL TIME EARNED PAY 51036 FT GRIEVANCE/ARB AWARD PAY 51102 LONG TERM ACTING PAY 51106 REGULAR STRAIGHT OVERTIME 51108 REGULAR 1.5 OVERTIME PAY 51110 TEMP ACTING 1.5X OVERTIME 51118 STAND-BY PAY 51126 FIREWATCH OVERTIME 51134 TEMP SHIFT 2 DIFFERENTIAL 51140 LONGEVITY PAY 51141 EMT CERTIFICATE PAY 51156 UNUSED VACATION TIME PAYOU 51318 PERSONAL DAY PAYOUT RETIREMENT 51322 HOLIDAY PAYOUT RETIREMENT 51324 LONGEVITY RETIREMENT 52154 LIFE INSURANCE CIVIL SERVICE 52360 MEDICARE 52385 SOCIAL SECURITY 52399 UNIFORM ALLOWANCE 52504 MERF PENSION EMPLOYER CONT 52510 FIRE PENSION FUND 52917 HEALTH INSURANCE CITY SHARE

268
WEIGHTS & MEASURES

APPROPRIATION SUPPLEMENT Robert DeLucia Manager
REVENUE SUMMARY
ORG DESC OBJECT DESC FY2010 ACTUAL 74,260 74,260 FY 2011 CURRENT 76,000 76,000 FY 2012 MAYOR PROPOSED 76,000 76,000 FY2012 ADOPTED 76,000 76,000 VARIANCE TO FY2011 BUDGET 0 0
01285000 WEIGHTS & MEASURES 41252 ANNUALCOMMERCIALSSCALECERTIFIC
ORG Desc APPR Desc 01285000 WEIGHTS & MEASURES 1285PS WEIGHTS & MEASURES PERSONAL SVCS 2285TPS WEIGHTS & MEASURES OTHER PERS SVCS 3285FB WEIGHTS & MEASURES FRNG BENE 4285EX WEIGHTS & MEASURES OPER EXP FY2010 ACTUAL 79,977 66,401 2,123 11,289 164 FY2011 BUDGET 126,546 110,003 0 16,077 466 MAYOR PROPOSED 135,805 111,801 0 23,538 466 FY2012 ADOPTED 135,805 111,801 0 23,538 466 VARIANCE TO FY2011 BUDGET 9,259 1,798 0 7,461 0
PERSONNEL SUMMARY
Org Code Fill 1.0 1.0 2.0 Vac Job Class Description SEALER OF WEIGHTS AND MEASURES DEPUTY SEALER WEIGHTS AND MEAS FY 2011 CURRENT 57,633 52,370 110,003 FY 2012 ADOPTED 59,147 52,654 111,801 2012 vs 2011 1,514 284 1,798
01285000 Total
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.

269
GENERAL FUND BUDGET WEIGHTS & MEASURES APPROPRIATION SUPPLEMENT

FY2010 ACTUAL 79,977 66,401 2,123 591 676 4,440 5,582 164 FY2011 BUDGET 126,546 110,003 0 1,595 3,247 5,475 5,760 466 MAYOR PROPOSED 135,805 111,801 0 1,594 3,247 12,746 5,951 466 FY2012 ADOPTED 135,805 111,801 0 1,594 3,247 12,746 5,951 466 VARIANCE TO FY2011 BUDGET 9,259 1,798 0 -1 0 7,271 191 0
ORG
OBJ Desc
01285000 WEIGHTS & MEASURES 51000 FULL TIME EARNED PAY 51156 UNUSED VACATION TIME PAYOU 52360 MEDICARE 52385 SOCIAL SECURITY 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 54675 OFFICE SUPPLIES

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PUBLIC SAFETY COMMUNICATIONS

MISSION STATEMENT
The Bridgeport Public Safety Communications 911 Center is committed to answering 911 calls and nonemergency 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.
MAYOR
CITY COUNCIL
PUBLIC SAFETY COMMUNICATIONS CENTER

271
GENERAL FUND BUDGET PUBLIC SAFETY COMMUNICATIONS Doree Price Manager
BUDGET SUMMARY
ORG Desc APPR Desc 01290000 EMERGENCY OPERATIONS CENTER 1290PS EOC PERSONAL SVCS 2290TPS EOC OTHER PERS SVCS 3290FB EOC FRINGE BENEFITS 4290EX EOC OPER EXP 6290SS EOC SPEC SVCS FY2010 ACTUAL 3,418,278 1,703,883 936,284 605,995 172,116 0 FY2011 BUDGET 4,418,433 2,386,429 787,037 774,156 248,611 222,200 MAYOR PROPOSED 4,445,312 2,379,081 764,937 839,924 248,470 212,900 FY2012 ADOPTED 4,458,312 2,379,081 764,937 839,924 261,470 212,900 VARIANCE TO FY2011 BUDGET 39,879 -7,348 -22,100 65,768 12,859 -9,300
PERSONNEL SUMMARY
Org Code Fill 1.0 9.0 1.0 1.0 1.0 1.0 6.0 4.0 1.0 1.0 1.0 4.0 1.0 3.0 1.0 3.0 10.0 49.0 Vac Job Class Description DIRECTOR OF PUBLIC SAFETY COMM PUBLIC SAFETY COMMUNICATIONS S PUB SAFETY COMMUNICATIONS TRAI PUB SAFETY COMMUNICATIONS BUDG PROJECT MANAGER PUB SAFETY TELECOMMUNICATIONS OPERATOR PUB SAFETY TCO TELECOMMUNICATIONS OPERATOR PUB SAFETY TCO TELECOMMUNICATIONS OPERATOR PUB SAFETY TCO TELECOMMUNICATIONS OPERATOR PUB SAFETY TCO TELECOMMUNICATIONS OPERATOR PUB SAFETY TCO TELECOMMUNICATIONS OPERATOR PUB SAFETY TCO TELECOMMUNICATIONS OPERATOR 10.0 FY 2011 CURRENT 109,711 516,870 62,188 66,542 77,410 35,223 254,405 274,732 37,009 37,009 28,267 148,038 28,267 111,028 93,544 108,932 28,267 367,998 2,385,442 FY 2012 ADOPTED 112,593 529,295 63,822 70,321 79,444 37,009 254,405 257,138 28,267 37,009 28,267 148,038 28,267 111,028 84,802 111,028 28,267 370,094 2,379,096 2012 vs 2011 2,882 12,425 1,634 3,779 2,034 1,786 -17,594 -8,742
-8,742 2,097 2,097 -6,346
01290000 Total

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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 Centers 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 Departments 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 Mayors BGreen Initiative, the PSC Department will continue to purchase paper and office supplies that are environmentally friendly. In FY 2011, 56.5% the Departments 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.

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

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GENERAL FUND BUDGET PUBLIC SAFETY COMMUNICATIONS PROGRAM HIGHLIGHTS

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. th 6 MONTH STATUS: The Center was successfully consolidated on April 29 , 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 rd the 3 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 Departments staff meetings on a regular basis.

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GENERAL FUND BUDGET PUBLIC SAFETY COMMUNICATIONS PROGRAM HIGHLIGHTS

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.

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 Workers Compensation Training Motorola, Inc. Technical radio/console training 2) A Certified Training Officers program has been selected by the Training Officer and staff rd members will be attending this program by the 3 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.

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GENERAL FUND BUDGET PUBLIC SAFETY COMMUNICATIONS APPROPRIATION SUPPLEMENT

FY2010 ACTUAL 3,418,278 1,702,823 8 652 8,011 359,077 34,460 274,948 29,607 148,465 21,226 3,881 0 47,213 1,181 3,626 400 2,519 2,069 20,826 11,722 8,556 186,167 376,723 2,000 3,115 121 84,143 6,639 926 15,252 0 7,678 0 4,387 293 3,666 721 1,916 1,579 151 8,050 1,800 0 0 0 925 23,311 461 3,331 3,650 0 0 0 0 0 FY2011 BUDGET 4,418,433 2,385,429 0 0 0 456,443 16,000 100,000 60,000 26,000 40,000 4,000 0 32,944 31,650 0 1,000 11,000 9,000 35,667 49,740 7,800 213,434 467,515 0 4,000 2,000 99,000 3,092 1,000 67,000 1,000 14,000 1,200 3,000 2,700 7,388 1,061 1,000 1,600 5,720 14,150 1,500 1,000 2,000 2,000 2,400 6,700 500 3,600 0 56,100 166,100 0 0 0 MAYOR PROPOSED 4,445,312 2,379,081 0 0 0 456,443 16,000 100,000 60,000 26,000 40,000 4,000 0 32,944 29,550 0 0 0 0 32,950 26,194 7,200 254,954 518,626 0 4,000 2,000 107,000 3,000 2,500 45,000 500 10,000 1,200 3,000 2,700 12,000 1,100 4,000 4,100 5,720 14,150 1,500 1,000 3,000 2,500 2,400 10,000 500 4,100 1,500 28,800 148,500 11,600 6,500 17,500 FY2012 ADOPTED 4,458,312 2,379,081 0 0 0 456,443 16,000 100,000 60,000 26,000 40,000 4,000 0 32,944 29,550 0 0 0 0 32,950 26,194 7,200 254,954 518,626 0 4,000 2,000 107,000 16,000 2,500 45,000 500 10,000 1,200 3,000 2,700 12,000 1,100 4,000 4,100 5,720 14,150 1,500 1,000 3,000 2,500 2,400 10,000 500 4,100 1,500 28,800 148,500 11,600 6,500 17,500 VARIANCE TO FY2011 BUDGET 39,879 -6,348 0 0 0 0 0 0 0 0 0 0 0 0 -2,100 0 -1,000 -11,000 -9,000 -2,717 -23,546 -600 41,520 51,111 0 0 0 8,000 12,908 1,500 -22,000 -500 -4,000 0 0 0 4,612 39 3,000 2,500 0 0 0 0 1,000 500 0 3,300 0 500 1,500 -27,300 -17,600 11,600 6,500 17,500
ORG
OBJ Desc
01290000 EMERGENCY OPERATIONS CENTER 51000 FULL TIME EARNED PAY 51006 FULL TIME SICK PAY 51034 FT BONUS - CONTRACTUAL PAY 51106 REGULAR STRAIGHT OVERTIME 51108 REGULAR 1.5 OVERTIME PAY 51116 HOLIDAY 2X OVERTIME PAY 51122 SHIFT 2 - 1.5X OVERTIME 51124 SHIFT 2 - 2X OVERTIME 51128 SHIFT 3 - 1.5X OVERTIME 51130 SHIFT 3 - 2X OVERTIME 51134 TEMP SHIFT 2 DIFFERENTIAL 51136 TEMP SHIFT 3 DIFFERENTIAL 51138 NORMAL STNDRD SHIFT DIFFER 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 51308 FT GRIEV/ARB AWARD PAY RETIREM 51310 PERM SHIFT 2 DIFF PAY 51312 PERM SHIFT 3 DIFF PAY 52360 MEDICARE 52385 SOCIAL SECURITY 52399 UNIFORM ALLOWANCE 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 52920 HEALTH BENEFITS BUYOUT 53110 WATER UTILITY 53120 SEWER USER FEES 53130 ELECTRIC UTILITY SERVICES 53140 GAS UTILITY SERVICES 53605 MEMBERSHIP/REGISTRATION FEES 53610 TRAINING SERVICES 53705 ADVERTISING SERVICES 53720 TELEPHONE SERVICES 53725 TELEVISION SERVICES 54020 COMPUTER PARTS 54545 CLEANING SUPPLIES 54550 COMPUTER SOFTWARE 54555 COMPUTER SUPPLIES 54560 COMMUNICATION SUPPLIES 54595 MEETING/WORKSHOP/CATERING FOOD 54610 DIESEL 54675 OFFICE SUPPLIES 54700 PUBLICATIONS 54705 SUBSCRIPTIONS 54720 PAPER AND PLASTIC SUPPLIES 54725 POSTAGE 54745 UNIFORMS 55055 COMPUTER EQUIPMENT 55080 ELECTRICAL EQUIPMENT 55155 OFFICE EQUIPMENT RENTAL/LEAS 55175 PUBLIC SAFETY EQUIPMENT 56045 BUILDING MAINTENANCE SERVICE 56065 COMMUNICATION EQ MAINT SVCS 56170 OTHER MAINTENANCE & REPAIR S 56175 OFFICE EQUIPMENT MAINT SRVCS 56180 OTHER SERVICES

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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.
MAYOR
CITY COUNCIL
AIRPORT COMMISSION
PARK BOARD

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GENERAL FUND BUDGET PUBLIC FACILITIES ADMIN. Charlie Carroll Manager REVENUE SUMMARY
ORG DESC OBJECT DESC FY2010 ACTUAL 1,100,589 -100 5,900 6,000 97,600 6,750 10,600 3,255 434,479 191,295 35 1,100 850 60,721 0 282,104 FY 2011 CURRENT 799,200 1,000 6,500 8,400 80,000 6,500 18,000 3,000 440,000 175,000 500 1,500 1,500 57,000 300 0 FY 2012 MAYOR PROPOSED 799,200 1,000 6,500 8,400 80,000 6,500 18,000 3,000 440,000 175,000 500 1,500 1,500 57,000 300 0
BUDGET DETAIL
FY2012 ADOPTED 799,200 1,000 6,500 8,400 80,000 6,500 18,000 3,000 440,000 175,000 500 1,500 1,500 57,000 300 0
VARIANCE TO FY2011 BUDGET 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
01300000 PUBLIC FACILITIES ADMINISTRATION 41538 COPIES 41654 CONTRACTORS' STREET LICENSE 41655 CONTRACTORS' SIDEWALK LICENSE 41656 STREET EXCAVATING PERMITS 41657 SIDEWALK EXCAVATING PERMITS 41658 CONTRACTORS' DUMP LICENSES 41662 SIDEWALK OCCUPANCY PERMITS 41664 PARKING METER COLLECTIONS 41666 SALE OF SCRAP METAL 41667 OCCUPANCY PERMIT FINES 41668 SIDEWALKEXCAVATINGPERMITFINES 41669 STREET EXCAVATING PERMIT FINES 41670 COMMERCIAL DUMPING TIP FEES 41673 SIDEWALK REPAIR FEE 45172 CRRA HOST COMMUNITY REVENUE
ORG Desc APPR Desc 01300000 PUBLIC FACILITIES ADMINISTRATION 1300PS PUBLIC FACILITIES PERSONAL SVCS 2300TPS PUBLIC FACILITIES OTHER PERS SVCS 3300FB PUBLIC FACILITIES FRINGE BENEFITS 4300EX PUBLIC FACILITIES OPER EXP 6300SS PUBLIC FACILITIES SPEC SVCS FY2010 ACTUAL 11,309,194 1,123,879 20,723 1,744,741 8,417,542 2,309 FY2011 BUDGET 11,958,174 1,160,847 18,850 1,933,712 8,844,765 0 MAYOR PROPOSED 13,492,661 1,200,819 19,875 1,882,148 10,389,819 0 FY2012 ADOPTED 13,492,661 1,200,819 19,875 1,882,148 10,389,819 0 VARIANCE TO FY2011 BUDGET 1,534,487 39,972 1,025 -51,564 1,545,054 0
PERSONNEL SUMMARY
Org Code Fill 1.0 1.0 1.0 1.0 1.0 0.5 1.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 15.5 Vac Job Class Description UTILITIES MANAGER (40 HRS) DEPUTY DIRECTOR OF PUBLIC FAC DIRECTOR OF PUBLIC FACILITIES SENIOR OFFICE MANAGER OFFICE COORDINATOR DIRECTOR CONSTRUCTION ADMINIST ACCOUNTANT SPECIAL PROJECTS COORDINATOR BUDGET/POLICY ANALYST ILLEGAL DUMPING COORDINATOR SPECIAL PROJECTS COORDINATOR PAYROLL COMPENSATION PROCESSOR MAINTAINER V PERMIT SUPERVISOR DEPUTY DIRECTOR OF PUBLIC FAC FY 2011 CURRENT 87,225 109,711 119,932 70,052 47,054 48,295 71,779 133,039 72,774 48,728 69,482 54,695 45,617 72,752 109,711 1,160,847 FY 2012 ADOPTED 89,516 112,593 123,082 73,747 47,575 48,592 73,665 142,614 74,686 50,252 71,307 54,695 47,931 77,972 112,593 1,200,819 2012 vs 2011 2,291 2,882 3,150 3,695 521 297 1,886 9,575 1,912 1,524 1,825 2,314 5,220 2,882 39,972
01300000 Total

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GENERAL FUND BUDGET PUBLIC FACILITIES ADMIN. PROGRAM HIGHLIGHTS

SERVICE INDICATORS PUBLIC FACILITIES ADMINISTRATION Total Worker's Comp Claims Indemnity Medical and Expenses Sick Time Hours Capital Improvement Projects Calls Received (est.) PAYROLL & PURCHASING Amount of Payroll Processed F/T Employees entered in P/R Number Requisitions Vendors $1,357,000 $1,441,256 $495,000 $862,000 7,726 101 25,000 $501,320 $939,936 7,947 83 25,000 $1,405,938 $564,978 $745,046 8,392 72 27,200 $6,805,576 140 8,586 310 $1,456,281 $626,574 $829,707 7,607 32 27,000 $6,687,889 138 8,800 326 $1,487,968 $ 632.971 $854,996 7,502 78 26,500 $6,887,233 130 6,650 300 $1,666,523 $708,928 $957,595 8,977 89 27,000 $7,453,463 119 6,650 300 ACTUAL ACTUAL 2005-2006 2006-2007 ACTUAL 2007-2008 ACTUAL 2008-2009 ACTUAL ESTIMATED 2009-2010 2010-2011
$6,438,366 $6,622,739 144 7,798 550 141 8,107 550
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 Mayors Office, the Chief Administrators Office and the Citys Sustainability Program: Support and expand the Mayors 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. Support efforts to re-develop closed landfill at Seaside Park into a Green Energy Park, potentially with solar panel or wind farm. Complete energy-saving retrofits at Burroughs Memorial Library with funding from Energy Improvement Block Grant (ARRA) and UIs Energy Conservation Fund, or other funding once secured. Continue to work with Education Department on energy efficiency and recycling in City schools. Perform detailed study of potential to turn sludge from the WPCAs 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-

279

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 grey water which the RESCO plant could utilize for cooling instead of the potable water it uses. Promote recycling in private, commercial, industrial sectors, helping to increase tonnages at local Intermediate Processing Center. Re-establish access to Pleasure Beach and initiate rehabilitation efforts there. 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, wed 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. 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 Mayors Office, City Council and State delegation to achieve rule changes effecting rate structure administered by DPUC.

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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 reestablishment 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. 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.

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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 Mayors Office, the Chief Administrators Office and the Citys Sustainability Program: a) Support and expand the Mayors 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 Mayors Conservation Corps, received requests for and distributed approximately 4000 recycling bins over 18 months; there are more recycling bins being picked up on the Citys 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 UIs 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. e) Perform detailed study of potential to turn sludge from the WPCAs 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

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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.

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 Cityowned 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 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 Directors 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 Directors efforts drove revenues for FY10 year-end past the $1.7M mark for the second year in a row, finishing at $1,772,948.

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GENERAL FUND BUDGET

PUBLIC FACILITIES ADMIN
CALENDAR YEAR Notice of Violations and Citations Total Amount of Fines Total Amount Collected Percentage Collected
PROGRAM HIGHLIGHTS/ APPROPRIATION SUPPLEMENT

2005 $122,300 $14,000 12%
880
2006 965 $119,700 $10,300 9%
2007 1257 $158,700 $13,600 9%
2008 1,070 $127,800 $12,900 10%
2009 869 $118,100 $11,900 10%
2010 713 $84,800 $7,800 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 Departments efforts for calendar 2010.
City Property Private Property 46 75 197 299 184 226 265 450 211 295 126 55 Parks 0 0 5 8 25 26 5 8 6 4 3 2 Municipal 4 1 1 0 2 8 9 5 10 1 1 0 BOE 0 1 0 4 1 1 0 2 0 0 0 0 Total 50 77 203 311 212 261 279 465 227 300 130 57
January February March April May June July August September October November December
ORG OBJ Desc FY2010 ACTUAL 11,309,194 1,123,879 276 0 20,447 41 695,000 817,000 5,842 91,234 135,625 8,412,598 214 4,461 269 2,309 FY2011 BUDGET 11,958,174 1,160,847 0 18,850 0 0 715,000 955,100 11,940 112,071 139,601 8,839,775 276 4,454 260 0 MAYOR PROPOSED 13,492,661 1,200,819 0 19,875 0 0 600,000 985,000 11,668 136,895 148,585 10,384,829 276 4,544 170 0 FY2012 ADOPTED 13,492,661 1,200,819 0 19,875 0 0 600,000 985,000 11,668 136,895 148,585 10,384,829 276 4,544 170 0 VARIANCE TO FY2011 BUDGET 1,534,487 39,972 0 1,025 0 0 -115,000 29,900 -272 24,824 8,984 1,545,054 0 90 -90 0
01300000 PUBLIC FACILITIES ADMINISTRATION 51000 FULL TIME EARNED PAY 51108 REGULAR 1.5 OVERTIME PAY 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 52154 LIFE INSURANCE CIVIL SERVICE 52276 WORKERS' COMP INDM - PUB F 52292 WORKERS' COMP MED - PUB FA 52360 MEDICARE 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53200 PRINCIPAL & INTEREST DEBT SERV 54555 COMPUTER SUPPLIES 54675 OFFICE SUPPLIES 54705 SUBSCRIPTIONS 56130 LEGAL SERVICES

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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.
MAYOR
CITY COUNCIL
MUNICIPAL GARAGE

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GENERAL FUND BUDGET MUNICIPAL GARAGE Andy Kennedy Manager BUDGET DETAIL
ORG Desc APPR Desc 01305000 MUNICIPAL GARAGE 1305PS MUNICIPAL GARAGE PERSONAL SVCS 2305TPS MUNICIPAL GARAGE OTHER PERS SVCS 3305FB MUNICIPAL GARAGE FRINGE BENEFITS 4305EX MUNICIPAL GARAGE OPER EXP 6305SS MUNICIPAL GARAGE SPEC SVCS FY2010 ACTUAL 1,960,063 415,729 151,269 169,754 1,031,073 192,237 FY2011 BUDGET 1,973,814 454,669 79,785 177,235 1,025,246 236,879 MAYOR PROPOSED 2,187,279 513,948 79,820 213,119 1,152,242 228,150 FY2012 ADOPTED 2,187,279 513,948 79,820 213,119 1,152,242 228,150 VARIANCE TO FY2011 BUDGET 213,465 59,279 35 35,884 126,996 -8,729
PERSONNEL SUMMARY
Org Code Fill 1.0 1.0 1.0 5.0 1.0 1.0 10.0 Vac Job Class Description GARAGE CLERK SUPERVISOR OF FLEET OPERATIONS STOREKEEPER FLEET MECHANIC AUTOMOTIVE SERVICER WELDER FY 2011 CURRENT 37,582 64,442 32,884 237,252 33,002 49,507 454,668 FY 2012 ADOPTED 38,891 88,434 32,884 267,394 36,411 49,933 513,947 2012 vs 2011 1,309 23,992 30,142 3,409 426 59,278
01305000 Total

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MUNICIPAL GARAGE

ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED
SERVICE INDICATORS MUNICIPAL GARAGE Solid Waste Packers Light Vehicles Of these, # assigned to Departments Of these, # using alternative fuel Medium & Heavy Duty Vehicles Heavy Duty Vehicles (vans, trucks & truck tractors) Heavy Equipment Regular & Reserve Light Equipment # of pieces Total: all vehicles & equipment maintained by garage FLEET REPAIRS Scheduled Maintenance Unscheduled Maintenance Annual Checks TOTAL WORK ORDERS:
*one hybrid truck, four conversions *one payloader *one sweeper, four truck conversions
2006-2007 2007-2008 2008-2009 2009-2010 2010-2011 22 126 126 7 59 65 25 206 519 274 2,850 36 3,160 24 135 135 12 73 63 19 210 524 680 2,884 47 3,611 26 153 153 14 89 104 11 192 742 336 2,685 21 3,042 26 153 153 15 89 98 11 192 737 704 3,142 42 3,888 27 153 153 20* 90* 94* 11 192 536 750 3300 50 4,100
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 IDs. 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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GENERAL FUND BUDGET MUNICIPAL GARAGE PROGRAM HIGHLIGHTS FY 2010-2011 GOAL STATUS
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 IDs. 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 ids. 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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MUNICIPAL GARAGE
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, replumed, 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 (201011). These complete rebuilt trucks will last another 5-7 years at 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 inbetween 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, 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.

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MUNICIPAL GARAGE
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.

290
MUNICIPAL GARAGE
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. 1st 9th 22) With all the heavy snow this winter, from December to February (about 11 weeks) we performed 950 repairs here at the garage. The bulk quantity of the repairs were to 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.

291
MUNICIPAL GARAGE

FY2010 ACTUAL 1,960,063 415,003 726 8 199 130,067 54 12,417 53 5,502 588 0 2,383 3,545 1,049 45,177 119,983 0 225 1,289 122 332,330 92,965 44,193 37,557 2,347 1,016 0 315,690 136,805 1,802 4,477 5,035 634 446 891 220 14,832 850 2,229 0 0 34,779 0 337 0 5,109 23,138 0 6,115 325 4,100 153,450 FY2011 BUDGET 1,973,814 454,669 0 0 0 63,100 300 6,000 100 4,500 0 5,785 0 5,715 2,046 43,742 125,732 235 1,425 3,800 273 292,368 93,000 37,900 28,700 10,000 1,100 1,500 323,000 149,400 5,550 6,463 9,900 1,200 475 920 500 11,200 950 3,650 400 0 40,000 1,000 337 350 4,300 39,329 200 5,000 400 9,000 178,300 MAYOR PROPOSED 2,187,279 513,948 0 0 0 63,100 0 6,000 0 4,500 0 6,220 0 5,928 2,046 58,588 146,557 235 1,425 3,800 273 283,898 125,000 33,900 37,000 10,000 1,100 1,500 387,566 175,000 5,550 6,463 13,900 1,200 475 920 500 11,200 950 3,400 500 150 45,000 1,000 337 350 5,200 49,000 200 5,000 400 9,000 159,000 FY2012 ADOPTED 2,187,279 513,948 0 0 0 63,100 0 6,000 0 4,500 0 6,220 0 5,928 2,046 58,588 146,557 235 1,425 3,800 273 283,898 125,000 33,900 37,000 10,000 1,100 1,500 387,566 175,000 5,550 6,463 13,900 1,200 475 920 500 11,200 950 3,400 500 150 45,000 1,000 337 350 5,200 49,000 200 5,000 400 9,000 159,000 VARIANCE TO FY2011 BUDGET 213,465 59,279 0 0 0 0 -300 0 -100 0 0 435 0 213 0 14,846 20,825 0 0 0 0 -8,470 32,000 -4,000 8,300 0 0 0 64,566 25,600 0 0 4,000 0 0 0 0 0 0 -250 100 150 5,000 0 0 0 900 9,671 0 0 0 0 -19,300
ORG
OBJ Desc
01305000 MUNICIPAL GARAGE 51000 FULL TIME EARNED PAY 51004 FULL TIME VACATION PAY 51104 TEMPORARY ACTING 2X OVERTI 51106 REGULAR STRAIGHT OVERTIME 51108 REGULAR 1.5 OVERTIME PAY 51110 TEMP ACTING 1.5X OVERTIME 51116 HOLIDAY 2X OVERTIME PAY 51134 TEMP SHIFT 2 DIFFERENTIAL 51136 TEMP SHIFT 3 DIFFERENTIAL 51138 NORMAL STNDRD SHIFT DIFFER 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 52360 MEDICARE 52385 SOCIAL SECURITY 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53605 MEMBERSHIP/REGISTRATION FEES 53610 TRAINING SERVICES 53705 ADVERTISING SERVICES 53905 EMP TUITION AND/OR TRAVEL REIM 54010 AUTOMOTIVE PARTS 54025 ROADWAY PARTS 54530 AUTOMOTIVE SUPPLIES 54535 TIRES & TUBES 54540 BUILDING MATERIALS & SUPPLIE 54545 CLEANING SUPPLIES 54560 COMMUNICATION SUPPLIES 54610 DIESEL 54615 GASOLINE 54625 NATURAL GAS 54635 GASES AND EQUIPMENT 54640 HARDWARE/TOOLS 54670 MEDICAL SUPPLIES 54675 OFFICE SUPPLIES 54745 UNIFORMS 54750 TRANSPORTATION SUPPLIES 55035 AUTOMOTIVE SHOP EQUIPMENT 55145 EQUIPMENT RENTAL/LEASE 55155 OFFICE EQUIPMENT RENTAL/LEAS 55160 PHOTOGRAPHIC EQUIPMENT 55175 PUBLIC SAFETY EQUIPMENT 55190 ROADWAY EQUIPMENT 55215 WELDING EQUIPMENT 55530 OFFICE FURNITURE 56015 AGRIC/HEAVY EQ MAINT SRVCS 56035 TOWING SERVICES 56055 COMPUTER SERVICES 56065 COMMUNICATION EQ MAINT SVCS 56140 LAUNDRY SERVICES 56175 OFFICE EQUIPMENT MAINT SRVCS 56225 SECURITY SERVICES 59005 VEHICLE MAINTENANCE SERVICES

292
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.
MAYOR
CITY COUNCIL
BUILDING MAINTENANCE

293
GENERAL FUND BUDGET FACILITIES MAINTENANCE John Tristine Manager REVENUE SUMMARY
ORG DESC OBJECT DESC FY2010 ACTUAL 535 535 FY 2011 CURRENT 0 0
BUDGET DETAIL
FY 2012 MAYOR PROPOSED 0 0
FY2012 ADOPTED 0 0
VARIANCE TO FY2011 BUDGET 0 0
01310000 FACILITIES MAINTENANCE 41512 RECLAIMED DOG
ORG Desc APPR Desc 01310000 FACILITIES MAINTENANCE 1310PS MAINTENANCE PERSONAL SERVICES 2310TPS MAINTENANCE OTHER PERS SERVICE 3310FB MAINTENANCE FRINGE BENEFITS 4310EX MAINTENANCE OPER EXP 6310SS MAINTENANCE SPEC SVCS FY2010 ACTUAL 10,789,970 1,334,222 214,848 463,623 8,331,738 445,538 FY2011 BUDGET 10,379,206 1,421,834 124,257 510,395 7,993,464 329,256 MAYOR PROPOSED 10,554,421 1,453,694 122,707 542,277 8,079,687 356,056 FY2012 ADOPTED 10,554,421 1,453,694 122,707 542,277 8,079,687 356,056 VARIANCE TO FY2011 BUDGET 175,215 31,860 -1,550 31,882 86,223 26,800
PERSONNEL SUMMARY
Org Code Fill 4.0 2.0 2.0 1.0 1.0 1.0 1.0 5.0 1.0 2.0 4.0 1.0 1.0 1.0 1.0 1.0 29.0 Vac Job Class Description ELECTRICIAN PLUMBER MAINTAINER I (GRADE I) JANITRESS MAINTAINER I (GRADE II) JANITRESS SERVICE ASSISTANT CUSTODIAN I CUSTODIAN III CUSTODIAN IV SERVICE ASSISTANT SEASONAL MAINTAINER I GRADE I MAINTAINER II MAINTAINER V CARPENTER MASON PAINTER 2.0 FY 2011 CURRENT 287,456 162,531 57,390 28,027 32,948 29,363 29,363 198,750 34,892 97,800 154,895 32,000 36,899 48,429 60,320 66,768 64,002 1,421,833 FY 2012 ADOPTED 289,536 167,939 61,705 29,448 36,124 30,852 30,979 197,852 34,892 100,370 154,895 40,000 38,771 47,931 60,320 67,454 64,626 1,453,694 2012 vs 2011 2,080 5,408 4,314 1,422 3,177 1,489 1,616 -898 2,570 8,000 1,872 -498 686 624 31,862
01310000 Total

294
GENERAL FUND BUDGET FACILITIES MAINTENANCE
UTILITY DETAIL
FY06-07 ELECTRIC UTILITY DETAIL Street Lights (approx 10,700) and Deco Lights Traffic Lights (1603 total count fy09) Christmas Lights Subtotal Average dollars per kwh Parks -- buildings, lights, courts, fields, irrigation, bathhouses/restrooms, concessions, fountains (52 total) All Other Buildings (Education not included) Number of locations Average dollars per kwh subtotal -- all above Sample group -- City Hall, Annex, Police HQ, Fire HQ, Health Airport All Electric Zoo and Carousel -- All Electric Golf Course -- All Electric Subtotal Average dollars per kwh TOTAL ALL ELECTRIC UTILITY Education Dept Electric Utility (General Fund expenses included for comparison only) $ $ $ 2,456,901 $ $ $ 100,630 2,495 0.2978
FY06-07 kwh 8,144,361 436,982 14,765 8,596,108
FY07-08 $ $ 2,579,659 $ $ $ 113,870 2,582 0.3390
FY07-08 kwh 7,516,574 423,676 11,753 7,952,003
FY08-09 $ $ 2,189,489 $ 112,235 $ $ 2,632 0.3331 $ 2,304,355
FY08-09 Kwh 6,467,358 439,559 11,427 6,918,344
FY09-10 $ $ 2,193,080 $ 121,976 $ $ 951 0.3326 $ 2,316,007
FY09-10 Kwh
FY11 PROJ $
6,516,717 $ 2,166,595 437,536 $ 115,674 9,479 $ $ 2,900 0.3279 6,963,732 $ 2,285,169
$ 2,560,026
$ 2,696,111
182,065
793,351 9,340,260
196,252
957,019
$ 201,012
797,641
$ 197,513 $ 1,656,621 44 $ 0.1577
815,356 $ 196,287 10,505,926 $ 1,450,275 44 $ 0.1509 18,285,014 $3,931,731
$ 1,415,878 39 0.1516
$ 1,713,812 10,296,485 42 $ 0.1664
$ 1,874,903 10,473,158 44 $ 0.1790 $ 4,380,270 18,189,143
$ 4,157,968 18,729,719
$ 4,606,175 19,205,507
$ 4,170,141
$ $ $ $ $ $
779,421 105,487 129,308 33,778 268,573 0.1601
5,334,834 658,959 832,985 185,785 1,677,729
$ $ $ $ $ $
937,864 105,014 143,491 49,257 297,762 0.1771
5,790,957 593,126 841,364 247,290 1,681,780
$ 943,823 $ 149,432 $ 150,576 $ $ 51,426 0.1828 $ 351,434
5,415,831 817,649 837,839 267,458 1,922,946
$ 819,564 $ 91,750
5,374,616 $ 814,879 550,042 $ 58,000
$ 132,652 $ $ 50,149 0.1665 $ 274,371
807,946 $ 134,384 290,102 $ $ 51,574 .1609 1,648,090 $ 243,958
$ 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
$ 3,315,248
$ 3,989,260
$ 4,715,789
$ 4,580,665
FY06-07 FY06-07 FY07-08 GAS UTILITY DETAIL $ CCF $ Facilities Maintenance group $ 1,017,427 545,777 $ 1,014,710 Parks Airport Zoo and Carousel Golf Course Total Gas Utility Expense $ $ $ $ 26,223 91,645 129,260 28,951 14,302 $ 49,062 $ 65,601 $ 17,734 $ 28,164 74,302 117,574 36,483
FY07-08
FY08-09
FY08-09
FY09-10
FY09-10 FY11 PROJ
CCF
CCF
CCF
578,984 $ 962,728 15,954 $ 42,498 $ 24,716 21,738
635,566 $ 837,022 16,009 $ 14,400 $ 21,386 21,293
579,869 $ 756,888 13,921 $ 14,851 $ 21,185 36,000
65,998 $ 116,010 23,669 $ 33,442 727,103 $ 1,158,634
74,957 $ 108,520 26,582 $ 28,290 767,514 $ 1,016,511
71,629 $ 108,980 28,689 $ 27,020 708,959 $ 914,073
$ 1,293,506
692,476 $ 1,271,233

295
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 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 Airport All Zoo and Carousel -All Golf Course -- All Total Water Utility Expense Hydrant capacity as % of Total $ $ $ $1,547,606 20,068 29,047 31,929 15,094 $ 1,569,566 $ 7,338 $ 24,692 $ 21,122 26,120 85,857 34,645 $ 1,635,529 $ 6,080 $ 52,161 $ 20,550 40,312 88,379 27,137 $ 1,650,436 $ 7,937 $ 26,108 $ 27,695 32,046 77,934 22,262 $1,672,310 $ 7,789 $ 38,523 $ 20,000 41,676 93,874
$ 1,628,650 89%
47,124 $ 1,702,665 85%
92,886 $ 1,784,770 83%
61,182 $ 1,788,111 84%
68,574 $1,827,860 83%

296
GENERAL FUND BUDGET FACILITIES MAINTENANCE PROGRAM HIGHLIGHTS
ACTUAL SERVICE INDICATORS FACILITIES MAINTENANCE Facilities maintained Est. square footage maintained (all) Total employees assigned to buildings Total regular hours of employee labor maintenance & repair Hrs paid custodial maintenance only for admin./office facilities Sq ft administrative/office facilities maintained per custodial FTE SERVICE REQUESTS Emergency Work: repair/maintenance Emergency Work: custodial RESPONSE TIME: Emergency Work: repair/maintenance Emergency Work: custodial Non-Emergency Work: repair/maintenance Non-Emergency Work: custodial % completed within 48 hrs of request 30 min 15 min 2,469 9,087 100 485 2,786 48 1,423,609 33 68,640 33,483 10,420 2006-2007
ACTUAL 2007-2008 47 1,170,916 33 68,640 33,715 10,420 514 2,804 30 min 15 min 2,474 9,104 100
ACTUAL 2008-2009 48 1,185,916 33-29 60,320 34,560 21,536 450 3,010 40 min 20 min 2,328 10,112 100
ACTUAL 2009-2010 49 1,255,916 28 51,240 28,400 24,766 500 2,980 40 min 30 min 2,800 10,007 100
ESTIMATED 2010-2011 49 1,255,916 28 51,240 28,400 24,766 450 3,105 40 min 40 min 3,027 11,098 100
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. 16) Link the energy management systems into one network, all to facilitate energy and expense savings.

297

17) 18) 19) 20) Continue to replace all boilers over twenty years old with higher efficiency, lower power units. Replace all HVAC units over twenty years old with higher efficiency or alternate power units. Replace roofs over twenty years old. 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.

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! Electricity 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, wed 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. 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 UIs generation rate, resulting in savings of $567k (as compared to using UIs 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

298

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 Mayors 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 Marys 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. 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.

299

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 69 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 Facilities 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 Attorneys Office making progress.

1) 2) 3) 4) 5) 6) 7) 8) Performed electrical rate analysis and adjustment of rate plan to yield $69k savings. Favorably negotiated and resolved UI back charge for North End Senior Center. Achieve savings by personally turning off lights during tours of buildings/offices. Selected vendor and conducted numerous meetings and analyses to identify strategic locations energy performance contracting. Financial grade energy audit performed on Burroughs Library. General energy audit performed on City Hall and PF vehicle storage barn. Hosted two energy efficient lighting sales open to employees and public. 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. Identified urgent need and then supervised replacement of major water main at Airport, helping to reduce water consumption there by an estimated 20%. Relocated Housing Code, Lead Prevention and Environmental Health from Health Dept building to City Hall Annex, continuing Mayors initiative of consolidating offices, increasing efficiency and reducing expenses. 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. Procured new Christmas lighting downtown, including 50% re-imbursement from DSSD.
9) 10) 11) 12)

300
GENERAL FUND BUDGET FACILITIES MAINTENANCE APPROPRIATION SUPPLEMENT

FY2010 ACTUAL 10,789,970 1,328,597 309 5,316 15 147 178,850 231 6,190 11,951 409 120 1,738 273 8,600 1,125 5,199 11 9,512 355 117,635 336,111 1,726,742 62,518 4,165,958 860,481 22,549 383,123 1,872 100 450 1,783 1,032 0 734 84,544 26,503 77 75,626 630 1,146 345 70,747 30 22,430 2,747 1,593 8,261 0 -299 37,534 31,992 1,087 47,426 59,784 306,716 FY2011 BUDGET 10,379,206 1,389,834 0 32,000 0 0 83,000 300 5,500 6,700 475 0 3,300 100 5,577 19,305 0 0 17,536 1,984 131,458 359,417 1,666,533 68,000 4,280,000 1,031,000 0 388,000 2,390 2,740 1,650 2,400 1,465 770 0 77,848 38,876 90 3,820 900 1,800 870 55,000 150 29,500 1,400 1,553 8,209 90 270 33,826 20,600 900 39,636 57,087 0 MAYOR PROPOSED 10,554,421 1,413,694 0 40,000 0 0 83,000 0 5,500 6,700 475 0 0 0 5,577 21,455 0 0 16,402 1,984 153,956 369,935 1,730,361 79,077 4,280,000 1,031,000 0 400,000 2,390 2,740 1,650 2,400 1,465 770 0 97,915 39,376 90 3,820 900 1,800 5,000 40,000 150 29,500 1,400 1,553 8,209 90 270 23,826 20,600 900 39,636 57,087 0 FY2012 ADOPTED 10,554,421 1,413,694 0 40,000 0 0 83,000 0 5,500 6,700 475 0 0 0 5,577 21,455 0 0 16,402 1,984 153,956 369,935 1,730,361 79,077 4,280,000 1,031,000 0 400,000 2,390 2,740 1,650 2,400 1,465 770 0 97,915 39,376 90 3,820 900 1,800 5,000 40,000 150 29,500 1,400 1,553 8,209 90 270 23,826 20,600 900 39,636 57,087 0 VARIANCE TO FY2011 BUDGET 175,215 23,860 0 8,000 0 0 0 -300 0 0 0 0 -3,300 -100 0 2,150 0 0 -1,134 0 22,498 10,518 63,828 11,077 0 0 0 12,000 0 0 0 0 0 0 0 20,067 500 0 0 0 0 4,130 -15,000 0 0 0 0 0 0 0 -10,000 0 0 0 0 0
ORG
OBJ Desc
01310000 FACILITIES MAINTENANCE 51000 FULL TIME EARNED PAY 51036 FT GRIEVANCE/ARB AWARD PAY 51100 PT TEMP/SEASONAL EARNED PA 51104 TEMPORARY ACTING 2X OVERTI 51106 REGULAR STRAIGHT OVERTIME 51108 REGULAR 1.5 OVERTIME PAY 51110 TEMP ACTING 1.5X OVERTIME 51116 HOLIDAY 2X OVERTIME PAY 51122 SHIFT 2 - 1.5X OVERTIME 51124 SHIFT 2 - 2X OVERTIME 51128 SHIFT 3 - 1.5X OVERTIME 51134 TEMP SHIFT 2 DIFFERENTIAL 51136 TEMP SHIFT 3 DIFFERENTIAL 51138 NORMAL STNDRD SHIFT DIFFER 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 52154 LIFE INSURANCE CIVIL SERVICE 52360 MEDICARE 52385 SOCIAL SECURITY 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53110 WATER UTILITY 53120 SEWER USER FEES 53130 ELECTRIC UTILITY SERVICES 53140 GAS UTILITY SERVICES 53150 HONEYWELL CONSERVATION 53435 PROPERTY INSURANCE 53605 MEMBERSHIP/REGISTRATION FEES 53610 TRAINING SERVICES 53705 ADVERTISING SERVICES 53715 PAGING SERVICES 53725 TELEVISION SERVICES 53750 TRAVEL EXPENSES 53905 EMP TUITION AND/OR TRAVEL REIM 54540 BUILDING MATERIALS & SUPPLIE 54545 CLEANING SUPPLIES 54555 COMPUTER SUPPLIES 54560 COMMUNICATION SUPPLIES 54585 ELECTRICAL SUPPLIES 54595 MEETING/WORKSHOP/CATERING FOOD 54605 FURNISHINGS 54620 HEATING OIL 54635 GASES AND EQUIPMENT 54640 HARDWARE/TOOLS 54670 MEDICAL SUPPLIES 54675 OFFICE SUPPLIES 54680 OTHER SUPPLIES 54695 PHOTOGRAPHIC SUPPLIES 54700 PUBLICATIONS 54715 PLUMBING SUPPLIES 54720 PAPER AND PLASTIC SUPPLIES 54745 UNIFORMS 54755 TRAFFIC CONTROL PRODUCTS 54780 DECORATIVE LIGHTING SUPPLIES 55045 VEHICLES

301
GENERAL FUND BUDGET FACILITIES MAINTENANCE APPROPRIATION SUPPLEMENT

FY2010 ACTUAL 10,789,970 3,683 2,291 45,355 89 53,293 58,808 85 13,676 155 785 60,359 83,410 3,488 6,400 274,704 0 0 32,760 6,578 13,537 12,774 1,375 45,878 173 51,361 FY2011 BUDGET 10,379,206 3,150 4,550 36,750 10 54,629 54,200 442 16,800 190 1,520 1,500 0 2,350 1,600 181,510 7,000 -500 3,557 8,386 9,300 17,526 1,435 41,650 465 57,327 MAYOR PROPOSED 10,554,421 3,150 4,550 45,000 10 46,000 54,200 442 16,800 190 1,520 1,500 0 2,350 1,600 203,110 7,000 -500 3,057 8,386 10,000 17,526 1,435 41,650 465 62,327 FY2012 ADOPTED 10,554,421 3,150 4,550 45,000 10 46,000 54,200 442 16,800 190 1,520 1,500 0 2,350 1,600 203,110 7,000 -500 3,057 8,386 10,000 17,526 1,435 41,650 465 62,327 VARIANCE TO FY2011 BUDGET 175,215 0 0 8,250 0 -8,629 0 0 0 0 0 0 0 0 0 21,600 0 0 -500 0 700 0 0 0 0 5,000
ORG
OBJ Desc
01310000 FACILITIES MAINTENANCE 55050 CLEANING EQUIPMENT 55055 COMPUTER EQUIPMENT 55080 ELECTRICAL EQUIPMENT 55105 HOUSEHOLD APPLIANCES 55110 HVAC EQUIPMENT 55145 EQUIPMENT RENTAL/LEASE 55150 OFFICE EQUIPMENT 55155 OFFICE EQUIPMENT RENTAL/LEAS 55160 PHOTOGRAPHIC EQUIPMENT 55175 PUBLIC SAFETY EQUIPMENT 55190 ROADWAY EQUIPMENT 55220 WATER/SEWER EQUIPMENT 55530 OFFICE FURNITURE 56010 ENGINEERING SERVICES 56045 BUILDING MAINTENANCE SERVICE 56055 COMPUTER SERVICES 56060 CONSTRUCTION SERVICES 56125 LANDSCAPING SERVICES 56140 LAUNDRY SERVICES 56165 MANAGEMENT SERVICES 56170 OTHER MAINTENANCE & REPAIR S 56175 OFFICE EQUIPMENT MAINT SRVCS 56180 OTHER SERVICES 56185 PUBLIC FACILITIES SERVICES 56225 SECURITY SERVICES

302
ROADWAY MAINTENANCE
MISSION STATEMENT
The Roadway Maintenance division of Public Facilities maintains the Citys 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.
MAYOR
CITY COUNCIL
ROADWAY MAINTENANCE

303
GENERAL FUND BUDGET ROADWAY MAINTENANCE Robert Kennedy Manager
BUDGET DETAIL
REVENUE SUMMARY
Not Applicable
ORG Desc APPR Desc 01320000 ROADWAY MANAGEMENT 1320PS ROADWAY PERSONAL SVCS 2320TPS ROADWAY OTHER PERS SERVICE 3320FB ROADWAY FRINGE BENEFITS 4320EX ROADWAY OPER EXP 6320SS ROADWAY SPEC SVCS FY2010 ACTUAL 2,907,443 1,605,195 212,787 528,672 475,969 84,819 FY2011 BUDGET 3,292,386 1,923,164 185,475 586,871 507,581 89,295 MAYOR PROPOSED 3,542,136 2,019,451 182,390 650,919 587,581 101,795 FY2012 ADOPTED 3,542,136 2,019,451 182,390 650,919 587,581 101,795 VARIANCE TO FY2011 BUDGET 249,750 96,287 -3,085 64,048 80,000 12,500
PERSONNEL SUMMARY
Org Code Fill 1.0 1.0 2.0 8.0 15.0 1.0 6.0 34.0 Vac Job Class Description ADMINISTRATIVE ASSISTANT PUBLIC WORKS TRAFFIC FOREMAN PUBLIC WORKS FOREMAN II MAINTAINER I (GRADE I) SEASONAL MAINTAINER I GRADE II MAINTAINER II MAINTAINER III MAINTAINER IV 11.0 FY 2011 CURRENT 48,418 55,346 215,149 273,743 291,361 649,709 101,307 288,121 1,923,154 FY 2012 ADOPTED 49,933 56,800 216,366 296,458 309,361 681,365 106,438 302,729 2,019,451 2012 vs 2011 1,515 1,454 1,217 22,715 18,000 31,656 5,132 14,608 96,297
01320000 Total

304
GENERAL FUND BUDGET ROADWAY MAINTENANCE PROGRAM HIGHLIGHTS

ACTUAL SERVICE INDICATORS ROADWAY HIGHWAY & ROAD MAINTENANCE Paved lane miles responsible for Road Rehabilitation Expenditures Road Rehabilitation Expenditures per paved lane mile Road Rehabilitation Expenditures per capita Pothole Repair Expenditures Number of potholes repaired Potholes repaired per lane mile Average response time to pothole complaints Site Patching Paved Miles Assessed for Condition Percentage of Paved Miles Assessed for Condition STREET SWEEPING Linear miles sw ept O & M Expenditures on Street Sw eeping Operating cost per linear mile sw ept Operating and Maintenance Expenditures per capita TRAFFIC SIGNAL & SIGN MAINTENANCE Total Number of Traffic Signal devices Total Number of Traffic Signal repairs Traffic Signal Replacements Traffic Signal Expenditures Average response time (in days) to traffic signal repair Average response time (in w orking days) to complete replacement Number of Traffic Signs Replaced Number of Traffic Signs Repaired Number of Traffic Signs Installed (new installations) Number of Stop Signs Installed (new installations) Number of Handicap Signs Installed Number of Handicap Signs Removed Number of Neighborhood Watch Signs Installed Number of Street Signs Replaced Number of Street Signs Repaired Number of Street Signs Installed Number of Special Signs Manufactured Number of Special Signs Installed Number of Barricades Delivered Number of Portable Stop Signs Delivered Number of Intersections Painted (crossw alks, stopbars) Number of Streets Center Lined Number of Miles Center Lined 1,552 530 15 $53,016 0.5 2 430 727 127 24 37 15 0 50 233 13 39 39 1,840 158 46 21 15 1,552 490 6 $187,496 0.5 2 532 910 107 20 27 0 0 14 216 9 68 68 1,505 197 30 30 10 1,552 310 2 $124,152 0.5 2 673 1,023 179 30 44 0 15 18 287 6 59 65 1,540 203 42 50 10 1,552 325 1 $262,308 0.5 2 444 703 81 1 15 10 0 42 280 29 65 31 1,885 160 660 22 10 1,700 295 17 $142,728 0.5 2 449 891 81 12 25 8 9 49 240 34 50 18 1,810 262 420 24 18 1730 311 14 $236,500 0.5 2 305 550 70 15 30 8 8 32 140 40 35 25 1700 225 250 50 70 9,530 $374,243 $39.27 $2.68 8,869 $479,713 $54.09 $3.48 9,662 $385,356 $39.88 $2.83 8,429 $323,501 $38.38 $2.37 7,562 $297,486 $39.34 $2.18 8,000 $314,717 $39.34 $2.31 7 0.84% Percentage of Rehabilitation Expenditures Contracted out 829 $1,218,199 90% $1,469 $8.73 $48,771 6,074 7 2 days 829 $1,011,128 75% $1,220 $7.33 $118,145 7,736 9 2 days 143 2 0.24% 829 $2,470,235 91% $2,980 $18.13 $77,650 9,420 11 2 days 447 18.1 2.18% 829 0% $311 $1.89 $82,361 14,688 18 2 days 732 0 0.00% 829 81% $2,898 $17.63 $92,883 14,154 17 2 days 294 8 0.97% 829 $2,750,000 85% $3,317 $20.18 $110,000 15,000 18 2 days 400 16 1.93% $257,910 $2,402,303 2005-2006 ACTUAL 2006-2007 ACTUAL ACTUAL ACTUAL ESTIMATED 2010-2011 2007-2008 2008-2009 2009-2010
(1) (2) (3)
Actual 2007-2008 column includes Capital Budget allocation for re-paving in the amount of $2,242,192. 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. O & M = Operations and Maintenance Expenditures.

305

ACTUAL SERVICE INDICATORS
ILLEGAL DUMPING Number of Sites Illegal Dump Picked Up Tons of Illegal Bulk Picked Up Tons of Illegal Dump Pick Up - Metal Number of Illegal Dump Picked Up - Tires Tons of Leaves Picked Up 3,094 1,586 598 887 1,589 4,190 832 111 481 1,889 3,343 837 83 671 1,706 3,251 691 55 462 2,525 3300 750 60 475 2,500
ACTUAL
ACTUAL
ACTUAL
ACTUAL
ESTIMATED 2010-2011
2005-2006 2006-2007
2007-2008 2008-2009 2009-2010
FY 2011-2012 GOALS
1) Implement practice of maintaining supervisor logs to monitor supervision of personnel and equipment to improve accountability, ensure proper equipment usage and maintenance, and to enhance productivity. 2) Review job functions of department, manpower needs and availability for each function, leading to better productivity, improved efficiency and maximization of use of resources. 3) To continue to work with other City departments and the City Council to create an ordinance to enhance and improve parking regulation enforcement in order to provide continuous access to roadways for more efficient roadway maintenance, including repair of pot holes, cuts and increased sweeping throughout the City. 4) Improve aging sweeper fleet by continuing to purchase new equipment through capital funding. 5) To install a GPS system in remainder of fleet to continue to improve the accountability and performance of fleet and crews. 6) To continue to improve response time for pothole repair from 48hrs to 24hrs. 7) To cross train employees on all equipment where applicable to ensure the safe operation of equipment, to prepare employee for promotion and for better utilization of employee and equipment. 8) Continue training employees in safe operation of all mechanical equipment and use of personal protective equipment and OSHA regulations.

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: Ongoing effort. Enhanced parking regulation enforcement plan still in development, however each district has seen an increase in street sweeping. 2) To reduce overall age of sweeper fleet by purchasing new equipment through capital funding. 6 MONTH STATUS: Multi-year replacement. Purchased one new sweeper and requesting additional capital funding. 3) To purchase new Mad-Vac for cleaning sidewalks. 6 MONTH STATUS: Three new mad-vacs purchased and will be utilized Spring 2011 to clean sidewalks and curbs. 4) To continue utilization of GPS system to improve accountability, performance and efficiency of fleet and crews. 6 MONTH STATUS: Meeting goal multi-year project. GPS utilized widely during winter 2010-2011 (as featured in several news-media reports), providing better accountability, performance and efficiency. More than half of fleet now equipped. 5) To continue to improve response time for pothole repair from 48hrs to 24hrs. 6 MONTH STATUS: Response time has improved, but due to lack of resources, we have not met our goal.

306

6) To continue training employees in safe operation of all mechanical equipment and use of personal protective equipment. 6 MONTH STATUS: Partially meeting goal ongoing effort. Training conducted in bending/lifting, defensive driving, blood-borne pathogens, winter-preparedness, operation of new sweeper #11, snow truck operation, flagman performance; plan

1) Swept 7561 lane-miles through first eight months of fy11. 2) 62 tons of litter picked up by Mad-Vac and 8 tons of paper picked up through first eight months of fiscal year. 3) 294 road patches, using 421 tons of hot asphalt through first six months. Purchase of two hot asphalt boxes during summer 2010 helping to eliminate waste of hot asphalt due to cooling while enabling purchase of more material each day, increasing productivity. 4) Collected loose leaves in fall 2010 with help of Parks division faster than in some previous years, before any snow fell. 5) Utilizing Accu-Brine machine for first winter. 6) Re-organized garage facility at 990 Housatonic to improve efficiency, productivity and accountability. All parking at garage now assigned: vehicles now more accessible, making parking faster and facilitating same-assigned-driver to each vehicle. Maintenance should improve with the increased accountability, helping to drive expenses down.
ACTUAL SERVICE INDICATORS SNOW & ICE REMOVAL Paved Miles Responsible for Calendar Days snow & ice removal occurred Number of Snow Events during the fiscal year Number of lane miles treated per event (estimated) Number OT Hours paid for snow & ice removal O & M Expenditures for snow & ice control Expenditures per mile lane plow ed or treated Expenditures per capita 829 12 11 9,936 5,234 $374,294 $37.67 $2.68 829 14 13 9,936 6,142 $442,945 $44.58 $3.21 829 17 8 9,936 6,032 $464,151 $46.71 $3.41 829 26 13 9,936 6,884 $505,427 $50.87 $3.71 829 14 10 9,936 4,796 $280,661 $28.25 $2.06 829 36 12 12,435 10,588 $747,092 $60.08 $5.48 ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED 2009-2010 2010-2011 2005-2006 2006-2007 2007-2008 2008-2009
FY 2011-2012 GOALS
1) Implement practice of maintaining supervisor logs to monitor supervision of personnel and equipment to improve accountability, ensure proper equipment usage and maintenance, and to enhance productivity. 2) Review job functions of department, manpower needs and availability for each function, leading to better productivity, improved efficiency and maximization of use of resources. 3) Add second brine truck for pre-treatment of roads prior to storms. Brine can be applied 24-48 hours before storm and helps first layer of precipitation to melt, with reduced adherence of snow/sleet/ice to surface, also improving performance of salt, contributing to lower consumption and less plowing. 4) Increase training on snow equipment to improve driver performance and enhance familiarity both with vehicle and route. 5) To continue to decrease average age of snow-fleet by replacing equipment older than 15 years.

307
GENERAL FUND BUDGET ROADWAY MAINTENANCE PROGRAM HIGHLIGHTS 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: Not meeting goal due to lack of and equipment availability. Will continue to pursue goal for FY12. 2) To purchase additional snow equipment to replace equipment that is over 15 years old. 6 MONTH STATUS: Partially meeting goalongoing multi-year effort dependent on capital funding availability. See Garage section for complete listing of vehicles purchased during calendar 2010, assignments and benefits. 3) To continue training employees in safe operation of snow removal and operating snow equipment. 6 MONTH STATUS: Partially meeting goal. Garage foreman conducted refresher course on safe snow truck operation, but training of new drivers on new routes needs to be improved. 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: Meeting goal. Accu-Brine machine used effectively during recordbreaking winter 2010-2011. Brine is applied to streets first, before storm, helps to melt initial layer and enhances effectiveness of other salt treatments. Will continue add to second truck for FY12 and continue to use machine and spread brine before storms for many winters.

308
GENERAL FUND BUDGET ROADWAY MAINTENANCE APPROPRIATION SUPPLEMENT

FY2010 ACTUAL 2,907,443 1,330,287 185 274,723 338 487 2,688 105,608 2,201 82,708 6,572 738 72 2,008 4,493 1,959 900 2,015 11,381 6,475 118,608 392,208 0 750 260 38,378 1,839 0 436 4,879 8,609 1,359 1,859 250 853 360,955 8,553 43,523 0 3,466 0 0 7,000 925 13,994 6,004 709 4,774 30,069 2,714 0 5,700 12,931 FY2011 BUDGET 3,292,386 1,631,803 0 291,361 0 0 1,000 40,000 1,600 100,000 9,000 0 0 5,000 6,000 0 22,875 0 22,613 9,684 132,876 421,698 5,000 2,500 450 39,029 2,259 500 900 8,932 7,288 500 3,400 1,100 950 368,438 7,000 45,000 10,000 3,585 500 250 0 1,000 14,000 7,000 500 9,000 46,500 2,295 0 9,000 0 MAYOR PROPOSED 3,542,136 1,710,090 0 309,361 0 0 1,000 40,000 0 100,000 9,000 0 0 5,000 6,000 0 21,390 0 18,627 6,372 163,846 462,074 5,000 2,500 450 39,029 2,259 500 900 8,932 7,288 500 3,400 1,100 950 448,438 7,000 45,000 10,000 3,585 500 250 0 1,000 14,000 7,000 500 9,000 56,500 2,295 2,500 9,000 0 FY2012 ADOPTED 3,542,136 1,710,090 0 309,361 0 0 1,000 40,000 0 100,000 9,000 0 0 5,000 6,000 0 21,390 0 18,627 6,372 163,846 462,074 5,000 2,500 450 39,029 2,259 500 900 8,932 7,288 500 3,400 1,100 950 448,438 7,000 45,000 10,000 3,585 500 250 0 1,000 14,000 7,000 500 9,000 56,500 2,295 2,500 9,000 0 VARIANCE TO FY2011 BUDGET 249,750 78,287 0 18,000 0 0 0 0 -1,600 0 0 0 0 0 0 0 -1,485 0 -3,986 -3,312 30,970 40,376 0 0 0 0 0 0 0 0 0 0 0 0 0 80,000 0 0 0 0 0 0 0 0 0 0 0 0 10,000 0 2,500 0 0
ORG
OBJ Desc
01320000 ROADWAY MANAGEMENT 51000 FULL TIME EARNED PAY 51024 FT SNOW DAY PAY 51100 PT TEMP/SEASONAL EARNED PA 51102 LONG TERM ACTING PAY 51104 TEMPORARY ACTING 2X OVERTI 51106 REGULAR STRAIGHT OVERTIME 51108 REGULAR 1.5 OVERTIME PAY 51110 TEMP ACTING 1.5X OVERTIME 51111 SNOW REMOVAL OVERTIME 51116 HOLIDAY 2X OVERTIME PAY 51122 SHIFT 2 - 1.5X OVERTIME 51128 SHIFT 3 - 1.5X OVERTIME 51134 TEMP SHIFT 2 DIFFERENTIAL 51136 TEMP SHIFT 3 DIFFERENTIAL 51138 NORMAL STNDRD SHIFT DIFFER 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 52360 MEDICARE 52385 SOCIAL SECURITY 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53605 MEMBERSHIP/REGISTRATION FEES 53610 TRAINING SERVICES 53705 ADVERTISING SERVICES 54025 ROADWAY PARTS 54540 BUILDING MATERIALS & SUPPLIE 54560 COMMUNICATION SUPPLIES 54630 OTHER FUELS 54640 HARDWARE/TOOLS 54650 LANDSCAPING SUPPLIES 54670 MEDICAL SUPPLIES 54675 OFFICE SUPPLIES 54680 OTHER SUPPLIES 54705 SUBSCRIPTIONS 54735 ROADWAY SUPPLIES 54745 UNIFORMS 54755 TRAFFIC CONTROL PRODUCTS 55145 EQUIPMENT RENTAL/LEASE 55155 OFFICE EQUIPMENT RENTAL/LEAS 55160 PHOTOGRAPHIC EQUIPMENT 55175 PUBLIC SAFETY EQUIPMENT 56045 BUILDING MAINTENANCE SERVICE 56125 LANDSCAPING SERVICES 56140 LAUNDRY SERVICES 56170 OTHER MAINTENANCE & REPAIR S 56175 OFFICE EQUIPMENT MAINT SRVCS 56180 OTHER SERVICES 56185 PUBLIC FACILITIES SERVICES 56205 PUBLIC SAFETY SERVICES 56220 ROADWAY SERVICES 56225 SECURITY SERVICES 59005 VEHICLE MAINTENANCE SERVICES

309
GENERAL FUND BUDGET

310

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.
MAYOR
CITY COUNCIL
SANITATION

311
GENERAL FUND BUDGET SANITATION / RECYCLING Charlie Carroll Manager
BUDGET DETAIL
REVENUE SUMMARY
ORG DESC OBJECT DESC FY2010 ACTUAL 9,200 9,200 0 FY 2011 CURRENT 20,000 20,000 0 FY 2012 MAYOR PROPOSED 20,000 20,000 0 FY2012 ADOPTED 20,000 20,000 0 VARIANCE TO FY2011 BUDGET 0 0 0
01325000 SANITATION & RECYCLING 41285 PF ENFORCEMENT FINES 41406 CURBSIDE ADVERTISING
ORG Desc APPR Desc 01325000 SANITATION & RECYCLING 1325PS SANITATION PERSONAL SVCS 2325TPS SANITATION OTHER PERS SERVICES 3325FB SANITATION FRINGE BENEFITS 4325EX SANITATION OPER EXP 6325SS SANITATION SPEC SVCS FY2010 ACTUAL 5,084,752 1,360,210 397,051 568,338 2,676,540 82,613 FY2011 BUDGET 5,179,518 1,438,731 328,957 605,765 2,726,665 79,400 MAYOR PROPOSED 5,340,854 1,446,692 327,377 656,544 2,811,841 98,400 FY2012 ADOPTED 5,340,854 1,446,692 327,377 656,544 2,811,841 98,400 VARIANCE TO FY2011 BUDGET 161,336 7,961 -1,580 50,779 85,176 19,000
PERSONNEL SUMMARY
Org Code Fill 2.0 1.0 28.0 1.0 32.0 Vac Job Class Description SANITATION SUPERVISOR MANAGER OF SANITATION RECYCLIN MAINTAINER III PUBLIC WORKS FOREMAN II 2.0 FY 2011 CURRENT 113,392 59,394 1,210,871 55,070 1,438,727 FY 2012 ADOPTED 116,370 60,954 1,212,580 56,800 1,446,704 2012 vs 2011 2,978 1,560 1,709 1,730 7,977
01325000 Total

312
GENERAL FUND BUDGET SANITATION/RECYCLING PROGRAM HIGHLIGHTS

ACTUAL SERVICE INDICATORS FY 05-06 SANITATION Residential Refuse Collection Accounts 40,322 Non-residential Refuse Collection Accounts 18 Curbside Pickup 34,750 Backdoor / Other (FY09 six months only) 18 Refuse Collection Accounts by contract (FY09 for six months only) 5,572 Pickups per week 1 Average collection per vehicle (cubic yards) 25 Staff per truck 2 # of accounts per hour of collection 130 Tons -- residential routes 44,662 Tons -- residential/municipal through T Station 18,193 Tons -- Total Residential Refuse 62,855 Tons -- Schools Refuse 2,752 Tons -- Commercial Refuse 2,853 Tons -- Total Refuse 68,460 Tipping fee per ton (Residential / Commercial) $61.83 / 66 Total Tip Fees Paid to CRRA $4,244,773 Minimum Commitment Charges paid to CRRA $880,000 Total Paid to CRRA $5,124,773 YARD WASTE COLLECTION Accounts 34,750 Leaves -- loose collection, tons Leaves -- brown bag, tons Leaves -- Transfer Station, tons Leaves -- Total Tons Yard Waste / Brush -- curbside and T Station Leaves and Yard Waste -- Total Tons Leaves and Yard waste -- Tons Composted SATISFACTION INFORMATION Total Complaints about refuse collection na 997 671 1,668 na 1,581 1,581 ACTUAL FY 06-07 ACTUAL FY 07-08 ACTUAL FY 08-09 ACTUAL FY 09-10 ESTIMATED FY 10-11
40,374 18 34,750 18
40,374 19 34,750 19
40,374 20 34,750 5624
40,374 20 33,330 7044
40,374 20 33,330 7044
5,624 1 25 2 130 43,137 20,584 63,721 2,521 818 67,060
5,624 1 25 2 150 41,310 15,274 56,584 2,297 911 59,792
5,624 1 25 2 150 40,903 14,533 55,436 2,370 738 58,543
0 1 25 2 150 40,108 16,516 56,624 2,255 876 59,756 $63.00 $3,764,620 $0 $3,764,620 33,330 859 1,666 727 3,252 2,194 5,446 5,446
0 1 25 2 150 39,681 16,330 56,011 2,325 1,250 59,586 $ 64.09 $ 3,818,840 $0 $3,818,840 33,330 859 1,666 750 3,275 2,000 5,666 5,666
$65.67/ 70 $71.61/76 $75.34/80 $4,404,992 $4,285,695 $4,060,437 $880,000 $550,000 $1,017,500 $5,284,992 $4,835,695 $5,077,937 34,750 na 1,589 728 2,317 na 1,500 1,500 34,750 na 1,175 709 1,884 na 2,626 2,626 34,750 832 1,706 621 3,159 na 3,596 3,596
300
290
270
400
230
348

313
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 reevaluating 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 routes 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. 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.

314
GENERAL FUND BUDGET SANITATION / RECYCLING PROGRAM HIGHLIGHTS

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 Mayors 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.

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ACTUAL FY 05-06 RECYCLING SERVICES Residential Accounts, curbside Residential Accounts, condominium routes Non- Residential Accounts Total Accounts Bins collected, curbside -monthly average Tons -- Residential, curbside, per year Tons -- Total Residential Tons recycled as % of total tons -- curbside only Tons -- Cardboard Tons -- Paper Tons -- Commingled Tons -- Scrap Metal Tons -- Total residential and other non-yard waste Tons Recycled as % of Total Tons -- all non-yard waste Tons -- Total Yard Waste Composted (from above) Tons -- Tires Tons Recycled -- Total ALL Types Above Combined Tons Recycled as % of Total Tons -- ALL Types Above Tons -- Total Recycling Delivered to IPC/SWEROC Tons Recycled (SWEROC) as % of Total Tons (MSW+Recycling) delivered to CRRA/SWEROC 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) SATISFACTION INFORMATION Total Complaints about recycling collection
*almost all w ere requests for bins
ACTUAL FY 06-07
ACTUAL FY 07-08
ACTUAL FY 08-09
ACTUAL ESTIMATED 2009-2010 2010-2011
34,750 5,572 18 40,340 30,950 2,438 2,438 5.2% 380 62 na 2,773 5,653 7.6% 1,581 123 7,357 9.7% 3,378
34,750 5,624 18 40,392 31,509 2,111 2,111 4.7% 347 51 na 2,600 5,109 7.1% 1,500 123 6,732 9.1% 2,992
34,750 5,624 19 40,393 31,154 2,291 2,291 5.3% 319 57 na 1,611 4,278 6.7% 2,626 93 6,997 10.5% 3,055
34,750 5,624 20 40,394 32,300 2,249 2,249 5.4% 344 54 103 1,352 4,101 6.5% 3,596 95 7,792 11.7% 3,128
33,330 7,044 20 40,394 33,302 2,461 2,461 6.1% 376 26 122 1,039 4,025 6.3% 5,446 132 9,603 13.8% 3,194
33,330 7,044 20 40,394 33,527 2475 2,475 6.1% 390 38 110 800 3,813 6.0% 5,666 120 9,599 13.9% 3,180
4.7%
4.3%
4.9%
5.1%
5.1%
5.1%
9.9%
10.1%
11.4%
10.8%
10.8%
10.8%
150
145
135
150
812*
1,347*

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GENERAL FUND BUDGET SANITATION / RECYCLING PROGRAM HIGHLIGHTS 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 Mayors 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 Mayors 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 Bridgeports 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 Mayors Office, along with the increased cooperation of our residents. It also suggests that we had and likely continue to have much room to grow. 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, curbsideonly 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 Mayors Conservation Corps, distributed approximately

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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 Mayors 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 4,800 64gal recycling rollout carts to four routes for pilot rewards program, fully cataloging distribution.

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GENERAL FUND BUDGET SANITATION/RECYCLING APPROPRIATION SUPPLEMENT

FY2010 ACTUAL 5,084,752 1,342,994 1,784 15,432 1,333 225,841 53,174 157 95,042 45 13,893 2,522 0 5,045 11,001 0 137,439 419,898 225 28,675 2,515,236 69,145 1,690 0 31,999 484 12,092 16,993 0 0 11,540 5,340 11,482 1,682 1,183 4,778 25,000 0 21,608 0 FY2011 BUDGET 5,179,518 1,438,731 0 0 1,600 108,000 75,000 600 100,000 200 13,000 2,392 28,165 0 17,313 0 136,649 451,803 1,800 35,000 2,619,640 0 360 3,025 30,000 746 12,694 20,000 2,500 900 0 0 14,000 0 1,200 0 41,000 0 9,000 14,200 MAYOR PROPOSED 5,340,854 1,446,692 0 0 1,600 108,000 75,000 0 100,000 200 13,000 2,392 27,185 0 15,925 0 157,542 483,077 1,800 52,284 2,682,532 0 360 3,025 35,000 746 12,694 20,000 2,500 900 0 0 14,000 0 1,200 0 60,000 14,200 9,000 0 FY2012 ADOPTED 5,340,854 1,446,692 0 0 1,600 108,000 75,000 0 100,000 200 13,000 2,392 27,185 0 15,925 0 157,542 483,077 1,800 52,284 2,682,532 0 360 3,025 35,000 746 12,694 20,000 2,500 900 0 0 14,000 0 1,200 0 60,000 14,200 9,000 0 VARIANCE TO FY2011 BUDGET 161,336 7,961 0 0 0 0 0 -600 0 0 0 0 -980 0 -1,388 0 20,893 31,274 0 17,284 62,892 0 0 0 5,000 0 0 0 0 0 0 0 0 0 0 0 19,000 14,200 0 -14,200
ORG
OBJ Desc
01325000 SANITATION & RECYCLING 51000 FULL TIME EARNED PAY 51024 FT SNOW DAY PAY 51036 FT GRIEVANCE/ARB AWARD PAY 51104 TEMPORARY ACTING 2X OVERTI 51106 REGULAR STRAIGHT OVERTIME 51108 REGULAR 1.5 OVERTIME PAY 51110 TEMP ACTING 1.5X OVERTIME 51116 HOLIDAY 2X OVERTIME PAY 51134 TEMP SHIFT 2 DIFFERENTIAL 51136 TEMP SHIFT 3 DIFFERENTIAL 51138 NORMAL STNDRD SHIFT DIFFER 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 52360 MEDICARE 52385 SOCIAL SECURITY 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53610 TRAINING SERVICES 53735 COMMERCIAL TIPPING FEE 53745 MUNICIPAL TIPPING FEES 54010 AUTOMOTIVE PARTS 54545 CLEANING SUPPLIES 54560 COMMUNICATION SUPPLIES 54640 HARDWARE/TOOLS 54675 OFFICE SUPPLIES 54745 UNIFORMS 54775 RECYCLING SUPPLIES 55160 PHOTOGRAPHIC EQUIPMENT 55175 PUBLIC SAFETY EQUIPMENT 56045 BUILDING MAINTENANCE SERVICE 56125 LANDSCAPING SERVICES 56140 LAUNDRY SERVICES 56165 MANAGEMENT SERVICES 56170 OTHER MAINTENANCE & REPAIR S 56180 OTHER SERVICES 56210 RECYCLING SERVICES 56215 REFUSE SERVICES 56225 SECURITY SERVICES 59005 VEHICLE MAINTENANCE SERVICES

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GENERAL FUND BUDGET

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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.
MAYOR
CITY COUNCIL
SANITATION
TRANSFER STATION

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GENERAL FUND BUDGET TRANSFER STATION Anthony DePrimo Manager BUDGET DETAIL
ORG Desc APPR Desc 01330000 TRANSFER STATIONS 1330PS TRANSFER STATIONS PERSONAL SVCS 2330TPS TRANSFER STATION OTHER PERS SV 3330FB TRANSFER STATION FRNGE BENEF 4330EX TRANSFER STATIONS OPER EXP 6330SS TRANSFER STATION SPEC SVCS FY2010 ACTUAL 1,820,057 38,169 13,150 21,142 73,060 1,674,536 FY2011 BUDGET 1,796,079 39,602 24,420 22,179 77,640 1,632,238 MAYOR PROPOSED 1,882,223 41,610 24,320 25,176 77,640 1,713,477 FY2012 ADOPTED 1,882,223 41,610 24,320 25,176 77,640 1,713,477 VARIANCE TO FY2011 BUDGET 86,144 2,008 -100 2,997 0 81,239
PERSONNEL SUMMARY
Org Code Fill 1.0 1.0 Vac Job Class Description MAINTAINER III FY 2011 CURRENT 39,602 39,602 FY 2012 ADOPTED 41,610 41,610 2012 vs 2011 2,009 2,009
01330000 Total

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TRANSFER STATION
SERVICE INDICATORS TRANSFER STATION Tons -- Residential / Municipal Tipping fee per ton -- Residential* Tons Commercial Tipping fee per ton -- Commercial*

ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED 2010-2011 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010
18,193 $61.83 282 $66.00
20,548 $65.67 234 $70.00
15,274
14,533
16,516 $63.00 414 $63.00
16,330 $64.09 474 $64.09
$71.61 $75.34/$63 239 $76.00 507 $80/$63
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.

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/monthrevenue 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 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.

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TRANSFER STATION

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, yearround, with the following hours of operation:
Spring/Summer/Fall April 1 Hours through October 31

Monday-Friday 7 AM-3:30 PM Saturday 7 AM-2:30 PM
November 1 -March 31 Hours Monday-Friday 7 AM-2:30 PM Monday-Friday Saturday 7 AM-NOON
Winter
New Year'sfollowingholidays:holidays: Day, Martin Luther King Day, Good Friday Memorial Day, Independence Day, Labor Day, Thanksgiving Day and Christmas Day
Closed on the following holidays

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TRANSFER STATION
ORG OBJ Desc

FY2010 ACTUAL 1,820,057 38,169 151 10,726 0 1,481 5 9 37 0 10 0 731 367 4,047 16,728 10,360 1,375 13,500 644 0 20 160 0 125 99 20,900 775 25,103 13,016 4,485 503 0 2,120 0 1,613,476 40,937 FY2011 BUDGET 1,796,079 39,602 200 21,000 100 2,000 0 0 0 0 0 1,120 0 590 3,869 17,720 12,318 24,000 13,500 2,000 800 720 750 466 1,812 184 20,000 1,090 0 17,500 1,000 747 1,486 5,130 3,000 1,591,575 11,800 MAYOR PROPOSED 1,882,223 41,610 200 21,000 0 2,000 0 0 0 0 0 1,120 0 567 4,744 19,865 12,318 24,000 13,500 2,000 800 720 750 466 1,812 184 20,000 1,090 0 17,500 630 747 1,486 5,500 3,000 1,672,814 11,800 FY2012 ADOPTED 1,882,223 41,610 200 21,000 0 2,000 0 0 0 0 0 1,120 0 567 4,744 19,865 12,318 24,000 13,500 2,000 800 720 750 466 1,812 184 20,000 1,090 0 17,500 630 747 1,486 5,500 3,000 1,672,814 11,800 VARIANCE TO FY2011 BUDGET 86,144 2,008 0 0 -100 0 0 0 0 0 0 0 0 -23 875 2,145 0 0 0 0 0 0 0 0 0 0 0 0 0 0 -370 0 0 370 0 81,239 0
01330000 TRANSFER STATIONS 51000 FULL TIME EARNED PAY 51106 REGULAR STRAIGHT OVERTIME 51108 REGULAR 1.5 OVERTIME PAY 51110 TEMP ACTING 1.5X OVERTIME 51116 HOLIDAY 2X OVERTIME PAY 51122 SHIFT 2 - 1.5X OVERTIME 51124 SHIFT 2 - 2X OVERTIME 51128 SHIFT 3 - 1.5X OVERTIME 51136 TEMP SHIFT 3 DIFFERENTIAL 51138 NORMAL STNDRD SHIFT DIFFER 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 52360 MEDICARE 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53705 ADVERTISING SERVICES 53720 TELEPHONE SERVICES 53730 CASH FOR TRASH 54540 BUILDING MATERIALS & SUPPLIE 54560 COMMUNICATION SUPPLIES 54640 HARDWARE/TOOLS 54670 MEDICAL SUPPLIES 54675 OFFICE SUPPLIES 54680 OTHER SUPPLIES 54745 UNIFORMS 54770 SALE OF SURPLUS/OBSOLETE ITE 55155 OFFICE EQUIPMENT RENTAL/LEAS 55165 PARKS EQUIPMENT 56080 ENVIRONMENTAL SERVICES 56125 LANDSCAPING SERVICES 56140 LAUNDRY SERVICES 56170 OTHER MAINTENANCE & REPAIR S 56180 OTHER SERVICES 56210 RECYCLING SERVICES 56215 REFUSE SERVICES 56225 SECURITY SERVICES

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GENERAL FUND BUDGET

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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 Associations First Tee Program, the course and staff are actively reaching out to extend increased golfing opportunities to the local community.
MAYOR
CITY COUNCIL
PARK BOARD
PARKS ADMINISTRATION
D. FAIRCHILD WHEELER GOLF COURSE

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GENERAL FUND BUDGET FAIRCHILD WHEELER G.C. Charles Carroll Manager
BUDGET DETAIL
REVENUE SUMMARY Contained in Parks
ORG Desc APPR Desc 01331000 FAIRCHILD WHEELER GOLF COURSE 1331PS FAIRCHILD WHEELER PERSONAL SVCS 2331TPS FAIRCHILD WHEELER OTHER PERS SVC 3331FB FAIRCHILD WHEELER FRINGE BENEFITS 4331EX FAIRCHILD WHEELER OPER EXP 6331SS FAIRCHILD WHEELER SPEC SVCS FY2010 ACTUAL 1,229,797 513,493 48,875 47,291 561,577 58,560 FY2011 BUDGET 1,323,048 538,837 50,000 50,556 635,055 48,600 MAYOR PROPOSED 1,327,843 543,283 50,000 49,653 635,007 49,900 FY2012 ADOPTED 1,327,843 543,283 50,000 49,653 635,007 49,900 VARIANCE TO FY2011 BUDGET 4,795 4,446 0 -903 -48 1,300
PERSONNEL SUMMARY
Org Code Fill 1.0 1.0 1.0 01331000 Total 3.0 Vac Job Class Description ASSISTANT GREENS KEEPER GREENSKEEPER GOLF COURSE MANAGER SEASONAL GOLF COURSE EMPLOYEE FY 2011 CURRENT 54,607 73,093 46,867 364,270 538,836 FY 2012 ADOPTED 57,600 75,013 46,400 364,270 543,283 2012 vs 2011 2,993 1,920 -467 4,447

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GENERAL FUND BUDGET FAIRCHILD WHEELER G.C. PROGRAM HIGHLIGHTS
(1) groups of 15-40 persons
SERVICE INDICATORS D. FAIRCHILD WHEELER GOLF COURSE Rounds played Golf Course Acreage Tournaments and Outings Played (1) Driving Range Rounds played Number of Holes MAINTENANCE ACTIVITIES Irrigation Inspections Fertilization Total Aeration Total Integrated Pest Management (IPM) Inspections Plant Protection Applications Total Masonry Work/Cart Paths Repaired Number of Carts EDUCATIONAL PROGRAMS Golf Lessons The First Tee Fairchild Wheeler Program Number of Programs Youth Participation at Fairchild Wheeler REVENUES & EXPENDITURES Golf Course Revenues F. Wheeler Restaurant Revenue Combined Golf Course Revenues Revenue per round
ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 53,375 320 12 8,170 36 5 12 2 45,007 320 12 4,500 36 5 12 2 49,708 320 42 9,900 36 228 6 3 53,706 320 54 11,838 36 225 8 5 225 25 2 120 60 29 N/A 60,069 320 60 15,406 36 221 10 4 221 28 5 120 60 28 1,427
ESTIMATED 2010-2011 62,000 320 65 17,900 36 221 10 4 221 28 5 120 60 28 1,500 $1,700,000 $50,000 $1,900,000 $30.65
36
60 24 N/A
60 24 N/A
60 27 N/A
$1,442,903 $1,217,038 $1,570,883 $1,716,744 $1,820,798 $50,000 $25,000 $52,875 $50,125 $50,000 $1,492,903 $1,242,038 $1,623,758 $1,762,406 $1,870,798 $27.97 $27.60 $32.67 $32.82 $31.15
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 weve 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 Tees 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 Bridgeports 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

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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 Vazzys Catering Facility online through our website www.fairchildwheelergolf.com.

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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. Weve 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. st 1. Tripled the size of the Red Tee box on 1 hole of the Black Course nd 2. Built a brand new Red Tee box on the 2 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 th 5. Began doubling the size of the White Tee box on the 9 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 th 7. Began doubling the size of the Tee box on the 12 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. th 10. Cut and filled 11 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.

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11. Began extension of fairways on #16 Black and # 10 Red; scheduled for completion Fall 2011. th 12. Built 2 new bridges to cross Londons Brook on the 16 Black hole. 13. The City of Bridgeports 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.

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GENERAL FUND BUDGET FAIRCHILD WHEELER G.C. APPROPRIATION SUPPLEMENT

VARIANCE TO FY2011 BUDGET 4,795 4,446 0 0 0 0 0 0 -5,307 0 3,823 581 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 -48 0 0 0 0 0 0 0 0 0 0 0 0 0 3,500 -2,200 0 0 0 0
ORG
OBJ Desc
FY2010 ACTUAL 1,229,797 176,444 337,049 418 43,130 3,711 1,617 7 3,585 9,362 15,213 19,125 77,934 1,975 50,149 28,290 160 5,957 9,060 1,919 449 620 11,224 1,594 436 9,458 25,003 0 4,524 177,332 227 7,275 2,408 5,939 2,805 877 104,362 130 2,872 4,578 19,920 4,102 2,832 7,251 40,698 0 1,490 5,990 300
FY2011 BUDGET 1,323,048 174,567 364,270 0 45,000 5,000 0 0 7,814 6,622 16,584 19,536 99,000 3,200 55,940 38,000 1,000 3,700 8,900 2,000 0 800 8,000 1,500 500 15,000 31,000 1,000 4,500 156,500 1,200 20,500 2,400 6,200 2,800 900 122,265 500 1,600 7,500 21,735 16,915 3,300 7,110 28,200 500 1,850 7,140 500
MAYOR PROPOSED 1,327,843 179,013 364,270 0 45,000 5,000 0 0 2,507 6,622 20,407 20,117 99,000 3,200 55,940 38,000 1,000 3,700 8,900 2,000 0 800 8,000 1,500 500 15,000 31,000 1,000 4,500 156,452 1,200 20,500 2,400 6,200 2,800 900 122,265 500 1,600 7,500 21,735 16,915 3,300 10,610 26,000 500 1,850 7,140 500
FY2012 ADOPTED 1,327,843 179,013 364,270 0 45,000 5,000 0 0 2,507 6,622 20,407 20,117 99,000 3,200 55,940 38,000 1,000 3,700 8,900 2,000 0 800 8,000 1,500 500 15,000 31,000 1,000 4,500 156,452 1,200 20,500 2,400 6,200 2,800 900 122,265 500 1,600 7,500 21,735 16,915 3,300 10,610 26,000 500 1,850 7,140 500
01331000 FAIRCHILD WHEELER GOLF COURSE 51000 FULL TIME EARNED PAY 51100 PT TEMP/SEASONAL EARNED PA 51106 REGULAR STRAIGHT OVERTIME 51108 REGULAR 1.5 OVERTIME PAY 51116 HOLIDAY 2X OVERTIME PAY 51156 UNUSED VACATION TIME PAYOU 52154 LIFE INSURANCE CIVIL SERVICE 52360 MEDICARE 52385 SOCIAL SECURITY 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53110 WATER UTILITY 53120 SEWER USER FEES 53130 ELECTRIC UTILITY SERVICES 53140 GAS UTILITY SERVICES 53605 MEMBERSHIP/REGISTRATION FEES 53705 ADVERTISING SERVICES 53720 TELEPHONE SERVICES 54010 AUTOMOTIVE PARTS 54530 AUTOMOTIVE SUPPLIES 54535 TIRES & TUBES 54540 BUILDING MATERIALS & SUPPLIE 54545 CLEANING SUPPLIES 54560 COMMUNICATION SUPPLIES 54610 DIESEL 54615 GASOLINE 54635 GASES AND EQUIPMENT 54640 HARDWARE/TOOLS 54650 LANDSCAPING SUPPLIES 54675 OFFICE SUPPLIES 54710 PARKS SUPPLIES 54720 PAPER AND PLASTIC SUPPLIES 54735 ROADWAY SUPPLIES 54745 UNIFORMS 54750 TRANSPORTATION SUPPLIES 55040 VEHICLE RENTAL/LEASE 55055 COMPUTER EQUIPMENT 55080 ELECTRICAL EQUIPMENT 55120 LANDSCAPING EQUIPMENT 55145 EQUIPMENT RENTAL/LEASE 55195 SPORTING EQUIPMENT 56045 BUILDING MAINTENANCE SERVICE 56125 LANDSCAPING SERVICES 56170 OTHER MAINTENANCE & REPAIR S 56175 OFFICE EQUIPMENT MAINT SRVCS 56180 OTHER SERVICES 56225 SECURITY SERVICES 59005 VEHICLE MAINTENANCE SERVICES

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GENERAL FUND BUDGET

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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 AZAs 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.
MAYOR
CITY COUNCIL
BEARDSLEY ZOOLOGICAL GARDENS

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GENERAL FUND BUDGET BEARDSLEY ZOO Greg Dancho Manager BUDGET DETAIL
REVENUE SUMMARY
ORG DESC OBJECT DESC FY2010 ACTUAL 355,000 355,000 FY 2011 CURRENT 0 0 FY 2012 MAYOR PROPOSED 0 0 FY2012 ADOPTED 0 0 VARIANCE TO FY2011 BUDGET 0 0
01341000 BEARDSLEY ZOO/CAROUSEL 44268 STATE OF CT ZOO SUBSIDY
ORG Desc APPR Desc 01341000 BEARDSLEY ZOO / CAROUSEL 1341PS ZOO PERSONAL SVCS 2341TPS ZOO OTHER PERS SVCS 3341FB ZOO FRINGE BENEFITS 4341EX ZOO OPER EXP 6341SS ZOO SPEC SVCS FY2010 ACTUAL 1,289,785 596,158 57,789 182,721 400,329 52,787 FY2011 BUDGET 1,407,851 636,838 70,865 206,828 439,240 54,080 MAYOR PROPOSED 1,467,878 662,855 71,295 225,209 454,739 53,780 FY2012 ADOPTED 1,467,878 662,855 71,295 225,209 454,739 53,780 VARIANCE TO FY2011 BUDGET 60,027 26,017 430 18,381 15,499 -300
PERSONNEL SUMMARY
Org Code Fill 5.0 1.0 2.0 1.0 1.0 1.0 1.0 01341000 Total 12.0 1.0 Vac Job Class Description ZOO KEEPER SENIOR ZOOKEEPER ZOO KEEPER SENIOR ZOOKEEPER ZOO MANAGER ZOO CURATOR GREENHOUSEMAN SEASONAL MAINTAINER I GRADE I FY 2011 CURRENT 210,166 48,470 73,797 50,367 72,821 55,481 40,733 85,000 636,835 FY 2012 ADOPTED 222,440 51,432 77,541 51,690 75,013 56,938 42,799 85,000 662,853 2012 vs 2011 12,273 2,962 3,744 1,323 2,192 1,457 2,067 26,018

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SERVICE INDICATORS ZOO PROGRAM INFORMATION Zoo Attendance Calendar Year Attendance Growth Education Program Attendance Education Program Growth Birthday Party & Rental Attendance Party & Rental Growth Summer Camp Program Participants FACILITY INFORMATION Combined area of facility in square feet (1)

ACTUAL 2005 230,111 17,677 10,663 240 33 acres ACTUAL 2006 225,737 -2% 12,427 -42% 14,273 25% 250 33 acres ACTUAL 2007 220,419 -2% 11,470 -8% 13,660 -4% 265 33 acres ACTUAL 2008 243,842 10% 15,801 27% 20,450 33% 282 33 acres ACTUAL 2009 265,000 8% 16,210 3% 21,052 3% 285 33 acres ACTUAL 2010 260,000 -2% 16,000 -1% 20,000 -5% 289 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) The Zoo is completing the fundraising to construct a childs play area. This woodland activity zone will be located by the carrousel and will consist of artificial climbing rocks, a artificial log, a spider web and other amenities. It is the Zoos intent to not have a traditional playground constructed as our guests can see them anywhere. This activity zone will be based on no child left inside and will give the message to explore the world in your own backyard. Also a message will be left for our guests on the importance of open space. The Zoo is starting the process to look for funds for the first phase of the South American Adventure. This is a 500k project to renovate the old llama exhibit into three new exhibits for South American animals. These are slated to be Giant Anteaters, Chacoan Peccaries, and rhea. A boardwalk will connect this area from the Maned Wolf exhibit and will incorporate educational and fun components for our guests. This plan is the modification of the overall plan for South American exhibits that were slated for construction. The Education Staff will continue to create a show for our guests for this coming season. This one is entitled Animal Bytes and will be spread around the Zoo to impact more of our guests. The premise is to give our visitor a behind the scenes tour without having to go behind the scenes. This will run throughout the summer season. In addition to the Animal Bytes program we will have entertainment throughout the summer in the Learning Circle Stage area. The Zoo, with major help from Aquarion, will be renovating the Otter exhibit this spring. The Zoo will have installed two otter slides in the exhibit, will increase areas for the guests to view the otters and will install a speaker system and give regular otter feeding programs for the guests. A wooden carved otter will also be in place for photo ops. A new sculpture will be installed at the front gate area of the Zoo. This will be a six foot diameter sphere that depicts the earth and the animals that roam on each of the continents. This will also allow a photo op for our visitors. The Zoo will institute a new fundraising event this spring that will involve families. The committee is still working on the particulars. Off the success of last years Howl a Ween! Event plans call for the late October program to be expanded this year. This is a good late season funding opportunity for the Zoo. Working with Trout Unlimited the Zoo will install a Trout in the Classroom program in our WOLF cabin. This program will help head start trout to be release into the Pequonnock River with the help of students from the local schools. This program helps the student learn the importance of clean water and how to test and record data. The Zoo will continue to work with the Pequonnock River initiative and DEP to monitor the fish ladder in Bunnells Pond. Funding has been secured from Save the Sound to install a video counter at the ladder and the Zoo will monitor this and hopefully be able to show the video to our guests. Staff continues to work on the animal collection and new animals are being investigated for acquisition. IE snowy owls, pygmy marmoset, hellbenders, rheas. Renovation is also slated for our Alligator exhibit. Our two large alligators were relocated to a zoo in South Carolina and we will be getting five to six replacements in the spring. These six
2)
3)
4) 5)
6) 7) 8) 9)
10)
11) 12)

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BEARDSLEY ZOO
foot animals will be easier to work with that the 400 lb ten footers that left us. The Exhibit will have increased views, a rain shelter and peeking areas for the kids. This is also slated for spring construction.

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: Completed and ongoing. 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: Completed. 3) We will continue to enhance our sculpture garden from a local artist Kim Kuzina. 6 MONTH STATUS: Completed and ongoing. 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: Completed and ongoing. 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: Condors have been acquired and exhibit renovated. Empty exhibits were filled with Llamas, reptiles and birds. Sand hill cranes were placed by the alligators and a new Vampire bat exhibit was installed. Small exhibits due to budget shortfalls had to be put on hold. 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: Training for all staff and a separate program for supervisors was completed last spring. This program will be repeated every spring. 7) As always, we look to increase our visitation and we have been fortunate to have brought more visitors to the Zoo year after yearthis 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: Tigers have not bred. Staff is working on different procedures to see if a breeding can be accomplished. The recommendation is still in force for this year. 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: Looking to break up the South American project into three phases. Bear exhibit will be in the third phase due to the amount of funding that needs to be raised.

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9) This is the last year that the Peoples 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: The Rainforest is the last phase of the funding from the foundation. This work is to be completed this winter for spring installation. Other interpretive (fun) graphics have been installed around the grounds. 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: Due to time constraints and logistical issues we will try to get this day in place for this year

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ORG OBJ Desc

FY2010 ACTUAL 1,289,785 511,650 81,281 195 14,641 39,579 0 3,374 3,227 2,844 1,781 44,501 133,595 32,046 10,614 132,652 107,658 300 1,958 0 78,831 5,020 2,196 5,808 2,989 3,074 10,259 0 404 3,134 1,162 0 0 0 2,227 26,125 10,821 0 3,062 1,610 11,170 FY2011 BUDGET 1,407,851 551,838 85,000 0 17,000 40,000 13,865 0 0 6,295 7,052 53,741 139,740 42,000 11,800 140,000 125,000 0 3,600 200 80,000 4,440 2,200 3,000 3,200 2,550 7,400 150 2,990 3,200 3,800 0 0 350 3,360 27,000 10,343 2,300 3,500 1,121 9,816 MAYOR PROPOSED 1,467,878 577,855 85,000 0 17,000 40,000 14,295 0 0 4,994 1,872 65,876 152,467 43,760 12,239 153,000 125,000 300 3,600 200 80,000 5,200 2,200 3,000 3,200 2,550 7,400 150 2,990 3,200 3,800 0 300 350 2,300 27,000 10,343 2,300 3,500 1,637 9,000 FY2012 ADOPTED 1,467,878 577,855 85,000 0 17,000 40,000 14,295 0 0 4,994 1,872 65,876 152,467 43,760 12,239 153,000 125,000 300 3,600 200 80,000 5,200 2,200 3,000 3,200 2,550 7,400 150 2,990 3,200 3,800 0 300 350 2,300 27,000 10,343 2,300 3,500 1,637 9,000 VARIANCE TO FY2011 BUDGET 60,027 26,017 0 0 0 0 430 0 0 -1,301 -5,180 12,135 12,727 1,760 439 13,000 0 300 0 0 0 760 0 0 0 0 0 0 0 0 0 0 300 0 -1,060 0 0 0 0 516 -816
01341000 BEARDSLEY ZOO / CAROUSEL 51000 FULL TIME EARNED PAY 51100 PT TEMP/SEASONAL EARNED PA 51102 LONG TERM ACTING PAY 51108 REGULAR 1.5 OVERTIME PAY 51116 HOLIDAY 2X OVERTIME PAY 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 51306 PERSONAL DAY PAY OUT 52360 MEDICARE 52385 SOCIAL SECURITY 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53110 WATER UTILITY 53120 SEWER USER FEES 53130 ELECTRIC UTILITY SERVICES 53140 GAS UTILITY SERVICES 53610 TRAINING SERVICES 53905 EMP TUITION AND/OR TRAVEL REIM 54010 AUTOMOTIVE PARTS 54515 ANIMAL SUPPLIES 54540 BUILDING MATERIALS & SUPPLIE 54545 CLEANING SUPPLIES 54560 COMMUNICATION SUPPLIES 54640 HARDWARE/TOOLS 54650 LANDSCAPING SUPPLIES 54670 MEDICAL SUPPLIES 54675 OFFICE SUPPLIES 54715 PLUMBING SUPPLIES 54720 PAPER AND PLASTIC SUPPLIES 54745 UNIFORMS 54765 WATER/SEWER SUPPLIES 55055 COMPUTER EQUIPMENT 55080 ELECTRICAL EQUIPMENT 55110 HVAC EQUIPMENT 56030 VETERINARY SERVICES 56045 BUILDING MAINTENANCE SERVICE 56125 LANDSCAPING SERVICES 56155 MEDICAL SERVICES 56170 OTHER MAINTENANCE & REPAIR S 56225 SECURITY SERVICES

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BEARDSLEY ZOO

341
GENERAL FUND BUDGET

342
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.
MAYOR
CITY COUNCIL
PARK BOARD
RECREATION DEPARTMENT

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GENERAL FUND BUDGET RECREATION PROGRAMS
BUDGET DETAIL
Luann Conine Manager
REVENUE SUMMARY
ORG DESC OBJECT DESC FY2010 ACTUAL 69,270 14,250 55,020 FY 2011 CURRENT 62,000 12,000 50,000 FY 2012 MAYOR PROPOSED 67,000 12,000 55,000 FY2012 ADOPTED 67,000 12,000 55,000 VARIANCE TO FY2011 BUDGET 5,000 0 5,000
01350000 RECREATION 41675 BALLFIELD RENTAL 41676 SEASIDE PARK RENTAL
ORG Desc APPR Desc 01350000 RECREATION 1350PS RECREATION PERSONAL SVCS 2350TPS RECREATION OTHER PERS SERVIC 3350FB RECREATION FRINGE BENEFITS 4350EX RECREATION OPER EXP 6350SS RECREATION SPEC SVCS FY2010 ACTUAL 812,871 524,120 120,976 50,772 101,015 15,989 FY2011 BUDGET 875,256 566,460 125,900 59,721 105,058 18,117 MAYOR PROPOSED 876,234 569,636 125,975 57,448 105,058 18,117 FY2012 ADOPTED 876,234 569,636 125,975 57,448 105,058 18,117 VARIANCE TO FY2011 BUDGET 978 3,176 75 -2,273 0 0
PERSONNEL SUMMARY
Org Code Fill Vac Job Class Description SEASONALS UNDER GRANTS RECREATION COORDINATOR RECREATION SUPERINTENDENT FY 2011 CURRENT 396,460 84,747 85,253 566,461 FY 2012 ADOPTED 396,460 87,399 85,777 569,636 2012 vs 2011
01350000 Total
2.0 1.0 3.0
2,652 524 3,176

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GENERAL FUND BUDGET RECREATION PROGRAMS PROGRAM HIGHLIGHTS

SERVICE INDICATORS RECREATION RECREATION FACILITIES Number of Night Recreation Sites Number of Programs at other facilities (5) Number of Recreation/Community Centers Total seasonal staff (2) AQUATICS PROGRAMS Swimming Pools Open Lifeguard Swim Academy Participants Certified Lifeguards at Pools and Beaches Swimming Program Participants Senior Swimming Nights Offered RECREATION PROGRAMS Number of Night Recreation Sites Night Recreation Program Participants (4) Average daily visitors at all Recreation centers Senior Program Participants Adult Program Participants Basketball League Participants Softball League Participants Total Recreation Program Participants Percentage of Recreation Programs that are free Indoor Soccer Nights at Blackham Arts and Crafts projects, youth and young adults Movie Nights at Night Recreation Movie afternoons as Senior programs Senior Leisure Trips SUMMER CAMP PROGRAMS Summer Camp Locations Summer Camp Program Participants (6) Swimming, Basketball and Field Trips, Night Rec PARTICIPANT INFORMATION Total Youth Population (ages 6-18) in Bridgeport Night Recreation Program Participants (4)* Summer Camp Program Participants (6) Percentage of Bridgeport Youth impacted by programming Total Adult Population (18-65) in Bridgeport Adult Program Participants Percentage of Bridgeport Adults impacted by programming Total Senior Population (65+) in Bridgeport Senior Program Participants Percentage of Bridgeport Seniors impacted by programming Parks & Beach Visitors Total Bridgeport residents impacted by programming** Percentage of Bridgeport residents impacted by programs REVENUES Seaside Park Rental Revenues Ballfield Rental Recreation Revenues ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010-2011
8 5 0 88 2 0 32 600 28 8 1,000 575 750 225 120 0 2,095 89% 0 516 12 0 5 2 400 22 10,501 1,000 400 13% 96,130 225 0.23% 13,942 750 5% 22,600 24,975 21% $5,000 $2,500 $7,500
9 5 0 88 2 0 32 600 42 9 2,096 650 750 225 189 81 3,341 93% 36 625 104 30 8 2 400 30 10,501 2,096 400 24% 96,130 225 0.23% 13,942 750 5% 25,000 28,471 24% $350 $475 $825
10 4 10 103 2 20 33 800 42 10 2,400 1,025 1,335 825 200 125 4,885 83% 36 625 40 30 12 3 500 25 10,501 2,400 500 28% 96,130 825 0.86% 13,942 1,335 10% 30,000 35,060 29% $41,000 $750 $41,750
6 5 6 96 2 28 42 900 0 6 1,500 900 1,200 500 150 165 3,515 83% 12 300 12 15 10 2 500 12 10,501 1,500 500 19% 96,130 500 0.52% 13,942 1,200 9% 35,000 38,700 32%
6 5 6 110 2 22 45 1,000 0 6 1,750 900 1,250 750 150 180 4,080 85% 36 450 15 15 12 2 500 30 10,501 1,750 500 11% 96,130 750 0.78% 13,942 1,250 9% 37,500 41,750 35% $55,020 $14,250 $69,270
6 5 6 100 2 25
45
1,000 0 6 1,850 950 1,300 800 180 180 4,310 85% 36 500 20 15 12 2 500 30 10,501 1,850 500 12% 96,130 800 0.83% 13,942 1,300
9%
38,500 42,950
36%
$60,000 $15,000 $75,000
$10,210
(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

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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 Mayors 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.

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GENERAL FUND BUDGET RECREATION PROGRAMS APPROPRIATION SUPPLEMENT

To enhance the experience for children ages 5-14 at Seaside Park Summer Day Camp and Veterans / 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 Veterans / 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 812 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.

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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.

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ORG OBJ Desc FY2010 ACTUAL 812,871 182,746 341,374 66,039 2,197 48,000 0 4,740 2,642 4,746 15,463 27,921 90 4,480 0 1,066 2,741 480 1,035 1,453 989 18,695 0 6,519 1,434 1,997 595 0 431 12,653 3,995 3,564 24,158 14,640 1,500 582 5,490 8,007 410 FY2011 BUDGET 875,256 170,000 396,460 75,000 2,000 48,000 900 0 8,226 6,622 16,236 28,637 557 4,000 500 2,086 4,824 500 1,500 600 1,000 28,085 1,500 5,399 3,768 0 602 204 800 10,900 0 4,000 20,233 14,000 1,800 600 6,710 8,000 1,007 MAYOR PROPOSED 876,234 173,176 396,460 75,000 2,000 48,000 975 0 2,382 6,622 19,743 28,701 557 4,000 500 2,086 4,824 500 1,500 600 1,000 28,085 1,500 5,399 3,768 0 602 204 800 10,900 0 4,000 20,233 14,000 1,800 600 6,710 8,000 1,007 FY2012 ADOPTED 876,234 173,176 396,460 75,000 2,000 48,000 975 0 2,382 6,622 19,743 28,701 557 4,000 500 2,086 4,824 500 1,500 600 1,000 28,085 1,500 5,399 3,768 0 602 204 800 10,900 0 4,000 20,233 14,000 1,800 600 6,710 8,000 1,007 VARIANCE TO FY2011 BUDGET 978 3,176 0 0 0 0 75 0 -5,844 0 3,507 64 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
01350000 RECREATION 51000 FULL TIME EARNED PAY 51100 PT TEMP/SEASONAL EARNED PA 51108 REGULAR 1.5 OVERTIME PAY 51116 HOLIDAY 2X OVERTIME PAY 51122 SHIFT 2 - 1.5X OVERTIME 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 52360 MEDICARE 52385 SOCIAL SECURITY 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53605 MEMBERSHIP/REGISTRATION FEES 53610 TRAINING SERVICES 53720 TELEPHONE SERVICES 53905 EMP TUITION AND/OR TRAVEL REIM 54505 ARTS & CRAFT SUPPLIES 54545 CLEANING SUPPLIES 54555 COMPUTER SUPPLIES 54560 COMMUNICATION SUPPLIES 54580 SCHOOL SUPPLIES 54595 MEETING/WORKSHOP/CATERING FOOD 54615 GASOLINE 54670 MEDICAL SUPPLIES 54675 OFFICE SUPPLIES 54710 PARKS SUPPLIES 54720 PAPER AND PLASTIC SUPPLIES 54725 POSTAGE 54730 PRINTING SUPPLIES 54745 UNIFORMS 55045 VEHICLES 55155 OFFICE EQUIPMENT RENTAL/LEAS 55165 PARKS EQUIPMENT 55195 SPORTING EQUIPMENT 56045 BUILDING MAINTENANCE SERVICE 56175 OFFICE EQUIPMENT MAINT SRVCS 56180 OTHER SERVICES 56250 TRAVEL SERVICES 59015 PRINTING SERVICES

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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 Bridgeports active senior population.
MAYOR
CITY COUNCIL
DEPARTMENT ON AGING

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GENERAL FUND BUDGET DEPARTMENT ON AGING PROGRAM HIGHLIGHTS
Rosemarie Hoyt Manager
REVENUE SUMMARY
Not Applicable
ORG Desc APPR Desc 01351000 DEPT ON AGING 1351PS DEPT ON AGING PERSONAL SVCS 2351TPS DEPT ON AGING OTHER PERS SVCS 3351FB DEPT ON AGING FRINGE BENEFITS 4351EX DEPT ON AGING OPER EXP 6351SS DEPT ON AGING SPEC SVCS 7351SC DEPT ON AGING SUPP CONT FY2010 ACTUAL 327,846 240,603 2,304 81,984 2,955 0 0 FY2011 BUDGET 359,415 256,008 6,750 90,124 2,553 100 3,880 MAYOR PROPOSED 369,925 258,338 7,050 98,004 2,553 100 3,880 FY2012 ADOPTED 369,925 258,338 7,050 98,004 2,553 100 3,880 VARIANCE TO FY2011 BUDGET 10,510 2,330 300 7,880 0 0 0
PERSONNEL SUMMARY
Org Code Fill 1.0 1.0 1.0 1.0 2.0 01351000 Total 6.0 Vac Job Class Description ADMINISTRATIVE ASSISTANT DIRECTOR - DEPARTMENT ON AGING SOCIAL SERVICE COORDINATOR PROGRAM COORDINATOR CUSTODIAN'S HELPER SENIOR CENTER COORDINATOR POOL MAINTENANCE FY 2011 CURRENT 31,962 65,801 29,547 26,087 37,049 61,386 4,176 256,008 FY 2012 ADOPTED 32,962 66,206 30,472 26,087 37,049 61,386 4,176 258,338 2012 vs 2011 1,000 404 925
2,330

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GENERAL FUND BUDGET DEPARTMENT ON AGING PROGRAM HIGHLIGHTS

SERVICE INDICATORS DEPARTMENT ON AGING Volunteer Placements Meals Provided Health Services-approx. units incl. Outreach (1) Transportation Provided (2) Chore Program Visits (units) (3) Recreation unduplicated (4) Social Services and Referrals Senior Activity Excursions & luncheons: Units Total Seniors Served FY ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010-2011 149 11,350 4,080 285 1,556 120 4,238 14,860 36,638 197 8,247 640 400 750 190 5,200 18,000 33,624 215 8,924 380 760 1,030 650 6,150 18,000 36,109 215 9,075 380 750 650 450 4,590 18,000 34,110 215 9,075 380 750 350 450 4,590 18,000 34,110 215 10,050 380 760 0 650 5,250 18,000 36,155
(1) (2) (3) (4)
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. Transportation provided includes trips to and from shopping centers. The CHORE Program was only for a few months and was not renewed for the next fiscal year. 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 Bridgeports 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 Bridgeports senior population.

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.

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GENERAL FUND BUDGET DEPARTMENT ON AGING APPROPRIATION SUPPLEMENT

VARIANCE TO FY2011 BUDGET 10,510 2,330 0 300 0 0 -286 0 3,705 4,461 0 0 0 0 0 0 0 0
ORG
OBJ Desc
FY2010 ACTUAL 327,846 236,894 3,709 0 2,304 14 1,493 838 16,850 62,789 146 0 979 332 899 600 0 0
FY2011 BUDGET 359,415 218,959 37,049 6,750 0 0 2,796 259 21,046 66,023 0 0 1,214 150 450 739 100 3,880
MAYOR PROPOSED 369,925 221,289 37,049 7,050 0 0 2,510 259 24,751 70,484 0 0 1,214 150 450 739 100 3,880
FY2012 ADOPTED 369,925 221,289 37,049 7,050 0 0 2,510 259 24,751 70,484 0 0 1,214 150 450 739 100 3,880
01351000 DEPT ON AGING 51000 FULL TIME EARNED PAY 51100 PT TEMP/SEASONAL EARNED PA 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 52154 LIFE INSURANCE CIVIL SERVICE 52360 MEDICARE 52385 SOCIAL SECURITY 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53905 EMP TUITION AND/OR TRAVEL REIM 54555 COMPUTER SUPPLIES 54675 OFFICE SUPPLIES 54765 WATER/SEWER SUPPLIES 55010 ARTS & CRAFT EQUIPMENT 55155 OFFICE EQUIPMENT RENTAL/LEAS 56170 OTHER MAINTENANCE & REPAIR S 59500 SUPPORTIVE CONTRIBUTIONS

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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.
MAYOR
CITY COUNCIL
PARK BOARD
PARKS ADMINISTRATION & MAINTENANCE

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GENERAL FUND BUDGET PARKS ADMINISTRATION
BUDGET DETAIL
Charles Carroll Manager REVENUE SUMMARY

ORG DESC OBJECT DESC FY2010 ACTUAL 2,382,991 36,000 0 281,427 3,700 17,216 4,500 79,000 125,000 0 2,700 1,772,948 10,500 50,000 FY 2011 CURRENT 2,374,005 36,000 65,106 242,649 1,000 110,000 2,250 72,000 75,000 8,000 1,500 1,700,000 10,500 50,000 FY 2012 MAYOR PROPOSED 2,440,356 36,000 65,106 280,000 10,000 80,000 2,250 72,000 75,000 8,000 1,500 1,750,000 10,500 50,000 FY2012 ADOPTED 2,440,356 36,000 65,106 280,000 10,000 80,000 2,250 72,000 75,000 8,000 1,500 1,750,000 10,500 50,000 VARIANCE TO FY2011 BUDGET 66,351 0 0 37,351 9,000 -30,000 0 0 0 0 0 50,000 0 0
01355000 PARKS ADMINISTRATION 41316 T-MOBILE RENT KENNEDY STADIUM 41326 WONDERLAND BOND DEBT SERVICE 41623 SEASIDEANDBEARDSLEYCHECKPOINT 41624 KENNEDY STADIUM RENTAL 41625 PARK STICKERS 41626 90ACRESFLEAMARKETSPACERENTAL 41629 WONDERLAND OF ICE - RENT 41630 % OF PROFIT 41632 CITY CONCESSIONS 41633 APARTMENT RENTAL 41635 FAIRCHILDWHEELERGOLFCOURSEREVE 45341 W.I.C.C ANNUAL LEASE 45342 FAIRCHILDWHEELERRESTAURANTREVE
ORG Desc APPR Desc 01355000 PARKS ADMINISTRATION 1355PS PARKS ADMIN PERSONAL SVCS 2355TPS PARKS ADMIN OTHER PERS SVCS 3355FB PARKS ADMIN FRINGE BENEFITS 4355EX PARKS ADMIN OPER EXP FY2010 ACTUAL 239,854 190,038 7,078 40,721 2,017 FY2011 BUDGET 376,805 301,128 8,250 64,433 2,994 MAYOR PROPOSED 368,480 300,098 9,000 56,388 2,994 FY2012 ADOPTED 368,480 300,098 9,000 56,388 2,994 VARIANCE TO FY2011 BUDGET -8,325 -1,030 750 -8,045 0
PERSONNEL SUMMARY
Org Code Fill 1.0 1.0 1.0 3.0 Vac Job Class Description PAYROLL CLERK (40 HOURS) DIRECTOR OF PARKS & RECREATION SPECIAL PROJECTS COORDINATOR SPECIAL PROJECTS COORDINATOR 1.0 FY 2011 CURRENT 54,696 110,267 71,267 64,898 301,128 FY 2012 ADOPTED 54,696 110,267 65,226 69,909 300,098 2012 vs 2011
01355000 Total
-6,041 5,011 -1,030

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GENERAL FUND BUDGET PARKS ADMINISTRATION PROGRAM HIGHLIGHTS

SERVICE INDICATORS PARKS Developed Acreage Undeveloped Acreage (1) Golf Course Acreage (36 holes) Total Park Acreage Park Acreage per 1,000 residents Number of Parks Number of Esplanades Maintained (37,006 linear feet) Number of Playgrounds Number of Tennis Courts Basketball Courts Baseball/Softball Fields Football and/or Soccer Fields Total Acreage of Athletic Fields Bocce Courts Ice Skating Facilities Horseshoe Lanes Beaches Beach Acreage Miles of Walking, Hiking & Bicycle Trails Parks Stickers Issued (2) Revenue from Parks Stickers Checkpoint Revenues Beardsley & Seaside Park PARK MAINTENANCE Est. Irrigation Operation Inspections/Repairs/Pipe work Garbage cans emptied, One Armed Bandit (21 locations) Grass effectively mowed and maintained (acres) Baseball/Softball Fields maintained Football and/or Soccer Fields maintained Playgrounds Inspected, including swingsets Bathrooms Cleaned & maintained (including port-o-lets) Parks Maintenance Full Time Equivalents TREE & LANDSCAPE MAINTENANCE Total Trees in Bridgeport Parks Tree Maintenance Work* (3) Percentage of trees maintained Outsourced Tree Maintenance Jobs Tree Maintenance Expenditures Percentage of Trees Pruned Tree Pruning Expenditures Cost per tree pruned Trees Planted* EVENT SUPPORT Large Events (4) Small Activity Permits Issued (5) Senior Citizen Resident Stickers Issued Non-Resident Day Passes Sold (Beardsley & Seaside) Food Concessions Open at Seaside Park Revenues from Seaside Park Rental TOTAL REVENUES Revenue from Parks Stickers Revenues from Seaside Park Rental Checkpoint Revenues Beardsley & Seaside Park Other Rental, Lease, and Profit Sharing Revenues Golf Course Revenues ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 1,200 150 320 1,350 9.7 47 17 19 24 11 25 17 74 0 1 12 3 20 8 22,000 $91,017 $43,326 3,500 265 1,400 29 26 N/A 24 59 20,000 400 2% 500 $238,770 1.80% $18,750 $54 N/A 92 N/A 712 N/A 1 $5,000 1,127 202.5 320 1,330 9.6 45 17 19 24 11 25 17 74 1 1 12 3 20 8 19,000 $105,427 $43,931 3,756 275 1,400 29 26 19 27 59 20,000 615 3% 500 $242,459 1.60% $62,200 $197 120 62 306 1,100 N/A 1 $350 1,127 202.5 320 1,330 9.6 45 17 19 24 11 25 17 74 1 1 12 3 20 8 21,849 $114,550 $69,635 3,800 300 1,800 29 26 19 31 59 20,000 1,430 7% 650 $253,624 1.60% $88,800 $273 150 146 375 750 5,002 1 $40,100 1,127 202.5 320 1,330 9.6 45 17 19 24 11 25 17 74 1 1 12 3 20 8 23,000 $120,000 $70,000 3,800 300 1,800 29 26 19 31 59 20,000 1,430 7% 650 $253,624 1.60% $88,800 $250 150 150 400 1000 5,000 1 $45,000 1,127 202.5 320 1,330 9.6 45 17 19 24 11 25 17 74 1 1 12 3 20 8 25,500 $17,215 $281,427 3,800 300 1,800 29 26 19 31 59 20,000 1,430 7% 675 $272,000 2.00% $60,000 $150 200 150 325 1200 5,200 2 $55,020 ESTIMATED 2010-2011 1,127 202.5 320 1,330 9.6 45 17 19 24 11 25 17 74 1 1 12 3 20 8 26,000 $18,000 $285,000 3,800 300 1,800 29 26 19 31 59 20000 1800
9%
675 $272,000 2% $60,000 $150 400 160 350 1250 5,500 2 $60,000 $18,000 $60,000 $285,000 $144,700 $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
$91,017 $105,427 $114,550 $120,000 $17,215 $5,000 $350 $40,100 $45,000 $55,020 $43,326 $43,931 $69,635 $70,000 $281,427 $143,938 $152,053 $123,225 $150,000 $144,400 $1,442,903 $1,217,038 $1,570,883 $1,716,744 $1,820,798

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GENERAL FUND BUDGET PARKS ADMINISTRATION PROGRAM HIGHLIGHTS 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 citys 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 Citys 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 Citys 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. To conduct extensive public outreach during the Park Master Planning process and reinvigorate park users to continue to enjoy, celebrate and utilize the Citys 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

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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 Bridgeports urban renewal and revitalization.

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, Veterans 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. 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. Veterans Memorial Park Trails: Solar Nature Trail behind Discovery Museum completed in summer 2010. Final enhancements are needed to provide access via Park Avenue entrance

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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 Bridgeports 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. Marys. 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 & ONeill, 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. 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.

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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 Finchs 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. Marys 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.

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GENERAL FUND BUDGET PARKS ADMINISTRATION APPROPRIATION SUPPLEMENT

VARIANCE TO FY2011 BUDGET -8,325 -1,030 0 0 750 0 -1,702 0 -7,179 836 0 0 0
ORG
OBJ Desc
FY2010 ACTUAL 239,854 190,038 6,027 0 0 1,052 977 0 15,368 24,376 50 1,748 219
FY2011 BUDGET 376,805 301,128 6,000 0 2,250 0 3,573 6,622 28,820 25,418 855 1,839 300
MAYOR PROPOSED 368,480 300,098 6,000 0 3,000 0 1,871 6,622 21,641 26,254 855 1,839 300
FY2012 ADOPTED 368,480 300,098 6,000 0 3,000 0 1,871 6,622 21,641 26,254 855 1,839 300
01355000 PARKS ADMINISTRATION 51000 FULL TIME EARNED PAY 51108 REGULAR 1.5 OVERTIME PAY 51116 HOLIDAY 2X OVERTIME PAY 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 52360 MEDICARE 52385 SOCIAL SECURITY 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53605 MEMBERSHIP/REGISTRATION FEES 54675 OFFICE SUPPLIES 54705 SUBSCRIPTIONS

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GENERAL FUND BUDGET PARKS MAINTENANCE
BUDGET DETAIL
Charles Carroll Manager
REVENUE SUMMARY
Not Applicable
ORG Desc APPR Desc 01356000 PARKS MAINTENANCE SERVICES 1356PS PARKS MAINTENANCE PERSONAL SVCS 2356TPS PARKS MAINTENANCE OTHER PERS SVCS 3356FB PARKS MAINTENANCE FRINGE BENEFITS 4356EX PARKS MAINTENANCE OPER EXP 6356SS PARKS MAINTENANCE SPEC SVCS FY2010 ACTUAL 2,310,454 1,211,895 169,403 244,149 404,907 280,100 FY2011 BUDGET 2,330,172 1,239,173 143,345 268,009 393,133 286,512 MAYOR PROPOSED 2,340,016 1,230,350 143,120 274,482 405,544 286,520 FY2012 ADOPTED 2,340,016 1,230,350 143,120 274,482 405,544 286,520 VARIANCE TO FY2011 BUDGET 9,844 -8,823 -225 6,473 12,411 8
PERSONNEL SUMMARY
Org Code Fill 1.0 1.0 1.0 6.0 1.0 2.0 1.0 1.0 1.0 Vac Job Class Description PUBLIC WORKS FOREMAN II MANAGER OF ROADWAY AND PARKS S JANITRESS MAINTAINER I (GRADE II) PLUMBER MAINTAINER IV GOLF COURSE SUPERINTENDENT ANTI BLIGHT TECHNICIAN MAINTAINER I (GRADE I) SEASONAL MAINTAINER I GRADE I SERVICE ASSISTANT SENIOR CHECKPOINT ATTENDANT 1.0 FY 2011 CURRENT 55,346 69,992 63,012 200,550 75,546 85,003 68,929 38,984 29,363 432,035 30,979 89,432 1,239,171 FY 2012 ADOPTED 56,800 72,099 57,070 212,153 78,250 89,314 70,739 40,203 32,256 432,035 89,432 1,230,351 2012 vs 2011 1,454 2,107 -5,942 11,603 2,704 4,311 1,810 1,219 2,892 -30,979 -8,820
01356000 Total
15.0

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GENERAL FUND BUDGET PARKS MAINTENANCE APPROPRIATION SUPPLEMENT

ORG OBJ Desc FY2010 ACTUAL 2,310,454 692,391 508 518,996 30 1,066 155,860 159 5,502 108 0 0 1,326 1,092 442 0 3,818 8,077 11,906 0 65,995 158,172 0 0 7,239 0 2,414 4,646 6,510 0 2,757 8,580 39,129 11,259 440 87 149 295 28,818 26,389 7,070 53 20,372 165,499 590 3,100 0 11,824 9,117 7,355 1,604 4,875 968 71 59 0 0 1,409 19,680 8,215 400 1,119 2,663 150 6,919 218,566 5,198 30,870 295 2,584 6,730 571 8,367 FY2011 BUDGET 2,330,172 717,706 0 521,467 50 0 100,000 150 15,000 1,000 1,000 1,000 8,000 1,500 0 15,645 0 16,338 12,167 4,400 69,668 165,436 900 370 7,500 2,000 1,481 7,285 5,675 555 1,200 9,504 37,085 9,900 500 1,000 200 400 44,000 41,000 7,550 799 17,190 134,800 40 750 180 11,886 8,317 6,300 935 3,622 500 556 3,372 500 1,205 1,406 15,400 3,000 497 500 3,073 200 6,500 228,377 5,360 22,240 3,312 3,183 6,735 2,000 8,805 MAYOR PROPOSED 2,340,016 708,883 0 521,467 50 0 100,000 0 15,000 1,000 1,000 1,000 8,000 1,500 0 15,570 0 7,700 12,167 0 77,822 176,793 770 500 7,500 2,000 1,481 7,685 5,675 555 1,200 9,504 27,585 16,000 500 1,000 200 400 35,000 50,000 4,050 799 18,490 148,233 40 750 180 11,886 8,317 10,000 935 4,500 500 556 250 500 0 1,406 15,400 3,000 497 2,500 5,000 200 6,500 228,385 5,360 22,240 3,312 3,183 6,735 2,000 8,805 FY2012 ADOPTED 2,340,016 708,883 0 521,467 50 0 100,000 0 15,000 1,000 1,000 1,000 8,000 1,500 0 15,570 0 7,700 12,167 0 77,822 176,793 770 500 7,500 2,000 1,481 7,685 5,675 555 1,200 9,504 27,585 16,000 500 1,000 200 400 35,000 50,000 4,050 799 18,490 148,233 40 750 180 11,886 8,317 10,000 935 4,500 500 556 250 500 0 1,406 15,400 3,000 497 2,500 5,000 200 6,500 228,385 5,360 22,240 3,312 3,183 6,735 2,000 8,805 VARIANCE TO FY2011 BUDGET 9,844 -8,823 0 0 0 0 0 -150 0 0 0 0 0 0 0 -75 0 -8,638 0 -4,400 8,154 11,357 -130 130 0 0 0 400 0 0 0 0 -9,500 6,100 0 0 0 0 -9,000 9,000 -3,500 0 1,300 13,433 0 0 0 0 0 3,700 0 878 0 0 -3,122 0 -1,205 0 0 0 0 2,000 1,927 0 0 8 0 0 0 0 0 0 0
01356000 PARKS MAINTENANCE SERVICES 51000 FULL TIME EARNED PAY 51024 FT SNOW DAY PAY 51100 PT TEMP/SEASONAL EARNED PA 51104 TEMPORARY ACTING 2X OVERTI 51106 REGULAR STRAIGHT OVERTIME 51108 REGULAR 1.5 OVERTIME PAY 51110 TEMP ACTING 1.5X OVERTIME 51116 HOLIDAY 2X OVERTIME PAY 51122 SHIFT 2 - 1.5X OVERTIME 51124 SHIFT 2 - 2X OVERTIME 51128 SHIFT 3 - 1.5X OVERTIME 51134 TEMP SHIFT 2 DIFFERENTIAL 51136 TEMP SHIFT 3 DIFFERENTIAL 51138 NORMAL STNDRD SHIFT DIFFER 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 52360 MEDICARE 52385 SOCIAL SECURITY 52399 UNIFORM ALLOWANCE 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53610 TRAINING SERVICES 53705 ADVERTISING SERVICES 53720 TELEPHONE SERVICES 53905 EMP TUITION AND/OR TRAVEL REIM 54005 AGRICULTURAL PARTS 54010 AUTOMOTIVE PARTS 54025 ROADWAY PARTS 54030 PERMITS 54530 AUTOMOTIVE SUPPLIES 54535 TIRES & TUBES 54540 BUILDING MATERIALS & SUPPLIE 54545 CLEANING SUPPLIES 54555 COMPUTER SUPPLIES 54560 COMMUNICATION SUPPLIES 54570 ELECTRONIC SUPPLIES 54585 ELECTRICAL SUPPLIES 54610 DIESEL 54615 GASOLINE 54620 HEATING OIL 54635 GASES AND EQUIPMENT 54640 HARDWARE/TOOLS 54650 LANDSCAPING SUPPLIES 54680 OTHER SUPPLIES 54690 PUBLIC FACILITIES SUPPLIES 54700 PUBLICATIONS 54710 PARKS SUPPLIES 54715 PLUMBING SUPPLIES 54720 PAPER AND PLASTIC SUPPLIES 54735 ROADWAY SUPPLIES 54745 UNIFORMS 54750 TRANSPORTATION SUPPLIES 55020 AGRICULTURAL EQUIPMENT 55035 AUTOMOTIVE SHOP EQUIPMENT 55050 CLEANING EQUIPMENT 55055 COMPUTER EQUIPMENT 55080 ELECTRICAL EQUIPMENT 55120 LANDSCAPING EQUIPMENT 55145 EQUIPMENT RENTAL/LEASE 55150 OFFICE EQUIPMENT 55175 PUBLIC SAFETY EQUIPMENT 55190 ROADWAY EQUIPMENT 55215 WELDING EQUIPMENT 56045 BUILDING MAINTENANCE SERVICE 56125 LANDSCAPING SERVICES 56140 LAUNDRY SERVICES 56170 OTHER MAINTENANCE & REPAIR S 56175 OFFICE EQUIPMENT MAINT SRVCS 56180 OTHER SERVICES 56185 PUBLIC FACILITIES SERVICES 56215 REFUSE SERVICES 56225 SECURITY SERVICES

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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 airports economic & public service value to the City and the region, and providing a safe and secure aviation facility for the general and aviation public.
MAYOR
CITY COUNCIL
AIRPORT COMMISSION
SIKORSKY AIRPORT

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GENERAL FUND BUDGET SIKORSKY AIRPORT John Ricci Manager REVENUE SUMMARY
ORG DESC OBJECT DESC FY2010 ACTUAL 758,062 8 3,500 50,355 330 56,198 65,000 242,917 169,397 1,100 75,150 85,103 9,004 FY 2011 CURRENT 922,115 0 0 54,015 200 95,940 67,200 267,000 239,660 1,200 90,400 106,500 0 FY 2012 MAYOR PROPOSED 928,200 0 0 48,200 200 95,940 67,200 267,000 275,660 1,200 74,600 98,200 0 FY2012 ADOPTED 928,200 0 0 48,200 200 95,940 67,200 267,000 275,660 1,200 74,600 98,200 0 VARIANCE TO FY2011 BUDGET 6,085 0 0 -5,815 0 0 0 0 36,000 0 -15,800 -8,300 0
BUDGET DETAIL
01375000 AIRPORT 41273 AIRPORT FINANCE CHARGES 41501 PARKING FEES 41502 TRANSIENT REVENUE 41503 SECURITY BADGES 41504 TIE DOWN 41505 T-HANGARS 41506 HANGER RENTALS 41507 ANNUAL BASE RENT 41508 OPERATING CERTIFICATE FEE 41509 % OF GROSS 41510 FUEL FLOWAGE FEE 41511 CAR RENTAL % OF GROSS
ORG Desc APPR Desc 01375000 AIRPORT 1375PS AIRPORT PERSONAL SVCS 2375TPS AIRPORT OTHER PERS SVCS 3375FB AIRPORT FRINGE BENEFITS 4375EX AIRPORT OPER EXP 6375SS AIRPORT SPEC SVCS FY2010 ACTUAL 1,129,055 540,753 78,303 153,041 292,332 64,626 FY2011 BUDGET 1,087,274 637,368 52,960 190,597 165,601 40,748 MAYOR PROPOSED 1,095,991 607,171 54,230 160,908 224,027 49,655 FY2012 ADOPTED 1,095,991 607,171 54,230 160,908 224,027 49,655 VARIANCE TO FY2011 BUDGET 8,717 -30,197 1,270 -29,689 58,426 8,907
PERSONNEL SUMMARY
Org Code Fill 1.0 1.0 1.0 1.0 1.0 2.0 1.0 3.0 1.0 12.0 Vac Job Class Description TYPIST II (35 HOURS) AIRPORT MANAGER ACCOUNTING CLERK II (35 HOURS) AIRPORT SERVICEMAN I AIRPORT SERVICEMAN II SERVICE ASSISTANT SUPERINTENDENT OF OPERATIONS AIRPORT CERTIFICATION SPECIALI AIRPORT SERVICEMAN II 2.0 FY 2011 CURRENT 38,724 89,952 47,859 28,651 73,797 61,958 71,853 192,287 32,286 637,368 FY 2012 ADOPTED 38,724 92,315 47,859 30,104 68,972 61,958 73,741 159,575 33,923 607,171 2012 vs 2011
2,363 1,453 -4,825 1,888 -32,712 1,637 -30,197
01375000 Total

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SIKORSKY AIRPORT
ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED SERVICE INDICATORS 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010-2011 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 2011-2012 GOALS
1) 2) 3) 4) 5) Complete preliminary design for RW 6-24. Obtain approval for relocation of Main Street, Stratford Route 113. Negotiate Phase II of New Hangar and Office Complex. Continue to complete T-Hangar Project on South Ramp. Complete sale of 5.6 acres of surplus land now under negotiations.

1) Complete sale of former Flight Service Station Building. 6 MONTH STATUS: Underway. 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: In progress. 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: In progress. 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: In progress. 5) Complete Phase I of the New Hangar and Office Building Complex and develop plans for Phase II. 6 MONTH STATUS: In progress. 6) Continue to complete T-hangar Project on South Ramp. 6 MONTH STATUS: In progress.

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SIKORSKY AIRPORT
ORG OBJ Desc

FY2010 ACTUAL 1,129,055 540,753 180 27,890 5,966 22,522 3,126 6,168 443 992 862 4,115 1,062 4,978 14 3,721 806 44,839 103,662 27,695 5,840 91,570 21,293 34,925 0 0 683 0 71 3,974 642 459 1,295 3,119 1,737 1,079 822 1,258 14,833 6 1,179 6,304 348 2,164 145 0 0 511 2,395 580 5,291 47,490 550 299 290 3,013 1,192 2,102 7,178 0 159 5,564 2,520 0 2,459 975 24,055 2,242 5,226 840 5,216 15,208 162 FY2011 BUDGET 1,087,274 637,368 0 10,326 5,273 10,000 5,010 6,000 1,000 3,000 1,000 2,431 8,920 0 0 7,555 1,776 61,627 119,639 14,000 6,000 28,000 16,000 22,100 412 236 300 75 0 4,774 0 1,459 6,400 3,700 1,740 900 87 1,375 18,000 1,900 900 9,350 0 1,248 250 65 100 386 1,400 400 900 0 600 350 700 5,021 0 900 15,498 75 750 6,000 2,650 75 4,750 0 1,000 2,343 4,429 1,750 5,251 11,450 300 MAYOR PROPOSED 1,095,991 607,171 0 10,326 5,273 10,000 5,010 6,000 1,000 3,000 1,000 2,431 10,190 0 0 7,288 1,872 69,219 82,529 21,000 10,000 55,000 16,000 38,000 412 236 300 75 450 5,000 500 1,480 2,500 3,700 1,740 900 887 1,375 20,000 1,900 900 11,350 350 2,248 250 65 100 386 3,000 400 1,400 0 600 350 700 5,021 1,000 2,900 11,477 75 750 7,000 2,650 75 3,200 1,550 1,000 4,200 4,429 1,750 5,251 17,500 300 FY2012 ADOPTED 1,095,991 607,171 0 10,326 5,273 10,000 5,010 6,000 1,000 3,000 1,000 2,431 10,190 0 0 7,288 1,872 69,219 82,529 21,000 10,000 55,000 16,000 38,000 412 236 300 75 450 5,000 500 1,480 2,500 3,700 1,740 900 887 1,375 20,000 1,900 900 11,350 350 2,248 250 65 100 386 3,000 400 1,400 0 600 350 700 5,021 1,000 2,900 11,477 75 750 7,000 2,650 75 3,200 1,550 1,000 4,200 4,429 1,750 5,251 17,500 300 VARIANCE TO FY2011 BUDGET 8,717 -30,197 0 0 0 0 0 0 0 0 0 0 1,270 0 0 -267 96 7,592 -37,110 7,000 4,000 27,000 0 15,900 0 0 0 0 450 226 500 21 -3,900 0 0 0 800 0 2,000 0 0 2,000 350 1,000 0 0 0 0 1,600 0 500 0 0 0 0 0 1,000 2,000 -4,021 0 0 1,000 0 0 -1,550 1,550 0 1,857 0 0 0 6,050 0
01375000 AIRPORT 51000 FULL TIME EARNED PAY 51106 REGULAR STRAIGHT OVERTIME 51108 REGULAR 1.5 OVERTIME PAY 51116 HOLIDAY 2X OVERTIME PAY 51122 SHIFT 2 - 1.5X OVERTIME 51124 SHIFT 2 - 2X OVERTIME 51128 SHIFT 3 - 1.5X OVERTIME 51130 SHIFT 3 - 2X OVERTIME 51134 TEMP SHIFT 2 DIFFERENTIAL 51136 TEMP SHIFT 3 DIFFERENTIAL 51138 NORMAL STNDRD SHIFT DIFFER 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 52154 LIFE INSURANCE CIVIL SERVICE 52360 MEDICARE 52385 SOCIAL SECURITY 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53110 WATER UTILITY 53120 SEWER USER FEES 53130 ELECTRIC UTILITY SERVICES 53140 GAS UTILITY SERVICES 53420 LIABILITY INSURANCE 53605 MEMBERSHIP/REGISTRATION FEES 53610 TRAINING SERVICES 53705 ADVERTISING SERVICES 53905 EMP TUITION AND/OR TRAVEL REIM 54005 AGRICULTURAL PARTS 54010 AUTOMOTIVE PARTS 54025 ROADWAY PARTS 54030 PERMITS 54535 TIRES & TUBES 54540 BUILDING MATERIALS & SUPPLIE 54545 CLEANING SUPPLIES 54555 COMPUTER SUPPLIES 54560 COMMUNICATION SUPPLIES 54585 ELECTRICAL SUPPLIES 54615 GASOLINE 54635 GASES AND EQUIPMENT 54640 HARDWARE/TOOLS 54650 LANDSCAPING SUPPLIES 54670 MEDICAL SUPPLIES 54675 OFFICE SUPPLIES 54680 OTHER SUPPLIES 54700 PUBLICATIONS 54715 PLUMBING SUPPLIES 54720 PAPER AND PLASTIC SUPPLIES 54735 ROADWAY SUPPLIES 54745 UNIFORMS 54755 TRAFFIC CONTROL PRODUCTS 55045 VEHICLES 55080 ELECTRICAL EQUIPMENT 55120 LANDSCAPING EQUIPMENT 55145 EQUIPMENT RENTAL/LEASE 55155 OFFICE EQUIPMENT RENTAL/LEAS 55175 PUBLIC SAFETY EQUIPMENT 55190 ROADWAY EQUIPMENT 55205 TRANSPORTATION EQUIPMENT 55215 WELDING EQUIPMENT 56035 TOWING SERVICES 56045 BUILDING MAINTENANCE SERVICE 56055 COMPUTER SERVICES 56060 CONSTRUCTION SERVICES 56065 COMMUNICATION EQ MAINT SVCS 56080 ENVIRONMENTAL SERVICES 56130 LEGAL SERVICES 56140 LAUNDRY SERVICES 56170 OTHER MAINTENANCE & REPAIR S 56180 OTHER SERVICES 56215 REFUSE SERVICES 59005 VEHICLE MAINTENANCE SERVICES 59010 MAILING SERVICES

368
ENGINEERING DEPARTMENT
MISSION STATEMENT
To provide engineering services to the City of Bridgeports 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.
MAYOR
CITY COUNCIL
CITY ENGINEERING

369
GENERAL FUND BUDGET ENGINEERING BUDGET DETAIL
John Urquidi Manager
REVENUE SUMMARY
ORG DESC OBJECT DESC FY2010 ACTUAL 2,801 2,801 FY 2011 CURRENT 4,600 4,600 FY 2012 MAYOR PROPOSED 4,000 4,000 FY2012 ADOPTED 4,000 4,000 VARIANCE TO FY2011 BUDGET -600 -600
01385000 ENGINEERING 41546 MAP SALES
ORG Desc APPR Desc 01385000 ENGINEERING 1385PS ENGINEERING PERSONAL SVCS 2385TPS ENGINEERING OTHER PERS SVCS 3385FB ENGINEERING FRINGE BENEFITS 4385EX ENGINEERING OPER EXP 6385SS ENGINEERING SPEC SVCS FY2010 ACTUAL 388,843 299,389 1,301 80,027 4,661 3,465 FY2011 BUDGET 529,412 414,336 3,675 102,153 6,068 3,180 MAYOR PROPOSED 543,955 421,897 1,950 107,473 9,455 3,180 FY2012 ADOPTED 543,955 421,897 1,950 107,473 9,455 3,180 VARIANCE TO FY2011 BUDGET 14,543 7,561 -1,725 5,320 3,387 0
PERSONNEL SUMMARY
Org Code Fill 1.0 1.0 1.0 1.0 1.0 5.0 Vac Job Class Description CITY ENGINEER EXECUTIVE SECRETARY ENGINEERING AIDE IV ENGINEERING AID III ENGINEERING SUPERVISOR CIVIL ENGINEER I 1.0 FY 2011 CURRENT 107,708 62,127 55,855 44,272 75,000 69,374 414,336 FY 2012 ADOPTED 115,400 52,279 52,776 47,106 82,782 71,554 421,897 2012 vs 2011 7,692 -9,848 -3,079 2,834 7,782 2,180 7,561
01385000 Total

370
ENGINEERING
ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED SERVICE INDICATORS 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010-2011 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.

371
ENGINEERING
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.

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 Streets 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.

372
ENGINEERING
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 years budget but denied.

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.

373
ENGINEERING

FY2010 ACTUAL 388,843 299,389 270 0 1,031 1,804 0 23,435 54,788 515 0 0 0 81 457 2,429 34 1,145 0 3,458 7 FY2011 BUDGET 529,412 414,336 0 3,675 0 5,226 0 39,712 57,215 2,100 75 0 30 250 325 2,058 150 800 280 3,000 180 MAYOR PROPOSED 543,955 421,897 0 1,950 0 5,926 6,513 48,096 46,938 2,100 1,500 600 500 700 325 2,500 150 800 280 3,000 180 FY2012 ADOPTED 543,955 421,897 0 1,950 0 5,926 6,513 48,096 46,938 2,100 1,500 600 500 700 325 2,500 150 800 280 3,000 180 VARIANCE TO FY2011 BUDGET 14,543 7,561 0 -1,725 0 700 6,513 8,384 -10,277 0 1,425 600 470 450 0 442 0 0 0 0 0
ORG
OBJ Desc
01385000 ENGINEERING 51000 FULL TIME EARNED PAY 51102 LONG TERM ACTING PAY 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 52360 MEDICARE 52385 SOCIAL SECURITY 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53605 MEMBERSHIP/REGISTRATION FEES 53610 TRAINING SERVICES 53705 ADVERTISING SERVICES 53905 EMP TUITION AND/OR TRAVEL REIM 54555 COMPUTER SUPPLIES 54640 HARDWARE/TOOLS 54675 OFFICE SUPPLIES 54705 SUBSCRIPTIONS 55015 ENGINEERING EQUIPMENT 55155 OFFICE EQUIPMENT RENTAL/LEAS 56175 OFFICE EQUIPMENT MAINT SRVCS 59005 VEHICLE MAINTENANCE SERVICES

374
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.
MAYOR
CITY COUNCIL
HARBORMASTER

375
GENERAL FUND BUDGET HARBOR MASTER Robert A. Scinto Manager BUDGET DETAIL
ORG Desc APPR Desc 01390000 HARBOR MASTER 1390PS HARBOR MASTER PERSONAL SVCS 3390FB HARBOR MASTER FRINGE BENEFIT FY2010 ACTUAL 72,966 66,020 6,946 FY2011 BUDGET 76,562 68,143 8,419 MAYOR PROPOSED 79,759 69,933 9,826 FY2012 ADOPTED 79,759 69,933 9,826 VARIANCE TO FY2011 BUDGET 3,197 1,790 1,407
PERSONNEL SUMMARY
Org Code Fill 1.0 1.0 Vac Job Class Description HARBORMASTER FY 2011 CURRENT 68,143 68,143 FY 2012 ADOPTED 69,933 69,933 2012 vs 2011 1,790 1,790
01390000 Total

376
HARBOR MASTER

ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED 2007-2008 2007-2008 2008-2009 2009-2010 2010-2011 17 30 1,825 7 1,640 137 137 29 0 168 20 15 5 10 22 20 24 25 20 10 266 17 102 208 4 200 2 4 5 17 30 1,825 7 1,640 204 204 37 0 204 20 20 5 20 25 27 24 25 20 10 250 27 83 100 4 200 2 4 10 17 30 1,825 7 1,640 210 210 20 0 20 30 25 5 10 25 40 30 30 20 20 300 40 115 300 4 260 12 2 4 17 30 1,925 5 1,680 216 216 57 0 216 25 25 0 0 27 32 12 32 17 12 330 33 122 ** ** ** 4 4 5 17 30 1,925 5 1740 * 230 230 40 0 40 30 23 5 0 25 40 20 35 25 15 350 40 130 ** ** ** 4 4 10
SERVICE INDICATORS HARBORMASTER Coastline patrolled (miles) Area patrolled (sq. miles) No. of staff hours Harbormaster fleet (1) Boats moored Mooring applications processed Approved New Denied REGULATORY ACTIVITIES Inspections/Mooring tackle(2) Safety checks (3) Passed Failed Warnings MARITIME ACTIVITIES General assistance Navigational hazard assistance Call backs Marine assisted requests Vessels in distress Search and rescue Pump outs Assistance to other agencies Educating public to achieve Boating Certif HOMELAND SECURITY (4) Facility Security Officer No. of staff hours Conduct required Security Drills/Exercises Administer Facility Security Plan Bridgeport Port Security Committee meetings Area Maritime Security Committee meetings Supervise installation of port security systems

Mooring Inspections are being conducted every other year, which leads to fluctuation in these numbers. For FY 1112, 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) 2) 3) 4) Attend training modules to hone my security skills. Update the charting and configuration of the citys mooring fields. Update the GPS coordinate mapping of the mooring fields with aerial view. Continue to provide safe and efficient operation of Bridgeports harbors through oversight, proper planning and education. 5) To secure funds to remove an abandoned 25x40 wooden barge, circa early 1900s, 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.

377
HARBOR MASTER
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.

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 citys 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 Harbors 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 Bridgeports 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.

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. th Coverage which expires after March 15 , or before December 1, will be renewed along with proof of renewed coverage submitted to the Harbormasters Office. The use of nylon, 3 strand twisted line is an acceptable alternative for upper line tackle providing that its 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

378
HARBOR MASTER

VARIANCE TO FY2011 BUDGET 3,197 1,790 26 1,498 -117
ORG
OBJ Desc
FY2010 ACTUAL 72,966 66,020 493 5,150 1,302
FY2011 BUDGET 76,562 68,143 988 6,474 957
MAYOR PROPOSED 79,759 69,933 1,014 7,972 840
FY2012 ADOPTED 79,759 69,933 1,014 7,972 840
01390000 HARBOR MASTER 51000 FULL TIME EARNED PAY 52360 MEDICARE 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE

379
GENERAL FUND BUDGET

380
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 Citys overall importance and image in the region. We implement the administrations 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 Citys transportation corridors, waterfront and within the Central Business District.
MAYOR
CITY COUNCIL
ECONOMIC DEVELOPMENT DEPARTMENT

381
GENERAL FUND BUDGET OPED Donald Eversley Manager BUDGET DETAIL
REVENUE SUMMARY
ORG DESC OBJECT DESC FY2010 ACTUAL 520,901 422 6,018 72,168 75,000 276,040 55,460 35,793 FY 2011 CURRENT 1,145,500 0 0 778,000 72,500 250,000 45,000 0 FY 2012 MAYOR PROPOSED 645,500 0 0 278,000 72,500 250,000 45,000 0 FY2012 ADOPTED 645,500 0 0 278,000 72,500 250,000 45,000 0 VARIANCE TO FY2011 BUDGET -500,000 0 0 -500,000 0 0 0 0
01450000 OPED ADMINISTRATION 41318 1057 CONNECTICUT AVENUE RENT 41638 CONGRESS PLAZA RENT 41641 PARKING REVENUES 45138 ANNUAL RENT 45140 ANNUAL PILOT 45327 LAMAR 45328 JP MORGAN CHASE RENT
ORG Desc APPR Desc 01450000 OPED ADMINISTRATION 1450PS OPED PERSONAL SVCS 2450TPS OPED ADM OTHER PERS SERVICES 3450FB OPED ADM FRINGE BENEFITS 4450EX OPED ADM OPER EXP 6450SS OPED ADM SPEC SVCS 7450SC OPED ADM SUPPORTVE CONTRIBUTI FY2010 ACTUAL 11,531,633 1,113,566 15,765 260,813 9,831,232 166,540 143,716 FY2011 BUDGET 12,085,435 1,361,532 12,525 323,244 10,009,401 272,673 106,059 MAYOR PROPOSED 11,412,927 1,365,983 15,375 366,673 9,324,380 235,516 105,000 FY2012 ADOPTED 11,430,386 1,365,983 15,375 366,673 9,334,380 242,975 105,000 VARIANCE TO FY2011 BUDGET -655,049 4,451 2,850 43,429 -675,021 -29,699 -1,059
PERSONNEL SUMMARY
Org Code Fill 1.0 1.0 1.0 1.0 1.0 1.0 1.0 0.5 1.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 3.0 19.5 Vac Job Class Description DEPUTY DIR OF NEIGHBORHOOD REV DEPUTY DIRECTOR - OPED DIRECTOR - OPED DESIGN REVIEW COORDINATOR EXECUTIVE ASSISTANT DIRECTOR OF LAND USE & CONSTRU ADMINISTRATIVE ASSISTANT ASSISTANT SPECIAL PROJECT MANA DIRECTOR OFFICE OF NEIGHBORHOO CONDEMNATION/ANTI-BLIGHT SPECI SEASONAL EMPLOYEES UNDER GRANT PLANNER 2 ASSISTANT SPECIAL PROJECT MANA RELOCATION COORDINATOR PLANNING DIRECTOR PLANNER 3 SR. ECONOMIC DEVELOPMENT ASSOC FY 2011 CURRENT 84,962 109,711 119,932 65,000 51,495 105,473 36,547 24,385 80,601 41,000 38,539 53,221 52,209 48,991 92,344 128,998 200,779 1,334,187 FY 2012 ADOPTED 85,484 112,593 123,082 68,289 57,081 82,719 37,690 24,972 82,719 41,000 38,016 54,885 53,581 50,523 92,912 130,274 202,765 1,338,586 2012 vs 2011 522 2,882 3,150 3,289 5,586 -22,754 1,143 587 2,118 -523 1,664 1,372 1,532 568 1,276 1,986 4,398
01450000 Total

382
GENERAL FUND BUDGET OPED

SERVICE INDICATORS OFFICE OF PLANNING & ECONOMIC DEVELOPMENT ASSISTANCE Blight Citations Issued Blight fines imposed Condemned properties demolished Seven- year Enterprise Zone tax deferrals processed Urban Jobs tax abatements (5 yr) processed Urban Jobs tax abatements administered within 5 yr schedule Total esrimated employment of companies participating in Urban Jobs program 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 (by number of grants) 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 OPEDs direction Number of Brownfields undergoing some form of remediation under OPEDs direction Number of Brownfields undergoing redevelopment (new building construction) MEETINGS Anti Blight Commission Meetings Condemnation Board Meeting Bridgeport Redevelopment Agency Meetings Housing Site Development Agency Meetings Bridgeport Port Authority Meetings School Building Committee Meetings B-EGIS Policy Committee Meetings BEDCO Meetings Community Capital Fund Meetings Master Plan Zoning Rewrite Regional CEDS (Comprehensive Economic Development Strategy)
PROGRAM HIGHLIGHTS
ACTUAL ACTUAL ACTUAL 2005-2006 2006-2007 2007-2008 ACTUAL ACTUAL ESTIMATED 2008-2009 2009-2010 2010-2011
650 590 14 5 9 70 500 3 $500,000 6 10 3 20 5 6 5 2 12 12 12 12 12 12 12 12 12 N/A N/A 12 12 12 12 12 12 12 12 12 N/A N/A 22 24 10 14 25 6 9 10 30 22 8 12 2 0 2 0 2 0 2 7 16 0 10 0 11 11 2 0 14 0 0 7 15 4 7 3
Note: Master Plan and Zoning rewrite meetings were discontinued in calendar year 2009.
11 11 1 0 12 0 0 5 16 0 0 2
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 Developments 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. 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.

383
GENERAL FUND BUDGET OPED

15) 16) 17) 18) 19) 20) 21) 22) 23) 24) 25) 26) 27) 28) 29) 30) 31) 32) 33) 34)
PROGRAM HIGHLIGHTS
Fund new faades (approx. $200,000) on 6 properties, 12 storefronts, on East Main St. Fund sign and awning improvements (approx. $100,000) City-wide on 28 properties Finance 1-8 businesses (total $80,000) through Revolving Loan Fund (CDBG award). 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. Formal adoption of Pequonnock River Watershed Improvement Plan. Facilitate initiation of NY-CT Sustainable Communities TOD (Transit Oriented Development) Planning effort on Seaview Avenue corridor. Structure and initiate implementation of $1.6 Million NSP (Neighborhood Stabilization Program) III Program, soliciting proposals & projects. Complete $3 Million in existing NSP (Neighborhood Stabilization Program) 1 development projects. Complete City-funded development of MOVE Yacht Club Site on Waterview Ave. Facilitate completion of Urban Green Builders Phase III, or terminate development rights. RFP Downtown North urban renewal properties for development proposals. Complete Request for Proposals Process for Downtown North, identify one or more new Preferred Developer(s). Complete transfer of Crescent Avenue property to United Illuminating for new East Side Substation in accordance with 2006 settlement. Facilitate establishment of new grocery store in the Arcade Hotel. 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. Identify developer, obtain necessary approvals, and complete disposition of Black Rock Bank building. Facilitate completion of Clinton Commons project by POKO Partners and Alpha Community Center. Facilitate the beginning of construction of Seaview Plaza development project. 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. Assist 10 or more new companies via startup or relocation.

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 BLDs retail tenant plans. Public bid process anticipated for March- April, pending reprogramming of Capital funds. 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.

384
GENERAL FUND BUDGET OPED PROGRAM HIGHLIGHTS

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 propertys 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 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.

385
GENERAL FUND BUDGET OPED PROGRAM HIGHLIGHTS

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.

386
OPED

VARIANCE TO FY2011 BUDGET -655,049 4,451 0 2,850 0 0 -576 -10,599 42,276 12,328 -40,000 -626,522 0 -500 2,810 -325 -940 -4,000 -1,677 -50 -447 -2,053 0 -500 -742 -75 0 -35,000 -3,500 3,000 -2,922 -3,500 0 16,059 -3,563 0 -62 190 -150 -250 -1,059
ORG
OBJ Desc
FY2010 ACTUAL 11,531,633 1,072,982 40,584 0 15,765 31 7,942 4,901 78,168 169,771 80,000 9,698,218 1,969 974 15,890 0 1,496 2,246 2,353 619 601 10,844 943 2,838 11,724 151 367 22,247 7,395 0 12,061 3,650 94,724 0 5,838 19,074 0 1,543 0 8 143,716
FY2011 BUDGET 12,085,435 1,334,134 27,398 12,525 0 0 17,935 16,565 105,991 182,753 80,000 9,874,857 1,800 2,000 17,190 325 1,880 5,854 3,353 100 597 4,553 2,000 1,000 13,742 150 0 65,000 7,000 7,000 9,922 7,000 142,678 8,941 6,127 17,459 125 621 300 500 106,059
MAYOR PROPOSED 11,412,927 1,338,585 27,398 15,375 0 0 17,359 5,966 148,267 195,081 40,000 9,248,335 1,800 1,500 10,000 0 940 1,854 1,676 50 150 2,500 2,000 500 13,000 75 0 30,000 3,500 10,000 7,000 3,500 142,678 25,000 2,564 10,000 63 811 150 250 105,000
FY2012 ADOPTED 11,430,386 1,338,585 27,398 15,375 0 0 17,359 5,966 148,267 195,081 40,000 9,248,335 1,800 1,500 20,000 0 940 1,854 1,676 50 150 2,500 2,000 500 13,000 75 0 30,000 3,500 10,000 7,000 3,500 142,678 25,000 2,564 17,459 63 811 150 250 105,000
01450000 OPED ADMINISTRATION 51000 FULL TIME EARNED PAY 51099 CONTRACTED SALARIES 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 52154 LIFE INSURANCE CIVIL SERVICE 52360 MEDICARE 52385 SOCIAL SECURITY 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53050 PROPERTY RENTAL/LEASE 53200 PRINCIPAL & INTEREST DEBT SERV 53605 MEMBERSHIP/REGISTRATION FEES 53610 TRAINING SERVICES 53705 ADVERTISING SERVICES 53715 PAGING SERVICES 53720 TELEPHONE SERVICES 53750 TRAVEL EXPENSES 53905 EMP TUITION AND/OR TRAVEL REIM 54555 COMPUTER SUPPLIES 54640 HARDWARE/TOOLS 54675 OFFICE SUPPLIES 54705 SUBSCRIPTIONS 55055 COMPUTER EQUIPMENT 55155 OFFICE EQUIPMENT RENTAL/LEAS 55160 PHOTOGRAPHIC EQUIPMENT 55530 OFFICE FURNITURE 56010 ENGINEERING SERVICES 56085 FOOD SERVICES 56095 APPRAISAL SERVICES 56110 FINANCIAL SERVICES 56130 LEGAL SERVICES 56160 MARKETING SERVICES 56165 MANAGEMENT SERVICES 56175 OFFICE EQUIPMENT MAINT SRVCS 56180 OTHER SERVICES 56190 FILM PROCESSING SERVICES 56250 TRAVEL SERVICES 59010 MAILING SERVICES 59015 PRINTING SERVICES 59500 SUPPORTIVE CONTRIBUTIONS

387
GENERAL FUND BUDGET

388
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 Citys 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 Citys 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 Citys attractiveness as a place to live, work, and recreate by creating and maintaining the Citys 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.
MAYOR
CITY COUNCIL
PLANNING DEPARTMENT

389
GENERAL FUND BUDGET PLANNING DEPARTMENT PROGRAM HIGHLIGHTS 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 departments 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 Citys Emergency Services Departments rely upon the GIS Program to serve its new Computer Automated Dispatch System functioning accurately and having the systems maps accurately reflect the citys 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 citys 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. 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 Citys deal

390
GENERAL FUND BUDGET PLANNING DEPARTMENT PROGRAM HIGHLIGHTS

makers, the Department provides assistance with property research, regulatory processing, organizational tasks, mapping, etc. in support of enhancing the Citys 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. The 2010 U.S. Census was conducted on April 1, 2010 and the Planning Department is monitoring the U.S. Commerce Departments 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 citys participation rate dropped from 64% in 2000 to 61% in 2010. While this was not atypical for major cities throughout the country, Bridgeports 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. 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. 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. It is the overall goal of the Planning Department to be able to weather the Citys 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 Departments 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 Bridgeports land use policies. It is an on-going goal of the Planning Department to have the Citys GIS Coordinator reassigned to this Department for the betterment of the B EGIS Program and as called for in the Citys Code of Ordinances. Without this professional in a nurturing environment, the GIS Program is not able to reach its full potential.
8)
9)
10)
11)

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 snails 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. OPEDs 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.

391

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 Citys 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 Citys 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 tasks make the effort inefficient however; the Citys 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 Citys deal makers, the Department provides assistance with property research, regulatory processing, organizational tasks, etc. in support of enhancing the Citys 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 Citys 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 Departments goal is to do its best to provide the U.S. Census Bureau with its very best effort.

392

6 MONTH STATUS: The 2010 Census was taken on April 1, 2010 and the preliminary numbers indicate that the Nations 2010 population was 308,745,538; Connecticuts population for 2010 was 3,574,097 which is an increase of 4.9%; and the Citys population will not be released until the spring of 2011. Bridgeports 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 Citys 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 Citys first Planned Development District (PDD) designation and it actively marketing the site. The Department is expecting the BLD team to submit their first phases 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 neighborhoods 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 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 OfficeRetail (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 Citys 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 Departments 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.

393
GENERAL FUND BUDGET

394

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.
MAYOR
CITY COUNCIL
INLAND WETLANDS
HISTORIC DISTRICT

395
GENERAL FUND BUDGET LUCR PROGRAM HIGHLIGHTS

ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED SERVICE INDICATORS 2006-2007 2007-2008 2008-2009 2009-2010 2010-2011 LAND USE CONSTRUCTION REVIEW Zoning Staff Reports 28 0 0 43 138 Inland Wetland applications received 15 11 10 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 45 20 Historic district applications received 30 16 35 5 10 Complaints heard 10 5 8 0 0 Enforcement actions 0 3 3 36 18 Certificates issued 30 16 35 41 30 Demolition delay order 43 30 33 156 90 Information requests 100 85 85 156 90 Information requests filled 100 50 65 35 37 Meetings 23 22 25 Note: The hiring freeze has resulted in an absence of Zoning Staff Reports in recent years.
FY 2011-2012 GOALS
1) 2) 3) 4) 5) 6) 7) 8) 9) 10) 11) Continue the push to fill all vacancies on all commissions and boards. Provide reports to historic district commissions. Amend zoning regulations as deemed necessary. Hold at least two training sessions for all commissioners. Develop an automatic property alert system for buyers of historic properties. Manually review monthly property transfers and alert buyers regarding historic property requirements. Develop an effective enforcement mechanism for historic violations. Make corrections to our historic property data. Re-distribute corrected historic property data. Work with the Connecticut Historical Commission to assist with historic property correction. 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 Attorneys office, this item was discontinued because the cost associated with continuing the project far out-weighed the anticipated benefits.

396
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.

397
GENERAL FUND BUDGET

398
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.
MAYOR
CITY COUNCIL
BUILDING DEPARTMENT

399
GENERAL FUND BUDGET BUILDING DEPARTMENT Peter Paajanen Manager REVENUE SUMMARY
ORG DESC OBJECT DESC FY2010 ACTUAL 1,952,319 0 3,920 14,340 315,644 832,158 18,050 5,738 138,500 6,475 2,925 211,456 115,679 142,828 30,005 27,660 403 12,575 57,130 14,710 2,125 FY 2011 CURRENT 1,904,000 1,415 3,000 10,000 198,586 400,000 30,000 45,000 150,000 5,000 500,000 175,000 120,000 150,000 40,000 10,000 500 3,500 50,000 10,000 2,000
BUDGET DETAIL
FY 2012 MAYOR PROPOSED 1,929,000 0 3,000 10,000 200,000 600,000 20,000 30,000 150,000 5,000 350,000 175,000 120,000 150,000 40,000 10,000 500 3,500 50,000 10,000 2,000
FY2012 ADOPTED 3,429,000 0 3,000 10,000 200,000 600,000 20,000 30,000 150,000 5,000 1,850,000 175,000 120,000 150,000 40,000 10,000 500 3,500 50,000 10,000 2,000
VARIANCE TO FY2011 BUDGET 1,525,000 -1,415 0 0 1,415 200,000 -10,000 -15,000 0 0 1,350,000 0 0 0 0 0 0 0 0 0 0
01455000 BUILDING DEPARTMENT 41405 STATE PERMIT FEES 41524 SIGN LICENSE 41525 SIGN / LICENSE RENEWAL PERMIT 41526 RESIDENTIALADDITIONSANDALTERAT 41527 NON-RESIDENTIALADDITIONSANDALT 41528 NEWSINGLEFAMILYHOUSEPERMITS 41529 TWO-UNIT HOUSING PERMITS 41530 THREEORMORE-UNITSHOUSINGPERMIT 41531 POOL,TENTS,GARAGES-OTHERBUILDI 41532 NEW-NON RESIDENTIAL 41533 ELECTRICAL PERMITS 41534 PLUMBING PERMITS 41535 HEATING PERMITS 41536 AIR CONDITIONING PERMITS 41537 DEMOLITION PERMITS 41538 COPIES 41539 REFRIGERATION PERMITS 41540 CERTIFICATE OF OCCUPANCY 44386 FIRE PROTECTION 44387 VENTILATION
ORG Desc APPR Desc 01455000 BUILDING DEPARTMENT 1455PS BUILDING DEPT PERSONAL SVCS 2455TPS BUILDING DEPT OTHER PERS SVCS 3455FB BUILDING DEPT FRINGE BENEFIT 4455EX BUILDING DEPT OPER EXP 6455SS BUILDING DEPT SPEC SVCS FY2010 ACTUAL 1,172,157 922,291 19,552 221,826 6,282 2,206 FY2011 BUDGET 1,263,119 989,483 9,825 255,185 6,381 2,245 MAYOR PROPOSED 1,277,381 1,002,851 7,125 260,740 4,420 2,245 FY2012 ADOPTED 1,277,381 1,002,851 7,125 260,740 4,420 2,245 VARIANCE TO FY2011 BUDGET 14,262 13,368 -2,700 5,555 -1,961 0
PERSONNEL SUMMARY
Org Code Fill 1.0 1.0 1.0 2.0 2.0 2.0 1.0 10.0 Vac Job Class Description BUILDING OFFICIAL MINI COMPUTER OPERATOR (35 HOU ADMINISTRATIVE SPECIALIST DEPUTY BUILDING OFFICIAL (40 H PLAN REVIEWER (40 HRS) ELECTRICAL INSPECTOR (40 HRS) MECHANICAL INSPECTOR (40 HRS) ASSISTANT BUILDING INSPECTOR 3.0 FY 2011 CURRENT 97,654 46,255 60,301 86,366 154,573 233,099 156,659 154,573 989,481 FY 2012 ADOPTED 100,219 41,407 62,110 88,635 160,774 234,559 161,176 153,971 1,002,851 2012 vs 2011 2,565 -4,848 1,809 2,269 6,201 1,460 4,517 -602 13,370
01455000 Total

400
GENERAL FUND BUDGET BUILDING DEPARTMENT PROGRAM HIGHLIGHTS

SERVICE INDICATORS BUILDING DEPARTMENT PERMITS ISSUED Residential new Residential alterations Commercial new Commercial alterations Demolition permits All other permits (incl. municipal/institutional) Total of all building permits Total of all permits PERMIT VALUES AND REVENUES Total value of work Total of permit fees INSPECTIONS Inspections CERTIFICATE OF OCCUPANCY Number Value of work ACTUAL 2007-2008 ACTUAL 2008-2009 ACTUAL 2009-2010 ACTUAL 2010-2011* ESTIMATED 2010-2011 ESTIMATED 2011-2012
36 295 6 128 24 1,917 561 2,478 $131,211,499 $3,343,306 7,448
27 223 12 170 33 2,104 546 2,683 $173,761,841 $1,872,299 8,402
18 342 2 164 34 1,933 555 2,522 $80,959,003 $2,042,840 7,913
4 186 3 99 14 975 316 1,291 $25,311,597 $732,178 3,608 148 $43,840,020
11 350 4 160 25 1,900 525 2,425 $60,000,000 $1,400,000 7,000 350 indeterminable
indeterminable indeterminable indeterminable indeterminable indeterminable indeterminable 550 2,500 $75,000,000 $1,874,000 8,000 400 indeterminable
*ACTUAL 2010-2011 represents statistics through 12/31/2010.

1
347 data unavailable 401 $93,898,932 data unavailable $113,485,953
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.

401
GENERAL FUND BUDGET BUILDING DEPARTMENT PROGRAM HIGHLIGHTS 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.

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.

402
GENERAL FUND BUDGET BUILDING DEPARTMENT PROGRAM HIGHLIGHTS

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.

403
GENERAL FUND BUDGET BUILDING DEPARTMENT APPROPRIATION SUPPLEMENT

VARIANCE TO FY2011 BUDGET 14,262 13,368 0 -2,700 0 138 9,150 14,667 -18,400 0 -1,611 0 -125 -225 0
ORG
OBJ Desc
FY2010 ACTUAL 1,172,157 922,291 54 1,150 18,348 5,775 0 73,486 142,565 1,311 4,416 555 0 0 2,206
FY2011 BUDGET 1,263,119 989,483 0 9,825 0 11,884 0 94,936 148,365 1,995 3,361 325 250 450 2,245
MAYOR PROPOSED 1,277,381 1,002,851 0 7,125 0 12,022 9,150 109,603 129,965 1,995 1,750 325 125 225 2,245
FY2012 ADOPTED 1,277,381 1,002,851 0 7,125 0 12,022 9,150 109,603 129,965 1,995 1,750 325 125 225 2,245
01455000 BUILDING DEPARTMENT 51000 FULL TIME EARNED PAY 51108 REGULAR 1.5 OVERTIME PAY 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 52360 MEDICARE 52385 SOCIAL SECURITY 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53605 MEMBERSHIP/REGISTRATION FEES 54675 OFFICE SUPPLIES 54700 PUBLICATIONS 55055 COMPUTER EQUIPMENT 55080 ELECTRICAL EQUIPMENT 56175 OFFICE EQUIPMENT MAINT SRVCS

404

MISSION STATEMENT
To promote the health, safety, and community standards of the City through the enforcement of the Zoning Regulations.
MAYOR
CITY COUNCIL
ZONING COMMISSION
ZONING

405
GENERAL FUND BUDGET ZONING BOARD of APPEALS Dennis Buckley Zoning Administrator
BUDGET DETAIL
REVENUE SUMMARY
ORG DESC OBJECT DESC FY2010 ACTUAL 35,283 35,283 FY 2011 CURRENT 35,000 35,000 FY 2012 MAYOR PROPOSED 35,000 35,000 FY2012 ADOPTED 35,000 35,000 VARIANCE TO FY2011 BUDGET 0 0
01456000 ZBA 41253 PUBLIC HEARING FEES
ORG Desc APPR Desc 01456000 ZONING, BOARD OF APPEALS 1456PS ZONING BD OF APPEALS PERSONAL SVCS 2456TPS ZONING BD OF APPEALS OTHER PERS SVCS 3456FB ZONING BD OF APPEALS FRINGE BENEFITS 4456EX ZONING BD OF APPEALS OPER EXP 6456SS ZONING BD OF APPEALS SPEC SVCS FY2010 ACTUAL 81,366 44,423 0 18,934 16,946 1,063 FY2011 BUDGET 88,960 41,882 1,575 22,104 21,949 1,450 MAYOR PROPOSED 65,703 41,882 0 12,121 10,975 725 FY2012 ADOPTED 65,703 41,882 0 12,121 10,975 725 VARIANCE TO FY2011 BUDGET -23,257 0 -1,575 -9,983 -10,974 -725
PERSONNEL SUMMARY
Org Code Fill 1.0 1.0 Vac Job Class Description MINI COMPUTER OPERATOR (35 HOU FY 2011 CURRENT 41,882 41,882 FY 2012 ADOPTED 41,882 41,882 2012 vs 2011
01456000 Total

406
GENERAL FUND BUDGET ZONING BOARD of APPEALS PROGRAM HIGHLIGHTS

SERVICE INDICATORS ZONING BOARD OF APPEALS Meetings held Scheduled meetings vs. meetings held Applications received* Applications heard Applications granted (incl. conditional) Applications denied Avg. length of time from received to complete Applications withdrawn OTHER: Deferred, continued, tabled, no action required ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010-2011 12 12 200 197 159 38 60 days 3 17 12 215 153 114 38 60 days 1 6 6 131 187 98 51 35 days 6 12 12 182 262 137 66 35 days 9 50 12 13 105 107 57 41 35 days 5 5 12 13 90 90 97 63 35 days 6 10
*ZBA APPLICATION PROCESS

1) 2) 3) Review & acceptance at counter by staff. Referral to Engineering & WPCA for review. 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.

407
GENERAL FUND BUDGET ZONING BOARD of APPEALS APPROPRIATION SUPPLEMENT

VARIANCE TO FY2011 BUDGET -23,257 0 -1,575 -35 647 -10,595 -10,000 -974 -725
ORG
OBJ Desc
FY2010 ACTUAL 81,366 44,423 0 309 3,442 15,183 15,169 1,777 1,063
FY2011 BUDGET 88,960 41,882 1,575 630 4,128 17,346 20,000 1,949 1,450
MAYOR PROPOSED 65,703 41,882 0 595 4,775 6,751 10,000 975 725
FY2012 ADOPTED 65,703 41,882 0 595 4,775 6,751 10,000 975 725
01456000 ZONING, BOARD OF APPEALS 51000 FULL TIME EARNED PAY 51140 LONGEVITY PAY 52360 MEDICARE 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53705 ADVERTISING SERVICES 54675 OFFICE SUPPLIES 56175 OFFICE EQUIPMENT MAINT SRVCS

408
ZONING COMMISSION
MISSION STATEMENT
To promote the health, safety, community standards and general welfare of the community through the enforcement of the Zoning Regulations.
MAYOR
CITY COUNCIL
ZONING COMMISSION
ZONING

409
GENERAL FUND BUDGET ZONING COMMISSION Dennis Buckley Zoning Administrator BUDGET DETAIL
REVENUE SUMMARY
FY 2012 MAYOR PROPOSED 160,500 75,000 80,000 3,000 300 100 1,000 1,000 100 VARIANCE TO FY2011 BUDGET 0 0 0 0 0 0 0 0 0
ORG DESC
OBJECT DESC
FY2010 ACTUAL 218,025 104,239 97,859 6,490 957 180 6,584 1,490 227
FY 2011 CURRENT 160,500 75,000 80,000 3,000 300 100 1,000 1,000 100
FY2012 ADOPTED 160,500 75,000 80,000 3,000 300 100 1,000 1,000 100
01457000 ZONING COMMISSION 41254 PETITIONTOTHEP&ZCOMMISSIONFEE 41255 ZONING COMPLIANCE FINE 41256 LIQUOR CERTIFICATION FEE 41257 PURCHASE OF ZONING REGULATIONS 41258 PURCHASE OF ZONING MAPS 41259 STATECONSERVATIONAPPLICATIONFE 41344 LAND USE FEES 41538 COPIES
FY2010 ACTUAL 354,729 258,278 3,564 48,482 42,146 2,258 FY2011 BUDGET 440,920 306,121 2,550 69,165 61,211 1,873 MAYOR PROPOSED 423,569 313,592 2,625 73,382 33,645 325 FY2012 ADOPTED 464,551 354,574 2,625 73,382 33,645 325 VARIANCE TO FY2011 BUDGET 23,631 48,453 75 4,217 -27,566 -1,548
ORG Desc APPR Desc 01457000 ZONING COMMISSION 1457PS ZONING COMMISSION PERSONAL SVCS 2457TPS ZONING COMMISSION OTHER PERS SVC 3457FB ZONING COMMISSION FRINGE BENEFITS 4457EX ZONING COMMISSION OPER EXP 6457SS ZONING COMMISSION SPEC SVCS
PERSONNEL SUMMARY
Org Code Fill 1.0 2.0 1.0 1.0 5.0 Vac Job Class Description ASSISTANT ZONING OFFICIAL ZONING INSPECTOR ZONING ENFORCEMENT OFFICER ZONING ADMINISTRATOR 2.0 FY 2011 CURRENT 60,405 84,720 62,008 98,988 306,121 FY 2012 ADOPTED 61,992 125,690 65,303 101,589 354,574 2012 vs 2011 1,587 -12 3,295 2,601 7,471
01457000 Total

410
GENERAL FUND BUDGET ZONING COMMISSION PROGRAM HIGHLIGHTS

SERVICE INDICATORS ZONING COMMISSION ACTIVITY Meetings held Applications received Applications heard Applications granted (incl. Conditional) Applications denied Applications deferred Change of zone Amendment Special permit Site plan review Coastal site plan review Soil and sedimentation control review No Action Required DMV 8-24 Referrals/ City Business Applications withdrawn Other business Time Extension OFFICE ACTIVITY: APPLICATION PROCESSING Houses & Housing units Accessory structures Additions Alterations Signs Commercial Liquor Other, Letter of Zoning Compliance INSPECTION ACTIVITY: CERTIFICATES ISSUED Houses Other Accessory structures Additions Alterations Signs Commercial Alterations Other: Commercial construction new ENFORCEMENT ACTIVITY Complaints Inspections Inspection resolution No violation Inquiry Order to Comply Prosecutors summons Resolved Arrest warrants sought ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010-2011 7/08-6/09 11 13 22 17 18 12 158 128 125 79 77 85 158 128 135 116 81 N/A 139 106 110 78 76 N/A 8 13 12 5 9 N/A 22 12 9 N/A 14 6 9 4 6 N/A 2 1 1 0 2 2 91 58 36 42 42 42 91 15 68 61 58 60 47 24 53 20 21 21 24 14 7 13 4 5 2 0 0 N/A 5 14 8 9 13 11 4 10 6 11 3 10 7 N/A 19 24 6 8 423 34 59 270 42 252 45 166 61 16 18 147 11 160 12 589 1,221 330 73 29 167 183 198 12 266 132 223 44 303 82 239 143 75 10 50 168 7 157 11 462 1,359 1,243 116 65 210 105 291 10 415 48 54 299 51 318 70 217 52 26 63 170 11 282 15 547 1,367 437 87 53 384 110 353 8 255 22 61 179 62 440 93 142 40* 14 16 97 13 150 17 435 1,361 343 75 38 160 98 343 6 121 35 58 221 48 499 84 136 32*** 29 12 44 134 62 344 8 534 1,994 116 87 25 207 64 499 8 91 26 43 166 36 375 63 102 24 22 9 33 101 47 258 6 562 1,667 230 81 30 186 64 527 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.

411
GENERAL FUND BUDGET

ZONING COMMISSION PROGRAM HIGHLIGHTS/APPROPRIATION SUPPLEMENT
Complaints: Majority are phoned in, others referred from Anti-Blight, Graffiti, Housing, Mayors 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 prosecutors 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 states 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.

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.
ORG OBJ Desc FY2010 ACTUAL 354,729 258,278 0 3,564 27 2,045 1,056 17,598 27,757 204 32,873 3,782 5,288 1,480 778 0 FY2011 BUDGET 440,920 306,121 2,550 0 0 4,475 0 29,324 35,366 250 53,922 3,939 3,100 0 1,223 650 MAYOR PROPOSED 423,569 313,592 2,625 0 0 4,431 2,541 35,750 30,660 125 30,000 1,970 1,550 0 0 325 FY2012 ADOPTED 464,551 354,574 2,625 0 0 4,431 2,541 35,750 30,660 125 30,000 1,970 1,550 0 0 325 VARIANCE TO FY2011 BUDGET 23,631 48,453 75 0 0 -44 2,541 6,426 -4,706 -125 -23,922 -1,969 -1,550 0 -1,223 -325
01457000 ZONING COMMISSION 51000 FULL TIME EARNED PAY 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 52154 LIFE INSURANCE CIVIL SERVICE 52360 MEDICARE 52385 SOCIAL SECURITY 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53605 MEMBERSHIP/REGISTRATION FEES 53705 ADVERTISING SERVICES 54675 OFFICE SUPPLIES 55155 OFFICE EQUIPMENT RENTAL/LEAS 56130 LEGAL SERVICES 56175 OFFICE EQUIPMENT MAINT SRVCS 56180 OTHER SERVICES

412
HEALTH DIVISIONS: HEALTH & SOCIAL SERVICES
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.
MAYOR
CITY COUNCIL

413
GENERAL FUND BUDGET HEALTH ADMINISTRATION Kristin duBay Horton Health Director
BUDGET DETAIL
REVENUE SUMMARY
Not Applicable
ORG Desc APPR Desc 01550000 HEALTH & SOCIAL SERVICES ADM 1550PS HEALTH & SS ADM PERSONAL SVCS 2550TPS HEALTH & SS ADM OTHER PERS SVCS 3550FB HEALTH & SS ADM FRNG BENEFIT 4550EX HEALTH & SS ADM OPER EXP 6550SS HEALTH & SS ADM SPEC SVCS FY2010 ACTUAL 402,065 116,772 0 263,569 17,904 3,819 FY2011 BUDGET 365,178 136,399 0 208,634 14,430 5,715 MAYOR PROPOSED 354,084 144,325 1,275 190,603 12,166 5,715 FY2012 ADOPTED 354,084 144,325 1,275 190,603 12,166 5,715 VARIANCE TO FY2011 BUDGET -11,094 7,926 1,275 -18,031 -2,264 0
PERSONNEL SUMMARY
Org Code Fill 1.0 1.0 2.0 Vac Job Class Description DIRECTOR OF PUBLIC HEALTH SECURITY GUARD CLERK A FY 2011 CURRENT 109,639 26,760 136,399 FY 2012 ADOPTED 115,000 29,325 144,325 2012 vs 2011 5,361 2,565 7,926
01550000 Total

414
HEALTH ADMIN.
SERVICE INDICATORS HEALTH ADMINISTRATION New Initiatives Existing Programs Outreach Programs

ACTUAL 2005-2006 1 1 0 ACTUAL 2006-2007 3 5 8 ACTUAL 2007-2008 3 5 5 ACTUAL 2008-2009 3 5 5 ACTUAL ESTIMATED 2009-2010 2010-2011 3 5 5
3
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. 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.

415
HEALTH ADMIN.
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.

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. 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.

416
HEALTH ADMIN.
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.

417
HEALTH ADMIN.

VARIANCE TO FY2011 BUDGET -11,094 7,926 1,275 -26,600 -24,700 2,074 0 -875 16,453 15,617 -28 28 0 -558 -400 -1,152 0 -104 -50 0 0 0 0 0 0
ORG
OBJ Desc
FY2010 ACTUAL 402,065 116,772 0 95,000 158,000 804 2,664 870 6,230 0 1,475 2,685 861 1,101 0 4,545 2,041 0 0 211 330 4,656 3,146 0 673
FY2011 BUDGET 365,178 136,399 0 82,300 115,200 1,978 8,281 875 0 0 1,924 1,302 40 1,116 800 2,304 800 209 100 100 1,000 4,735 5,562 153 0
MAYOR PROPOSED 354,084 144,325 1,275 55,700 90,500 4,052 8,281 0 16,453 15,617 1,896 1,330 40 558 400 1,152 800 105 50 100 1,000 4,735 5,562 153 0
FY2012 ADOPTED 354,084 144,325 1,275 55,700 90,500 4,052 8,281 0 16,453 15,617 1,896 1,330 40 558 400 1,152 800 105 50 100 1,000 4,735 5,562 153 0
01550000 HEALTH & SOCIAL SERVICES ADM 51000 FULL TIME EARNED PAY 51140 LONGEVITY PAY 52272 WORKERS' COMP INDM - HEALT 52288 WORKERS' COMP MED - HEALTH 52360 MEDICARE 52385 SOCIAL SECURITY 52399 UNIFORM ALLOWANCE 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53605 MEMBERSHIP/REGISTRATION FEES 53610 TRAINING SERVICES 53905 EMP TUITION AND/OR TRAVEL REIM 54555 COMPUTER SUPPLIES 54595 MEETING/WORKSHOP/CATERING FOOD 54675 OFFICE SUPPLIES 54680 OTHER SUPPLIES 54700 PUBLICATIONS 54705 SUBSCRIPTIONS 54725 POSTAGE 54745 UNIFORMS 55155 OFFICE EQUIPMENT RENTAL/LEAS 56225 SECURITY SERVICES 59010 MAILING SERVICES 59015 PRINTING SERVICES

418
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.
MAYOR
CITY COUNCIL
VITAL STATISTICS

419
GENERAL FUND BUDGET VITAL STATISTICS Pat McCoy Manager BUDGET DETAIL
REVENUE SUMMARY
ORG DESC OBJECT DESC FY2010 ACTUAL 450,989 10,198 227,218 164,126 4,545 1,560 27,420 15,922 FY 2011 CURRENT 441,500 20,000 250,000 125,000 5,000 1,500 25,000 15,000 FY 2012 MAYOR PROPOSED 441,500 20,000 250,000 125,000 5,000 1,500 25,000 15,000 FY2012 ADOPTED 441,500 20,000 250,000 125,000 5,000 1,500 25,000 15,000 VARIANCE TO FY2011 BUDGET 0 0 0 0 0 0 0 0
01552000 VITAL STATISTICS 41247 MARRIAGE LICENSE FEE 41248 BIRTH CERTIFICATES 41249 DEATH CERTIFICATES 41250 BURIAL PERMITS 41251 CREMATION PERMITS 41272 MARRIAGE LICENSE SURCHARGE 41538 COPIES
ORG Desc APPR Desc 01552000 VITAL STATISTICS 1552PS VITAL STATISTICS PERSONAL SVCS 2552TPS VITAL STATISTICS OTHER PERS SVCS 3552FB VITAL STATISTICS FRINGE BENEFITS 4552EX VITAL STATISTICS OPER EXP 6552SS VITAL STATISTICS SPEC SVCS FY2010 ACTUAL 261,249 185,609 0 43,864 25,352 6,424 FY2011 BUDGET 277,850 193,056 4,875 47,042 20,065 12,812 MAYOR PROPOSED 264,331 175,477 5,325 57,890 13,158 12,481 FY2012 ADOPTED 273,738 175,477 5,325 57,890 20,065 14,981 VARIANCE TO FY2011 BUDGET -4,112 -17,579 450 10,848 0 2,169
PERSONNEL SUMMARY
Org Code Fill 1.0 1.0 1.0 1.0 1.0 5.0 Vac Job Class Description TYPIST I (35 HOURS) TYPIST I TYPIST II ASSISTANT REGISTRAR OF VITAL MINI COMPUTER OPERATOR (35 HOU FY 2011 CURRENT FY 2012 ADOPTED 36,194 33,608 35,958 27,835 41,882 175,477 2012 vs 2011 36,194
01552000 Total
33,608 35,958 52,656 41,882 164,104
-24,821 11,373

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VITAL STATISTICS
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.
ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED SERVICE INDICATORS 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010-2011 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
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 Citys 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 citys 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 Records 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. 3) Fees have increased. We still serve the 100-125 customers daily, and are grateful to the assistance we have received from the Citys 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 citys new financial program and a cash management policy was written and implemented. The Records Manager will remain at

421
GENERAL FUND BUDGET

VITAL STATISTICS PROGRAM HIGHLIGHTS/APPROPRIATION SUPPLEMENT
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.
ORG OBJ Desc FY2010 ACTUAL 261,249 185,609 0 657 11,245 31,962 0 11,120 598 5,962 7,672 2,208 2,043 678 161 0 1,334 FY2011 BUDGET 277,850 193,056 4,875 1,269 13,801 31,972 500 8,815 4,750 6,000 0 2,508 5,688 1,412 2,454 350 400 MAYOR PROPOSED 264,331 175,477 5,325 1,391 16,831 39,668 250 4,408 2,500 6,000 0 7,000 2,500 1,306 1,500 175 0 FY2012 ADOPTED 273,738 175,477 5,325 1,391 16,831 39,668 250 8,815 5,000 6,000 0 7,000 5,000 1,306 1,500 175 0 VARIANCE TO FY2011 BUDGET -4,112 -17,579 450 122 3,030 7,696 -250 0 250 0 0 4,492 -688 -106 -954 -175 -400
01552000 VITAL STATISTICS 51000 FULL TIME EARNED PAY 51140 LONGEVITY PAY 52360 MEDICARE 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 54540 BUILDING MATERIALS & SUPPLIE 54675 OFFICE SUPPLIES 55150 OFFICE EQUIPMENT 55155 OFFICE EQUIPMENT RENTAL/LEAS 55530 OFFICE FURNITURE 56040 BOOKBINDING SERVICES 56055 COMPUTER SERVICES 56175 OFFICE EQUIPMENT MAINT SRVCS 56205 PUBLIC SAFETY SERVICES 56210 RECYCLING SERVICES 59015 PRINTING SERVICES

422
COMMUNICABLE CLINIC
MISSION STATEMENT
To identify, treat and prevent the spread of communicable disease within the City.
MAYOR
CITY COUNCIL
COMMUNICABLE DISEASE CLINIC

423
GENERAL FUND BUDGET COMMUNICABLE CLINIC Michelle Meade Manager
BUDGET DETAIL
REVENUE SUMMARY
ORG DESC OBJECT DESC FY2010 ACTUAL 72,380 72,375 5 FY 2011 CURRENT 0 0 0 FY 2012 MAYOR PROPOSED 20,000 0 20,000 FY2012 ADOPTED 20,000 0 20,000 VARIANCE TO FY2011 BUDGET 20,000 0 20,000
01560000 CLINICS 41294 FLU VACCINE REIMBURSEMENT 41549 BILLED SERVICES
ORG Desc APPR Desc 01554000 COMMUNICABLE DISEASE CLINIC 1554PS COMMUNICABLE DISEASE PERSONAL SVCS 2554TPS COMMUNICABLE OTHER PERS SVCS 3554FB COMMUNICABLE DISEASE FRINGE BENEFITS 4554EX COMMUNICABLE DISEASE OPER EXP 6554SS COMMUNICABLE DISEASE SPEC SVCS FY2010 ACTUAL 313,047 222,048 4,085 73,546 11,901 1,467 FY2011 BUDGET 417,572 292,805 2,550 88,063 24,013 10,141 MAYOR PROPOSED 435,651 298,785 4,475 111,170 15,088 6,133 FY2012 ADOPTED 448,288 298,785 4,475 111,170 23,717 10,141 VARIANCE TO FY2011 BUDGET 30,716 5,980 1,925 23,107 -296 0
PERSONNEL SUMMARY
Org Code Fill 1.0 2.0 1.0 1.0 5.0 Vac Job Class Description SECRETARY PUBLIC HEALTH NURSE I PUBLIC HEALTH DISTRICT SUPERVI NURSE PRACTITIONER FY 2011 CURRENT 31,770 112,740 69,118 79,177 292,804 FY 2012 ADOPTED 31,770 111,052 71,440 84,522 298,784 2012 vs 2011
01554000 Total
-1,688 2,322 5,345 5,980

424
GENERAL FUND BUDGET COMMUNICABLE CLINIC PROGRAM HIGHLIGHTS

ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED SERVICE INDICATORS 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010-2011 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.

425
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 Department of Public Health including working together to provide in-services to city based health care facilities.

426
GENERAL FUND BUDGET COMMUNICABLE CLINIC APPROPRIATION SUPPLEMENT

VARIANCE TO FY2011 BUDGET 30,716 5,980 0 0 0 1,925 0 -102 0 -770 6,004 17,975 0 0 -250 0 0 0 0 0 -21 -25 0 0 0 0 0
ORG
OBJ Desc
FY2010 ACTUAL 313,047 222,048 209 1,128 183 0 2,564 1,213 0 423 17,098 54,396 417 0 0 1,352 305 0 6,490 1,800 0 0 1,953 0 0 1,281 186
FY2011 BUDGET 417,572 292,805 0 0 0 2,550 0 3,243 4,909 770 28,058 51,083 0 400 500 1,200 0 468 17,258 1,795 42 50 2,300 895 742 8,016 488
MAYOR PROPOSED 435,651 298,785 0 0 0 4,475 0 3,141 4,909 0 34,062 69,058 0 400 250 1,200 0 468 8,629 1,795 21 25 2,300 895 742 4,008 488
FY2012 ADOPTED 448,288 298,785 0 0 0 4,475 0 3,141 4,909 0 34,062 69,058 0 400 250 1,200 0 468 17,258 1,795 21 25 2,300 895 742 8,016 488
01554000 COMMUNICABLE DISEASE CLINIC 51000 FULL TIME EARNED PAY 51106 REGULAR STRAIGHT OVERTIME 51108 REGULAR 1.5 OVERTIME PAY 51122 SHIFT 2 - 1.5X OVERTIME 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 52360 MEDICARE 52385 SOCIAL SECURITY 52399 UNIFORM ALLOWANCE 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 52920 HEALTH BENEFITS BUYOUT 53605 MEMBERSHIP/REGISTRATION FEES 53720 TELEPHONE SERVICES 53905 EMP TUITION AND/OR TRAVEL REIM 54595 MEETING/WORKSHOP/CATERING FOOD 54645 LABORATORY SUPPLIES 54670 MEDICAL SUPPLIES 54675 OFFICE SUPPLIES 54700 PUBLICATIONS 55135 MEDICAL EQUIPMENT 55155 OFFICE EQUIPMENT RENTAL/LEAS 56055 COMPUTER SERVICES 56150 MEDICAL EQUIPMENT MAINT SRVC 56155 MEDICAL SERVICES 56175 OFFICE EQUIPMENT MAINT SRVCS

427
GENERAL FUND BUDGET

428
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.
MAYOR
CITY COUNCIL

429
GENERAL FUND BUDGET ENVIRONMENTAL HEALTH Warren Blunt Manager REVENUE SUMMARY
ORG DESC OBJECT DESC FY2010 ACTUAL 335,055 2,700 4,400 1,800 0 600 300 0 0 0 0 7,650 16,050 9,250 7,200 0 90,130 3,900 100 4,050 4,400 150 107,625 39,100 19,000 16,500 150 FY 2011 CURRENT 328,850 4,500 1,500 2,250 3,000 7,500 5,000 600 150 2,500 20,000 6,000 16,000 6,500 900 200 85,000 3,500 100 3,500 5,000 150 95,000 45,000 5,000 10,000 0
BUDGET DETAIL
FY 2012 MAYOR PROPOSED 328,850 4,500 1,500 2,250 3,000 7,500 5,000 600 150 2,500 20,000 6,000 16,000 6,500 900 200 85,000 3,500 100 3,500 5,000 150 95,000 45,000 5,000 10,000 0
FY2012 ADOPTED 328,850 4,500 1,500 2,250 3,000 7,500 5,000 600 150 2,500 20,000 6,000 16,000 6,500 900 200 85,000 3,500 100 3,500 5,000 150 95,000 45,000 5,000 10,000 0
VARIANCE TO FY2011 BUDGET 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
01555000 ENVIRONMENTAL HEALTH 41308 RODENT INSPECTION FEES 41309 FLOOR PLAN REVIEW PLANS 41332 TATTOO SHOPS 41333 TRANSITIONAL LIVING HOUSES 41335 HAIR BRAIDING 41337 MASSAGE ESTABLISHMENT PERMITS 41360 DRY CLEANING LICENSE 41361 BUYING & SELLING LIVE POULTRY 41370 ITINERANT VENDOR LICENSE 41371 RETAIL TOBACCO LICENSE 41567 BARBER SHOP LICENSE 41568 BEAUTY SHOP LICENSE 41569 BEVERAGE LICENSE 41570 DAYCARE FACILITY LICENS 41571 ELDERLY CARE FACILITY LICENSE 41572 FOOD ESTABLISHMENT LICENSE 41573 FROZEN DESSERT LICENSE 41574 MILK DEALER LICENSE 41575 NAIL SALON LICENSE 41576 SWIMMING POOL LICENSE 41577 POULTRY LICENSE 41578 RESTAURANT LICENSE 41579 SANDWICH SHOP LICENSE 41580 TEMPORARY VENDOR LICENSE 41581 VENDOR LICENSE 41582 SEWAGE DISPOSAL SITE LICENSE
ORG Desc APPR Desc 01555000 ENVIRONMENTAL HEALTH 1555PS ENVIRONMENTAL HLTH PERSONAL SVCS 2555TPS ENVIRONMENT HLTH OTHER PERS SV 3555FB ENVIRONMENTAL HEALTH FRINGE BENEFITS 4555EX ENVIRONMENTAL HLTH OPER EXP 6555SS ENVIRONMENTAL HLTH SPEC SVCS FY2010 ACTUAL 541,145 390,384 19,913 108,381 10,466 12,000 FY2011 BUDGET 587,179 434,868 11,500 123,584 11,227 6,000 MAYOR PROPOSED 644,703 454,934 12,625 162,412 8,732 6,000 FY2012 ADOPTED 695,301 505,532 12,625 162,412 8,732 6,000 VARIANCE TO FY2011 BUDGET 108,122 70,664 1,125 38,828 -2,495 0
PERSONNEL SUMMARY
Org Code Fill 1.0 1.0 1.0 5.0 8.0 Vac Job Class Description MINI COMPUTER OPERATOR (35 HOU REGISTERED SANITARIAN/INSPECTO SUPERVISING SANITARIAN REGISTERED SANITARIAN/INSPECTO FY 2011 CURRENT 41,882 65,091 82,350 245,545 434,868 FY 2012 ADOPTED 41,882 65,091 88,247 310,312 505,532 2012 vs 2011
01555000 Total
5,897 14,169 20,066

430
GENERAL FUND BUDGET ENVIRONMENTAL HEALTH PROGRAM HIGHLIGHTS

ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED SERVICE INDICATORS 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010-2011 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 departments 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.

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.

431

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 years 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 QFOs 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.

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. 4) Jennifer Eielson, Registered Sanitarian, was elected President of the Connecticut nd Environmental Health Association (CEHA). Jennifer Eielson was also elected 2 Vice President of the Connecticut Association of Housing Code Enforcement Officials Inc

432

(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.

433
GENERAL FUND BUDGET ENVIRONMENTAL HEALTH APPROPRIATION SUPPLEMENT

VARIANCE TO FY2011 BUDGET 108,122 70,664 0 0 1,125 0 41 0 14,955 23,832 -210 0 -1,400 0 -576 -309 0 0
ORG
OBJ Desc
FY2010 ACTUAL 541,145 390,384 15,494 0 0 4,419 2,469 293 31,819 73,801 515 3,752 0 2,554 1,136 601 1,909 12,000
FY2011 BUDGET 587,179 434,868 7,000 300 4,200 0 5,140 3,137 36,906 78,401 420 1,500 2,800 2,507 1,151 618 2,231 6,000
MAYOR PROPOSED 644,703 454,934 7,000 300 5,325 0 5,181 3,137 51,861 102,233 210 1,500 1,400 2,507 575 309 2,231 6,000
FY2012 ADOPTED 695,301 505,532 7,000 300 5,325 0 5,181 3,137 51,861 102,233 210 1,500 1,400 2,507 575 309 2,231 6,000
01555000 ENVIRONMENTAL HEALTH 51000 FULL TIME EARNED PAY 51108 REGULAR 1.5 OVERTIME PAY 51116 HOLIDAY 2X OVERTIME PAY 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 52360 MEDICARE 52385 SOCIAL SECURITY 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53605 MEMBERSHIP/REGISTRATION FEES 53610 TRAINING SERVICES 53715 PAGING SERVICES 54675 OFFICE SUPPLIES 54680 OTHER SUPPLIES 54745 UNIFORMS 55155 OFFICE EQUIPMENT RENTAL/LEAS 56055 COMPUTER SERVICES

434
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.
MAYOR
CITY COUNCIL
HOUSING & COMMERCIAL CODE

435
GENERAL FUND BUDGET HOUSING CODE Richard Paoletto Manager BUDGET DETAIL
REVENUE SUMMARY
ORG DESC OBJECT DESC FY2010 ACTUAL 34,340 26,695 5,195 2,450 FY 2011 CURRENT 42,000 35,000 6,000 1,000 FY 2012 MAYOR PROPOSED 42,000 35,000 6,000 1,000 FY2012 ADOPTED 42,000 35,000 6,000 1,000 VARIANCE TO FY2011 BUDGET 0 0 0 0
01556000 HOUSING CODE 41607 CERTIFICATEOFAPARTMENTRENTAL/O 41608 ROOMINGHOUSE/HOTELLICENSES 41609 HOTELLICENSECOMBINEDWITHROOMIN
ORG Desc APPR Desc 01556000 HOUSING CODE 1556PS HOUSING CODE PERSONAL SVCS 2556TPS HOUSING CODE OTHER PERS SVCS 3556FB HOUSING CODE FRINGE BENEFITS 4556EX HOUSING CODE OPER EXP 6556SS HOUSING CODE SPEC SVCS FY2010 ACTUAL 109,892 80,541 0 23,019 6,331 0 FY2011 BUDGET 418,425 322,177 7,275 83,581 4,842 550 MAYOR PROPOSED 428,509 322,177 7,875 94,719 3,188 550 FY2012 ADOPTED 428,509 322,177 7,875 94,719 3,188 550 VARIANCE TO FY2011 BUDGET 10,084 0 600 11,138 -1,654 0
PERSONNEL SUMMARY
Org Code Fill 1.0 1.0 3.0 5.0 Vac Job Class Description HOUSING CODE INSPECTOR MINI COMPUTER OPERATOR (35 HOU HOUSING CODE INSPECTOR FY 2011 CURRENT 79,037 47,867 195,273 322,177 FY 2012 ADOPTED 79,037 47,867 195,273 322,177 2012 vs 2011
01556000 Total

436
HOUSING CODE
ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED SERVICE INDICATORS 2006-2007 2007-2008 2008-2009 2008-2009 2009-2010 2010-2011 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 Mayors and Ms. Hortons 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 22Certificate of Apartment Occupancy (CAO) inspections, in coordination with Supportive Housing Works. 2) Explore implementation of ordinance requiring inspection & possible licensure of all collegeowned residential facilities within the City.

437
GENERAL FUND BUDGET

HOUSING CODE PROGRAM HIGHLIGHTS/ APPROPRIATION SUPPLEMENT 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 2inspections 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.
ORG OBJ Desc FY2010 ACTUAL 109,892 80,541 0 571 6,219 16,230 150 650 2,222 2,500 809 0 FY2011 BUDGET 418,425 322,177 7,275 2,829 31,298 49,454 175 595 762 2,500 810 550 MAYOR PROPOSED 428,509 322,177 7,875 2,707 36,727 55,285 88 350 500 1,250 1,000 550 FY2012 ADOPTED 428,509 322,177 7,875 2,707 36,727 55,285 88 350 500 1,250 1,000 550 VARIANCE TO FY2011 BUDGET 10,084 0 600 -122 5,429 5,831 -87 -245 -262 -1,250 190 0
01556000 HOUSING CODE 51000 FULL TIME EARNED PAY 51140 LONGEVITY PAY 52360 MEDICARE 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53605 MEMBERSHIP/REGISTRATION FEES 53610 TRAINING SERVICES 53905 EMP TUITION AND/OR TRAVEL REIM 54550 COMPUTER SOFTWARE 54675 OFFICE SUPPLIES 56175 OFFICE EQUIPMENT MAINT SRVCS

438
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.
MAYOR
CITY COUNCIL
LEAD PREVENTION PROGRAM

439
GENERAL FUND BUDGET LEAD PREVENTION Audrey Gaines Manager BUDGET DETAIL
REVENUE SUMMARY Not applicable
ORG Desc APPR Desc 01558000 LEAD PREVENTION PROGRAM 4558EX LEAD PREV OPER EXP 6558SS LEAD PREV SPEC SVCS FY2010 ACTUAL 5,071 3,324 1,747 FY2011 BUDGET 7,199 2,391 4,808 MAYOR PROPOSED 6,050 3,000 3,050 FY2012 ADOPTED 6,050 3,000 3,050 VARIANCE TO FY2011 BUDGET -1,149 609 -1,758
PERSONNEL SUMMARY
Not Applicable

440
LEAD PREVENTION
ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED SERVICE INDICATORS 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010-2011 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 childrens 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.

441
GENERAL FUND BUDGET

LEAD PREVENTION PROGRAM HIGHLIGHTS/APPROPRIATION SUPPLEMENT 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.
ORG OBJ Desc FY2010 ACTUAL 5,071 932 2,391 1,647 100 FY2011 BUDGET 7,199 0 2,391 4,608 200 MAYOR PROPOSED 6,050 0 3,000 3,000 50 FY2012 ADOPTED 6,050 0 3,000 3,000 50 VARIANCE TO FY2011 BUDGET -1,149 0 609 -1,608 -150
01558000 LEAD PREVENTION PROGRAM 54680 OTHER SUPPLIES 55155 OFFICE EQUIPMENT RENTAL/LEAS 56175 OFFICE EQUIPMENT MAINT SRVCS 56180 OTHER SERVICES

442
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.
MAYOR
CITY COUNCIL
HUMAN SERVICES

443
GENERAL FUND BUDGET HUMAN SERVICES Valerie Sorrentino Manager BUDGET DETAIL
ORG Desc APPR Desc 01575000 HUMAN SERVICES ADMINISTRATION 1575PS HUMAN SVC ADM PERSONAL SVCS 2575TPS HUMAN SVC ADM OTHER PERS SVCS 3575FB HUMAN SERVICES ADMIN FRINGE BENEFITS 4575EX HUMAN SVC ADM OPER EXP FY2010 ACTUAL 97,508 68,598 2,270 23,083 3,557 FY2011 BUDGET 99,570 70,104 0 26,789 2,677 MAYOR PROPOSED 101,144 70,819 0 28,020 2,305 FY2012 ADOPTED 101,144 70,819 0 28,020 2,305 VARIANCE TO FY2011 BUDGET 1,574 715 0 1,231 -372
PERSONNEL SUMMARY
Org Code Fill 1.0 1.0 2.0 Vac Job Class Description COMMUNITY PROJECT COORDINATOR ADMINISTRATIVE ASSISTANT FY 2011 CURRENT 36,386 33,719 70,105 FY 2012 ADOPTED 37,151 33,668 70,819 2012 vs 2011 765 -51 714
01575000 Total

444
HUMAN SERVICES

ACTUAL ACTUAL ACTUAL ACTUAL 2006-2007 2007-2008 2008-2009 2009-2010 ESTIMATED 2010-2011
SERVICE INDICATORS HUMAN SERVICES ADMINISTRATION GRANT/PROGRAM ADMINISTRATION Properly administer grant funding Complete renewal grants Obtain necessary approvals & signatures for grants Negotiate & draw up sub-contracts with non-profit agencies Complete & submit monthly, quarterly and annual reports Monitor contractual programs Technical assistance to Bridgeport non-profits applying for NAA Assistance to corporations who wish to contribute to NAA COMMUNITY SERVICE THROUGH GRANT PROGRAMS Programs that serve Bridgeport veterans (SSBG) Programs that serve Hispanic youth & their families (SSBG) Programs that serve people with disabilities (SSBG) Programs that Serve Youth & Families (YSB/CDBG Grants) Programs that promote sub. abuse prevention (RYASAP) Elderly Health Screening Programs (DSS) East Side Senior Center (SWCAA & CDBG) Transportation for the Elderly & Disabled (State DOT) SPECIAL EVENTS Health Fair World AIDS Day Diabetes Initiative & other Health & Wellness Initiatives Mayor's Prayer Breakfast Alcohol & Substance Abuse Luncheon Total Population Served RYASAP/DMHAS PROGRAMS Bridgeport Profiles theater group Health Fair/Community Events Tobacco slides @ movie theaters Underage drinking activities
$519,565 12 12 14 64 14 21 4 439 40 40 1,662 102,116 403 152 5,952 1,500 150 1,500 100 50 114,104
$551,260 12 12 15 64 15 26 5 704 34 33 2,948 102,550 514 150 6,000 1,500 100 1,500 100 50 116,183
$707,617 13 13 16 64 16 26 5 750 40 40 2,500 102,550 450 250 6,000 2,000 100 2,000 N/A 50 116,730
$738,235 13 13 16 64 16 18 2 1,396 53 70 2,312 103,400 372 151 6,000
$706,409 13 13 16 64 16 20 2 1,400 40 300 2,300 101,500 450 175 6,000
200 600 50 116,604 1,750 800 100,000 850
200 600 0 112,965 800 700 100,000 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.

445
HUMAN SERVICES

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.

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 nonprofit 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.

446
HUMAN SERVICES
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.

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.

447
HUMAN SERVICES

VARIANCE TO FY2011 BUDGET 1,574 715 0 0 0 0 -75 1,413 -107 -22 0 -212 212 0 0 -350
ORG
OBJ Desc
FY2010 ACTUAL 97,508 68,598 715 153 -295 1,696 480 5,569 17,034 87 900 912 212 600 500 346
FY2011 BUDGET 99,570 70,104 0 0 0 0 1,017 6,660 19,112 45 0 1,132 0 0 800 700
MAYOR PROPOSED 101,144 70,819 0 0 0 0 942 8,073 19,005 23 0 920 212 0 800 350
FY2012 ADOPTED 101,144 70,819 0 0 0 0 942 8,073 19,005 23 0 920 212 0 800 350
01575000 HUMAN SERVICES ADMINISTRATION 51000 FULL TIME EARNED PAY 51106 REGULAR STRAIGHT OVERTIME 51108 REGULAR 1.5 OVERTIME PAY 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 52360 MEDICARE 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53705 ADVERTISING SERVICES 54595 MEETING/WORKSHOP/CATERING FOOD 54675 OFFICE SUPPLIES 54680 OTHER SUPPLIES 55050 CLEANING EQUIPMENT 55055 COMPUTER EQUIPMENT 55155 OFFICE EQUIPMENT RENTAL/LEAS

448
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.
MAYOR
CITY COUNCIL
HUMAN SERVICES
OFFICE OF PERSONS WITH DISABILITIES

449
GENERAL FUND BUDGET PERSONS WITH DISABILITIES Kristin duBay Horton Manager
BUDGET DETAIL
ORG Desc APPR Desc 01576000 PERSONS WITH DISABILITIES 4576EX PERSONS W/DISABILITY OPER EXP 4576PS HUMAN SVC ADM PERSONAL SVCS 6576SS PERSONS W/DISABILITY SPEC SVCS FY2010 ACTUAL 5,968 5,968 0 0 FY2011 BUDGET 5,855 2,675 0 3,180 MAYOR PROPOSED 4,762 4,762 0 0 FY2012 ADOPTED 24,262 4,762 19,500 0 VARIANCE TO FY2011 BUDGET 18,407 2,087 19,500 -3,180
PERSONNEL SUMMARY
Org Code Fill 1.0 1.0 Vac Job Class Description ASSISTANT SPECIAL PROJECT MANA FY 2011 CURRENT FY 2012 ADOPTED 19,500 19,500 2012 vs 2011 19,500 19,500
01576000 Total

450
GENERAL FUND BUDGET PERSONS WITH DISABILITIES PROGRAM HIGHLIGHTS

SERVICE INDICATORS 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. ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010-2011
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 Renters 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.

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.

451
GENERAL FUND BUDGET PERSONS WITH DISABILITIES APPROPRIATION SUPPLEMENT

VARIANCE TO FY2011 BUDGET 18,407 19,500 0 125 1,255 210 -985 617 250 0 300 315 -3,180
ORG
OBJ Desc
FY2010 ACTUAL 5,968 0 25 897 400 210 1,160 1,728 67 502 680 299 0
FY2011 BUDGET 5,855 0 0 350 0 0 1,874 0 0 451 0 0 3,180
MAYOR PROPOSED 4,762 0 0 475 1,255 210 889 617 250 451 300 315 0
FY2012 ADOPTED 24,262 19,500 0 475 1,255 210 889 617 250 451 300 315 0
01576000 PERSONS WITH DISABILITIES 51000 FULL TIME EARNED PAY 53605 MEMBERSHIP/REGISTRATION FEES 53610 TRAINING SERVICES 53705 ADVERTISING SERVICES 53720 TELEPHONE SERVICES 54675 OFFICE SUPPLIES 54680 OTHER SUPPLIES 54705 SUBSCRIPTIONS 54725 POSTAGE 54730 PRINTING SUPPLIES 55160 PHOTOGRAPHIC EQUIPMENT 56225 SECURITY SERVICES

452
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.
MAYOR
CITY COUNCIL
HUMAN SERVICES
VETERANS AFFAIRS

453
GENERAL FUND BUDGET VETERANS AFFAIRS Jill Bruno Manager BUDGET DETAIL
ORG Desc APPR Desc 01578000 VETERANS' AFFAIRS 1578PS VETERANS AFFAIRS PERSONAL SVCS 3578FB VETERAN'S AFFAIRS FRINGE BENEFITS 4578EX VETERANS AFFAIRS OPER EXP 6578SS VETERANS AFFAIRS SPEC SVCS FY2010 ACTUAL 58,460 30,398 15,797 12,266 0 FY2011 BUDGET 72,559 30,848 16,973 23,281 1,457 MAYOR PROPOSED 101,819 70,630 17,579 12,881 729 FY2012 ADOPTED 106,720 70,630 17,579 17,782 729 VARIANCE TO FY2011 BUDGET 34,161 39,782 606 -5,500 -728
PERSONNEL SUMMARY
Org Code Fill 1.0 1.0 2.0 Vac Job Class Description TRANSPORTATION COORDINATOR (35 DIRECTOR V.A. FY 2011 CURRENT 30,848 30,848 FY 2012 ADOPTED 31,813 38,817 70,630 2012 vs 2011 965 38,817 39,782
01578000 Total

454
VETERANS AFFAIRS
(1) Veterans assisted are unduplicated. (2) Transportation provided numbers are units of service, and thus duplicated.
ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED SERVICE INDICATORS 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010-2011 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
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, Renters 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.

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 citys 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 followup services.

455
GENERAL FUND BUDGET

VETERANS AFFAIRS PROGRAM HIGHLIGHTS/APPROPRIATION SUPPLEMENT
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 Persons 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 Connecticuts 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
ORG OBJ Desc FY2010 ACTUAL 58,460 30,398 212 2,348 13,237 0 0 3,795 0 0 875 446 6,000 1,150 0
FY2011 BUDGET 72,559 30,848 447 2,931 13,595 25 1,000 3,000 4,000 6,000 875 450 6,777 1,155 1,457 MAYOR PROPOSED 101,819 70,630 400 3,627 13,552 0 500 1,500 2,000 3,000 875 450 3,401 1,155 729 FY2012 ADOPTED 106,720 70,630 400 3,627 13,552 0 500 3,000 2,000 3,000 875 450 6,802 1,155 729 VARIANCE TO FY2011 BUDGET 34,161 39,782 -47 696 -43 -25 -500 0 -2,000 -3,000 0 0 26 0 -728
01578000 VETERANS' AFFAIRS 51000 FULL TIME EARNED PAY 52360 MEDICARE 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53605 MEMBERSHIP/REGISTRATION FEES 53720 TELEPHONE SERVICES 54595 MEETING/WORKSHOP/CATERING FOOD 54610 DIESEL 54615 GASOLINE 54650 LANDSCAPING SUPPLIES 54675 OFFICE SUPPLIES 54680 OTHER SUPPLIES 54745 UNIFORMS 56170 OTHER MAINTENANCE & REPAIR S

456
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.
MAYOR
CITY COUNCIL
HUMAN SERVICES
LIGHTHOUSE PROGRAM/ YOUTH SERVICES

457
GENERAL FUND BUDGET LIGHTHOUSE/YOUTH SERVICES Tammy Papa Manager
BUDGET DETAIL
ORG Desc APPR Desc 01579000 LIGHTHOUSE/YOUTH SERVICES 1579PS LIGHTHOUSE PERSONAL SVCS 2579TPS LIGHTHOUSE OTHER PERS SERVICES 3579FB LIGHTHOUSE FRINGE BENEFITS 4579EX LIGHTHOUSE OPER EXP 6579SS LIGHTHOUSE SPEC SVCS FY2010 ACTUAL 1,338,410 207,893 0 50,770 14,802 1,064,944 FY2011 BUDGET 1,359,719 215,822 2,400 57,497 15,000 1,069,000 MAYOR PROPOSED 1,365,411 222,682 3,150 62,376 11,203 1,066,000 FY2012 ADOPTED 1,365,411 222,682 3,150 62,376 11,203 1,066,000 VARIANCE TO FY2011 BUDGET 5,692 6,860 750 4,879 -3,797 -3,000
PERSONNEL SUMMARY
Org Code Fill 1.0 1.0 1.0 1.0 4.0 Vac Job Class Description PROGRAM SITE MONITOR DIRECTOR LIGHTHOUSE PROGRAM ADMINISTRATIVE ASSISTANT YOUTH PROGRAM MANAGER FY 2011 CURRENT 40,375 92,043 33,515 49,889 215,822 FY 2012 ADOPTED 39,987 96,681 34,564 51,450 222,682 2012 vs 2011 -388 4,638 1,049 1,561 6,860
01579000 Total

458
GENERAL FUND BUDGET LIGHTHOUSE/YOUTH SERVICES PROGRAM HIGHLIGHTS

SERVICE INDICATORS LIGHTHOUSE PROGRAM After-School Program Participants Summer Program Participants Volunteers Summer Youth Employment Participants Parental Involvement Outreach Efforts Conducted ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010-2011 3,500 3,800 0 110 5 2 2,500 2,600 14 360 12 20 2,200 2,150 20 376 15 21 2,700 2,400 20 309 36 10 2,850 2,350 68 0 195 12 3,000 2,600 99 0 360 12
FY 2011-2012 GOALS
1) To transition the Lighthouse Program into the Mayors 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 Mayors 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 Mayors Office of Education and Youth.

1) To increase the number of middle school children attending all Lighthouse sites by th th th developing and offering choice program for 6 , 7 , and 8 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 Mayors 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 years 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.

459
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 Mayors 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 rd that it will more than likely take place the 3 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 Mayors Office of Education and Youth. 2) Planned and began implementing phases of the Mayors new office of Education and Youth. 3) Secured ACT Funding for the Bridgeport After School Network.

460
GENERAL FUND BUDGET
ORG
OBJ Desc
FY2010 ACTUAL 1,338,410 207,893 0 1,484 16,239 33,048 621 324 445 0 2,569 2,490 4,597 3,756 5,964 1,060,000 1,000 1,980 -4,000
FY2011 BUDGET 1,359,719 215,822 2,400 3,164 20,731 33,602 650 350 1,500 744 1,000 2,000 5,000 3,756 6,000 1,060,000 1,000 2,000 0
MAYOR PROPOSED 1,365,411 222,682 3,150 3,079 25,386 33,911 650 175 750 372 1,000 2,000 2,500 3,756 3,000 1,060,000 1,000 2,000 0
FY2012 ADOPTED 1,365,411 222,682 3,150 3,079 25,386 33,911 650 175 750 372 1,000 2,000 2,500 3,756 3,000 1,060,000 1,000 2,000 0
VARIANCE TO FY2011 BUDGET 5,692 6,860 750 -85 4,655 309 0 -175 -750 -372 0 0 -2,500 0 -3,000 0 0 0 0
01579000 LIGHTHOUSE/YOUTH SERVICES 51000 FULL TIME EARNED PAY 51140 LONGEVITY PAY 52360 MEDICARE 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53605 MEMBERSHIP/REGISTRATION FEES 53610 TRAINING SERVICES 53705 ADVERTISING SERVICES 53720 TELEPHONE SERVICES 53750 TRAVEL EXPENSES 53905 EMP TUITION AND/OR TRAVEL REIM 54675 OFFICE SUPPLIES 55155 OFFICE EQUIPMENT RENTAL/LEAS 56085 FOOD SERVICES 56115 HUMAN SERVICES 56175 OFFICE EQUIPMENT MAINT SRVCS 56240 TRANSPORTATION SERVICES 56250 TRAVEL SERVICES

461
GENERAL FUND BUDGET LIGHTHOUSE/YOUTH SERVICES APPROPRIATION SUPPLEMENT

462
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 citys 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.
MAYOR
CITY COUNCIL
SOCIAL SERVICES

463
GENERAL FUND BUDGET SOCIAL SERVICES Iris Molina Manager BUDGET DETAIL
REVENUE SUMMARY
ORG DESC OBJECT DESC FY2010 ACTUAL 25 25 FY 2011 CURRENT 0 0 FY 2012 MAYOR PROPOSED 0 0 FY2012 ADOPTED 0 0 VARIANCE TO FY2011 BUDGET 0 0
01585000 SOCIAL SERVICES 41678 LAWSUITSETTLEMENTREIMBURSEMENT
ORG Desc APPR Desc 01585000 SOCIAL SERVICES 1585PS SOCIAL SERVICES PERSONAL SVCS 2585TPS SOCIAL SERVICES OTHER PERS SVCS 3585FB SOCIAL SERVICES FRINGE BENEFITS 4585EX SOCIAL SERVICES OPER EXP 6585SS SOCIAL SERVICES SPEC SVCS FY2010 ACTUAL 138,873 73,042 1,846 21,032 5,857 37,096 FY2011 BUDGET 137,049 61,723 2,325 16,044 6,957 50,000 MAYOR PROPOSED 150,239 95,477 0 21,283 3,479 30,000 FY2012 ADOPTED 150,239 95,477 0 21,283 3,479 30,000 VARIANCE TO FY2011 BUDGET 13,190 33,754 -2,325 5,239 -3,478 -20,000
PERSONNEL SUMMARY
Org Code Fill 1.0 01585000 Total 1.0 Vac Job Class Description DIRECTOR OF SOCIAL SERVICES CODE ENFORCEMENT RELOCATION COORD FY 2011 CURRENT 43,067 18,656 61,723 FY 2012 ADOPTED 95,477 95,477 2012 vs 2011 52,410 -18,656 33,754

464
SOCIAL SERVICES
SERVICE INDICATORS SOCIAL SERVICES Pathways out of poverty/ Green Up SNAP Employment & Training Program Social Services Block Grant/SAGA

ACTUAL 2006-2007 N/A 2,619 2,801 747 386 812 8,171 15,536 ACTUAL 2007-2008 N/A 3,096 2,989 232 685 1,100 8,285 16,387 ACTUAL 2008-2009 N/A 3,675 3,328 245 788 1,320 8,600 17,956 ACTUAL 2009-2010 N/A 4,410 3,994 270 743 1,382 10,320 21,119 ESTIMATED 2010-2011 70 2,248 2,459 250 450 2,233 0 7,710
Elderly Hispanic Outreach CDBG - Code Violation /Hardship Relocation Healthy Start Program Women Infant & Children (WIC) Program TOTAL
FY 2011-2012 GOALS
1) The Social Services Departments 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 Citys 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 Mayors 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

465
SOCIAL SERVICES
$250 per client per month for Education five months limit $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 States 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: 10/1/10-9/30/11 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 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.

466
GENERAL FUND BUDGET SOCIAL SERVICES PROGRAM HIGHLIGHTS FY 2010-2011 ADDITIONAL ACCOMPLISHMENTS
1) The Social Department is in its 7 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. th 2) This will be the 7 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.
th

467
SOCIAL SERVICES

VARIANCE TO FY2011 BUDGET 13,190 33,754 -2,325 0 -1 0 1,162 4,078 -478 -3,000 -20,000
ORG
OBJ Desc
FY2010 ACTUAL 138,873 73,042 -619 2,465 271 -22 4,730 16,053 913 4,944 37,096
FY2011 BUDGET 137,049 61,723 2,325 0 271 0 5,863 9,910 957 6,000 50,000
MAYOR PROPOSED 150,239 95,477 0 0 270 0 7,025 13,988 479 3,000 30,000
FY2012 ADOPTED 150,239 95,477 0 0 270 0 7,025 13,988 479 3,000 30,000
01585000 SOCIAL SERVICES 51000 FULL TIME EARNED PAY 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 52360 MEDICARE 52385 SOCIAL SECURITY 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 54675 OFFICE SUPPLIES 55155 OFFICE EQUIPMENT RENTAL/LEAS 56000 RELOCATION

468
LIBRARIES
BRIDGEPORT PUBLIC LIBRARY

MISSION STATEMENT
We believe that libraries change peoples 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.
LIBRARY BOARD
MAYOR
PUBLIC LIBRARY

469
GENERAL FUND BUDGET LIBRARY SERVICES Scott A. Hughes City Librarian BUDGET DETAIL
ORG Desc APPR Desc 01700000 LIBRARY ADMINISTRATION 1700PS LIBRARY PERSONAL SERVICES 2700TPS LIBRARY OTHER PERS SVCS 3700FB LIBRARY FRINGE BENEFITS 4700EX LIBRARY OPER EXP 6700SS LIBRARY SPEC SVCS FY2010 ACTUAL 4,741,139 2,461,404 58,137 684,085 1,409,178 128,335 FY2011 BUDGET 6,723,003 3,107,850 42,150 896,000 1,928,734 748,269 MAYOR PROPOSED 6,723,003 2,524,658 48,225 878,682 1,839,472 1,431,966 FY2012 ADOPTED 6,723,003 2,524,658 48,225 878,682 1,839,472 1,431,966 VARIANCE TO FY2011 BUDGET 0 -583,192 6,075 -17,318 -89,262 683,697
PERSONNEL SUMMARY
Org Code Fill 1.0 1.0 3.0 1.0 7.0 6.0 9.0 10.0 3.0 7.0 48.0 Vac Job Class Description MINI COMPUTER OPERATOR (35 HOU CITY LIBRARIAN SPECIAL OFFICER CUSTODIAN III LIBRARY MAINTENANCE MANAGER LIBRARY PAGE LIBRARY ASSISTANT I LIBRARY ASSISTANT II LIBRARY ASSISTANT III LIBRARIAN I LIBRARIAN II LIBRARIAN III 4.0 FY 2011 CURRENT 36,231 102,174 31,512 99,065 66,823 32,604 231,632 198,246 338,183 558,199 267,649 502,067 2,464,385 FY 2012 ADOPTED 41,882 104,857 31,512 104,676 68,579 24,453 228,285 227,527 333,325 572,860 271,446 515,256 2,524,658 2012 vs 2011 5,651 2,683 5,611 1,756 -8,151 -3,347 29,281 -4,858 14,661 3,797 13,189 60,273
01700000 Total

470
LIBRARY SERVICES

ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010-2011 379,972 127,416 150,061 85,542 20,040 85,542 512,842 683 40,344 104 86 234 5,280 18 154 476 8,330 28 246 4 1 3 0 449,981 48,065 40,170 644 7 156,444 223,528 346,431 97,479 152,552 87,542 19,767 87,542 502,845 679 41,854 105 83 236 3318 25 268 393 6594 43 254 4 1 3 0 454,503 48,342 41,854 679 11 346,431 142,063 204,368 38,105 21,309 16,796 352,695 90,261 158,365 67,404 11,029 67,404 505,267 679 42,848 105 83 74 1,227 79 1,155 414 5,953 27 214 5 1 3 1 458,245 47,503 42,848 679 13 352,695 149,122 203,573 42,866 22,593 20,273 346,538 85,734 52,846 52,846 511,903 634 44,709 148 88 227 5,331 77 847 264 4,351 407,228 75,205 164,430 62,312 62,312 491,643 656 45,185 198 89 295 3,911 84 1,087 201 6,772 0 0 5 1 4 0 441,116 46,466 45,185 656 42 407,228 204,072 203,156 21,266 9,972 11,294 430,000 75,000 200,000 65,000 65,000 500,000 660 52,000 265 110 200 5,000 50 1,000 270 7,500 20 350 5 1 4 0 450,000 46,500 52,000 660 50 425,000 165,000 260,000 25,000 10,000 17,000
SERVICE INDICATORS LIBRARIES Circulation Reference desk transactions Electronic resources users Number of registered borrowers Number of active users Cardholders Books Periodical subscriptions (paper) Audio/Video resources Public Computers, Public (1) Public Computers, Staff PROGRAM INFORMATION Numb er of Adult Programs Adult Program Total Attendance Numb er of Young Adult Programs Young Adult Program Total Attendance Numb er of Children's Programs Children's Programs Total Attendance Numb er of Computer Training Programs Computer Training Total Attendance ICMA SERVICE INDICATORS Numb er of lib raries (3) Central library Branches Bookmobile Numb er of lib rary materials/holdings books in circulating book collection reference materials audio/visual materials subscriptions to periodicals subscriptions to online databases (2) Annual Circulation Central library Branches Bookmobile Annual in-lib rary materials use number of uses in central library number of uses in branches
138324
4 1 3 0 462,283 47,551 44,709 634 42 346,538 141,932 204,777 33,793 16,390 17,403
25,101

471
LIBRARY SERVICES 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 Bridgeports 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.

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.

472
LIBRARY SERVICES
5) Residents will become more aware of Bridgeports 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.

1) 2) 3) 4) Bridgeport Public Library increased hours of operation citywide by 20%. Usage of the Bridgeport Public Librarys electronic resources increased by 20%. Circulation of the Bridgeport Public Librarys reading materials increased by 15%. The number of visitors to the Bridgeport Public Library increased by 20%.

473
LIBRARY SERVICES

VARIANCE TO FY2011 BUDGET 0 -583,192 0 0 0 0 0 0 0 0 0 6,075 0 559 7,180 -3,000 -11,362 -10,695 0 0 0 0 0 9,238 0 0 0 0 0 0 0 0 0 0 0 0 -5,000 0 0 0 0 0 -93,500 0 0 0 0 0 0 683,697 0 0
ORG
OBJ Desc
FY2010 ACTUAL 4,741,139 2,461,404 0 270 19,595 132 10,839 40 3,616 7 5,112 0 18,525 14,406 4,010 0 184,712 480,957 161,648 0 0 0 0 347,686 2,400 0 2,616 10,102 1,798 1,951 0 10,472 9,986 1,174 0 14,270 14,343 696,671 66,539 0 49,617 9,210 8,694 1,383 0 65,097 0 0 4,105 57,751 0 0
FY2011 BUDGET 6,723,003 3,107,850 0 0 0 0 0 0 0 0 0 42,150 0 27,674 3,835 3,000 292,801 568,690 175,000 8,500 3,000 145,000 75,000 331,634 28,400 2,000 5,500 23,000 4,500 4,000 15,000 15,000 10,000 1,200 2,000 30,000 23,000 600,000 168,500 20,000 100,000 15,000 123,500 4,250 181,500 139,000 7,500 20,000 10,000 381,519 2,000 2,500
MAYOR PROPOSED 6,723,003 2,524,658 0 0 0 0 0 0 0 0 0 48,225 0 28,233 11,015 0 281,439 557,995 175,000 8,500 3,000 145,000 75,000 340,872 28,400 2,000 5,500 23,000 4,500 4,000 15,000 15,000 10,000 1,200 2,000 30,000 18,000 600,000 168,500 20,000 100,000 15,000 30,000 4,250 181,500 139,000 7,500 20,000 10,000 1,065,216 2,000 2,500
FY2012 ADOPTED 6,723,003 2,524,658 0 0 0 0 0 0 0 0 0 48,225 0 28,233 11,015 0 281,439 557,995 175,000 8,500 3,000 145,000 75,000 340,872 28,400 2,000 5,500 23,000 4,500 4,000 15,000 15,000 10,000 1,200 2,000 30,000 18,000 600,000 168,500 20,000 100,000 15,000 30,000 4,250 181,500 139,000 7,500 20,000 10,000 1,065,216 2,000 2,500
01700000 LIBRARY ADMINISTRATION 51000 FULL TIME EARNED PAY 51036 FT GRIEVANCE/ARB AWARD PAY 51106 REGULAR STRAIGHT OVERTIME 51108 REGULAR 1.5 OVERTIME PAY 51116 HOLIDAY 2X OVERTIME PAY 51122 SHIFT 2 - 1.5X OVERTIME 51128 SHIFT 3 - 1.5X OVERTIME 51134 TEMP SHIFT 2 DIFFERENTIAL 51136 TEMP SHIFT 3 DIFFERENTIAL 51138 NORMAL STNDRD SHIFT DIFFER 51140 LONGEVITY PAY 51156 UNUSED VACATION TIME PAYOU 52360 MEDICARE 52385 SOCIAL SECURITY 52399 UNIFORM ALLOWANCE 52504 MERF PENSION EMPLOYER CONT 52917 HEALTH INSURANCE CITY SHARE 53050 PROPERTY RENTAL/LEASE 53110 WATER UTILITY 53120 SEWER USER FEES 53130 ELECTRIC UTILITY SERVICES 53140 GAS UTILITY SERVICES 53200 PRINCIPAL & INTEREST DEBT SERV 53605 MEMBERSHIP/REGISTRATION FEES 53705 ADVERTISING SERVICES 53710 OTHER COMMUNICATION SERVICES 53720 TELEPHONE SERVICES 53725 TELEVISION SERVICES 54020 COMPUTER PARTS 54545 CLEANING SUPPLIES 54550 COMPUTER SOFTWARE 54555 COMPUTER SUPPLIES 54560 COMMUNICATION SUPPLIES 54615 GASOLINE 54660 LIBRARY SUPPLIES 54675 OFFICE SUPPLIES 54700 PUBLICATIONS 54705 SUBSCRIPTIONS 54725 POSTAGE 55055 COMPUTER EQUIPMENT 55145 EQUIPMENT RENTAL/LEASE 55525 LIBRARY FURNITURE 56040 BOOKBINDING SERVICES 56045 BUILDING MAINTENANCE SERVICE 56055 COMPUTER SERVICES 56160 MARKETING SERVICES 56170 OTHER MAINTENANCE & REPAIR S 56175 OFFICE EQUIPMENT MAINT SRVCS 56180 OTHER SERVICES 59005 VEHICLE MAINTENANCE SERVICES 59015 PRINTING SERVICES

474
NON-DEPARTMENTAL
DEBT SERVICE
BUDGET DETAIL Dawn Norton Manager REVENUE SUMMARY
ORG DESC OBJECT DESC FY2010 ACTUAL 2,369,395 0 0 2,369,395 FY 2011 CURRENT 2,377,776 0 0 2,377,776 FY 2012 MAYOR PROPOSED 1,943,026 600,240 122,778 1,220,008 FY2012 ADOPTED 1,943,026 600,240 122,778 1,220,008 VARIANCE TO FY2011 BUDGET -434,750 600,240 122,778 -1,157,768
01600000 GENERAL PURPOSE BONDS PAYABLE 41403 BUILD AMERICA BOND SUBSIDY 41404 ECONOMIC DEV BOND SUBSIDY 44514 SCHOOL DEBT SRVC REIMBURSEMENT
ORG OBJ Desc FY2010 ACTUAL 3,613,027 1,334,624 1,549,453 142,116 245,987 315,847 25,000 0 0 0 FY2011 BUDGET 1,228,445 232,169 71,276 300,000 400,000 200,000 25,000 65,750 45,000 20,750 MAYOR PROPOSED 3,694,447 232,169 2,537,278 300,000 400,000 200,000 25,000 65,750 45,000 20,750 FY2012 ADOPTED 3,694,447 232,169 2,537,278 300,000 400,000 200,000 25,000 65,750 45,000 20,750 VARIANCE TO FY2011 BUDGET 2,466,002 0 2,466,002 0 0 0 0 0 0 0
01600000 GENERAL PURPOSE BONDS PAYABLE 53205 PRINCIPAL PAYMENTS 53210 INTEREST PAYMENTS 53212 NEW MONEY INTEREST 53213 TAX ANTICIPATION NOTES 56110 FINANCIAL SERVICES 56130 LEGAL SERVICES 01603000 SEWER BONDS 53205 PRINCIPAL PAYMENTS 53210 INTEREST PAYMENTS
PERSONNEL SUMMARY
Not Applicable

475
DEBT SERVICE 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 Citys 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. The Water Pollution Control Authority is expected to reimburse the City $2,255,000 through user fee charges, the bonds for WPCA capital projects were issued through the City in June 2007 and December 2009. 100% of this debt is backed by the full faith and credit of the City government. Moodys Investors Service, Inc. (Moodys), Standard & Poors Rating Group (Standard & Poors) 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), Moodys and Standard & Poors 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 JUNE 30 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 $ 666,802,000 $ PRINCIPAL 34,411,000 30,943,000 33,387,000 32,822,000 33,643,000 34,298,000 35,928,000 35,760,000 37,805,000 40,050,000 33,385,000 35,360,000 31,715,000 33,675,000 31,905,000 31,400,000 33,480,000 26,930,000 28,900,000 31,005,000 GOVERNMENTAL ACTIVITIES INTEREST 40,703,141 36,372,552 36,962,147 35,218,884 33,411,622 31,506,411 29,514,477 27,459,240 25,312,335 23,025,121 20,885,433 18,866,469 16,838,516 14,822,341 12,756,176 10,695,815 8,554,965 6,467,859 4,433,670 2,246,761 436,053,935 TOTAL 75,114,141 67,315,552 70,349,147 68,040,884 67,054,622 65,804,411 65,442,477 63,219,240 63,117,335 63,075,121 54,270,433 54,226,469 48,553,516 48,497,341 44,661,176 42,095,815 42,034,965 33,397,859 33,333,670 33,251,761 $ 1,102,855,935 PRINCIPAL 5,334,173 5,223,810 5,110,577 4,943,656 4,916,741 4,885,958 3,248,589 2,988,003 2,775,886 2,623,994 1,090,084 1,028,667 1,022,431 850,168 839,615 768,989 667,671 632,184 477,749 307,493 107,245 $ 49,843,683 $ BUSINESS-TYPE ACTIVITIES INTEREST 1,027,811 1,012,250 807,904 705,699 605,593 505,339 417,888 352,848 291,249 235,251 192,175 168,047 142,583 121,401 98,264 77,148 57,596 39,063 21,887 8,056 919 6,888,971 TOTAL 6,361,984 6,236,060 5,918,481 5,649,355 5,522,334 5,391,297 3,666,477 3,340,851 3,067,135 2,859,245 1,282,259 1,196,714 1,165,014 971,569 937,879 846,137 725,267 671,247 499,636 315,549 108,164 $ 56,732,654
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, 2010 was approximately $2,369,375. Additional principal and interest reimbursements approximating $14,441,970 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

476
DEBT SERVICE
The overall statutory debt limit for the City is equal to seven times annual receipts from taxation or 1,867,139,295. 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 Citys indebtedness does not exceed the legal debt limitation as provided by Connecticut General Statutes and as reflected in the following schedule:
CATEGORY GENERAL PURPOSE SCHOOLS SEWERS URBAN RENEWAL UNFUNDED PENSION BENEFIT OBLIGATION TOTAL $ DEBT LIMIT 600,151,916 1,200,303,833 1,000,253,194 866,866,101 800,202,555 $ 4,467,777,599 $ $ NET INDEBTEDNESS 311,853,810 159,370,357 49,843,683 4,137,000 395,330,000 920,534,850 $ BALANCE 288,298,106 1,040,933,476 950,409,511 862,729,101 404,872,555 $ 3,547,242,749
Indebtedness above includes bonds authorized, but not issued as follows:

CATEGORY GENERAL PURPOSE UNFUNDED PENSION BENEFIT OBLIGATION SCHOOLS TOTAL $ $ 64,198,902 90,000,000 37,666,303 191,865,205
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%.

477
GENERAL FUND BUDGET

478
NON-DEPARTMENTAL
OTHER FINANCING
BUDGET DETAIL Dawn Norton Manager REVENUE SUMMARY
ORG DESC OBJECT DESC FY2010 ACTUAL 639,500 639,500 FY 2011 CURRENT 1,100,000 1,100,000 FY 2012 MAYOR PROPOSED 1,100,000 1,100,000 FY2012 ADOPTED 1,100,000 1,100,000 VARIANCE TO FY2011 BUDGET 0 0
01610000 OTHER FINANCING USES 41544 SALE OF CITY PROPERTY
ORG Desc APPR Desc 01610000 OTHER FINANCING USES 1610PS FIN SOURCE PERSONAL SVCS 5610RC FIN SOURCE RESERVE/CONTINGEN 7610SC FIN SOURCE SUPT CONTR FY2010 ACTUAL 184,124 0 0 184,124 FY2011 BUDGET -3,296,692 -4,090,319 593,627 200,000 MAYOR PROPOSED -3,878,146 -4,671,773 593,627 200,000 FY2012 ADOPTED -2,666,064 -4,623,914 1,757,850 200,000 VARIANCE TO FY2011 BUDGET 630,628 -533,595 1,164,223 0
SUPPLEMENTAL DETAIL
ORG OBJ Desc FY2010 ACTUAL 184,124 0 0 0 184,124 FY2011 BUDGET -3,296,692 -4,090,319 500,000 93,627 200,000 MAYOR PROPOSED -3,878,146 -4,671,773 500,000 93,627 200,000 FY2012 ADOPTED -2,666,064 -4,623,914 1,664,223 93,627 200,000 VARIANCE TO FY2011 BUDGET 630,628 -533,595 1,164,223 0 0
01610000 OTHER FINANCING USES 50700 ATTRITION 57005 CONTINGENCY 57010 REQUIRED RESERVE 59500 SUPPORTIVE CONTRIBUTIONS
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.

479
GENERAL FUND BUDGET

480
NON-DEPARTMENTAL
SUPPORTIVE/MEMBERSHIPS
BUDGET DETAIL Thomas R. Sherwood Manager REVENUE SUMMARY Not Applicable APPROPRIATION SUMMARY
ORG Desc APPR Desc 01620000 SUPPORTIVE CONTRIBUTIONS 4620EX SUPPORTIVE CONTRIBUTIONS OPER EXP 6620SS SUPPORTIVE CONTRIBUTIONS SPEC SVCS 7620SC SUPPORTIVE CONTRIBUTIONS SUPP CONT 01630000 CITYWIDE MEMBERSHIPS 4630EX CITYWIDE MEMBERSHIPS OPER EXP FY2010 ACTUAL 486,632 1,355 20,294 464,984 23,092 23,092 FY2011 BUDGET 495,275 7,189 43,005 445,081 24,000 24,000 MAYOR PROPOSED 495,275 7,189 43,005 445,081 24,000 24,000 FY2012 ADOPTED 495,275 7,189 43,005 445,081 24,000 24,000 VARIANCE TO FY2011 BUDGET 0 0 0 0 0 0
APPROPRIATION SUPPLEMENTAL DETAIL

ORG OBJ Desc FY2010 ACTUAL 486,632 635 0 0 720 350 0 0 6,783 0 13,161 464,984 23,092 23,092 FY2011 BUDGET 495,275 2,005 1,600 2,760 824 841 2,000 7,495 10,000 2,669 20,000 445,081 24,000 24,000 MAYOR PROPOSED 495,275 2,005 1,600 2,760 824 841 2,000 7,495 10,000 2,669 20,000 445,081 24,000 24,000 FY2012 ADOPTED 495,275 2,005 1,600 2,760 824 841 2,000 7,495 10,000 2,669 20,000 445,081 24,000 24,000 VARIANCE TO FY2011 BUDGET 0 0 0 0 0 0 0 0 0 0 0 0 0 0
01620000 SUPPORTIVE CONTRIBUTIONS 53605 MEMBERSHIP/REGISTRATION FEES 53705 ADVERTISING SERVICES 53750 TRAVEL EXPENSES 54675 OFFICE SUPPLIES 56085 FOOD SERVICES 56160 MARKETING SERVICES 56165 MANAGEMENT SERVICES 56240 TRANSPORTATION SERVICES 56250 TRAVEL SERVICES 56255 CONSULTANT REIMBURSED EXPENS 59500 SUPPORTIVE CONTRIBUTIONS 01630000 CITYWIDE MEMBERSHIPS 53605 MEMBERSHIP/REGISTRATION FEES
SUMMARY
Supportive contributions and memberships support Bridgeports 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.

481
GENERAL FUND BUDGET

482
EDUCATION DIVISIONS
BOARD OF EDUCATION
BUDGET DETAIL Dr. John Ramos Superintendent REVENUE SUMMARY
ORG DESC OBJECT DESC FY2010 ACTUAL 139,765,958 0 24,840 0 146,513 183,666 139,410,939 2,862,886 2,434,853 428,033 FY 2011 CURRENT 137,906,967 15,000 110,000 3,432,961 193,642 358,599 133,796,765 2,482,672 2,120,153 362,519 FY 2012 MAYOR PROPOSED 137,619,726 15,000 25,000 3,432,961 165,000 185,000 133,796,765 2,482,672 2,120,153 362,519 FY2012 ADOPTED 159,521,780 15,000 25,000 3,432,961 165,000 185,000 155,698,819 2,513,922 2,120,153 393,769 VARIANCE TO FY2011 BUDGET 21,614,813 0 -85,000 0 -28,642 -173,599 21,902,054 31,250 0 31,250
01863000 BOE ADMINISTRATION 41521 HIGHSCHOOLATHLETIC-TICKETSALES 41522 SUMMER SCHOOL TUITION 44350 ECS PROPERTY TAX RELIEF 44517 AID TO NON-PUBLIC SCHOOLS 44519 LEGALLY BLIND 44520 EDUCATION COST SHARING 01875000 TRANSPORTATION 44515 PUBLIC SCHOOLS TRANSPORTATION 44516 NON-PUBLICSCHOOLSTRANSPORTATIO
*MBR=Minimum Budget Requirement, a provision of Connecticuts 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).
FY2011 MAYOR BUDGET PROPOSED 192,418,968 19,437,442 192,418,968 15,539,675 VARIANCE FY2012 TO FY2011 ADOPTED BUDGET 214,321,022 15,664,675 21,902,054 -3,772,767
AGCY CAT 08 BOARD OF EDUCATION 10 BOE DEBT SERVICE
FY2010 ACTUAL 192,256,923 18,638,563

483
GENERAL FUND BUDGET BOARD OF EDUCATION APPROPRIATION SUPPLEMENT

ORG OBJ Desc FY2010 ACTUAL 516,942 230,517 247,787 125,727 149,126 187,472 125,722 369,224 125,728 126,994 238,440 364,669 128,437 254,424 310,835 118,862 254,160 344,557 255,692 253,749 253,232 258,702 233,400 320,090 205,241 232,498 127,935 126,717 4,401 499,837 690,045 431,592 FY2011 BUDGET 6,810,077 28,693 23,677 14,233 17,057 29,479 14,254 28,613 14,255 12,389 14,246 40,758 8,774 12,502 21,385 7,149 32,789 33,702 34,676 7,755 29,716 31,804 20,971 30,335 19,755 28,324 14,267 12,389 0 27,733 74,076 44,924 MAYOR PROPOSED 1,459,001 272,431 147,702 142,206 149,031 254,769 142,206 396,513 142,206 142,704 117,798 414,417 8,774 12,502 249,609 132,417 293,111 266,837 293,061 135,972 288,113 291,226 147,702 397,141 257,964 286,542 144,548 142,704 0 417,880 706,131 554,182 FY2012 ADOPTED 1,459,001 272,431 147,702 142,206 149,031 254,769 142,206 396,513 142,206 142,704 117,798 414,417 8,774 12,502 249,609 132,417 293,111 266,837 293,061 135,972 288,113 291,226 147,702 397,141 257,964 286,542 144,548 142,704 0 417,880 706,131 554,182 VARIANCE TO FY2011 BUDGET -5,351,076 243,738 124,025 127,973 131,974 225,290 127,952 367,900 127,951 130,315 103,552 373,659 0 0 228,224 125,268 260,322 233,135 258,385 128,217 258,397 259,422 126,731 366,806 238,209 258,218 130,281 130,315 0 390,147 632,055 509,258
01800000 PRINCIPALS 01800801 PRINCIPALS-BARNUM 01800802 PRINCIPALS-BEARDSLEY 01800803 PRINCIPALS-BLACK ROCK 01800804 PRINCIPALS-BRYANT 01800805 PRINCIPALS-COLUMBUS 01800807 PRINCIPALS-EDISON 01800810 PRINCIPALS-MARIN 01800811 PRINCIPALS-HALL 01800812 PRINCIPALS-HALLEN 01800813 PRINCIPALS-HOOKER 01800814 PRINCIPALS-BATALLA 01800817 PRINCIPALS-PC MAGNET 01800819 PRINCIPALS-LONGFELLOW 01800820 PRINCIPALS-MADISON 01800821 PRINCIPALS-CLASSICAL STUDIES 01800822 PRINCIPALS-TISDALE 01800825 PRINCIPALS-READ 01800826 PRINCIPALS-ROOSEVELT 01800830 PRINCIPALS-WALTERSVILLE 01800832 PRINCIPALS-JOHNSON 01800836 PRINCIPALS-WINTHROP 01800839 PRINCIPALS-CROSS 01800840 PRINCIPALS-BLACKHAM 01800841 PRINCIPALS-DUNBAR 01800842 PRINCIPALS-CURIALE 01800845 PRINCIPALS-HIGH HORIZON 01800846 PRINCIPALS-MULTICULTURAL 01800850 PRINCIPALS-948 MAIN ST 01800861 PRINCIPALS-BASSICK 01800862 PRINCIPALS-CENTRAL 01800863 PRINCIPALS-HARDING

484

ORG OBJ Desc FY2010 ACTUAL -17,975,393 841,587 689,272 723,020 761,629 949,924 680,747 837,280 599,595 577,744 520,395 893,009 902,747 501,865 1,224,893 579,172 691,091 1,601,394 792,664 49,975 867,162 919,512 979,271 676,720 1,339,140 433,775 1,040,696 1,930 740,866 547,940 9,700 1,309,205 1,277,361 15,637 -200 515 15,395 10,267 1,547 FY2011 BUDGET -27,810,616 1,206,391 1,046,211 937,282 1,030,186 1,360,028 921,491 1,195,204 827,950 839,396 773,914 1,208,053 1,135,323 847,595 1,762,838 882,878 1,088,450 2,014,415 1,011,689 50,924 1,057,938 1,379,751 1,394,066 849,070 1,886,074 662,084 1,319,539 0 998,024 747,727 0 1,771,781 0 0 0 0 0 0 0 MAYOR PROPOSED -82,505,546 1,164,896 1,117,862 1,079,742 993,761 1,346,078 915,207 1,297,632 936,581 904,518 815,697 1,386,925 1,186,393 1,000,266 1,748,742 883,415 1,242,982 1,874,261 870,174 52,453 1,228,559 1,412,531 1,446,787 813,464 1,934,702 614,168 1,158,506 0 985,780 736,131 0 1,546,781 0 0 0 0 0 0 0 FY2012 ADOPTED -60,603,492 1,164,896 1,117,862 1,079,742 993,761 1,346,078 915,207 1,297,632 936,581 904,518 815,697 1,386,925 1,186,393 1,000,266 1,748,742 883,415 1,242,982 1,874,261 870,174 52,453 1,228,559 1,412,531 1,446,787 813,464 1,934,702 614,168 1,158,506 0 985,780 736,131 0 1,546,781 0 0 0 0 0 0 0 VARIANCE TO FY2011 BUDGET -32,792,876 -41,495 71,651 142,460 -36,425 -13,950 -6,284 102,428 108,631 65,122 41,783 178,872 51,070 152,671 -14,096 537 154,532 -140,154 -141,515 1,529 170,621 32,780 52,721 -35,606 48,628 -47,916 -161,033 0 -12,244 -11,596 0 -225,000 0 0 0 0 0 0 0
01801000 ELEMENTARY CLASSROOM TEACHERS 01801801 ELEMENTARY-BARNUM 01801802 ELEMENTARY-BEARDSLEY 01801803 ELEMENTARY-BLACK ROCK 01801804 ELEMENTARY-BRYANT 01801805 ELEMENTARY-COLUMBUS 01801807 ELEMENTARY-EDISON 01801810 ELEMENTARY-MARIN 01801811 ELEMENTARY-HALL 01801812 ELEMENTARY-HALLEN 01801813 ELEMENTARY-HOOKER 01801814 ELEMENTARY-BATALLA 01801817 ELEMENTARY-PARK CITY MAGNET 01801819 ELEMENTARY-LONGFELLOW 01801820 ELEMENTARY-MADISON 01801821 ELEMENTARY-CLASSICAL STUDIES 01801822 ELEMENTARY-TISDALE 01801825 ELEMENTARY-READ 01801826 ELEMENTARY-ROOSEVELT 01801828 ELEMENTARY-BRIDGEPORT LEARNING 01801830 ELEMENTARY-WALTERSVILLE 01801832 ELEMENTARY-JOHNSON 01801836 ELEMENTARY-WINTHROP 01801839 ELEMENTARY-CROSS 01801840 ELEMENTARY-BLACKHAM 01801841 ELEMENTARY-DUNBAR 01801842 ELEMENTARY-CURIALE 01801844 ELEMENTARY-SKANE 01801845 ELEMENTARY-HIGH HORIZONS 01801846 ELEMENTARY-MULTICULTURAL 01801850 ELEMENTARY-948 MAIN 01802000 SUBSTITUTES 01802800 SUBSTITUTES-UNASSIGNED 01802813 SUBSTITUTES-HOOKER 01802819 SUBSTITUTES-LONGFELLOW 01802840 SUBSTITUTES-BLACKHAM 01802862 SUBSTITUTES-CENTRAL 01802863 SUBSTITUTES-HARDING 01802866 SUBSTITUTES-PARK CITY MAGNET

485

FY2010 ACTUAL -61,105 65,254 0 103,224 32,909 88,054 28,998 25,207 37,598 27,413 65,407 0 32,629 93,008 41,614 68,799 96,598 0 22,129 61,283 0 34,330 60,821 0 0 111,263 28,663 32,588 0 0 FY2011 BUDGET 877,015 37,099 9,885 22,574 10,956 17,302 9,063 9,991 12,086 25,895 22,366 4,498 17,625 37,949 26,418 29,721 34,144 9,843 8,175 30,355 15,831 4,347 22,166 7,699 3,219 80,280 9,774 6,088 4,062 740 MAYOR PROPOSED 877,015 66,668 56,877 22,574 44,806 47,771 39,623 50,087 12,086 107,851 90,422 39,781 99,497 103,896 52,713 52,184 96,914 48,838 76,175 101,575 57,433 33,926 88,341 39,069 40,763 247,604 60,157 40,822 129,155 41,744 FY2012 ADOPTED 877,015 66,668 56,877 22,574 44,806 47,771 39,623 50,087 12,086 107,851 90,422 39,781 99,497 103,896 52,713 52,184 96,914 48,838 76,175 101,575 57,433 33,926 88,341 39,069 40,763 247,604 60,157 40,822 129,155 41,744 VARIANCE TO FY2011 BUDGET 0 29,569 46,992 0 33,850 30,469 30,560 40,096 0 81,956 68,056 35,283 81,872 65,947 26,295 22,463 62,770 38,995 68,000 71,220 41,602 29,579 66,175 31,370 37,544 167,324 50,383 34,734 125,093 41,004
ORG
OBJ Desc
01803000 PARAPROFESSIONALS 01803800 PARAPROFESSIONALS-UNASSIGNED 01803801 PARAPROFESSIONALS-BARNUM 01803802 PARAPROFESSIONALS-BEARDSLEY 01803803 PARAPROFESSIONALS-BLACK ROCK 01803805 PARAPROFESSIONALS-COLUMBUS 01803810 PARAPROFESSIONALS-MARIN 01803811 PARAPROFESSIONALS-HALL 01803812 PARAPROFESSIONALS-HALLEN 01803813 PARAPROFESSIONALS-HOOKER 01803814 PARAPROFESSIONALS-BATALLA 01803817 PARAPROFESSIONALS-PARK CITY MA 01803819 PARAPROFESSIONALS-LONGFELLOW 01803820 PARAPROFESSIONALS-MADISON 01803822 PARAPROFESSIONALS-TISDALE 01803825 PARAPROFESSIONALS-READ 01803826 PARAPROFESSIONALS-ROOSEVELT 01803830 PARAPROFESSIONALS-WALTERSVILLE 01803832 PARAPROFESSIONALS-JOHNSON 01803836 PARAPROFESSIONALS-WINTHROP 01803839 PARAPROFESSIONALS-CROSS 01803840 PARAPROFESSIONALS-BLACKHAM 01803841 PARAPROFESSIONALS-DUNBAR 01803842 PARAPROFESSIONALS-CURIALE 01803845 PARAPROFESSIONALS-HIGH HORIZON 01803846 PARAPROFESSIONALS-MULTI 01803850 PARAPROFESSIONALS-948 MAIN ST 01803861 PARAPROFESSIONALS-BASSICK 01803862 PARAPROFESSIONALS-CENTRAL 01803863 PARAPROFESSIONALS-HARDING

486

FY2010 ACTUAL 29,054 3,500 79,803 68,429 35,566 85,402 38,045 39,942 114,781 31,529 39,547 40,808 91,500 35,043 77,833 71,499 41,820 75,904 107,822 76,193 48,543 90,181 69,890 96,800 70,416 156,141 77,633 73,716 76,869 69,952 43,309 263,804 367,456 349,947 FY2011 BUDGET 2,692,222 0 39,158 23,166 9,920 17,430 21,641 18,425 46,381 17,415 9,880 21,801 37,816 21,240 31,400 28,881 33,173 27,443 60,568 27,852 19,341 32,965 39,103 29,874 21,823 63,598 39,873 43,282 31,497 38,981 24,577 122,602 130,071 163,765 MAYOR PROPOSED 66,089 0 116,036 59,286 47,394 56,889 63,161 59,316 172,719 51,591 49,685 63,161 177,521 58,706 111,318 116,902 121,920 109,528 175,482 103,506 69,535 120,164 115,156 122,079 59,286 218,248 116,806 130,547 110,047 117,102 66,643 420,654 451,580 552,351 FY2012 ADOPTED 66,089 0 116,036 59,286 47,394 56,889 63,161 59,316 172,719 51,591 49,685 63,161 177,521 58,706 111,318 116,902 121,920 109,528 175,482 103,506 69,535 120,164 115,156 122,079 59,286 218,248 116,806 130,547 110,047 117,102 66,643 420,654 451,580 552,351 VARIANCE TO FY2011 BUDGET -2,626,133 0 76,878 36,120 37,474 39,459 41,520 40,891 126,338 34,176 39,805 41,360 139,705 37,466 79,918 88,021 88,747 82,085 114,914 75,654 50,194 87,199 76,053 92,205 37,463 154,650 76,933 87,265 78,550 78,121 42,066 298,052 321,509 388,586
ORG OBJ Desc 01804000 SCHOOL CLERICALS 01804800 SCHOOL CLERICALS-UNASSIGNED 01804801 SCHOOL CLERICALS-BARNUM 01804802 SCHOOL CLERICALS-BEARDSLEY 01804803 SCHOOL CLERICALS-BLACK ROCK 01804804 SCHOOL CLERICALS-BRYANT 01804805 SCHOOL CLERICALS-COLUMBUS 01804807 SCHOOL CLERICALS-EDISON 01804810 SCHOOL CLERICALS-MARIN 01804811 SCHOOL CLERICALS-HALL 01804812 SCHOOL CLERICALS-HALLEN 01804813 SCHOOL CLERICALS-HOOKER 01804814 SCHOOL CLERICALS-BATALLA 01804817 SCHOOL CLERICALS-PARK CITY MAG 01804819 SCHOOL CLERICALS-LONGFELLOW 01804820 SCHOOL CLERICALS-MADISON 01804821 SCHOOL CLERICALS-CLASSICAL STU 01804822 SCHOOL CLERICALS-TISDALE 01804825 SCHOOL CLERICALS-READ 01804826 SCHOOL CLERICALS-ROOSEVELT 01804828 SCHOOL CLERICALS-BPT LEARNING 01804830 SCHOOL CLERICALS-WALTERSVILLE 01804832 SCHOOL CLERICALS-JOHNSON 01804836 SCHOOL CLERICALS-WINTHROP 01804839 SCHOOL CLERICALS-CROSS 01804840 SCHOOL CLERICALS-BLACKHAM 01804841 SCHOOL CLERICALS-DUNBAR 01804842 SCHOOL CLERICALS-CURIALE 01804844 SCHOOL CLERICALS-SKANE 01804845 SCHOOL CLERICALS-HIGH HORIZONS 01804846 SCHOOL CLERICALS-MULTICULTURAL 01804861 SCHOOL CLERICALS-BASSICK 01804862 SCHOOL CLERICALS-CENTRAL 01804863 SCHOOL CLERICALS-HARDING

487

ORG OBJ Desc 01805000 INSTRUCTIONAL SUPPLIES 01806000 SUPPLEMENTARY SUPPLIES 01807000 HIGH SCHOOL TEXTBOOKS 01808000 ELEMENTARY TEXTBOOKS 01809000 PRE K - K 01809801 PREK-K-BARNUM 01809802 PREK-K-BEARDSLEY 01809803 PREK-K-BLACK ROCK 01809804 PREK-K-BRYANT SCHOOL 01809805 PREK-K-COLUMBUS 01809807 PREK-K-EDISON 01809810 PREK-K-MARIN 01809811 PREK-K-HALL 01809812 PREK-K-HALLEN 01809813 PREK-K-HOOKER 01809814 PRE K-K BATALLA SCHOOL 01809817 PREK-K PARK CITY MAGNET 01809819 PREK-K-LONGFELLOW 01809820 PREK-K MADISON 01809821 PREK-K-CLASSICAL STUDIES 01809822 PREK-K-TISDALE 01809825 PREK-K-READ 01809826 PREK-K-ROOSEVELT 01809830 PREK-K-WALTERSVILLE 01809832 PREK-K-JOHNSON 01809836 PREK-K-WINTHROP 01809839 PREK-K-CROSS 01809840 PREK-K-BLACKHAM 01809841 PREK-K-DUNBAR 01809842 PREK-K-CURIALE 01809844 PREK-K-SKANE 01809845 PREK-K-HIGH HORIZONS 01809846 PREK-K-MULTICULTURAL FY2010 ACTUAL 138,850 16,388 0 69,513 -326,119 106,357 85,066 143,657 158,935 165,296 0 140,753 0 106,202 47,047 122,536 68,492 181,890 0 46,820 137,755 85,048 91,388 101,043 109,128 131,290 58,009 273,308 52,529 0 49,450 152,955 31,515 FY2011 BUDGET 387,282 18,400 236,374 657,160 2,506,195 8,966 18,158 23,764 36,099 41,799 0 48,998 0 27,927 6,610 47,551 32,310 38,253 0 805 6,697 18,160 1,134 26,766 19,167 24,536 31,300 51,933 6,611 0 3,099 27,300 0 MAYOR PROPOSED 387,282 18,400 236,374 663,410 429,523 192,025 206,926 229,269 195,351 369,818 93,580 228,570 179,258 217,730 138,375 299,144 164,758 219,354 256,158 57,925 134,309 295,219 128,326 120,058 144,546 203,886 225,140 439,950 156,683 132,630 3,099 150,297 77,120 FY2012 ADOPTED 387,282 18,400 236,374 663,410 429,523 192,025 206,926 229,269 195,351 369,818 93,580 228,570 179,258 217,730 138,375 299,144 164,758 219,354 256,158 57,925 134,309 295,219 128,326 120,058 144,546 203,886 225,140 439,950 156,683 132,630 3,099 150,297 77,120 VARIANCE TO FY2011 BUDGET 0 0 0 6,250 -2,076,672 183,059 188,768 205,505 159,252 328,019 93,580 179,572 179,258 189,803 131,765 251,593 132,448 181,101 256,158 57,120 127,612 277,059 127,192 93,292 125,379 179,350 193,840 388,017 150,072 132,630 0 122,997 77,120

488

FY2010 ACTUAL 148,838 302,039 68,528 54,016 82,211 420,660 886,903 1,004,484 63,074 46,314 0 480,944 52,854 72,700 75,808 138,545 52,349 546,679 248,414 61,558 581,436 195,311 0 35,360 35,136 77,433 81,186 32,509 175,694 837,715 434,465 44,294 FY2011 BUDGET 5,498,677 45,558 18,479 805 18,627 68,175 198,768 223,393 14,897 4,543 17,424 66,173 18,170 21,895 17,424 19,400 6,820 88,612 24,687 18,311 101,955 44,558 63,845 22,163 19,291 1,737,083 17,826 6,694 24,971 166,514 56,276 6,711 MAYOR PROPOSED 5,498,677 395,923 97,653 805 105,522 505,523 1,116,071 1,302,037 82,660 55,988 75,976 545,943 73,700 204,480 105,477 97,698 62,158 649,284 196,388 84,664 637,853 309,537 63,845 77,095 72,973 1,737,083 65,857 52,453 185,412 1,025,402 540,640 53,701 FY2012 ADOPTED 5,498,677 395,923 97,653 805 105,522 505,523 1,116,071 1,302,037 82,660 55,988 75,976 545,943 73,700 204,480 105,477 97,698 62,158 649,284 196,388 84,664 637,853 309,537 63,845 77,095 72,973 1,737,083 65,857 52,453 185,412 1,025,402 540,640 53,701 VARIANCE TO FY2011 BUDGET 0 350,365 79,174 0 86,895 437,348 917,303 1,078,644 67,763 51,445 58,552 479,770 55,530 182,585 88,053 78,298 55,338 560,672 171,701 66,353 535,898 264,979 0 54,932 53,682 0 48,031 45,759 160,441 858,888 484,364 46,990
ORG OBJ Desc 01810000 BILINGUAL EDUCATION 01810801 BILINGUAL ED-BARNUM 01810802 BILINGUAL ED-BEARDSLEY 01810803 BILINGUAL ED-BLACK ROCK 01810804 BILINGUAL ED-BRYANT 01810805 BILINGUAL ED-COLUMBUS 01810810 BILINGUAL ED-MARIN 01810814 BILINGUAL ED-BATALLA 01810819 BILINGUAL ED-LONGFELLOW 01810820 BILINGUAL ED-MADISON 01810825 BILINGUAL ED-READ 01810826 BILINGUAL ED-ROOSEVELT 01810830 BILINGUAL ED-WALTERSVILLE 01810832 BILINGUAL ED-JOHNSON 01810836 BILINGUAL ED-WINTHROP 01810840 BILINGUAL ED-BLACKHAM 01810842 BILINGUAL ED-CURIALE 01810846 BILINGUAL ED-MULTICULTURAL 01810861 BILINGUAL ED-BASSICK 01810862 BILINGUAL ED-CENTRAL 01810863 BILINGUAL ED-HARDING 01810896 BILINGUAL ED-BILINGUAL 01811000 BILINGUAL AIDES 01811814 BILINGUAL AIDES-BATALLA 01811896 BILINGUAL AIDES-BILINGUAL 01812000 WORLD LANGUAGES 01812814 WORLD LANG-BATALLA 01812846 WORLD LANG-MULTICULTURAL 01812861 WORLD LANG-BASSICK 01812862 WORLD LANG-CENTRAL 01812863 WORLD LANG-HARDING 01812864 WORLD LANG-AQUACULTURE

489

FY2010 ACTUAL 76,973 408,723 92,314 47,933 138,200 5,246 5,246 55,698 55,523 44,083 45,267 51,259 76,453 56,623 85,601 77,599 43,078 84,280 77,579 95,581 138,100 46,588 74,953 83,673 213,277 359,101 165,796 FY2011 BUDGET 2,603,265 78,209 1,329 14,636 29,909 0 0 18,207 18,210 6,691 14,637 14,714 24,588 6,898 8,800 0 18,068 15,172 35,942 25,202 22,153 624 10,606 13,967 15,218 60,848 43,323 MAYOR PROPOSED 2,603,265 476,611 45,324 63,655 173,306 0 0 75,976 75,837 52,453 63,655 69,268 189,787 68,365 105,531 0 97,167 101,404 166,837 150,122 117,807 624 56,452 100,226 232,813 442,896 221,723 FY2012 ADOPTED 2,603,265 476,611 45,324 63,655 173,306 0 0 75,976 75,837 52,453 63,655 69,268 189,787 68,365 105,531 0 97,167 101,404 166,837 150,122 117,807 624 56,452 100,226 232,813 442,896 221,723 VARIANCE TO FY2011 BUDGET 0 398,402 43,995 49,019 143,397 0 0 57,769 57,627 45,762 49,018 54,554 165,199 61,467 96,731 0 79,099 86,232 130,895 124,920 95,654 0 45,846 86,259 217,595 382,048 178,400
ORG OBJ Desc 01813000 VISUAL ARTS 01813800 VISUAL ARTS-UNASSIGNED 01813801 VISUAL ARTS-BARNUM 01813805 VISUAL ARTS-COLUMBUS 01813810 VISUAL ARTS-MARIN 01813811 VISUAL ARTS-HALL 01813812 VISUAL ARTS-HALLEN 01813813 VISUAL ARTS-HOOKER 01813814 VISUAL ARTS-BATALLA 01813819 VISUAL ARTS-LONGFELLOW 01813820 VISUAL ARTS-MADISON 01813821 VISUAL ARTS-CLASSICAL STUDIES 01813822 VISUAL ARTS-TISDALE 01813825 VISUAL ARTS-READ 01813826 VISUAL ARTS-ROOSEVELT 01813828 VISUAL ARTS-BPT LEARNING CTR 01813830 VISUAL ARTS-WALTERSVILLE 01813832 VISUAL ARTS-JOHNSON 01813836 VISUAL ARTS-WINTHROP 01813839 VISUAL ARTS-CROSS 01813840 VISUAL ARTS-BLACKHAM 01813841 VISUAL ARTS-DUNBAR 01813842 VISUAL ARTS-CURIALE 01813845 VISUAL ARTS-HIGH HORIZON 01813861 VISUAL ARTS-BASSICK 01813862 VISUAL ARTS-CENTRAL 01813863 VISUAL ARTS-HARDING

490

FY2010 ACTUAL 158,254 748,608 160,839 47,881 69,811 48,510 90,419 86,687 42,714 22,054 43,464 3,361 68,917 101,181 98,514 23,702 89,873 51,412 76,811 81,622 34,458 50,844 74,201 79,655 86,266 209,850 170,624 FY2011 BUDGET 2,869,092 128,756 9,993 18,166 17,164 14,043 13,512 31,218 18,404 5,820 14,593 0 6,709 16,362 1,273 6,050 18,779 10,159 14,957 35,623 22,374 6,792 7,130 12,766 7,449 36,560 22,446 MAYOR PROPOSED 2,869,092 849,420 109,897 73,745 93,580 65,318 114,055 160,684 105,306 49,959 60,537 0 53,701 65,326 1,273 60,296 116,380 58,227 101,404 143,081 149,320 60,296 84,265 125,585 106,094 256,415 194,238 FY2012 ADOPTED 2,869,092 849,420 109,897 73,745 93,580 65,318 114,055 160,684 105,306 49,959 60,537 0 53,701 65,326 1,273 60,296 116,380 58,227 101,404 143,081 149,320 60,296 84,265 125,585 106,094 256,415 194,238 VARIANCE TO FY2011 BUDGET 0 720,664 99,904 55,579 76,416 51,275 100,543 129,466 86,902 44,139 45,944 0 46,992 48,964 0 54,246 97,601 48,068 86,447 107,458 126,946 53,504 77,135 112,819 98,645 219,855 171,792
ORG OBJ Desc 01814000 PERFORMING ARTS 01814800 PERFORMING ARTS-UNASSIGNED 01814801 PERFORMING ARTS-BARNUM 01814802 PERFORMING ARTS-BEARDSLEY 01814803 PERFORMING ARTS BLACK ROCK 01814805 PERFORMING ARTS-COLUMBUS 01814810 PERFORMING ARTS-MARIN 01814814 PERFORMING ARTS-BATALLA 01814817 PERFORMING ARTS-PARK CITY MAGN 01814819 PERFORMING ARTS LONGFELLOW 01814820 PERFORMING ARTS MADISON SCHL 01814821 PERFORMING ARTS-CLASSICAL STUD 01814822 PERFORMING ARTS-TISDALE 01814825 PERFORMING ARTS-READ 01814826 PERFORMING ARTS-ROOSEVELT 01814830 PERFORMING ARTS-WALTERSVILLE 01814832 PERFORMING ARTS-JOHNSON 01814836 PERFORMING ARTS-WINTHROP 01814839 PERFORMING ARTS-CROSS 01814840 PERFORMING ART-BLACKHAM 01814841 PERFORMING ARTS-DUNBAR 01814842 PERFORMING ARTS-CURIALE 01814844 PERFORMING ARTS-SKANE 01814845 PERFORMING ARTS-HIGH HORIZON 01814861 PERFORMING ARTS-BASSICK 01814862 PERFORMING ARTS-CENTRAL HS 01814863 PERFORMING ARTS-HARDING

491

FY2010 ACTUAL 85,357 45,717 84,037 177,177 89,689 112,266 75,062 95,414 117,650 119,328 161,515 51,142 42,858 156,168 128,901 276,081 144,987 169,141 112,957 161,171 693,005 1,448,683 953,909 FY2011 BUDGET 3,748,372 18,135 7,257 30,074 24,843 13,780 7,143 15,026 24,119 13,061 33,667 18,149 14,963 21,194 25,332 41,459 13,511 16,102 16,681 32,488 158,976 279,559 136,560 MAYOR PROPOSED 3,748,372 73,700 92,073 184,891 122,885 133,262 84,265 93,616 175,539 105,947 199,093 71,679 108,906 156,545 160,241 243,314 140,834 114,950 147,278 197,924 852,314 1,505,802 989,213 FY2012 ADOPTED 3,748,372 73,700 92,073 184,891 122,885 133,262 84,265 93,616 175,539 105,947 199,093 71,679 108,906 156,545 160,241 243,314 140,834 114,950 147,278 197,924 852,314 1,505,802 989,213 VARIANCE TO FY2011 BUDGET 0 55,565 84,816 154,817 98,042 119,482 77,122 78,590 151,420 92,886 165,426 53,530 93,943 135,351 134,909 201,855 127,323 98,848 130,597 165,436 693,338 1,226,243 852,653
ORG OBJ Desc 01815000 ENGLISH 01815801 ENGLISH-BARNUM 01815805 ENGLISH-COLUMBUS 01815810 ENGLISH- MARIN 01815813 ENGLISH- HOOKER 01815814 ENGLISH-BATALLA 01815817 ENGLISH- PARK CITY MAGNET 01815819 ENGLISH- LONGFELLOW 01815822 ENGLISH - TISDALE 01815825 ENGLISH- READ 01815826 ENGLISH - ROOSEVELT 01815830 ENGLISH-WALTERSVILLE 01815832 ENGLISH- JOHNSON 01815836 ENGLISH-WINTHROP 01815839 ENGLISH-CROSS 01815840 ENGLISH-BLACKHAM 01815841 ENGLISH-DUNBAR 01815842 ENGLISH- CURIALE 01815845 ENGLISH-HIGH HORIZONS 01815846 ENGLISH-MULTICULTURAL 01815861 ENGLISH-BASSICK 01815862 ENGLISH-CENTRAL HS 01815863 ENGLISH-HARDING

492

FY2010 ACTUAL 162,321 40,332 93,898 127,574 61,736 107,560 57,873 76,811 80,888 140,902 55,318 23,410 100,813 78,122 119,619 110,230 153,831 85,248 153,192 47,028 51,665 583,213 1,386,731 734,848 41,941 FY2011 BUDGET 3,640,697 6,716 15,161 36,711 18,315 1,644 9,603 15,063 32,174 36,821 6,555 0 32,591 24,187 24,047 25,503 29,952 16,907 36,876 6,738 18,186 60,046 247,060 102,504 14,876 MAYOR PROPOSED 3,640,697 54,325 101,440 173,490 90,871 116,264 79,053 93,580 136,513 181,358 49,959 0 177,726 140,830 166,910 175,180 210,974 96,596 166,429 55,795 78,872 513,771 1,617,464 759,943 62,014 FY2012 ADOPTED 3,640,697 54,325 101,440 173,490 90,871 116,264 79,053 93,580 136,513 181,358 49,959 0 177,726 140,830 166,910 175,180 210,974 96,596 166,429 55,795 78,872 513,771 1,617,464 759,943 62,014 VARIANCE TO FY2011 BUDGET 0 47,609 86,279 136,779 72,556 114,620 69,450 78,517 104,339 144,537 43,404 0 145,135 116,643 142,863 149,677 181,022 79,689 129,553 49,057 60,686 453,725 1,370,404 657,439 47,138
ORG OBJ Desc 01816000 MATH 01816801 MATH-BARNUM 01816805 MATH-COLUMBUS 01816810 MATH-MARIN 01816813 MATH-HOOKER 01816814 MATH-BATALLA 01816817 MATH-PARK CITY MAGNET 01816819 MATH-LONGFELLOW 01816822 MATH-TISDALE 01816825 MATH-READ 01816826 MATH-ROOSEVELT 01816828 MATH-BPT LEARNING CENTER 01816830 MATH-WALTERSVILLE 01816832 MATH-JOHNSON 01816836 MATH-WINTHROP 01816839 MATH-CROSS 01816840 MATH-BLACKHAM 01816841 MATH-DUNBAR 01816842 MATH-CURIALE 01816845 MATH-HIGH HORIZONS 01816846 MATH-BASSICK 01816861 MATH-BASSICK 01816862 MATH-CENTRAL 01816863 MATH-HARDING 01816866 MATH-PARK CITY ACADEMY

493

FY2010 ACTUAL 161,655 42,296 15,393 59,146 81,186 95,171 84,056 62,931 139,659 23,627 26,369 85,565 102,141 48,168 152,480 105,574 55,864 0 64,666 37,229 666,324 1,093,486 987,169 29,270 39,119 18,661 FY2011 BUDGET 3,993,884 20,259 571 23,222 1,190 14,290 7,259 3,391 36,813 6,674 6,715 7,042 10,850 6,676 15,417 12,648 23,160 15,147 1,055 0 58,426 234,360 145,598 666 0 0 MAYOR PROPOSED 64,321 113,614 47,196 172,643 84,944 118,571 92,073 3,391 205,250 51,206 54,117 94,036 62,572 51,206 187,736 142,081 172,643 105,522 77,120 0 474,215 1,447,674 992,146 666 0 0 FY2012 ADOPTED 64,321 113,614 47,196 172,643 84,944 118,571 92,073 3,391 205,250 51,206 54,117 94,036 62,572 51,206 187,736 142,081 172,643 105,522 77,120 0 474,215 1,447,674 992,146 666 0 0 VARIANCE TO FY2011 BUDGET -3,929,563 93,355 46,625 149,421 83,754 104,281 84,814 0 168,437 44,532 47,402 86,994 51,722 44,530 172,319 129,433 149,483 90,375 76,065 0 415,789 1,213,314 846,548 0 0 0
ORG OBJ Desc 01817000 SCIENCE 01817801 SCIENCE-BARNUM 01817805 SCIENCE-COLUMBUS 01817810 SCIENCE-MARIN 01817813 SCIENCE-HOOKER 01817814 SCIENCE-BATALLA 01817819 SCIENCE-LONGFELLOW 01817822 SCIENCE-TISDALE 01817825 SCIENCE-READ 01817826 SCIENCE-ROOSEVELT 01817830 SCIENCE-WALTERSVILLE 01817832 SCIENCE-JOHNSON 01817836 SCIENCE-WINTHROP 01817839 SCIENCE-CROSS 01817840 SCIENCE-BLACKHAM 01817841 SCIENCE-DUNBAR 01817842 SCIENCE-CURIALE 01817845 SCIENCE-HIGH HORIZONS 01817846 SCIENCE-MULTICULTURAL 01817850 SCIENCE-948 MAIN ST 01817861 SCIENCE-BASSICK 01817862 SCIENCE-CENTRAL 01817863 SCIENCE-HARDING 01817864 SCIENCE-AQUACULTURE 01817877 SCIENCE-MAKE THE GRADE 01817889 SCIENCE-HUMAN RESOURCES

494

FY2010 ACTUAL 127,449 36,517 31,347 108,684 60,237 100,528 48,619 113,805 68,027 93,915 101,030 56,519 44,631 124,090 101,725 184,682 109,734 181,174 84,399 83,590 422,745 1,335,862 651,098 FY2011 BUDGET 4,266,239 6,600 18,402 36,385 18,258 12,077 13,608 6,054 28,950 13,490 18,062 1,099 18,287 15,772 25,206 36,470 6,709 21,137 17,424 15,382 77,687 254,691 130,204 MAYOR PROPOSED 4,266,239 51,622 105,306 150,952 87,605 118,233 67,606 83,163 132,747 112,600 73,700 61,490 81,768 144,726 151,354 216,301 53,701 117,563 104,308 100,226 528,282 1,607,319 862,541 FY2012 ADOPTED 4,266,239 51,622 105,306 150,952 87,605 118,233 67,606 83,163 132,747 112,600 73,700 61,490 81,768 144,726 151,354 216,301 53,701 117,563 104,308 100,226 528,282 1,607,319 862,541 VARIANCE TO FY2011 BUDGET 0 45,022 86,904 114,567 69,347 106,156 53,998 77,109 103,797 99,110 55,638 60,391 63,481 128,954 126,148 179,831 46,992 96,426 86,884 84,844 450,595 1,352,628 732,337
ORG
OBJ Desc
01818000 SOCIAL STUDIES 01818801 SOC STUDIES-BARNUM 01818805 SOCIAL STUDIES-COLUMBUS 01818810 SOCIAL STUDIES-MARIN 01818813 SOCIAL STUDIES-HOOKER 01818814 SOCIAL STUDIES-BATALLA 01818817 SOCIAL STUDIES-PARK CITY MAGNE 01818819 SOCIAL STUDIES-LONGFELLOW 01818822 SOCIAL STUDIES-TISDALE 01818825 SOCIAL STUDIES-READ 01818826 SOCIAL STUDIES-ROOSEVELT 01818830 SOCIAL STUDIES-WALTERSVILLE 01818832 SOCIAL STUDIES-JOHNSON SCHL 01818836 SOCIAL STUDIES-WINTHROP 01818839 SOCIAL STUDIES-CROSS 01818840 SOCIAL STUDIES-BLACKHAM 01818841 SOCIAL STUDIES-DUNBAR 01818842 SOCIAL STUDIES-CURIALE 01818845 SOCIAL STUDIES-HIGH HORIZONS 01818846 SOCIAL STUDIES-MULTICULTURAL 01818861 SOCIAL STUDIES-BASSICK 01818862 SOCIAL STUDIES-CENTRAL 01818863 SOCIAL STUDIES-HARDING

495

FY2010 ACTUAL 79,723 853,774 126,608 4,825 89,119 118,368 5,845 77,032 45,211 96,179 84,006 76,970 52,307 128,242 84,582 66,145 55,119 6,381 50,374 171,699 42,015 47,047 113,561 370,428 287,946 FY2011 BUDGET 3,054,672 126,507 13,951 0 15,176 6,713 0 17,428 6,709 24,859 12,966 17,199 6,820 19,251 18,504 18,394 17,836 0 14,688 17,751 14,626 6,738 30,904 63,529 48,825 MAYOR PROPOSED 3,054,672 944,507 144,526 0 101,440 129,735 0 96,596 53,701 125,172 104,308 96,380 62,158 150,820 97,653 90,871 97,437 0 67,606 201,329 63,031 55,780 209,212 456,798 392,626 FY2012 ADOPTED 3,054,672 944,507 144,526 0 101,440 129,735 0 96,596 53,701 125,172 104,308 96,380 62,158 150,820 97,653 90,871 97,437 0 67,606 201,329 63,031 55,780 209,212 456,798 392,626 VARIANCE TO FY2011 BUDGET 0 818,000 130,575 0 86,264 123,022 0 79,168 46,992 100,313 91,342 79,181 55,338 131,569 79,149 72,477 79,601 0 52,918 183,578 48,405 49,042 178,308 393,269 343,801
ORG
OBJ Desc
01819000 PHYSICAL EDUCATION 01819800 PHYSICAL ED-UNASSIGNED 01819801 PHYSICAL ED-BARNUM 01819803 PHYSICAL ED-BLACK ROCK 01819805 PHYSICAL ED-COLUMBUS 01819810 PHYSICAL ED-MARIN 01819811 PHYSICAL ED-HALL 01819812 PHYSICAL ED-HALLEN 01819813 PHYSICAL ED-HOOKER 01819814 PHYSICAL ED-BATALLA 01819817 PHYSICAL ED-PARK CITY MAGNET 01819819 PHYSICAL ED-LONGFELLOW 01819820 PHYSICAL ED-MADISON 01819825 PHYSICAL ED-READ 01819826 PHYSICAL ED-ROOSEVELT 01819830 PHYSICAL ED-WALTERSVILLE 01819832 PHYSICAL ED-JOHNSON 01819836 PHYSICAL ED-WINTHROP 01819839 PHYSICAL ED-CROSS 01819840 PHYSICAL ED-BLACKHAM 01819841 PHYSICAL ED-DUNBAR 01819842 PHYSICAL ED-CURIALE 01819861 PHYSICAL ED-BASSICK 01819862 PHYSICAL ED-CENTRAL 01819863 PHYSICAL ED-HARDING

496

FY2010 ACTUAL 285,756 149,651 202,655 171,498 -27,608 25,242 249,288 394,938 140,947 16,801 18,932 54,134 282,979 213,145 449,696 58,232 236,883 9,824 67,529 10,777 13,658 35,747 48,813 84,056 544,130 494,585 278,881 FY2011 BUDGET 746,096 16,725 54,717 27,846 753,766 0 20,021 52,850 21,211 892,861 0 7,255 33,449 27,799 77,133 1,437,267 36,178 0 1,073 0 0 14,709 7,105 7,259 71,553 70,786 36,596 MAYOR PROPOSED 746,096 251,880 315,307 288,299 753,766 0 191,101 462,198 192,279 892,861 0 92,089 198,806 294,035 407,333 1,437,267 390,962 0 77,120 0 0 74,384 92,073 92,073 516,711 530,545 364,608 FY2012 ADOPTED 746,096 251,880 315,307 288,299 753,766 0 191,101 462,198 192,279 892,861 0 92,089 198,806 294,035 407,333 1,437,267 390,962 0 77,120 0 0 74,384 92,073 92,073 516,711 530,545 364,608 VARIANCE TO FY2011 BUDGET 0 235,155 260,590 260,453 0 0 171,080 409,348 171,068 0 0 84,834 165,357 266,236 330,200 0 354,784 0 76,047 0 0 59,675 84,968 84,814 445,158 459,759 328,012
ORG
OBJ Desc
01820000 HEALTH 01820861 HEALTH-BASSICK 01820862 HEALTH-CENTRAL 01820863 HEALTH-HARDING 01821000 FAMILY & CONSUMER SCIENCE 01821801 FAMILY & CONS SCIENCE-BARNUM 01821861 FAMILY & CONS SCIENCE-BASSICK 01821862 FAMILY & CONS SCIENCE-CENTRAL 01821863 FAMILY & CONS SCIENCE-HARDING 01822000 TECHNOLOGY EDUCATION 01822813 TECH ED-HOOKER 01822819 TECH ED-LONGFELLOW 01822861 TECH ED-BASSICK 01822862 TECH ED-CENTRAL 01822863 TECH ED-HARDING 01823000 BUSINESS EDUCATION 01823800 BUSINESS ED-UNASSIGNED 01823801 BUSINESS ED-BARNUM 01823810 BUSINESS ED-MARIN 01823819 BUSINESS ED-LONGFELLOW 01823840 BUSINESS ED-BLACKHAM 01823841 BUSINESS ED-DUNBAR 01823842 BUSINESS ED-CURIALE 01823846 BUSINESS ED-MULTICULTURAL 01823861 BUSINESS ED-BASSICK 01823862 BUSINESS ED-CENTRAL 01823863 BUSINESS ED-HARDING

497

FY2010 ACTUAL -31,740 11,024 52,166 18,720 5,845 6,344 5,246 16,998 5,557 7,660 134,433 82,959 18,932 4,421 47,263 167,953 83,673 589,645 12,728,165 493,385 350,385 185,341 215,901 227,944 401,420 207,489 465,952 211,109 FY2011 BUDGET 321,904 0 0 0 0 0 0 0 0 0 35,736 6,050 0 298,256 6,728 29,145 13,971 525,000 26,947,794 86,598 78,500 54,967 49,363 42,951 81,035 41,578 97,743 30,759 MAYOR PROPOSED 321,904 0 83,730 0 0 0 0 0 0 0 188,972 90,875 0 298,256 54,878 201,630 100,226 525,000 13,985,300 423,838 447,802 173,674 273,863 284,215 530,733 256,486 664,030 250,827 FY2012 ADOPTED 321,904 0 83,730 0 0 0 0 0 0 0 188,972 90,875 0 298,256 54,878 201,630 100,226 525,000 13,985,300 423,838 447,802 173,674 273,863 284,215 530,733 256,486 664,030 250,827 VARIANCE TO FY2011 BUDGET 0 0 83,730 0 0 0 0 0 0 0 153,236 84,825 0 0 48,150 172,485 86,255 0 -12,962,494 337,240 369,302 118,707 224,500 241,264 449,698 214,908 566,287 220,068
ORG
OBJ Desc
01824000 PROJECT LEAD THE WAY 01824800 PROJ LEAD THE WAY-UNASSIGNED 01824810 PROJ LEAD THE WAY-MARIN 01824813 PROJ LEAD THE WAY-HOOKER 01824826 PROJ LEAD THE WAY-ROOSEVELT 01824836 PROJ LEAD THE WAY-WINTHROP 01824839 PROJ LEAD THE WAY-CROSS 01824840 PROJ LEAD THE WAY-BLACKHAM 01824841 PROJ LEAD THE WAY-DUNBAR 01824842 PROJ LEAD THE WAY-CURIALE 01824861 PROJ LEAD THE WAY-BASSICK 01824862 PROJ LEAD THE WAY-CENTRAL 01824863 PROJ LEAD THE WAY-HARDING 01825000 TALENTED AND GIFTED PROGRAM 01825805 TALENTED-COLUMBUS 01825836 TALENTED-WINTHROP 01825841 TALENTED-DUNBAR 01826000 HOMEBOUND 01827000 SPECIAL EDUCATION 01827800 SPECIAL ED-UNASSIGNED 01827801 SPECIAL ED-BARNUM 01827802 SPECIAL ED-BEARDSLEY 01827803 SPECIAL ED-BLACK ROCK 01827804 SPECIAL ED-BRYANT 01827805 SPECIAL ED-COLUMBUS 01827807 SPECIAL ED-EDISON 01827810 SPECIAL ED-MARIN 01827811 SPECIAL ED-HALL

498

FY2010 ACTUAL 150,765 434,773 615,072 255,044 293,252 453,886 83,607 669,077 518,198 420,079 647,954 346,209 501,566 260,539 259,960 515,354 271,654 314,553 1,145,595 186,757 562,852 513,452 637,248 648,571 82,525 253,314 FY2011 BUDGET 24,273 66,938 131,136 45,241 57,646 83,442 631 112,244 89,561 76,664 110,185 77,530 101,684 51,429 37,262 100,178 49,876 45,881 230,626 48,790 56,390 91,617 103,543 154,635 7,127 42,012 MAYOR PROPOSED 154,952 557,082 784,541 298,105 363,058 609,757 49,898 768,603 648,221 513,978 917,123 450,573 626,436 336,875 169,852 673,833 320,114 381,732 1,509,917 264,805 565,709 720,598 820,162 908,058 92,073 302,092 FY2012 ADOPTED 154,952 557,082 784,541 298,105 363,058 609,757 49,898 768,603 648,221 513,978 917,123 450,573 626,436 336,875 169,852 673,833 320,114 381,732 1,509,917 264,805 565,709 720,598 820,162 908,058 92,073 302,092 VARIANCE TO FY2011 BUDGET 130,679 490,144 653,405 252,864 305,412 526,315 49,267 656,359 558,660 437,314 806,938 373,043 524,752 285,446 132,590 573,655 270,238 335,851 1,279,291 216,015 509,319 628,981 716,619 753,423 84,946 260,080
ORG OBJ Desc 01827812 SPECIAL ED-HALLEN 01827813 SPECIAL ED-HOOKER 01827814 SPECIAL ED-BATALLA 01827817 SPECIAL ED-PARK CITY MAGNET 01827819 SPECIAL ED-LONGFELLOW 01827820 SPECIAL ED-MADISON 01827821 SPECIAL ED-CLASSICAL STUDIES A 01827822 SPECIAL ED-TISDALE 01827825 SPECIAL ED-READ 01827826 SPECIAL ED-ROOSEVELT 01827828 SPECIAL ED-BPT LEARNING CENTER 01827830 SPECIAL ED-WALTERSVILLE 01827832 SPECIAL ED-JOHNSON 01827836 SPECIAL ED-WINTHROP 01827839 SPECIAL ED-CROSS 01827840 SPECIAL ED-BLACKHAM 01827841 SPECIAL ED-DUNBAR 01827842 SPECIAL ED-CURIALE 01827844 SPECIAL ED-SKANE 01827846 SPECIAL ED-MULTICULTURAL 01827850 SPECIAL ED-948 MAIN ST 01827861 SPECIAL ED-BASSICK 01827862 SPECIAL ED-CENTRAL 01827863 SPECIAL ED-HARDING 01827866 SPECIAL ED-PARK CITY ACADEMY 01827879 SPECIAL ED-MEAD HALL

499

FY2010 ACTUAL 103,224 127,231 56,139 72,189 21,878 62,013 25,783 193,471 27,727 27,423 135,774 88,845 107,149 78,837 173,593 33,082 186,942 29,645 221,942 130,177 216,587 102,771 32,545 221,573 24,885 70,910 475,915 21,332 74,019 81,598 164,979 299,843 61,668 27,479 FY2011 BUDGET 3,801,881 63,845 36,785 33,285 6,909 32,657 7,200 86,508 10,454 10,459 81,229 64,947 82,904 33,449 77,032 22,754 95,066 41,106 79,864 82,489 119,506 64,476 29,112 94,274 5,554 29,965 206,608 0 44,739 40,907 80,116 159,808 23,580 16,058 MAYOR PROPOSED 51,854 250,112 131,346 129,232 44,713 127,627 48,968 477,444 54,972 54,972 367,041 361,833 318,846 111,843 343,181 116,501 440,770 242,951 232,189 277,197 515,306 262,594 118,431 298,595 46,491 275,805 818,038 0 144,555 136,307 431,276 665,491 70,222 59,566 FY2012 ADOPTED 51,854 250,112 131,346 129,232 44,713 127,627 48,968 477,444 54,972 54,972 367,041 361,833 318,846 111,843 343,181 116,501 440,770 242,951 232,189 277,197 515,306 262,594 118,431 298,595 46,491 275,805 818,038 0 144,555 136,307 431,276 665,491 70,222 59,566 VARIANCE TO FY2011 BUDGET -3,750,027 186,267 94,561 95,947 37,804 94,970 41,768 390,936 44,518 44,513 285,812 296,886 235,942 78,394 266,149 93,747 345,704 201,845 152,325 194,708 395,800 198,118 89,319 204,321 40,937 245,840 611,430 0 99,816 95,400 351,160 505,683 46,642 43,508
ORG OBJ Desc 01829000 SPECIAL ED AIDES 01829801 SPECIAL ED AIDES-BARNUM 01829802 SPECIAL ED AIDES-BEARDSLEY 01829803 SPECIAL ED AIDES-BLACK ROCK 01829804 SPECIAL ED AIDES-BRYANT 01829805 SPECIAL ED AIDES-COLUMBUS 01829807 SPECIAL ED AIDES-EDISON 01829810 SPECIAL ED AIDES-MARIN 01829811 SPECIAL ED AIDES-HALL 01829812 SPECIAL ED AIDES-HALLEN 01829813 SPECIAL ED AIDES-HOOKER 01829814 SPECIAL ED AIDES-BATALLA 01829817 SPECIAL ED AIDES-PARK CITY MAG 01829819 SPECIAL ED AIDES-LONGFELLOW 01829820 SPECIAL ED AIDES-MADISON 01829821 SPECIAL ED AIDES-CLASSICAL STU 01829822 SPECIAL ED AIDES-TISDALE 01829826 SPECIAL ED AIDES-ROOSEVELT 01829828 SPECIAL ED AIDES-BPT LEARNING 01829830 SPECIAL ED AIDES-WALTERSVILLE 01829832 SPECIAL ED AIDES-JOHNSON 01829836 SPECIAL ED AIDES-WINTHROP 01829839 SPECIAL ED AIDES-CROSS 01829840 SPECIAL ED AIDES-BLACKHAM 01829841 SPECIAL ED AIDES-DUNBAR 01829842 SPECIAL ED AIDES-CURIALE 01829844 SPECIAL ED AIDES-SKANE 01829845 SPECIAL ED AIDES-HIGH HORIZONS 01829846 SPECIAL ED AIDES-MULTICULTURAL 01829850 SPECIAL ED AIDES-948 MAIN ST 01829861 SPECIAL ED AIDES-BASSICK 01829862 SPECIAL ED AIDES-CENTRAL 01829863 SPECIAL ED AIDES-HARDING 01829879 SPECIAL ED AIDES-MEAD HALL

500

FY2010 ACTUAL 5,215 57,027 418,513 196,372 17,323 274,664 472,802 117,992 79,569 411 125,571 -450,522 1,052,204 5,052 169,638 450,403 8,718 13,277 897,508 227,950 53,770 123,532 161 996,896 0 0 47,208 6,528 225,677 37,259 13,898 FY2011 BUDGET 520,982 11,780 96,677 225,000 398,416 0 360,589 0 0 0 0 856,128 -469 205,696 0 405,948 10,933 618,648 875,000 240,000 240,265 0 0 1,007,852 0 30,000 50,000 1,907,395 0 47,959 16,000 MAYOR PROPOSED 450,051 69,535 588,997 225,000 588,283 0 366,310 0 0 0 0 943,040 -469 229,950 0 391,698 10,933 1,364,186 875,000 240,000 185,768 0 0 1,007,852 0 30,000 50,000 1,479,770 0 47,959 16,000 FY2012 ADOPTED 450,051 69,535 588,997 225,000 588,283 0 366,310 0 0 0 0 943,040 -469 229,950 0 391,698 10,933 1,364,186 875,000 240,000 185,768 0 0 1,007,852 0 30,000 50,000 1,479,770 0 47,959 16,000 VARIANCE TO FY2011 BUDGET -70,931 57,755 492,320 0 189,867 0 5,721 0 0 0 0 86,912 0 24,254 0 -14,250 0 745,538 0 0 -54,497 0 0 0 0 0 0 -427,625 0 0 0
ORG
OBJ Desc
01830000 SPECIAL ED CLERICALS 01830800 SPECIAL ED CLERICALS-UNASSIGNE 01830850 SPECIAL ED CLERICALS-948 MAIN 01831000 SPECIAL EDUCATION EXTENDED YEA 01832000 HEARING 01832822 HEARING-TISDALE 01833000 ALTERNATIVE EDUCATION 01833866 ALTERNATIVE ED-PARK CITY ACADE 01834000 CENTRAL AT NIGHT 01834800 CENTRAL AT NIGHT-UNASSIGNED 01834862 CENTRAL AT NIGHT-CENTRAL 01835000 VOCATIONAL AQUACULTURE 01835864 VOCATIONAL AQUA-AQUACULTURE 01836000 AQUACULTURE SUPPORT STAFF 01836864 AQUACULTURE SPT STAFF 01837000 VOCATIONAL AGRICULTURE 01838000 MAGNET HIGH SCHOOLS 01839000 DISCOVERY MAGNET 01840000 6 TO 6 MAGNET SCHOOL 01841000 REG CTR FOR PERFORMING ARTS 01842000 EDUCATIONAL TECHNOLOGY 01842850 ED TECHNOLOGY-948 MAIN ST 01842899 ED TECHNOLOGY-PARENT CENTER 01843000 ATHLETICS 01843863 ATHLETICS-HARDING 01844000 INTRAMURALS 01845000 EXTRACURRICULAR ACTIVITIES 01846000 ADULT ED 01846895 ADULT ED-ADULT ED 01847000 ADULT ED SECURITY OVERTIME 01848000 ADULT ED CUSTODIAL OVERTIME

501

FY2010 ACTUAL 142,242 32,048,872 96,986 1,177,908 14,332 289,692 187,732 742,555 65,255 55,256 50,683 58,010 170,236 63,280 82,531 82,777 97,148 85,066 82,525 82,525 62,512 85,048 69,645 84,398 127,305 129,068 201,106 185,684 109,835 FY2011 BUDGET 138,318 14,668,522 1,598,147 0 395,696 0 2,842,592 116,243 7,038 853 18,229 18,607 8,453 18,472 7,257 7,244 37,013 18,614 7,240 7,257 15,011 18,618 15,011 18,618 7,262 37,265 19,822 33,805 8,808 MAYOR PROPOSED 138,318 16,484,755 1,636,484 0 404,381 0 107,977 804,906 77,482 62,062 78,458 105,477 92,073 95,008 92,089 92,073 196,348 105,522 92,073 92,073 90,934 105,477 90,934 105,477 137,344 210,954 105,522 206,926 101,404 FY2012 ADOPTED 138,318 16,484,755 1,636,484 0 404,381 0 107,977 804,906 77,482 62,062 78,458 105,477 92,073 95,008 92,089 92,073 196,348 105,522 92,073 92,073 90,934 105,477 90,934 105,477 137,344 210,954 105,522 206,926 101,404 VARIANCE TO FY2011 BUDGET 0 1,816,233 38,337 0 8,685 0 -2,734,615 688,663 70,444 61,209 60,229 86,870 83,620 76,536 84,832 84,829 159,335 86,908 84,833 84,816 75,923 86,859 75,923 86,859 130,082 173,689 85,700 173,121 92,596
ORG
OBJ Desc
01849000 SUMMER SCHOOL - REGULAR EDUCAT 01850000 FRINGES 01851000 DIRECTORS & SUPERVISORS 01851850 DIRECT & SUPERVISORS-948 MAIN 01852000 CLERICALS 01852850 CLERICALS-948 MAIN ST 01853000 SOCIAL WORKERS 01853800 SOCIAL WORKERS-UNASSIGNED 01853801 SOCIAL WORKERS-BARNUM 01853805 SOCIAL WORKERS-COLUMBUS 01853810 SOCIAL WORKERS-MARIN 01853813 SOCIAL WORKERS-HOOKER 01853814 SOCIAL WORKERS-BATALLA 01853819 SOCIAL WORKERS-LONGFELLOW 01853820 SOCIAL WORKERS-MADISON 01853821 SOCIAL WORKERS-CLASSICAL STUDI 01853825 SOCIAL WORKERS-READ 01853830 SOCIAL WORKERS-WALTERSVILLE 01853832 SOCIAL WORKERS-JOHNSON 01853836 SOCIAL WORKERS-WINTHROP 01853839 SOCIAL WORKERS-CROSS 01853840 SOCIAL WORKERS-BLACKHAM 01853841 SOCIAL WORKERS-DUNBAR 01853844 SOCIAL WORKERS-SKANE 01853850 SOCIAL WORKERS-948 MAIN ST 01853861 SOCIAL WORKERS-BASSICK 01853862 SOCIAL WORKERS-CENTRAL 01853863 SOCIAL WORKERS-HARDING 01853877 SOCIAL WORKERS-MAKE THE GRADE

502

FY2010 ACTUAL 112,876 573,043 56,301 53,568 52,453 89,920 62,686 90,006 113,883 168,237 9,788 89,920 19,876 79,605 25,575 67,359 121,376 26,502 99,729 55,454 59,552 54,936 66,668 30,366 89,920 113,589 91,542 48,303 101,337 FY2011 BUDGET 2,827,452 102,453 4,236 13,452 6,806 18,702 18,287 13,967 14,633 26,011 0 18,705 0 14,834 0 7,035 18,689 0 18,685 6,846 7,311 0 0 0 18,705 17,234 18,685 6,739 14,386 MAYOR PROPOSED 306,648 830,242 4,236 13,452 63,106 110,574 86,319 105,250 195,147 208,551 0 110,574 0 82,246 0 81,687 110,574 0 110,574 65,460 97,170 0 0 0 110,574 140,124 110,574 56,936 194,356 FY2012 ADOPTED 306,648 830,242 4,236 13,452 63,106 110,574 86,319 105,250 195,147 208,551 0 110,574 0 82,246 0 81,687 110,574 0 110,574 65,460 97,170 0 0 0 110,574 140,124 110,574 56,936 194,356 VARIANCE TO FY2011 BUDGET -2,520,804 727,789 0 0 56,300 91,872 68,032 91,283 180,514 182,540 0 91,869 0 67,412 0 74,652 91,885 0 91,889 58,614 89,859 0 0 0 91,869 122,890 91,889 50,197 179,970
ORG
OBJ Desc
01854000 PSYCHOLOGISTS 01854800 PSYCH-UNASSIGNED 01854801 PSYCH-BARNUM 01854802 PSYCH-BEARDSLEY 01854804 PSYCH-BRYANT 01854805 PSYCH-COLUMBUS 01854807 PSYCH-EDISON 01854810 PSYCH-MARIN 01854812 PSYCH-HALLEN 01854814 PSYCH-BATALLA 01854817 PSYCH-PARK CITY MAGNET 01854819 PSYCH-LONGFELLOW 01854821 PSYCH-CLASSICAL STUDIES ACADEM 01854822 PSYCH-TISDALE 01854825 PSYCH-READ 01854826 PSYCH-ROOSEVELT 01854828 PSYCH-BPT LEARNING CENTER 01854830 PSYCH-WALTERSVILLE 01854832 PSYCH-JOHNSON 01854836 PSYCH-WINTHROP 01854839 PSYCH-CROSS 01854840 PSYCH-BLACKHAM 01854841 PSYCH-DUNBAR 01854842 PSYCH-CURIALE 01854846 PSYCH-MULTICULTURAL 01854850 PSYCH-948 MAIN ST 01854861 PSYCH-BASSICK 01854862 PSYCH-CENTRAL 01854863 PSYCH-HARDING

503
ORG
OBJ Desc
FY2010 ACTUAL 143,544 126,847 54,914 52,391 84,280 83,024 46,484 49,548 85,066 84,339 20,145 83,318 81,909 63,861 47,830 52,333 85,811 64,664 59,048 60,964 30,442 84,280 480,436 777,414 376,614 77,064
FY2011 BUDGET 3,223,622 30,666 18,198 6,820 15,161 7,244 6,739 6,803 18,631 17,424 0 6,050 6,054 18,354 13,951 6,274 0 1,055 18,268 13,971 827 15,176 94,672 142,132 55,164 15,063
MAYOR PROPOSED 30,211 169,662 75,562 62,158 101,404 92,073 57,028 60,296 105,522 104,308 0 90,875 90,875 86,778 66,394 62,158 0 84,944 86,733 100,226 52,809 101,404 593,994 953,019 502,091 93,580
FY2012 ADOPTED 30,211 169,662 75,562 62,158 101,404 92,073 57,028 60,296 105,522 104,308 0 90,875 90,875 86,778 66,394 62,158 0 84,944 86,733 100,226 52,809 101,404 593,994 953,019 502,091 93,580
VARIANCE TO FY2011 BUDGET -3,193,411 138,996 57,364 55,338 86,243 84,829 50,289 53,493 86,891 86,884 0 84,825 84,821 68,424 52,443 55,884 0 83,889 68,465 86,255 51,982 86,228 499,322 810,887 446,927 78,517
01855000 GUIDANCE COUNSELORS 01855800 GUIDANCE-UNASSIGNED 01855801 GUIDANCE-BARNUM 01855805 GUIDANCE-COLUMBUS 01855807 GUIDANCE-EDISON 01855810 GUIDANCE-MARIN 01855812 GUIDANCE-HALLEN 01855814 GUIDANCE BATALLA 01855817 GUIDANCE-PARK CITY MAGNET 01855819 GUIDANCE-LONGFELLOW 01855820 GUIDANCE-MADISON 01855822 GUIDANCE-TISDALE 01855825 GUIDANCE-READ 01855826 GUIDANCE-ROOSEVELT 01855830 GUIDANCE-WALTERSVILLE 01855832 GUIDANCE-JOHNSON 01855836 GUIDANCE-WINTHROP 01855839 GUIDANCE-CROSS 01855840 GUIDANCE-BLACKHAM 01855841 GUIDANCE-DUNBAR 01855842 GUIDANCE-CURIALE 01855845 GUIDANCE-HIGH HORIZONS 01855861 GUIDANCE-BASSICK 01855862 GUIDANCE-CENTRAL 01855863 GUIDANCE-HARDING 01855864 GUIDANCE-AQUACULTURE

504
ORG
OBJ Desc
FY2010 ACTUAL 64,332 453,347 85,048 22,920 75,785 81,186 52,136 77,579 69,035 26,782 40,867 83,673 215,535 196,528 83,250 3,660 71,231 73,467
FY2011 BUDGET 1,616,930 80,524 18,614 0 18,614 1,190 7,147 18,504 19,113 17,903 6,655 13,967 36,785 21,469 7,254 205,444 0 0
MAYOR PROPOSED 67,558 601,981 105,477 0 105,477 84,944 84,250 97,653 66,850 65,218 49,601 100,226 163,319 234,279 92,834 278,871 0 0
FY2012 ADOPTED 67,558 601,981 105,477 0 105,477 84,944 84,250 97,653 66,850 65,218 49,601 100,226 163,319 234,279 92,834 278,871 0 0
VARIANCE TO FY2011 BUDGET -1,549,372 521,457 86,863 0 86,863 83,754 77,103 79,149 47,737 47,315 42,946 86,259 126,534 212,810 85,580 73,427 0 0
01856000 SPEECH & LANGUAGE 01856800 SP & LANG-UNASSIGNED 01856801 SP & LANG-BARNUM 01856805 SP & LANG-COLUMBUS 01856812 SP & LANG-HALLEN 01856819 SP & LANG-LONGFELLOW 01856825 SP & LANG-READ 01856830 SP & LANG-WALTERSVILLE 01856832 SP & LANG-JOHNSON 01856836 SP & LANG-WINTHROP 01856839 SP & LANG-CROSS 01856840 SP & LANG-BLACKHAM 01856844 SP & LANG-SKANE 01856850 SP & LANG-948 MAIN ST 01856862 SP & LANG-CENTRAL 01857000 SPEECH & LANGUAGE PARAPROFESSI 01857800 SP & LANG PP-UNASSIGNED 01857850 SP & LANG PP-948 MAIN ST

505
ORG
OBJ Desc
FY2010 ACTUAL 116,258 8,913 60,397 64,685 41,266 45,236 84,824 30,694 55,864 26,797 99,798 82,531 54,936 82,531 83,978 83,383 35,032 77,559 10,298 47,048 54,146 81,902 99,875 93,842 50,785 76,261 80,563 82,525
FY2011 BUDGET 2,075,469 17,424 18,296 942 714 6,741 1,183 11,825 14,776 10,939 23,842 7,259 0 18,614 7,272 6,050 23,035 1,093 11,571 0 6,876 6,050 20,399 1,371 6,050 13,971 0 7,244
MAYOR PROPOSED 2,075,469 72,510 82,595 942 33,978 55,988 84,944 102,412 74,384 66,273 131,617 92,089 0 105,477 92,089 90,875 117,064 1,093 11,571 0 65,468 90,875 152,610 49,898 92,073 92,514 83,730 92,073
FY2012 ADOPTED 2,075,469 72,510 82,595 942 33,978 55,988 84,944 102,412 74,384 66,273 131,617 92,089 0 105,477 92,089 90,875 117,064 1,093 11,571 0 65,468 90,875 152,610 49,898 92,073 92,514 83,730 92,073
VARIANCE TO FY2011 BUDGET 0 55,086 64,299 0 33,264 49,247 83,761 90,587 59,608 55,334 107,775 84,830 0 86,863 84,817 84,825 94,029 0 0 0 58,592 84,825 132,211 48,527 86,023 78,543 83,730 84,829
01858000 SCHOOL MEDIA SPECIALISTS 01858800 SCHL MEDIA SPEC-UNASSIGNED 01858801 SCHL MEDIA SPEC-BARNUM 01858802 SCHL MEDIA SPEC-BEARDSLEY 01858803 SCHL MEDIA SPEC BLACK ROCK 01858804 SCHL MEDIA SPEC BRYANT 01858805 SCHL MEDIA SPEC-COLUMBUS 01858810 SCHL MEDIA SPEC-MARIN 01858812 SCHL MEDIA SPEC-HALLEN 01858813 SCHL MEDIA SPEC-HOOKER 01858814 SCHL MEDIA SPEC-BATALLA 01858817 SCHL MEDIA SPEC-PARK CITY MAGN 01858819 SCHL MEDIA SPEC-LONGFELLOW 01858820 SCHL MEDIA SPEC-MADISON 01858821 SCHL MEDIA SPEC-CLASSICAL STUD 01858822 SCHL MEDIA SPEC-TISDALE 01858825 SCHL MEDIA SPEC-READ 01858826 SCHL MEDIA SPEC-ROOSEVELT 01858830 SCHL MEDIA SPEC-WALTERSVILLE 01858832 SCHL MEDIA SPEC-JOHNSON 01858836 SCHL MEDIA SPEC-WINTHROP 01858839 SCHL MEDIA SPEC-CROSS 01858840 SCHL MEDIA SPEC-BLACKHAM 01858842 SCHL MEDIA SPEC-CURIALE 01858845 SCHL MEDIA SPEC-HIGH HORIZONS 01858861 SCHL MEDIA SPEC-BASSICK 01858862 SCHL MEDIA SPEC-CENTRAL 01858863 SCHL MEDIA SPEC-HARDING

506
ORG
OBJ Desc
FY2010 ACTUAL 15,291 91,744 34,609 27,238 30,440 30,940 2,745 33,228 14,337 28,775 33,215 35,154 31,064 70,039 26,500
FY2011 BUDGET 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
MAYOR PROPOSED 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
FY2012 ADOPTED 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
VARIANCE TO FY2011 BUDGET 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
01859000 SCHOOL MEDIA PARAPROFESSIONALS 01859800 SCHL MEDIA PARA-UNASSIGNED 01859804 SCHL MEDIA-BRYANT 01859805 SCHL MEDIA PARA-COLUMBUS 01859807 SCHL MEDIA PARA-EDISON 01859810 SCHL MEDIA PARA-MARIN 01859814 SCHL MEDIA PARA-BATALLA 01859820 SCHL MEDIA PARA-MADISON 01859822 SCHL MEDIA PARA-TISDALE 01859830 SCHL MEDIA-WALTERSVILLE 01859840 SCHL MEDIA PARA-BLACKHAM 01859845 SCHL MEDIA PARA-HIGH HORIZONS 01859861 SCHL MEDIA PARA-BASSICK 01859862 SCHL MEDIA PARA-CENTRAL 01859863 SCHL MEDIA PARA-HARDING

507

FY2010 ACTUAL 16,085 174,520 62,269 60,879 60,450 58,438 61,434 61,084 61,434 61,434 55,272 59,685 59,529 62,269 61,437 61,185 58,748 62,040 61,919 59,179 62,269 60,672 62,649 61,434 61,687 104,776 95,145 305,686 7,256 20,056 112,728 34,555 26,161 49,875 FY2011 BUDGET 1,555,050 37,341 22,672 11,697 12,143 7,767 19,475 19,452 19,483 19,421 13,469 12,189 12,182 22,695 19,426 22,345 22,492 22,740 22,695 12,159 22,679 11,974 19,460 19,513 19,458 21,015 537,449 0 160,152 16,463 32,298 4,367 20,802 13,769 MAYOR PROPOSED 1,555,050 198,512 79,058 67,669 67,691 62,865 75,620 75,620 75,620 75,620 67,669 67,691 67,669 79,058 75,671 79,058 75,300 79,058 79,058 67,669 79,058 67,669 75,620 75,620 75,671 138,973 548,376 0 160,152 68,484 150,160 4,367 69,167 13,769 FY2012 ADOPTED 1,555,050 198,512 79,058 67,669 67,691 62,865 75,620 75,620 75,620 75,620 67,669 67,691 67,669 79,058 75,671 79,058 75,300 79,058 79,058 67,669 79,058 67,669 75,620 75,620 75,671 138,973 548,376 0 160,152 68,484 150,160 4,367 69,167 13,769 VARIANCE TO FY2011 BUDGET 0 161,171 56,386 55,972 55,548 55,098 56,145 56,168 56,137 56,199 54,200 55,502 55,487 56,363 56,245 56,713 52,808 56,318 56,363 55,510 56,379 55,695 56,160 56,107 56,213 117,958 10,927 0 0 52,021 117,862 0 48,365 0
ORG
OBJ Desc
01860000 SCHOOL NURSES 01860800 SCHL NURSES-UNASSIGNED 01860801 SCHL NURSES-BARNUM 01860802 SCHL NURSES-BEARDSLEY 01860805 SCHL NURSES-COLUMBUS 01860807 SCHL NURSES-EDISON 01860810 SCHL NURSES-MARIN 01860811 SCHL NURSES-HALL 01860812 SCHL NURSES-HALLEN 01860813 SCHL NURSES-HOOKER 01860814 SCHL NURSES-BATALLA 01860817 SCHL NURSES-PARK CITY MAGNET 01860819 SCHL NURSES-LONGFELLOW 01860820 SCHL NURSES-MADISON 01860822 SCHL NURSES-TISDALE 01860825 SCHL NURSES-READ 01860826 SCHL NURSES-ROOSEVELT 01860832 SCHL NURSES-JOHNSON 01860836 SCHL NURSES-WINTHROP 01860839 SCHL NURSES-CROSS 01860840 SCHL NURSES-BLACKHAM 01860841 SCHL NURSES-DUNBAR 01860842 SCHL NURSES-CURIALE 01860844 SCHL NURSES-SKANE 01860845 SCHL NURSES-HIGH HORIZONS 01860850 SCHL NURSES-948 MAIN ST 01861000 OCCUPATIONAL THERAPY 01861800 OCCUPATIONAL THERAPY UNASSIGNE 01862000 ATTENDANCE & TRUANCY 01862828 ATTEND & TRUANCY-BPT LEARNING 01862850 ATTEND & TRUANCY-948 MAIN ST 01862861 ATTEND & TRUANCY-BASSICK 01862862 ATTEND & TRUANCY-CENTRAL 01862863 ATTEND & TRUANCY-HARDING

508

FY2010 ACTUAL 362,474 138,602 398,401 137,510 144,944 19,014 3,579 40,181 8,860 147,302 56,319 48,211 519,764 174,754 399,151 61,974 178,694 35,566 119,401 15,930 60,453 1,396,976 162,180 12,093 52,671 155,630 6,915 8,081 523,287 FY2011 BUDGET 1,079,596 0 0 0 0 402,846 0 11,801 0 34,531 14,562 12,117 624,416 690,520 0 273,056 18,402 4,232 177,657 0 6,625 1,572,204 25,202 231,554 5,009 16,175 544,540 0 84,568 MAYOR PROPOSED 1,110,334 0 0 0 0 377,948 0 60,547 0 248,215 73,417 68,847 581,250 733,479 0 98,554 335,772 10,072 173,757 0 47,845 1,572,204 113,532 76,368 56,069 207,085 489,390 0 577,334 FY2012 ADOPTED 1,110,334 0 0 0 0 377,948 0 60,547 0 248,215 73,417 68,847 581,250 733,479 0 98,554 335,772 10,072 173,757 0 47,845 1,572,204 113,532 76,368 56,069 207,085 489,390 0 577,334 VARIANCE TO FY2011 BUDGET 30,738 0 0 0 0 -24,898 0 48,746 0 213,684 58,855 56,730 -43,166 42,959 0 -174,502 317,370 5,840 -3,900 0 41,220 0 88,330 -155,186 51,060 190,910 -55,150 0 492,766
ORG
OBJ Desc
01863000 BOE ADMINISTRATION 01863850 BOE ADMIN-948 MAIN ST 01863891 BOE ADMIN-SUPERINTENDENT 01863892 BOE ADMIN-ASST SUPER ROOM 303 01863893 BOE ADMIN-ASST SUPER ROOM 304 01864000 BOE ADMINISTRATION CLERICALS 01864802 BOE ADMIN CLERICALS BEARDSLEY 01864850 BOE ADMIN CLERICALS-948 MAIN S 01864876 BOE ADM CLERICAL-BOE FACILITIE 01864891 BOE ADMIN CLERICAL-SUPERINTEND 01864892 BOE ADMIN CLERICAL-ASST RM303 01864893 BOE ADMIN CLERICAL-ASST RM304 01865000 LEGAL SERVICES 01866000 HUMAN RESOURCES 01866889 HUMAN RES-PARENT CENTER 01867000 PUPIL SERVICE / STUDENT ASSIGN 01867850 PUPIL SVCS-948 MAIN ST 01867890 PUPIL SVCS-SCHOOL VOLUNTEER 01868000 STUDENT DATA SUPPORT 01868800 STUDENT DATA SPT-BOE UNASSIGNE 01868850 STUDENT DATA SUPT-948 MAIN ST 01869000 BUSINESS OFFICE 01869851 BOE BUS OFF-BOE BUS OFF 01870000 BUSINESS OFFICE CLERICALS 01870800 BUSINESS OFFICE CLERICALS-UNAS 01870851 BUSINESS OFFICE CLERICALS-BUSO 01871000 PAYROLL 01871800 PAYROLL UNASSIGNED 01871871 PAYROLL-PAYROLL/BENEFITS

509
ORG
OBJ Desc
FY2010 ACTUAL 45,493 209,257 341,383 82,015 622,286 14,582 198,493 5,371,334 873,021 84,577 398 219,295 5,695,466 1,031,201 205,575 -4,440 846,987 2,047 184,897 3,529 75,243 310,107 71,510 40,871 34,081 35,898
FY2011 BUDGET 246,526 60,746 1,761,650 0 117,449 225,416 36,537 5,667,349 0 320,000 0 0 5,193,053 1,051,995 377,261 975,067 0 209,079 7,697 101,102 0 3,055,038 21,140 17,519 17,813 9,955
MAYOR PROPOSED 246,526 331,538 1,697,797 0 729,502 203,224 249,573 5,959,412 0 320,000 0 0 5,193,053 1,051,995 377,261 966,037 0 226,585 7,697 109,935 0 377,239 92,561 51,365 55,163 42,487
FY2012 ADOPTED 246,526 331,538 1,697,797 0 729,502 203,224 249,573 5,959,412 0 320,000 0 0 5,193,053 1,051,995 377,261 966,037 0 226,585 7,697 109,935 0 377,239 92,561 51,365 55,163 42,487
VARIANCE TO FY2011 BUDGET 0 270,792 -63,853 0 612,053 -22,192 213,036 292,063 0 0 0 0 0 0 0 -9,030 0 17,506 0 8,833 0 -2,677,799 71,421 33,846 37,350 32,532
01872000 STOCKROOM 01872872 STOCKROOM-UNASSIGNED 01873000 INFORMATION TECHNOLOGY SERVICE 01873851 BOE ITS-BUSINESS OFFICE 01873852 BOE ITS-BOE IT 01874000 TRANSPORTATION OFFICE 01874874 TRANS OFFICE-TRANS OFFICE CITY 01875000 TRANSPORTATION 01875875 TRANS-TRANS SPED 01876000 BUS MONITORS 01876841 BUS MONITORS-DUNBAR 01876875 BUS MONITORS-TRANS SPED 01877000 SPECIAL ED TRANSPORTATION 01878000 PAROCHIAL/NON-PUBLIC TRANSPO 01879000 SPECIAL ED VEHICLE MAINTENANCE 01880000 SCHOOL CROSSING GUARDS 01880873 CROSSING GUARDS-CROSSING GUARD 01881000 SECURITY ADMINISTRATION 01881897 SECURITY ADMIN-SCHOOL SEC 01882000 SECURITY CLERICALS 01882897 SEC CLERICALS-SCHOOL SECURITY 01883000 SECURITY 01883801 SECURITY-BARNUM 01883802 SECURITY-BEARDSLEY 01883803 SECURITY-BLACK ROCK SCHOOL 01883804 SECURITY-E. O'BRIEN TECH

510

FY2010 ACTUAL 40,697 41,359 80,830 39,298 38,806 61,651 117,232 41,809 75,028 37,248 29,963 74,626 75,377 70,457 40,331 74,366 79,042 55,772 0 41,886 123,364 76,065 47,216 35,344 37,579 44,970 34,379 384,865 405,668 388,304 42,374 36,918 34,653 94,526 FY2011 BUDGET 23,967 20,833 26,941 9,502 9,609 35,786 46,091 20,827 13,478 9,502 7,889 25,262 21,714 18,946 20,539 38,242 30,427 24,302 9,228 20,827 47,904 19,953 5,133 16,272 9,257 15,970 9,585 122,655 195,512 121,528 5,273 2,958 9,792 53,440 MAYOR PROPOSED 102,730 55,127 93,852 42,487 42,487 105,884 130,278 55,163 42,499 41,878 42,487 91,751 86,476 84,365 54,704 105,890 97,626 55,127 51,336 55,163 148,383 41,878 5,133 51,336 42,040 51,336 42,499 400,187 551,536 481,900 67,710 2,958 42,499 191,792 FY2012 ADOPTED 102,730 55,127 93,852 42,487 42,487 105,884 130,278 55,163 42,499 41,878 42,487 91,751 86,476 84,365 54,704 105,890 97,626 55,127 51,336 55,163 148,383 41,878 5,133 51,336 42,040 51,336 42,499 400,187 551,536 481,900 67,710 2,958 42,499 191,792 VARIANCE TO FY2011 BUDGET 78,763 34,294 66,911 32,985 32,878 70,098 84,187 34,336 29,021 32,376 34,598 66,489 64,762 65,419 34,165 67,648 67,199 30,825 42,108 34,336 100,479 21,925 0 35,064 32,783 35,366 32,914 277,532 356,024 360,372 62,437 0 32,707 138,352
ORG
OBJ Desc
01883805 SECURITY-COLUMBUS 01883807 SECURITY-EDISON 01883810 SECURITY-MARIN 01883811 SECURITY-HALL 01883812 SECURITY-HALLEN 01883813 SECURITY-HOOKER 01883814 SECURITY-BATALLA 01883817 SECURITY-PARK CITY MAGNET 01883819 SECURITY-LONGFELLOW 01883820 SECURITY-MADISON 01883821 SECURITY-CLASSCIAL STUDIES 01883822 SECURITY-TISDALE 01883825 SECURITY-READ 01883826 SECURITY-ROOSEVELT 01883828 SECURITY-BPT LEARNING CENTER 01883830 SECURITY-WALTERSVILLE 01883832 SECURITY-JOHNSON 01883836 SECURITY-WINTHROP 01883837 SECURITY-DISCOVERY MAGNET 01883839 SECURITY-CROSS 01883840 SECURITY-BLACKHAM 01883841 SECURITY-DUNBAR 01883842 SECURITY-CURIALE SCHOOL 01883844 SECURITY-SKANE 01883845 SECURITY-HIGH HORIZONS 01883846 SECURITY-MULTICULTURAL 01883850 SECURITY-948 MAIN STREET 01883861 SECURITY-BASSICK 01883862 SECURITY-CENTRAL 01883863 SECURITY-HARDING 01883864 SECURITY-AQUACULTURE 01883866 SECURITY-PARK CITY ACADEMY 01883877 SECURITY-MAKE THE GRADE 01883897 SECURITY-SCHOOL SECURITY

511

FY2010 ACTUAL 21,999 429,726 78,957 20,543 171,117 140,951 50,013 1,947,136 -38,322 34,940 221,143 166,313 134,958 169,504 237,964 76,466 224,112 85,759 136,542 198,485 360,087 145,514 199,656 135,020 147,261 257,511 173,071 250,872 56,702 FY2011 BUDGET 508,356 0 0 198,724 0 2,410,287 0 0 6,145,598 21,276 78,027 74,094 42,293 46,161 96,935 26,782 64,445 23,407 50,438 79,554 104,781 51,515 66,466 50,467 61,998 110,779 60,228 72,037 18,732 MAYOR PROPOSED 440,509 0 0 247,501 0 2,320,357 0 156,500 407,026 54,645 316,399 227,909 163,432 159,249 313,060 99,084 237,245 90,247 172,082 230,544 421,409 157,286 222,999 169,606 170,508 390,152 196,883 322,426 70,317 FY2012 ADOPTED 440,509 0 0 247,501 0 2,320,357 0 156,500 407,026 54,645 316,399 227,909 163,432 159,249 313,060 99,084 237,245 90,247 172,082 230,544 421,409 157,286 222,999 169,606 170,508 390,152 196,883 322,426 70,317 VARIANCE TO FY2011 BUDGET -67,847 0 0 48,777 0 -89,930 0 156,500 -5,738,572 33,369 238,372 153,815 121,139 113,088 216,125 72,302 172,800 66,840 121,644 150,990 316,628 105,771 156,533 119,139 108,510 279,373 136,655 250,389 51,585
ORG
OBJ Desc
01884000 FACILITIES ADMINISTRATION 01884876 FACILITIES ADMIN-FAC ADM 01884878 FACILTIES ADM-BOE GARAGE 01885000 FACILITIES CLERICALS 01885876 FACILITIES CLERICALS-FACILI AD 01886000 TRADES 01886872 TRADES-STOCKROOM 01886878 TRADES-BOE GARAGE 01887000 CUSTODIANS 01887800 CUSTODIANS-UNASSIGNED 01887801 CUSTODIANS-BARNUM 01887802 CUSTODIANS-BEARDSLEY 01887803 CUSTODIANS-BLACK ROCK 01887804 CUSTODIANS-BRYANT 01887805 CUSTODIANS-COLUMBUS 01887807 CUSTODIANS-EDISON 01887810 CUSTODIANS-MARIN 01887811 CUSTODIANS-HALL 01887812 CUSTODIANS-HALLEN 01887813 CUSTODIANS-HOOKER 01887814 CUSTODIANS-BATALLA 01887817 CUSTODIANS-PARK CITY MAGNET 01887819 CUSTODIANS-LONGFELLOW 01887820 CUSTODIAN-MADISON 01887821 CUSTODIANS-CLASSICAL STUDIES 01887822 CUSTODIANS-TISDALE 01887825 CUSTODIANS-READ 01887826 CUSTODIANS-ROOSEVELT 01887828 CUSTODIANS-BPT LEARNING CENTER

512

FY2010 ACTUAL 214,385 211,920 183,910 172,477 301,140 164,291 198,904 41,884 380,417 93,670 376,835 586,203 428,487 46,193 44,631 97,812 55,699 9,470 958 6,815 10,336 10,396 10,167 4,274 10,140 10,145 6,520 13,825 985,489 249,150 FY2011 BUDGET 71,260 57,736 70,203 52,253 95,595 40,386 63,069 9,513 94,847 28,394 146,034 211,711 148,551 26,829 25,335 23,197 11,529 0 80,000 0 0 0 0 0 0 0 0 0 999,416 385,500 MAYOR PROPOSED 261,126 207,429 270,916 236,796 366,083 173,153 260,367 45,621 353,605 146,664 581,174 730,719 506,830 110,729 50,577 86,221 63,385 0 80,000 0 0 0 0 0 0 0 0 0 999,416 428,500 FY2012 ADOPTED 261,126 207,429 270,916 236,796 366,083 173,153 260,367 45,621 353,605 146,664 581,174 730,719 506,830 110,729 50,577 86,221 63,385 0 80,000 0 0 0 0 0 0 0 0 0 999,416 428,500 VARIANCE TO FY2011 BUDGET 189,866 149,693 200,713 184,543 270,488 132,767 197,298 36,108 258,758 118,270 435,140 519,008 358,279 83,900 25,242 63,024 51,856 0 0 0 0 0 0 0 0 0 0 0 0 43,000
ORG
OBJ Desc
01887830 CUSTODIANS-WALTERSVILLE 01887832 CUSTODIANS-JOHNSON 01887836 CUSTODIANS-WINTHROP 01887839 CUSTODIANS-CROSS 01887840 CUSTODIANS-BLACKHAM 01887841 CUSTODIANS-DUNBAR 01887842 CUSTODIANS-CURIALE 01887844 CUSTODIANS-SKANE 01887845 CUSTODIANS-HIGH HORIZON 01887850 CUSTODIANS-948 MAIN ST 01887861 CUSTODIANS-BASSICK 01887862 CUSTODIANS-CENTRAL 01887863 CUSTODIANS-HARDING 01887864 CUSTODIANS-AQUACULTURE 01887866 CUSTODIANS-PARK CITY ACADEMY 01887876 CUSTODIANS-FACILTIES ADMIN 01887889 CUSTODIANS-HUMAN RESOURCES 01887895 CUSTODIANS-ADULT ED 01888000 PT CUSTODIANS 01888805 PT CUSTODIANS-COLUMBUS 01888812 PT CUSTODIANS-HALLEN 01888828 PT CUSTODIANS-BPT LEARNING CTR 01888839 PT CUSTODIANS-CROSS 01888841 PT CUSTODIANS-DUNBAR 01888844 PT CUSTODIANS-SKANE 01888845 PT CUSTODIANS-HIGH HORIZONS 01888861 PT CUSTODIANS-BASSICK 01888899 PT CUSTODIANS-PARENT CENTER 01889000 FRINGE JANITORS & ENGINEER RET 01890000 CUSTODIAL SERVICES

513

FY2010 ACTUAL 6,920,520 142,837 204,187 48,330 131,637 1,809,755 0 69,654 0 FY2011 BUDGET 7,569,797 156,198 322,501 838,860 198,300 1,206,695 85,037 81,731 0 MAYOR PROPOSED 7,708,436 79,222 321,212 813,860 190,300 1,213,695 85,037 81,731 0 FY2012 ADOPTED 7,708,436 79,222 321,212 813,860 190,300 1,213,695 85,037 81,731 0 VARIANCE TO FY2011 BUDGET 138,639 -76,976 -1,289 -25,000 -8,000 7,000 0 0 0
ORG
OBJ Desc
01891000 UTILITIES 01892000 REFUSE & RECYCLING 01893000 OPERATING BUILDING SERVICES 01894000 REGULATORY COMPLIANCE 01895000 VEHICLE MAINTENANCE (FACILITIE 01896000 FACILITIES MAINTENANCE & REPAI 01897000 HARDING RE-START 01898000 GENERAL FUND BOE ADMINISTRATIO 01899000 BOE GRANT ADMINISTRATION

514
EDUCATION DIVISIONS
B.O.E. NUTRITION SERVICES

BUDGET DETAIL
Maura OMalley Manager
REVENUE SUMMARY
FY 2012 MAYOR PROPOSED 11,315,146 38,500 395,000 350,000 8,095,062 2,116,066 145,389 175,129 VARIANCE TO FY2011 BUDGET 0 0 0 0 0 0 0 0
ORG DESC
OBJECT DESC
FY2010 ACTUAL 12,353,927 30,249 329,874 432,485 8,332,145 2,906,061 155,535 167,577
FY 2011 CURRENT 11,315,146 38,500 395,000 350,000 8,095,062 2,116,066 145,389 175,129
FY2012 ADOPTED 11,315,146 38,500 395,000 350,000 8,095,062 2,116,066 145,389 175,129
01900902 NUTR-NUTRITION 41620 CATERING SALES 41621 STUDENT SALES 41622 OTHER SALES 42121 NUTRITION-FEDERALPORTION,CAF 42617 FEDERAL BREAKFAST PROGRAM 44618 STATE PORTION - LUNCH 44619 STATEPORTION-BREAKFASTPROGRAM
FY2011 MAYOR BUDGET PROPOSED 11,315,145 11,315,572 VARIANCE FY2012 TO FY2011 ADOPTED BUDGET 11,315,572 427
AGCY CAT 09 BOE FOOD SERVICES
FY2010 ACTUAL 12,850,296
GENERAL STATEMENT
This Proposed Budget is based on appropriations equaling those revenues that the Nutrition Center realizes.

515
GENERAL FUND BUDGET B.O.E. FOOD SERVICES BUDGET DETAIL

VARIANCE TO FY2011 BUDGET
ORG
OBJ Desc
FY2010 ACTUAL
FY2011 BUDGET
MAYOR PROPOSED
FY2012 ADOPTED
01900000 BOE FOOD SERVICES 51000 FULL TIME EARNED PAY 51026 FT HOME BOUND PAY 51100 PT TEMP/SEASONAL EARNED PA 51106 REGULAR STRAIGHT OVERTIME 51108 REGULAR 1.5 OVERTIME PAY 51116 HOLIDAY 2X OVERTIME PAY 51138 NORMAL STNDRD SHIFT DIFFER 51139 EDUCATION INCENTIVE 51140 LONGEVITY PAY 51154 UNUSED SICK TIME PAYOUT 51302 TEMPORARY ACTING PAY 51314 UNUSED VACATION PAY RETIREMENT 51318 PERSONAL DAY PAYOUT RETIREMENT 51400 GENERAL STIPENDS 51404 TRAVEL ALLOWANCE/STIPENDS 52014 DENTAL HMO - NUTRITION 52030 DENTAL PPO - NUTRITION 52112 VISION FEE - NUTRITION 52125 VISION CLMS-NUTRITION 52150 LIFE INSURANCE NUTRITION 52167 CLMS DNTL- NUTRITION CENTER 52312 WORKERS' COMP INDM - NUTRITION 52314 WORKERS' COMP MED - NUTRITION 52360 MEDICARE 52363 MEDICARE PART B REIMB BOE FOOD 52385 SOCIAL SECURITY 52397 UNEMPLOYMENT 52399 UNIFORM ALLOWANCE 52404 RX CLAIMS - NUTRITION 52420 RX ADM - NUTRITION 52502 MERF PENSION EMPLOYER CONT 52504 MERF PENSION EMPLOYER CONT 52701 HEALTH ASO FEES: NUTRITION 52715 CLMS MENTAL HEALTH - NUTRITION 52765 CLMS CHIROPRACTIC - NUTRITION 52865 CLAIMS DR/HSPTLS - NUTRITION 52917 HEALTH INSURANCE CITY SHARE 52920 HEALTH BENEFITS BUYOUT 52934 NUTRITION EMPLY HEALTH COPAY 53110 WATER UTILITY 53120 SEWER USER FEES 53130 ELECTRIC UTILITY SERVICES 53140 GAS UTILITY SERVICES 53605 MEMBERSHIP/REGISTRATION FEES 53705 ADVERTISING SERVICES 53720 TELEPHONE SERVICES 53725 TELEVISION SERVICES 53750 TRAVEL EXPENSES 53905 EMP TUITION AND/OR TRAVEL REIM 54010 AUTOMOTIVE PARTS 54020 COMPUTER PARTS 54535 TIRES & TUBES 54540 BUILDING MATERIALS & SUPPLIE 54545 CLEANING SUPPLIES 54555 COMPUTER SUPPLIES 54560 COMMUNICATION SUPPLIES
1,625,813 0 0 2,695 1,007 0 2,539 0 -2,019 35,632 0 8,446 596 0 2,059 2,100 4,900 1,300 11,200 9,628 64,000 57,000 50,000 3,684 1,200 10,961 2,084 10,500 258,000 500 258,288 -112,303 54,800 22,500 15,200 1,393,090 -230,136 0 0 7,286 3,990 145,570 90,298 1,395 2,805 4,383 0 0 2,450 63 0 0 194 32,300 204 0
3,042,754 0 500,000 11,920 770 1,622 598 25 0 0 1,800 0 0 500 294 0 0 0 0 9,700 0 43,800 362,300 1,405 1,400 5,958 0 1,500 0 0 0 9,182 0 0 0 0 0 2,830 -166,599 8,000 7,500 190,000 132,000 3,500 250 0 0 0 1,000 6,000 3,577 0 40,168 50,000 7,000 2,500
3,488,551 -2,483,357 500,000 11,920 770 1,622 598 25 0 0 1,800 0 0 500 294 0 0 0 0 9,700 0 25,000 40,000 40,021 1,400 4,885 0 0 0 0 0 383,652 0 0 0 0 2,072,552 2,830 -166,599 8,000 7,500 190,000 132,000 3,500 1,000 7,000 200 100 2,250 13,500 3,577 1,000 80,200 50,000 7,000 2,500
3,488,551 -2,483,357 500,000 11,920 770 1,622 598 25 0 0 1,800 0 0 500 294 0 0 0 0 9,700 0 25,000 40,000 40,021 1,400 4,885 0 0 0 0 0 383,652 0 0 0 0 2,072,552 2,830 -166,599 8,000 7,500 190,000 132,000 3,500 1,000 7,000 200 100 2,250 13,500 3,577 1,000 80,200 50,000 7,000 2,500
445,797 -2,483,357 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 -18,800 -322,300 38,616 0 -1,073 0 -1,500 0 0 0 374,470 0 0 0 0 2,072,552 0 0 0 0 0 0 0 750 7,000 200 100 1,250 7,500 0 1,000 40,032 0 0 0

516
GENERAL FUND BUDGET B.O.E. FOOD SERVICES BUDGET DETAIL
ORG
OBJ Desc
FY2010 ACTUAL
FY2011 BUDGET
MAYOR PROPOSED
FY2012 ADOPTED
01900000 BOE FOOD SERVICES 54595 MEETING/WORKSHOP/CATERING FOOD 54600 FOOD SERVICE SUPPLIES 54605 FURNISHINGS 54615 GASOLINE 54620 HEATING OIL 54630 OTHER FUELS 54640 HARDWARE/TOOLS 54645 LABORATORY SUPPLIES 54670 MEDICAL SUPPLIES 54675 OFFICE SUPPLIES 54680 OTHER SUPPLIES 54705 SUBSCRIPTIONS 54720 PAPER AND PLASTIC SUPPLIES 54745 UNIFORMS 54770 SALE OF SURPLUS/OBSOLETE ITE 55030 AUTOMOTIVE EQUIPMENT 55045 VEHICLES 55050 CLEANING EQUIPMENT 55055 COMPUTER EQUIPMENT 55095 FOOD SERVICE EQUIPMENT 55105 HOUSEHOLD APPLIANCES 55110 HVAC EQUIPMENT 55145 EQUIPMENT RENTAL/LEASE 55150 OFFICE EQUIPMENT 55155 OFFICE EQUIPMENT RENTAL/LEAS 55530 OFFICE FURNITURE 55535 FOOD SERVICE FURNITURE 56010 ENGINEERING SERVICES 56015 AGRIC/HEAVY EQ MAINT SRVCS 56045 BUILDING MAINTENANCE SERVICE 56055 COMPUTER SERVICES 56165 MANAGEMENT SERVICES 56170 OTHER MAINTENANCE & REPAIR S 56175 OFFICE EQUIPMENT MAINT SRVCS 56180 OTHER SERVICES 56185 PUBLIC FACILITIES SERVICES 56210 RECYCLING SERVICES 56250 TRAVEL SERVICES 59005 VEHICLE MAINTENANCE SERVICES 59010 MAILING SERVICES
4,194,189 471,986 0 12,658 0 237 6,395 3,012 0 13,322 588 0 0 4,787 0 0 0 0 0 870 488 0 951 0 0 0 0 0 3,892 12,330 4,420 0 160,976 13,895 267,863 0 0 0 21,267 803
3,624,080 522,180 0 15,500 2,385 2,000 21,804 3,600 0 22,000 963 400 0 15,387 0 0 44,500 0 8,000 11,500 35,000 0 800 0 0 0 10,361 0 10,157 40,803 16,923 0 167,221 17,000 12,816 0 0 0 47,500 300
3,450,000 432,180 2,760 22,000 4,787 3,000 75,779 5,500 1,000 22,000 963 2,000 4,633 15,387 3,400 3,000 84,500 1,000 8,000 41,500 35,000 200 2,000 13,500 1,500 480 28,000 5,000 16,000 30,460 16,923 4,000 167,648 22,000 12,816 4,700 859 500 50,000 800
3,450,000 432,180 2,760 22,000 4,787 3,000 75,779 5,500 1,000 22,000 963 2,000 4,633 15,387 3,400 3,000 84,500 1,000 8,000 41,500 35,000 200 2,000 13,500 1,500 480 28,000 5,000 16,000 30,460 16,923 4,000 167,648 22,000 12,816 4,700 859 500 50,000 800
-174,080 -90,000 2,760 6,500 2,402 1,000 53,975 1,900 1,000 0 0 1,600 4,633 0 3,400 3,000 40,000 1,000 0 30,000 0 200 1,200 13,500 1,500 480 17,639 5,000 5,843 -10,343 0 4,000 427 5,000 0 4,700 859 500 2,500 500

517
GENERAL FUND BUDGET B.O.E. FOOD SERVICES

ORG OBJ Desc FY2010 ACTUAL 35,652 30,674 20,969 22,324 49,400 22,730 47,130 21,189 20,961 24,146 57,133 17,962 27,364 25,620 23,688 46,881 49,337 30,621 10,443 49,127 48,518 31,108 29,893 51,802 20,881 26,398 12,115 23,538 23,327 31,676 126,385 267,535 217,410 7,522 2,247,709 FY2011 BUDGET 3,260 4,610 0 3,260 4,160 4,610 3,260 4,685 3,260 3,260 3,260 3,260 22,917 3,260 3,260 5,135 23,077 3,538 207 27,468 3,298 5,135 3,260 4,985 1,630 2,455 0 0 3,260 6,860 31,143 3,367 4,525 250 2,178,785 MAYOR PROPOSED 3,260 3,260 0 3,260 3,260 3,260 3,260 3,260 3,260 3,260 3,260 3,260 22,274 3,260 3,260 3,260 22,034 3,288 207 26,744 3,298 3,260 3,260 3,260 1,630 2,455 0 0 3,260 3,260 18,593 2,142 3,300 0 2,106,390
BUDGET DETAIL
FY2012 ADOPTED 3,260 3,260 0 3,260 3,260 3,260 3,260 3,260 3,260 3,260 3,260 3,260 22,274 3,260 3,260 3,260 22,034 3,288 207 26,744 3,298 3,260 3,260 3,260 1,630 2,455 0 0 3,260 3,260 18,593 2,142 3,300 0 2,106,390 VARIANCE TO FY2011 BUDGET 0 -1,350 0 0 -900 -1,350 0 -1,425 0 0 0 0 -643 0 0 -1,875 -1,043 -250 0 -724 0 -1,875 0 -1,725 0 0 0 0 0 -3,600 -12,550 -1,225 -1,225 -250 -72,395
01900801 NUTR-BARNUM 01900802 NUTR-BEARDSLEY 01900803 NUTR-BLACK ROCK 01900804 NUTR-BRYANT 01900805 NUTR-COLUMBUS 01900807 NUTR-EDISON 01900810 NUTR-MARIN 01900811 NUTR-HALL 01900812 NUTR-HALLEN 01900813 NUTR-HOOKER 01900814 NUTR-BATALLA 01900817 NUTR-PARK CITY 01900819 NUTR-LONGFELLOW 01900820 NUTR-MADISON 01900821 NUTR-CLASS STUD 01900822 NUTR-TISDALE 01900825 NUTR-READ 01900826 NUTR-ROOSEVELT 01900828 NUTR-BRIDGE LRN 01900830 NUTR-WALTERSVIL 01900832 NUTR-JOHNSON 01900836 NUTR-WINTHROP 01900839 NUTR-CROSS 01900840 NUTR-BLACKHAM 01900841 NUTR-DUNBAR 01900842 NUTR-CURIALE 01900844 NUTR-SKANE CTR 01900845 NUTR-HI HORIZON 01900846 NUTR-MULTICUL 01900847 NUTR-SIX TO SIX 01900861 NUTR-BASSICK HS 01900862 NUTR-CENTRAL HS 01900863 NUTR-HARDING HS 01900877 NUTR-MAKE THE GRADE 01900902 NUTR-NUTRITION

518
B.O.E. DEBT SERVICE
ORG
OBJ Desc
FY2010 ACTUAL
FY2011 BUDGET
MAYOR PROPOSED
FY2012 ADOPTED
01940000 BOE DEBT SERVICE 53200 PRINCIPAL & INTEREST DEBT SERV
18,638,563
19,437,442
15,539,675
15,664,675
-3,772,767

519
B.O.E. DEBT SERVICE

520
GENERAL FUND BUDGET REVENUE DETAIL SECTION

The Revenue Detail section provides additional detail about the funding sources that support the General Fund Budget. Revenue impact assumptions are listed on the Revenue Summary in the budget summary, on page 35 of this document.
PROPERTY TAXES Property tax collections, for current and arrears real estate, personal property and motor vehicles total approximately 54.92% of the General Fund Revenue budget. This schedule includes a minimal (0.91) increase to the mill rate. The collection rate is established at 96.38% based on the last four fiscal year collections and this year collection assumptions. In addition, a new tax administration software package which went into use in this fiscal year is improving the Citys addressing difficulties that resulted in returned tax bills in past years, and should positively impact collection rates. We continue to take measures to increase tax collections, including an emphasis on delinquent tax collections. We have prepared and published an RFP for services related to maximizing delinquent tax collections for personal property tax.
FY2010 ACTUAL FY 2011 CURRENT BUDGET FY 2012 MAYOR PROPOSED FY2012 ADOPTED VARIANCE TO FY2011 BUDGET 400,000 0 0 400,000 0
REV TYPE
OBJECT DESC
PROPERTY TAXES 41693 CURRENT TAXES: REAL ESTATE 41694 CURRENT TAXES: MOTOR VEHICLES 41697 ARREARS TAXES 44698 TELECOMM. ACCESS INE TAXES
264,071,992 269,750,627 270,150,627 270,150,627 260,538,480 259,827,624 259,827,624 259,827,624 0 3,197,517 335,996 6,723,003 2,800,000 400,000 6,723,003 3,200,000 400,000 6,723,003 3,200,000 400,000
TAX COLLECTION RATE 2011 2010 2009 96.38% 96.38% 96.18%
2008 97.04%
2007 96.22%
2006 96.33%
2005 95.86%
2004 93.35%
2003 93.43%
2002 92.91%
2001 91.62%
98.00% 97.00% 96.00% 95.00% 94.00% 93.00% 92.00% 91.00% 90.00% 89.00% 88.00%
Series1
CITY OF BRIDGEPORT, CONNECTICUT APPENDIX

521

BUSINESS LICENSES / PERMITS Business licenses and permits account for only 0.13% of overall revenues.
FY2010 ACTUAL 665,158 840 74,260 6,584 1,800 0 600 300 0 0 0 0 350 0 0 0 0 3,920 14,340 7,650 16,050 9,250 7,200 0 90,130 3,900 100 4,050 4,400 150 107,625 39,100 19,000 16,500 FY 2011 CURRENT BUDGET 657,690 700 76,000 1,000 2,250 3,000 7,500 5,000 600 150 2,500 150 300 2,500 20,000 1,415 0 3,000 10,000 6,000 16,000 6,500 900 200 85,000 3,500 100 3,500 5,000 150 95,000 45,000 5,000 10,000 FY 2012 MAYOR PROPOSED 656,275 700 76,000 1,000 2,250 3,000 7,500 5,000 600 150 2,500 150 300 2,500 20,000 0 0 3,000 10,000 6,000 16,000 6,500 900 200 85,000 3,500 100 3,500 5,000 150 95,000 45,000 5,000 10,000 FY2012 ADOPTED 656,275 700 76,000 1,000 2,250 3,000 7,500 5,000 600 150 2,500 150 300 2,500 20,000 0 0 3,000 10,000 6,000 16,000 6,500 900 200 85,000 3,500 100 3,500 5,000 150 95,000 45,000 5,000 10,000 VARIANCE TO FY2011 BUDGET -1,415 0 0 0 0 0 0 0 0 0 0 0 0 0 0 -1,415 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
REV TYPE
OBJECT DESC
BUSINESS LICENSES/PERMITS 41210 LIQUOR APPLICATION/PERMIT 41252 ANNUALCOMMERCIALSSCALECERTIFIC 41259 STATECONSERVATIONAPPLICATIONFE 41332 TATTOO SHOPS 41333 TRANSITIONAL LIVING HOUSES 41335 HAIR BRAIDING 41337 MASSAGE ESTABLISHMENT PERMITS 41360 DRY CLEANING LICENSE 41361 BUYING & SELLING LIVE POULTRY 41362 JUNK DEALER PERMIT 41363 AUCTIONEER LICENSE 41364 OUTDOOR EXHIBITION LICENSE 41370 ITINERANT VENDOR LICENSE 41371 RETAIL TOBACCO LICENSE 41405 STATE PERMIT FEES 41406 CURBSIDE ADVERTISING 41524 SIGN LICENSE 41525 SIGN / LICENSE RENEWAL PERMIT 41567 BARBER SHOP LICENSE 41568 BEAUTY SHOP LICENSE 41569 BEVERAGE LICENSE 41570 DAYCARE FACILITY LICENS 41571 ELDERLY CARE FACILITY LICENSE 41572 FOOD ESTABLISHMENT LICENSE 41573 FROZEN DESSERT LICENSE 41574 MILK DEALER LICENSE 41575 NAIL SALON LICENSE 41576 SWIMMING POOL LICENSE 41577 POULTRY LICENSE 41578 RESTAURANT LICENSE 41579 SANDWICH SHOP LICENSE 41580 TEMPORARY VENDOR LICENSE 41581 VENDOR LICENSE

522

BUSINESS LICENSES / PERMITS continued
FY2010 ACTUAL 665,158 150 210 0 900 0 2,700 28,250 0 0 400 15,700 1,200 4,100 1,077 2,050 20,100 681 7,100 5,195 2,450 12,740 5,900 6,000 97,600 6,750 10,600 3,255 1,100 850 FY 2011 CURRENT BUDGET 657,690 0 250 800 2,800 75 350 33,000 500 0 450 15,000 1,450 5,000 5,000 1,000 14,000 200 7,500 6,000 1,000 20,000 6,500 8,400 80,000 6,500 18,000 3,000 1,500 1,500 FY 2012 MAYOR PROPOSED 656,275 0 250 800 2,800 75 350 33,000 500 0 450 15,000 1,450 5,000 5,000 1,000 14,000 200 7,500 6,000 1,000 20,000 6,500 8,400 80,000 6,500 18,000 3,000 1,500 1,500 FY2012 ADOPTED 656,275 0 250 800 2,800 75 350 33,000 500 0 450 15,000 1,450 5,000 5,000 1,000 14,000 200 7,500 6,000 1,000 20,000 6,500 8,400 80,000 6,500 18,000 3,000 1,500 1,500 VARIANCE TO FY2011 BUDGET -1,415 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
REV TYPE
OBJECT DESC
BUSINESS LICENSES/PERMITS 41582 SEWAGE DISPOSAL SITE LICENSE 41583 BLASTING PERMIT 41584 CARNIVAL PERMIT 41585 DAY CARE PERMIT 41586 DAY CARE - GROUP PERMIT 41587 DRY CLEANER PERMIT 41588 FLAMMABLE LIQUID LICENSE 41589 FOAM GENERATOR LICENSE 41590 GAS PIPE TEST PERMIT 41591 HOTEL PERMIT 41592 LIQUOR PERMIT 41593 PUBLIC HALL PERMIT 41594 ROOMING HOUSE PERMIT 41595 SITE ASSESSMENT PERMIT 41596 TANKINSTALLATION-COMMERCIALPER 41598 TRUCK - HAZMAT PERMIT 41599 VENDOR PERMIT 41600 96/17 HOOD SYSTEM PERMIT 41608 ROOMINGHOUSE/HOTELLICENSES 41609 HOTELLICENSECOMBINEDWITHROOMIN 41647 VENDORANNUALREGISTRATIONFEES 41654 CONTRACTORS' STREET LICENSE 41655 CONTRACTORS' SIDEWALK LICENSE 41656 STREET EXCAVATING PERMITS 41657 SIDEWALK EXCAVATING PERMITS 41658 CONTRACTORS' DUMP LICENSES 41662 SIDEWALK OCCUPANCY PERMITS 41668 SIDEWALKEXCAVATINGPERMITFINES 41669 STREET EXCAVATING PERMIT FINES

523

CHARGES FOR SERVICES Charges for services account for 1.26% of overall revenues. The collapse of the housing market, has had a deleterious impact on revenues, particularly those revenues that were to come from Bridgeports real estate market. 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.
REV TYPE OBJECT DESC FY2010 ACTUAL 6,707,914 451,253 33,472 1,008,818 4,090 18,464 35,283 104,239 957 180 150 18,688 3,300 881 9,100 3,500 50,355 42,493 599,780 2,801 0 0 31,385 0 47,466 60 789 30,249 329,874 432,485 281,427 17,216 1,747,972 394,092 244 434,479 572,374 0 0 FY 2011 CURRENT FY 2012 MAYOR BUDGET PROPOSED 6,798,136 400,000 0 1,100,000 0 0 35,000 75,000 300 100 0 18,000 0 1,000 6,000 0 54,015 66,100 50,000 4,600 17,500 70,000 0 100 38,000 140 250 38,500 395,000 350,000 242,649 110,000 1,700,000 950,000 300 440,000 635,582 0 0 6,183,990 400,000 0 1,100,000 2,000 0 35,000 75,000 300 100 0 20,000 2,000 1,000 20,000 0 48,200 40,600 50,000 4,000 17,500 70,000 20,000 100 44,000 140 250 38,500 395,000 350,000 280,000 80,000 1,750,000 0 300 440,000 500,000 366,000 34,000 FY2012 ADOPTED 6,183,990 400,000 0 1,100,000 2,000 0 35,000 75,000 300 100 0 20,000 2,000 1,000 20,000 0 48,200 40,600 50,000 4,000 17,500 70,000 20,000 100 44,000 140 250 38,500 395,000 350,000 280,000 80,000 1,750,000 0 300 440,000 500,000 366,000 34,000 VARIANCE TO FY2011 BUDGET -614,146 0 0 0 2,000 0 0 0 0 0 0 2,000 2,000 0 14,000 0 -5,815 -25,500 0 -600 0 0 20,000 0 6,000 0 0 0 0 0 37,351 -30,000 50,000 -950,000 0 0 -135,582 366,000 34,000
CHARGES FOR SERVICES 41208 DEEDS/CERTIFICATIONS 41209 CERTIFIED COPIES 41225 CONVEYANCE TAX ASSIGNMENT 41237 TRADE NAMES 41242 TOWN FUND 41253 PUBLIC HEARING FEES 41254 PETITIONTOTHEP&ZCOMMISSIONFEE 41257 PURCHASE OF ZONING REGULATIONS 41258 PURCHASE OF ZONING MAPS 41260 DISKETTE FEES 41306 CITY FARM FUND 41374 VEHICLE SURCHARGE 41380 POLICE DEPT TELEPHONE COMMISSI 41381 VACANT PROPERTY FEES 41501 PARKING FEES 41502 TRANSIENT REVENUE 41538 COPIES 41538 MISC CASH 41546 MAP SALES 41547 RESIDENTAPPLICATION/ADMINISTRA 41548 NON-RESIDENTAPPLICATION/ADMINI 41549 BILLED SERVICES 41553 BOOKS / MAP SALES 41601 CHARGE FOR TIME 41604 FIRE HYDRANT USE PERMITS 41610 FREEDOM OF INFORMATION FEES 41620 CATERING SALES 41621 STUDENT SALES 41622 OTHER SALES 41623 SEASIDEANDBEARDSLEYCHECKPOINT 41625 PARK STICKERS 41635 FAIRCHILDWHEELERGOLFCOURSEREVE 41645 OUTSIDE OVERTIME SURCHARGE 41649 POLICE REPORTS 41664 PARKING METER COLLECTIONS 45354 WPCACOLLECTIONSERVICEREIMBURSE 41290 RETAIL SALES TAX 41343 ROOM OCCUPANCY TAX

524

FEES/FINES, FORFEITS & PENALTIES These account for less than 1% (.99%) of overall Bridgeport revenues. These include towing fines, parking violations, inspection fees, and penalties for current and arrears tax payments. More aggressive tax collection strategies, including the use of the bootfinder on vehicles with delinquent tax bills, will assist in fee collection.
REV TYPE FEES 41256 LIQUOR CERTIFICATION FEE 41308 RODENT INSPECTION FEES 41309 FLOOR PLAN REVIEW PLANS 41344 LAND USE FEES 41355 TAX COLLECTOR: ATM FEES 41359 ALARM REGISTRATION FEE OBJECT DESC FY2010 ACTUAL 16,493 6,490 2,700 4,400 1,490 1,413 0 FY 2011 CURRENT FY 2012 MAYOR BUDGET PROPOSED 12,500 3,000 4,500 1,500 1,000 1,500 1,000 12,500 3,000 4,500 1,500 1,000 1,500 1,000 FY2012 ADOPTED 12,500 3,000 4,500 1,500 1,000 1,500 1,000 VARIANCE TO FY2011 BUDGET 0 0 0 0 0 0 0
FINES, FORFEITS & PENALTIES 41244 NOTARY COMMISSION 41245 POLITICALCOMMITTEELATEFILINGFE 41255 ZONING COMPLIANCE FINE 41277 RESTITUTION RECOVERY 41285 PF ENFORCEMENT FINES 41365 ACCIDENT TOWERS LIST PERMIT 41366 REDEEMED VEHICLES SURCHARGE 41367 ABANDONED VEHICLES SURCHARGE 41372 ORDINANCE INFRACTIONS 41512 RECLAIMED DOG 41559 COURT FINES 41646 TOWING FINES 41650 PARKING VIOLATIONS 41651 COMMERCIAL ALARMS 54% 41652 RESIDENTIAL ALARMS 46% 41653 ORDINANCE VIOLATIONS 41702 PENALTIES: CURRENT TAXES 41703 PENALTIES: ARREARS TAXES 41704 LIEN FEES
5,569,150 2,410 100 97,859 17,397 9,200 14,725 17,725 42,436 2,758 1,445 10,947 106,545 1,173,630 19,454 1,296 11,814 2,459,053 1,404,428 175,930
5,222,580 2,500 100 80,000 5,000 20,000 0 60,000 72,000 15,000 35,415 20,000 125,000 1,350,000 25,000 600 6,000 1,930,965 1,300,000 175,000
4,468,200 2,500 100 80,000 5,000 20,000 35,000 60,000 72,000 0 1,000 15,000 125,000 1,350,000 25,000 600 2,000 1,500,000 1,000,000 175,000
4,833,680 2,500 100 80,000 5,000 20,000 35,000 60,000 72,000 0 1,000 15,000 125,000 1,350,000 25,000 600 2,000 1,705,480 1,160,000 175,000
-388,900 0 0 0 0 0 35,000 0 0 -15,000 -34,415 -5,000 0 0 0 0 -4,000 -225,485 -140,000 0

525

INTERGOVERNMENTAL REVENUE / INVESTMENTS/PERMITS
Intergovernmental Revenue accounts for 36.85% of revenues. As such, it is the second largest portion of revenues, after property taxes. Intergovernmental revenue includes aid to public schools, Education Cost Sharing, and funding for federal school lunch programming. Investments account for 0.15% of overall revenues. As with other portions of the budget, the economic downturn has not treated our investments kindly.
REV TYPE OBJECT DESC FY2010 ACTUAL 163,371,208 0 0 0 24,840 8,332,145 2,906,061 0 55,275 2,369,395 2,434,853 428,033 146,513 183,666 139,410,939 665,532 155,535 167,577 6,090,842 FY 2011 CURRENT FY 2012 MAYOR VARIANCE TO BUDGET PROPOSED FY2012 ADOPTED FY2011 BUDGET 159,908,654 0 0 15,000 110,000 8,095,062 2,116,066 3,432,961 8,000 2,377,776 2,120,153 362,519 193,642 358,599 133,796,765 491,669 145,389 175,129 6,109,924 159,331,273 600,240 122,778 15,000 25,000 8,095,062 2,116,066 3,432,961 8,000 1,220,008 2,120,153 362,519 165,000 185,000 133,796,765 665,532 145,389 175,129 6,080,671 181,264,577 600,240 122,778 15,000 25,000 8,095,062 2,116,066 3,432,961 8,000 1,220,008 2,120,153 393,769 165,000 185,000 155,698,819 665,532 145,389 175,129 6,080,671 21,355,923 600,240 122,778 0 -85,000 0 0 0 0 -1,157,768 0 31,250 -28,642 -173,599 21,902,054 173,863 0 0 -29,253
INTERGOVERNMENTAL REVENUE 41403 BUILD AMERICA BOND SUBSIDY 41404 ECONOMIC DEV BOND SUBSIDY 41521 HIGHSCHOOLATHLETIC-TICKETSALES 41522 SUMMER SCHOOL TUITION 42121 NUTRITION-FEDERALPORTION,CAF 42617 FEDERAL BREAKFAST PROGRAM 44350 ECS PROPERTY TAX RELIEF 44357 MUNI VIDEO COMPETITION TST REV 44514 SCHOOL DEBT SRVC REIMBURSEMENT 44515 PUBLIC SCHOOLS TRANSPORTATION 44516 NON-PUBLICSCHOOLSTRANSPORTATIO 44517 AID TO NON-PUBLIC SCHOOLS 44519 LEGALLY BLIND 44520 EDUCATION COST SHARING 44550 TOWN AID 44618 STATE PORTION - LUNCH 44619 STATEPORTION-BREAKFASTPROGRAM 44692 MASHANTUCKET PEQUOT/MOHEGAN FD
INVESTMENTS 41246 EARNINGS ON INVESTMENTS 41555 CAPITAL FUND INTEREST TRANSFER
664,197 164,197 500,000
725,000 225,000 500,000
725,000 225,000 500,000
725,000 225,000 500,000
0 0 0

526

NON-BUSINESS LICENSES/PERMITS These permits account for 0.80% of overall government revenues.
NON-BUSINESS LICENSES/PERMITS 41211 DOG LICENSES 41247 MARRIAGE LICENSE FEE 41249 DEATH CERTIFICATES 41250 BURIAL PERMITS 41251 CREMATION PERMITS 41272 MARRIAGE LICENSE SURCHARGE 41526 RESIDENTIALADDITIONSANDALTERAT 41527 NON-RESIDENTIALADDITIONSANDALT 41528 NEWSINGLEFAMILYHOUSEPERMITS 41529 TWO-UNIT HOUSING PERMITS 41530 THREEORMORE-UNITSHOUSINGPERMIT 41531 POOL,TENTS,GARAGES-OTHERBUILDI 41532 NEW-NON RESIDENTIAL 41533 ELECTRICAL PERMITS 41534 PLUMBING PERMITS 41535 HEATING PERMITS 41536 AIR CONDITIONING PERMITS 41537 DEMOLITION PERMITS 41539 REFRIGERATION PERMITS 41540 CERTIFICATE OF OCCUPANCY 41597 TANKINSTALLATION-RESIDENTIALPE 41607 CERTIFICATEOFAPARTMENTRENTAL/O 41642 PERMITS 41667 OCCUPANCY PERMIT FINES 44386 FIRE PROTECTION 44387 VENTILATION 2,436,378 -13,124 10,198 164,126 4,545 1,560 27,420 315,644 832,158 18,050 5,738 138,500 6,475 2,925 211,456 115,679 142,828 30,005 27,660 12,575 57,130 1,225 26,695 49,870 35 14,710 2,125 2,418,586 15,000 20,000 125,000 5,000 1,500 25,000 198,586 400,000 30,000 45,000 150,000 5,000 500,000 175,000 120,000 150,000 40,000 10,000 3,500 50,000 2,500 35,000 50,000 500 10,000 2,000 2,430,500 500 20,000 125,000 5,000 1,500 25,000 200,000 600,000 20,000 30,000 150,000 5,000 350,000 175,000 120,000 150,000 40,000 10,000 3,500 50,000 2,500 35,000 50,000 500 10,000 2,000 3,930,500 500 20,000 125,000 5,000 1,500 25,000 200,000 600,000 20,000 30,000 150,000 5,000 1,850,000 175,000 120,000 150,000 40,000 10,000 3,500 50,000 2,500 35,000 50,000 500 10,000 2,000 1,511,915 -14,500 0 0 0 0 0 1,415 200,000 -10,000 -15,000 0 0 1,350,000 0 0 0 0 0 0 0 0 0 0 0 0 0

527

PAYMENTS IN LIEU OF TAXES (PILOTs) / TAXES PILOTS account for 3.13% of Bridgeport revenues. While we are grateful for the PILOT program, in the long term Connecticut needs to revisit this system which fails to reward municipalities that house regional infrastructure for the true value this infrastructure provides to the region. As a large city with limited developable land and a limited tax base, we provide health care services for the entire region, yet see limited tax revenues from tax exempt hospitals.
REV TYPE OBJECT DESC FY2010 ACTUAL 17,128,247 860,248 468,753 123,199 27,327 205,641 7,764 35,907 74,767 13,406 63,852 13,525 71,496 6,915 65,678 0 21,500 0 12,911 24,000 136,158 697,376 17,365 39,022 9,917,387 2,455,099 0 339,437 1,001,882 282,104 145,000 528 0 FY 2011 CURRENT FY 2012 MAYOR VARIANCE TO BUDGET PROPOSED FY2012 ADOPTED FY2011 BUDGET 15,773,087 860,246 480,000 163,811 26,387 198,570 8,036 35,907 120,000 13,675 70,670 13,795 71,496 6,140 67,649 20,400 21,500 69,020 0 19,000 0 650,000 10,000 40,000 8,909,623 2,901,662 10,000 325,000 608,000 0 0 2,500 50,000 15,403,073 860,246 450,000 137,671 28,991 218,165 11,851 35,907 120,000 13,949 72,983 14,071 71,496 6,140 69,678 20,169 21,500 49,696 0 18,000 0 650,000 15,000 36,000 8,545,284 2,940,776 10,000 325,000 608,000 0 0 2,500 50,000 15,403,073 860,246 450,000 137,671 28,991 218,165 11,851 35,907 120,000 13,949 72,983 14,071 71,496 6,140 69,678 20,169 21,500 49,696 0 18,000 0 650,000 15,000 36,000 8,545,284 2,940,776 10,000 325,000 608,000 0 0 2,500 50,000 -370,014 0 -30,000 -26,140 2,604 19,595 3,815 0 0 274 2,313 276 0 0 2,029 -231 0 -19,324 0 -1,000 0 0 5,000 -4,000 -364,339 39,114 0 0 0 0 0 0 0
PAYMENTS IN LIEU OF TAXES 41305 TAX COLLECTOR: 3030 PARK 41551 O.T.B INCOME 44319 LAFAYETTE BLVD LOFTS PILOT 44320 BROAD STREET PILOT 44321 CITY TRUST PILOT 44322 EAST MAIN STREET PILOT 44323 ARCADE PILOT 44324 CAPTAIN COVE PILOT 44325 CASA PILOT 44340 ARTSPACE READS BUILDING PILOT 44346 UNITED CEREBRAL PALSY PILOT 44347 144 GOLDEN HILL STREET PILOT 44348 GOODWILL-HELMS HOUSING PILOT 44349 PARK CITY RCH PILOT 44358 JEFFERSON SCHOOL PILOT 44373 WASHINGTON PARK PILOT 44392 881 LAFAYETTE BLVD PILOT 44393 PREMIUM ON LIEN SALE 44680 ELDERLY/DISABLEDFREEZETAXREIMB 44681 DCA TAX ABATEMENT 44682 ELDERLYEXEMPTION-OWNERSPROGRAM 44683 ELDERLYEXEMPTION-TOTALLYDISABL 44684 ELDERLYEXEMPTION-ADDITIONALVET 44686 TAX EXEMPT HOSPITALS 44687 STATE-OWNED PROPERTY PILOT 44689 MISCELLANEOUS PILOTS 44690 DISTRESSEDMUNICIPALITYTAXEXEMP 44691 MANUFACTURINGMACHINERY&EQUIPME 45172 CRRA HOST COMMUNITY REVENUE 45205 C.R.R.A PILOT PAYMENT 47278 BHA RENTAL PROPERTY PILOT PMT 47565 PORTAUTHORITYANNUALPILOTPAYMEN

528

REIMBURSEMENTS / RENTS & LEASES Reimbursements, Rents & Leases account for 1.49% of Bridgeports overall annual revenues.
REV TYPE OBJECT DESC FY2010 ACTUAL 4,009,130 65,000 0 40,000 20,750 183,180 70,850 3,129,183 60,721 0 1,432,244 36,000 0 330 56,198 65,000 242,917 169,397 1,100 85,103 35,621 3,700 4,500 79,000 0 2,700 72,168 14,250 55,020 75,000 276,040 55,460 10,500 50,000 FY 2011 CURRENT FY 2012 MAYOR VARIANCE TO BUDGET PROPOSED FY2012 ADOPTED FY2011 BUDGET 4,407,300 0 15,000 0 0 120,000 65,000 4,000,000 57,000 300 2,256,556 36,000 65,106 200 95,940 67,200 267,000 239,660 1,200 106,500 25,000 1,000 2,250 72,000 8,000 1,500 778,000 12,000 50,000 72,500 250,000 45,000 10,500 50,000 5,493,618 60,000 15,000 115,249 110,069 120,000 68,000 4,948,000 57,000 300 1,798,256 36,000 65,106 200 95,940 67,200 267,000 275,660 1,200 98,200 25,000 10,000 2,250 72,000 8,000 1,500 278,000 12,000 55,000 72,500 250,000 45,000 10,500 50,000 5,493,618 60,000 15,000 115,249 110,069 120,000 68,000 4,948,000 57,000 300 1,798,256 36,000 65,106 200 95,940 67,200 267,000 275,660 1,200 98,200 25,000 10,000 2,250 72,000 8,000 1,500 278,000 12,000 55,000 72,500 250,000 45,000 10,500 50,000 1,086,318 60,000 0 115,249 110,069 0 3,000 948,000 0 0 -458,300 0 0 0 0 0 0 36,000 0 -8,300 0 9,000 0 0 0 0 -500,000 0 5,000 0 0 0 0 0
REIMBURSEMENT 41392 DEBT SERVICE PARENT CENTER 41543 FORECLOSURE COST RECOVERY 41561 DEBTSERVICEPRINCIPALREIMBURSEM 41562 DEBTSERVICEINTERESTREIMBURSEME 41564 ADMINISTRATIVEFEE/OVERHEADALLO 41603 FIREWATCH REIMBURSEMENT 41644 OUTSIDE OVERTIME REIMBURSEMENT 41670 COMMERCIAL DUMPING TIP FEES 41673 SIDEWALK REPAIR FEE RENTS/LEASES 41316 T-MOBILE RENT KENNEDY STADIUM 41326 WONDERLAND BOND DEBT SERVICE 41503 SECURITY BADGES 41504 TIE DOWN 41505 T-HANGARS 41506 HANGER RENTALS 41507 ANNUAL BASE RENT 41508 OPERATING CERTIFICATE FEE 41510 FUEL FLOWAGE FEE 41560 PROPERTY RENTAL 41624 KENNEDY STADIUM RENTAL 41626 90ACRESFLEAMARKETSPACERENTAL 41629 WONDERLAND OF ICE - RENT 41632 CITY CONCESSIONS 41633 APARTMENT RENTAL 41641 PARKING REVENUES 41675 BALLFIELD RENTAL 41676 SEASIDE PARK RENTAL 45138 ANNUAL RENT 45140 ANNUAL PILOT 45327 LAMAR 45341 W.I.C.C ANNUAL LEASE 45342 FAIRCHILDWHEELERRESTAURANTREVE

529
SALE OF PROPERTY / SHARED REVENUES

Sale of Property & Shared Revenues account for 0.29% of overall revenues. Pursuant to the BGREEN 2020 Sustainability Plan, Bridgeport is working towards municipal consolidation. This means we are in the process of streamlining the number of buildings we use to house our staff, and we are working to maximize the efficiencies in our existing buildings. Sale of excess City property will get properties back on the tax rolls and improve the variety of businesses in the downtown area.
FY 2011 CURRENT FY 2012 MAYOR VARIANCE TO BUDGET PROPOSED FY2012 ADOPTED FY2011 BUDGET 1,275,000 1,100,000 175,000 1,275,000 1,100,000 175,000 1,275,000 1,100,000 175,000 0 0 0
REV TYPE
OBJECT DESC
FY2010 ACTUAL 830,795 639,500 191,295
SALE OF PROPERTY 41544 SALE OF CITY PROPERTY 41666 SALE OF SCRAP METAL
SHARED REVENUES 41509 % OF GROSS 41511 CAR RENTAL % OF GROSS 41552 STATE BINGO 41630 % OF PROFIT
209,198 75,150 9,004 43 125,000
165,600 90,400 0 200 75,000
149,800 74,600 0 200 75,000
149,800 74,600 0 200 75,000
-15,800 -15,800 0 0 0

530
APPENDIX
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. The use of a separate fund, an Internal Service 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 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.
DESCRIPTION
CURRENT FY 2011 REVISED CLAIMS FY 2010 BASIS NEED
EMPLOYER SHARE IN variance DEPARTMENTS
MAIN BUDGET ACCOUNT
CITY W/C H&H in depts. 10,166,700
TOTAL ALL BUDGETS 44,439,370 713,569 45,152,939 37,692,583 4,339,729 2,100,907 44,133,219 120,845
EMPLOYEE / RETIREE SHARE 2,713,128 109,033 2,822,161 6,880,288 635,936 222,747 7,738,971 17,764
CITY GENERAL FUND 43,614,400 47,152,498 3,538,098 CITY GRANTS 2,713,700 822,602 -1,891,098 GRAND TOTAL CITY BENEFITS 46,328,100 47,975,100 1,647,000
16,136,893 18,135,777 713,569 16,850,462 18,135,777 24,365,087 13,327,496 4,339,729 1,693,407 407,500 30,398,223 13,734,996 117,845 3,000
10,166,700
BOE GENERAL FUND 41,622,300 44,572,871 2,950,571 BOE GRANTS 4,425,900 4,975,665 549,765 NUTRITION CENTER 2,076,400 2,323,654 247,254 GRAND TOTAL EDUCATION BENEFITS WPCA GRAND TOTAL 48,124,600 51,872,190 3,747,590 194,700 138,609 -56,091
94,647,400 99,985,899 5,338,499
47,366,530 31,873,773
10,166,700
89,407,003 10,578,896

531
APPENDIX
ORG 62074000 62074000 62074000 62074000 62074000 62074000 62074000 62074000 62074000 62074000 62074000 62074000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 '62075000 DESC

OBJECT DESC 'DENTAL HMO - CITY GRANTS 'DENTAL PPO FEE- CITY GRANTS 'VISION FEE - CITY GRANTS 'VISION CLMS-CITY GRANTS 'LIFE INSURANCE GRANT EMPLOYEES 'CLMS DNTL- CITY GRANTS 'RX CLAIMS - CITY GRANTS 'RX ADM - CITY GRANTS 'HEALTH ASO FEES: CITY GRANTS 'CLMS MENTAL HEALTH - CITY GRAN 'CLMS CHIROPRACTIC - CITY GRANT 'CLAIMS DR/HSPTLS - CITY GRANTS FY 2010 BUDGET FY 2011 ADOPTED
'HEALTH BENEFIT ADMINISTRATION '52006 'HEALTH BENEFIT ADMINISTRATION '52022 'HEALTH BENEFIT ADMINISTRATION '52106 'HEALTH BENEFIT ADMINISTRATION '52130 'HEALTH BENEFIT ADMINISTRATION '52155 'HEALTH BENEFIT ADMINISTRATION '52165 'HEALTH BENEFIT ADMINISTRATION '52412 'HEALTH BENEFIT ADMINISTRATION '52428 'HEALTH BENEFIT ADMINISTRATION '52706 'HEALTH BENEFIT ADMINISTRATION '52745 'HEALTH BENEFIT ADMINISTRATION '52795 'HEALTH BENEFIT ADMINISTRATION '52895 CITY GRANT APPROPRIATION TOTAL 'HEALTH BENEFIT ADMINISTRATION '52002 'HEALTH BENEFIT ADMINISTRATION '52008 'HEALTH BENEFIT ADMINISTRATION '52018 'HEALTH BENEFIT ADMINISTRATION '52024 'HEALTH BENEFIT ADMINISTRATION '52102 'HEALTH BENEFIT ADMINISTRATION '52108 'HEALTH BENEFIT ADMINISTRATION '52126 'HEALTH BENEFIT ADMINISTRATION '52129 'HEALTH BENEFIT ADMINISTRATION '52154 'HEALTH BENEFIT ADMINISTRATION '52156 'HEALTH BENEFIT ADMINISTRATION '52164 'HEALTH BENEFIT ADMINISTRATION '52166 'HEALTH BENEFIT ADMINISTRATION '52202 'HEALTH BENEFIT ADMINISTRATION '52203 'HEALTH BENEFIT ADMINISTRATION '52204 'HEALTH BENEFIT ADMINISTRATION '52205 'HEALTH BENEFIT ADMINISTRATION '52206 'HEALTH BENEFIT ADMINISTRATION '52250 'HEALTH BENEFIT ADMINISTRATION '52252 'HEALTH BENEFIT ADMINISTRATION '52254 'HEALTH BENEFIT ADMINISTRATION '52256 'HEALTH BENEFIT ADMINISTRATION '52258 'HEALTH BENEFIT ADMINISTRATION '52260 'HEALTH BENEFIT ADMINISTRATION '52262 'HEALTH BENEFIT ADMINISTRATION '52268 'HEALTH BENEFIT ADMINISTRATION '52270 'HEALTH BENEFIT ADMINISTRATION '52272 'HEALTH BENEFIT ADMINISTRATION '52274 'HEALTH BENEFIT ADMINISTRATION '52276 'HEALTH BENEFIT ADMINISTRATION '52284 'HEALTH BENEFIT ADMINISTRATION '52286 'HEALTH BENEFIT ADMINISTRATION '52288 'HEALTH BENEFIT ADMINISTRATION '52290 'HEALTH BENEFIT ADMINISTRATION '52292 'HEALTH BENEFIT ADMINISTRATION '52361 'HEALTH BENEFIT ADMINISTRATION '52406 'HEALTH BENEFIT ADMINISTRATION '52422 'HEALTH BENEFIT ADMINISTRATION '52426 'HEALTH BENEFIT ADMINISTRATION '52433 'HEALTH BENEFIT ADMINISTRATION '52436 'HEALTH BENEFIT ADMINISTRATION '52702 'HEALTH BENEFIT ADMINISTRATION '52704 'HEALTH BENEFIT ADMINISTRATION '52709 'HEALTH BENEFIT ADMINISTRATION '52720 'HEALTH BENEFIT ADMINISTRATION '52725 'HEALTH BENEFIT ADMINISTRATION '52740 'HEALTH BENEFIT ADMINISTRATION '52770 'HEALTH BENEFIT ADMINISTRATION '52775 'HEALTH BENEFIT ADMINISTRATION '52790 'HEALTH BENEFIT ADMINISTRATION '52870 'HEALTH BENEFIT ADMINISTRATION '52875 'HEALTH BENEFIT ADMINISTRATION '52890 'HEALTH BENEFIT ADMINISTRATION '52891 'HEALTH BENEFIT ADMINISTRATION '52892 'HEALTH BENEFIT ADMINISTRATION '52893 'HEALTH BENEFIT ADMINISTRATION '52894 'HEALTH BENEFIT ADMINISTRATION '52898 'HEALTH BENEFIT ADMINISTRATION '52899 'HEALTH BENEFIT ADMINISTRATION '52916 'HEALTH BENEFIT ADMINISTRATION '52920 'HEALTH BENEFIT ADMINISTRATION '56100 'HEALTH BENEFIT ADMINISTRATION '56165 CITY GENERAL FUND APPROPRIATION TOTAL
24,600 0 7,500 0 2,000 0 16,700 0 26,000 0 143,000 0 303,800 109,033 1,900 0 84,500 0 59,900 0 28,200 0 1,484,600 713,569 2,182,700 822,602 'DENTAL HMO - CITY ACTIVE 153,800 'DENTAL HMO - COBRA/RETIREE 1,500 400 'DENTAL PPO FEE- CITY ACTIVE 35,900 'DENTAL PPO - COBRA/RETIREE 2,100 2,100 'VISION FEE - CITY ACTIVE 10,600 'VISION FEE - COBRA/RETIREE 900 600 'VISION CLMS-CITY ACTIVE 88,900 'VISION CLMS-CITY RETIREES 9,600 5,200 'LIFE INSURANCE CIVIL SERVICE 220,000 'LIFE INSURANCE CITY DISABLED 44,000 'CLMS DNTL- CITY ACTIVE 792,205 'CLMS DNTL- CITY RETIREES 38,400 44,600 'ST DISABILITY UNAFILLIATED 19,700 'ST DISABILITY TEAMSTERS 1,000 'LT DISABILITY UNAFILLIATED 30,900 'LT DISABILITY TEAMSTERS 2,000 'HCRA 30,000 'H& H MEDICAL - POLICE 1,066,700 1,138,400 'H& H MEDICAL - FIRE 776,300 719,400 'H & H INDEMNITY - POLICE 582,100 483,000 'H & H INDEMNITY FIRE 758,000 759,000 'STATE OF CT ANNUAL ASMT FEE 319,000 300,000 'CT 2ND INJURY FUND ASSESSM 292,400 270,200 'WORKERS' COMP ADM FEE 464,400 479,000 'WORKERS' COMP INDM - FIRE 550,600 575,100 'WORKERS' COMP INDM - GEN G 109,370 99,800 'WORKERS' COMP INDM - HEALT 39,000 82,300 'WORKERS' COMP INDM - POLIC 1,160,300 822,600 'WORKERS' COMP INDM - PUB F 618,000 715,000 'WORKERS' COMP MED - FIRE 659,300 760,200 'WORKERS' COMP MED - GEN GO 223,000 205,500 'WORKERS' COMP MED - HEALTH 138,400 115,200 'WORKERS' COMP MED - POLICE 1,493,140 1,686,900 'WORKERS' COMP MED - PUB FA 948,500 955,100 'MEDICARE PART B REIMB FIRE/POL 885,000 920,300 'RX CLAIMS - CITY ACTIVE 2,157,400 'RX ADM - CITY ACTIVE 9,400 500,000 'RX ADM - RETIREES 8,900 6,300 'RX COBRA/RETIREES 70 0 'RX CLAIMS - CITY RET & COBRA 2,178,630 2,352,600 'HEALTH ASO FEES: CITY ACTIVE 412,600 'HEALTH ASO FEES: CITY RETIREES 296,700 320,400 'HEALTH ASO FEES: WORKERS COMP 3,800 4,200 'CLMS MENTAL HEALTH - CITY ACTI 301,510 'CLMS MENTAL HEALTH - WRKR COMP 155,600 'CLMS MENTAL HEALTH - CITY RETI 218,600 'CLMS CHIROPRACTIC - CITY ACTIV 147,000 'CLMS CHIROPRACTIC - WORKER COM 1,375 'CLMS CHIROPRACTIC - CITY RETIR 79,000 0 'CLAIMS DR/HSPTLS - CITY ACTIVE 8,369,288 16,136,893 'CLAIMS DR/HSPTLS - WORKER COMP 193,000 309,100 'CLAIMS DR/HSPTLS-CITY RETIREES 12,450,500 11,079,905 'MEDICAL MEDICARE RETIREES F/P 1,214,300 1,515,900 'MEDICAL MEDICARE CSG 1,109,000 1,321,400 'RX MEDICARE F/P 544,800 661,300 'RX MEDICARE CSG 1,514,544 1,642,300 'ASO FEES:MEDICAL MEDICARE F&P 48,000 40,600 'ASO FEES:MEDICAL MEDICARE CSG 51,000 53,700 'EMPLOYEE ASSISTANCE PROGRAM 38,000 38,000 'HEALTH BENEFITS BUYOUT 30,000 30,000 'AUDITING SERVICES 13,368 0 'MANAGEMENT SERVICES 34,000 0 44,145,400 47,152,498

532
APPENDIX
ORG '62400000 '62400000 '62400000 '62400000 '62400000 '62400000 '62400000 '62400000 '62400000 '62400000 '62400000 '62400000 '62400000 '62850000 '62850000 '62850000 '62850000 '62850000 '62850000 '62850000 '62850000 '62850000 '62850000 '62850000 '62850000 '62850000 '62850000 '62850000 '62850000 '62850000 '62850000 '62850000 '62850000 '62850000 '62850000 '62850000 '62850000 '62850000 '62850000 '62850000 '62850000 '62850000 '62850000 '62850000 '62850000 '62850000 '62850000 '62850000 '62850000 '62850000 '62850000 '62850000 '62899894 '62899894 '62899894 '62899894 '62899894 '62899894 '62899894 '62899894 '62899894 '62899894 '62899894 DESC

OBJECT DESC 'DENTAL HMO - WPCA ACTIVE 'DENTAL PPO FEE - WPCA ACTIVE 'VISION FEE - WPCA ACTIVE 'VISION CLMS-WPCA 'CLMS DNTL- WPCA 'WORKERS' COMP INDM - WPCA 'WORKERS' COMP MED - WPCA 'RX CLAIMS - WPCA 'RX ADM - WPCA 'HEALTH ASO FEES: WPCA ACTIVE 'CLMS MENTAL HEALTH - WPCA 'CLAIMS CHIROPRACTIC - WPCA 'CLAIMS DR/HSPTLS - WPCA ACTIVE 'DENTAL HMO - BOE CERTIFIED 'DENTAL HMO - BOE NONCERTIFIED 'DENTAL PPO - COBRA/RETIREE 'DENTAL PPO - BOE NONCERTIF 'DENTAL PPO - BOE CERTIFIED 'VISION FEE - BOE NONCERTIF 'VISION FEE - BOE RET/COBRA 'VISION CLMS-BOE RETIREES 'VISION CLMS-BOE NONCERTIFIED 'DENTAL HMO - BOE RETIREES 'CLMS DNTL- BOE CERTIFIED 'CLMS DNTL- BOE NONCERTIFIED 'CLMS DNTL- BOE RETIREES 'HCRA-BOE 'WORKERS' COMP INDM - NONCERT 'WORKERS' COMP INDM - CERTIFIED 'WORKERS' COMP MED - NONCERTIFI 'WORKERS' COMP MED - CERTIFIED 'RX CLAIMS BOE RETIREES 'RX CLAIMS - BOE NONCERTIFIED 'RX CLAIMS - BOE ACT CERTIFIED 'RX ADM-BOE ACT NONCERTIFIED 'RX ADM-BOE ACTIVE CERTIFIED 'RX COBRA/RETIREES 'HEALTH ASO FEES: BOE NON-CERT 'HEALTH ASO FEES: BOE CERTIFIED 'HEALTH ASO FEES: BOE RETIREES 'CLMS MENTAL HEALTH - BOE RETIR 'CLMS MENTAL HEALTH - BOE NONCE 'CLMS MENTAL HEALTH - BOE CERTI 'CLMS CHIROPRACTIC - BOE RETIRE 'CLMS CHIROPRACTIC - BOE NONCER 'CLMS CHIROPRACTIC - BOE CERTIF 'CLAIMS DR/HSPTLS-BOE RETIREES 'MEDICAL MEDICARE RETIREES BOE 'RX MEDICARE RETIREES BOE 'CLAIMS DR/HSPTLS-BOE NONCERT 'CLAIMS DR/HSPTLS-BOE CERTIFIED 'ASO FEES:MED MED BOE RETIREES 'DENTAL HMO - BOE GRANTS 'DENTAL PPO - BOE GRANTS 'VISION FEE - BOE GRANTS 'VISION CLMS-BOE GRANTS 'CLMS DNTL- BOE GRANTS 'RX CLAIMS - BOE GRANTS 'RX ADM - BOE GRANTS 'HEALTH ASO FEES: BOE GRANTS 'CLMS MENTAL HEALTH - BOE GRANT 'CLAIMS CHIROPRACTIC - BOE GRNT 'CLAIMS DR/HSPTLS - BOE GRANTS FY 2010 BUDGET FY 2011 ADOPTED
'WPCA INTERNAL HEALTH SERVICE '52004 'WPCA INTERNAL HEALTH SERVICE '52020 'WPCA INTERNAL HEALTH SERVICE '52104 'WPCA INTERNAL HEALTH SERVICE '52127 'WPCA INTERNAL HEALTH SERVICE '52169 'WPCA INTERNAL HEALTH SERVICE '52278 'WPCA INTERNAL HEALTH SERVICE '52294 'WPCA INTERNAL HEALTH SERVICE '52408 'WPCA INTERNAL HEALTH SERVICE '52424 'WPCA INTERNAL HEALTH SERVICE '52703 'WPCA INTERNAL HEALTH SERVICE '52730 'WPCA INTERNAL HEALTH SERVICE '52780 'WPCA INTERNAL HEALTH SERVICE '52880 WPCA APPROPRIATION TOTAL 'BOE INTERNAL HEALTH SERVICE '52010 'BOE INTERNAL HEALTH SERVICE '52012 'BOE INTERNAL HEALTH SERVICE '52024 'BOE INTERNAL HEALTH SERVICE '52026 'BOE INTERNAL HEALTH SERVICE '52028 'BOE INTERNAL HEALTH SERVICE '52110 'BOE INTERNAL HEALTH SERVICE '52120 'BOE INTERNAL HEALTH SERVICE '52128 'BOE INTERNAL HEALTH SERVICE '52131 'BOE INTERNAL HEALTH SERVICE '52138 'BOE INTERNAL HEALTH SERVICE '52160 'BOE INTERNAL HEALTH SERVICE '52161 'BOE INTERNAL HEALTH SERVICE '52163 'BOE INTERNAL HEALTH SERVICE '52207 'BOE INTERNAL HEALTH SERVICE '52264 'BOE INTERNAL HEALTH SERVICE '52266 'BOE INTERNAL HEALTH SERVICE '52280 'BOE INTERNAL HEALTH SERVICE '52282 'BOE INTERNAL HEALTH SERVICE '52410 'BOE INTERNAL HEALTH SERVICE '52414 'BOE INTERNAL HEALTH SERVICE '52416 'BOE INTERNAL HEALTH SERVICE '52430 'BOE INTERNAL HEALTH SERVICE '52432 'BOE INTERNAL HEALTH SERVICE '52433 'BOE INTERNAL HEALTH SERVICE '52707 'BOE INTERNAL HEALTH SERVICE '52708 'BOE INTERNAL HEALTH SERVICE '52711 'BOE INTERNAL HEALTH SERVICE '52735 'BOE INTERNAL HEALTH SERVICE '52750 'BOE INTERNAL HEALTH SERVICE '52755 'BOE INTERNAL HEALTH SERVICE '52785 'BOE INTERNAL HEALTH SERVICE '52800 'BOE INTERNAL HEALTH SERVICE '52805 'BOE INTERNAL HEALTH SERVICE '52885 'BOE INTERNAL HEALTH SERVICE '52896 'BOE INTERNAL HEALTH SERVICE '52897 'BOE INTERNAL HEALTH SERVICE '52900 'BOE INTERNAL HEALTH SERVICE '52905 'BOE INTERNAL HEALTH SERVICE '52909 BOE GENERAL FUND APPROPRIATION TOTAL 'BOE GRANTS INTERNAL HEALTH SER '52016 'BOE GRANTS INTERNAL HEALTH SER '52032 'BOE GRANTS INTERNAL HEALTH SER '52114 'BOE GRANTS INTERNAL HEALTH SER '52124 'BOE GRANTS INTERNAL HEALTH SER '52162 'BOE GRANTS INTERNAL HEALTH SER '52402 'BOE GRANTS INTERNAL HEALTH SER '52418 'BOE GRANTS INTERNAL HEALTH SER '52700 'BOE GRANTS INTERNAL HEALTH SER '52710 'BOE GRANTS INTERNAL HEALTH SER '52760 'BOE GRANTS INTERNAL HEALTH SER '52860 BOE GRANT APPROPRIATION TOTAL
1,000 215 100 3,900 6,000 15,200 20,764 14,500 22,000 300 2,985 2,000 400 126,100 117,845 194,700 138,609 43,000 28,700 32,400 32,000 28,000 60,300 6,400 200 200 1,400 1,900 53,700 1,900 2,300 1,374,300 399,350 635,000 699,500 50,000 43,000 479,150 67,900 206,650 717,100 791,400 222,300 520,000 307,296 1,672,000 1,794,300 1,354,200 2,775,000 7,000 3,680,288 9,100 41,100 29,900 241,700 539,400 241,800 270,400 109,200 224,400 433,000 57,300 122,100 203,700 6,462,900 7,321,000 1,512,435 1,955,300 2,857,150 2,987,800 5,643,800 7,365,087 12,327,400 17,000,000 75,765 75,300 41,622,300 44,572,871 8,800 11,600 1,900 11,900 238,800 492,700 635,936 4,000 158,900 101,800 40,900 3,354,600 4,339,729 4,425,900 4,975,665

533
APPENDIX
ORG '62900000 '62900000 '62900000 '62900000 '62900000 '62900000 '62900000 '62900000 '62900000 '62900000 '62900000 '62900000 '62900000 '62900000
DESC
OBJECT
DESC
FY 2010 BUDGET
FY 2011 ADOPTED
'BOE FOOD SERVICES '52014 'DENTAL HMO - NUTRITION 'BOE FOOD SERVICES '52030 'DENTAL PPO - NUTRITION 'BOE FOOD SERVICES '52112 'VISION FEE - NUTRITION 'BOE FOOD SERVICES '52125 'VISION CLMS-NUTRITION 'BOE FOOD SERVICES '52167 'CLMS DNTL- NUTRITION CENTER 'BOE FOOD SERVICES '52312 'WORKERS' COMP INDM - NUTRITION 'BOE FOOD SERVICES '52314 'WORKERS' COMP MED - NUTRITION 'BOE FOOD SERVICES '52363 'MEDICARE PART B REIMB BOE FOOD 'BOE FOOD SERVICES '52404 'RX CLAIMS - NUTRITION 'BOE FOOD SERVICES '52420 'RX ADM - NUTRITION 'BOE FOOD SERVICES '52701 'HEALTH ASO FEES: NUTRITION 'BOE FOOD SERVICES '52715 'CLMS MENTAL HEALTH - NUTRITION 'BOE FOOD SERVICES '52765 'CLMS CHIROPRACTIC - NUTRITION 'BOE FOOD SERVICES '52865 'CLAIMS DR/HSPTLS - NUTRITION NUTRITION CENTER APPROPRIATION TOTAL TOTAL ISF APPROPRIATIONS
2,100 4,900 1,150 6,950 77,200 221,200 43,800 50,000 362,300 1,200 1,400 261,510 222,747 1,500 53,800 29,300 15,200 1,350,390 1,693,407 2,076,400 2,323,654 94,647,400 99,985,899

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APPENDIX
GENERAL FUND BUDGET CAPITAL BUDGET POLICIES
CAPITAL IMPROVEMENT PROGRAM OVERVIEW & PROCEDURES

All Capital Equipment purchases are governed by Capital Procedures. Preparing and maintaining the Capital Budget is an imperative part of the City's management effort. Central to this management effort is providing accurate and thorough justifications for proposed capital projects, making the capital budgeting cycle transparent and straightforward. Specific criteria that guide Capital budgeting decisions are outlined below: 1) The City administration will develop a process for ensuring that capital investments provide the maximum community benefit and that appropriate supporting policies are implemented. 2) The City shall allocate a percentage of its general operating revenue for capital investment for the next five (5) fiscal years. 3) The City shall budget an increasing percentage of its CDBG allocations for the next five (5) years for capital. 4) All redevelopment and economic development projects shall include plans for specific returns (investment and leverage). 5) Priority will be given to those investments/projects that foster achievement of City Executive Committee goals and objectives, aid in the implementation of approved City plans, and conform to the following ideals: Foster Economic Growth; Foster Neighborhood Growth; Foster Urban Conservation; Conform to the City's five (5) year plan; Replace or renovate existing obsolete or deteriorated elements of the City's property rather than providing additional facilities; Reduce the cost of operations or result in a net increase in general revenues; Are mandated by governmental agencies; Do not duplicate other public and/or private services; Reduce energy consumption; Benefit low and moderate income persons and/or slow economic blight; Are located in targeted neighborhoods and economic development areas, i.e. (enterprise zone); and Improve the safety and security of citizens.
DEFINING CAPITAL EQUIPMENT & CAPITAL PROJECTS

Capital Equipment is defined as any item that has an expected life of five (5) years or more and a purchase price in excess of $500.00. Items costing less than $500.00 and lasting less than five (5) years are to be purchased from material and supply accounts. The purchase price includes any costs of acquisition or transportation of the item or other costs associated with the installation or placing it into service. The expected life for a piece of equipment is that period of time for which it will be useful in carrying out operations without major repair to its physical condition. Generally, capital equipment includes, but is not limited to, furniture and fixtures, machinery and motor vehicles. Capital equipment excludes commodities that are converted in the process of construction, or that are used to form a minor part of equipment or fixed property. In addition, repairs will normally not be capitalized regardless of the cost of repair or the extent of repair relative to the cost of a new item. The following examples occur frequently and are intended to serve as a guide in deciding whether or not to capitalize an item. Calculators - will not be capitalized. All furniture costing more than $500.00 will be capitalized. The Capital improvement program is defined as a plan for capital expenditures over a multi-year period to meet identified improvements in the infrastructure.

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The Capital Budget is the first year of a five year plan for capital expenditures to be incurred over a given fiscal year from funds appropriated by the City Council for project scheduled in the same year. Capital Projects are the improvements that make up the capital budget. Each project has a specific purpose, justification and cost. Projects propose physical improvements in different elements of the City's infrastructure. Improvements include but are not limited to: construction, reconstruction, rehabilitation, modification, renovation, expansion, replacement, extension of streets, bridges, buildings, sidewalks, playgrounds, traffic signals, ramps, lights and acquisition of land, buildings with associated relocation, demolition and improvements such as landscaping, fencing and paving.
CAPITAL IMPROVEMENT PROGRAM REQUESTS

All Capital Projects Under Consideration must be accompanied by a description including the following detail and descriptive information: 1) PROJECT TITLE: Enter the title best describing the project. Be concise, but as descriptive as possible. 2) SUBMITTED BY: Enter the Department, and division, if applicable. 3) CONTACT PERSON: Enter the name and telephone number of the person who can best answer detailed questions about this project. 4) PROJECT DESCRIPTION: Give a full, detailed description of the project. The description must contain enough information to allow for a detailed project cost estimate. If the project is construction of a building, specify the following: size; use; type of building; utility type; etc. If it is a street project, specify the following: length; width; whether it is new construction, reconstruction or resurfacing; whether it involves new signals, sewers, and/or sidewalks; etc. Any project with insufficient information to develop a cost estimate will not be considered. 5) PROJECT JUSTIFICATION: Support the need for this project. Some of the questions you might want to consider follow: Does the project meet established standards and/or codes? Does it eliminate a health, fire or safety hazard? Does it serve a segment of the community not currently served? Does it foster private investment? How much? Does it create jobs? How many? What type? What will happen if the City does not undertake this project? Use the above and the Capital Allocation Checklist as a guide in submitting justifications. 6) PROJECT LOCATION AND SERVICE AREA: Give a brief description of the community impact the project will have as well as the area it will serve. 7) SIGNATURE: The Department Director must sign the bottom of the form and date it. The signature indicates that the director approves of the submission of the project and agrees with the information provided.
PROJECT COST ESTIMATE INSTRUCTIONS

1) PROJECT TITLE: The name of the project for which the estimate is being prepared. 2) PROJECT COST: Enter the cost estimate for each line item of the project for the upcoming fiscal year. All costs must be detailed by line item. 3) TOTAL PROJECT COSTS: Use this column only if the project requires multi-year financing and the total cost is not reflected in the one (1) year column. 4) ESTIMATE PREPARED BY: Enter the name, department and division of the preparer. 5) COMMENTS: Enter any comments the department preparing the cost estimate may have regarding this estimate or this project itself.

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APPENDIX
CAPITAL EQUIPMENT REPLACEMENT SCHEDULE ITEM

Street Sweepers Dump Trucks Loaders Tractors Sanitation trucks Police Cruisers Passenger Vehicle Light Trucks - Vans Specialized Large Equipment Fire Engines Front Line Reserve Fire Trucks Front Line Reserve
SCHEDULE
Every 5 years Every 7 years Every 12 years Every 10 years Every 7 years Every 5 years Every 7 years Every 7 years As needed Every 15 years Every 20 years Every 20 years Every 25 years
MAXIMUM
1 per year 1 per year 1 per year 1 every 5 years 2 per year 21 per year depending on condition depending on condition
1 per year
1 per year
The following policies have been established to encourage the replacement of outdated capital equipment, realizing limitations of funding. In all cases, the equipment requested shall be of the type and quality necessary for the efficient accomplishment of the departments' service functions. EQUIPMENT FOR EQUIPMENT REPLACEMENT Example: Two-for-one trades will have preference over one-for-one trades. EQUIPMENT FOR DIRECT COST SAVINGS Example: Capital equipment proposals that offer direct cost savings to the City will have preference. EQUIPMENT FOR POSITION(S) REPLACEMENT Example: Proposals from departments for abolishing position(s) in return for equipment will have preference.
All capital equipment rollovers will be monitored for performance as the City expects increased turnover to dramatically reduce manpower time and equipment idle (repair) time.

537
GENERAL FUND BUDGET APPENDIX CAPITAL BUDGET POLICIES CAPITAL IMPROVEMENT PROGRAM PROCEDURES PROCESS
Who decides: the City Council, through the budget and appropriation committee, provides the final approval of all Capital Improvement Programs, budgets and projects. The Mayor recommends the Capital Program by way of two committees: Technical Review Committee: Reviews department submissions for priority ranking and capability. Capital Finance Committee: Reviews the recommendations of the Technical Review Committee and determines the project need by evaluating the following: o Technical Review Committee priority; o Economic & community need/impact; o and Financial accessibility.
HOW DO PROJECTS GET CONSIDERED?

STEP I - SUBMISSION Per the budget schedule, the Office of Policy and Management requests capital project proposals from the Department Directors. These proposals contain a project description, its justification and location. The Capital Allocation Checklist must be used by departments and review boards in developing and justifying capital submissions. STEP II - TECHNICAL EVALUATION After projects are submitted, the Office of Policy and Management will convene the Technical Review Board. This committee, made up of the City Engineer, City Planning Director, Public Works Director and two representatives of the Office of Policy & Management (OPM), evaluate the impact of each project based on the provided description and justification. Impacts are measured against the approved technical criteria. During this process, projects which are similar are consolidated, projects already financed or which should be requested as part of an operating budget are eliminated. This results in a final recommended priority list. STEP III - CAPITAL FINANCE COMMITTEE SELECTION The prioritized list of submissions is presented to the Capital Finance Committee for an initial cut. Using the technical evaluation as the basis of the decision, this committee will select those projects which merit further consideration and eliminate those with lower priorities. STEP IV - NOTIFICATION TO DEPARTMENTS Once the Capital Finance Committee selects the projects, OPM sends a letter to all departments informing them of the decisions. The notification letter contains several items: A list of projects that will be considered. Each department is responsible for preparing the cost estimate; A list of projects that have been eliminated; A description of the appeal process; Cost estimate forms; And copies of all project descriptions still in consideration. Departments are to provide any updated information on the project descriptions and develop a cost estimate to be submitted to OPM.

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APPENDIX
STEP V - APPEAL
Each department is given one (1) week to review the disposition of each project they originally submitted. They may appeal any of those projects. This is done by submitting a written letter of justification that they wish to be reconsidered or a program that should be eliminated. All justifications are reviewed by the Capital Finance Committee and the department director will be invited to a meeting to answer any questions members may have. Based on the justifications presented the Capital Finance Committee will make a final determination. Departments will be notified the following week. STEP VI - COST ESTIMATES For all projects still in consideration, a cost estimate will be developed. These will be submitted to Office of Policy and Management. STEP VII - FINAL EVALUATION OF PROJECTS The Executive Committee, appointed by the Mayor, reviews all of the recommended projects and evaluates those for final presentation to the City Council. The final list will be evaluated from the priority list and available resources. STEP VIII - FINAL APPROVAL Final approval to proceed will be given by the City Council. This is done through the voting of the council at a meeting scheduled for February preceding the fiscal year start. STEP IX - NOTIFICATION OF SELECTED PROJECTS After the Capital Improvement Plan is developed, the Office of Policy and Management will notify departments whose Capital Projects were adopted and will publish the Capital Budget. The document will contain the details of the selected projects as follows: Project descriptions; Funded amounts; Funding sources; and the Responsible agency.
AMENDING THE CAPITAL IMPROVEMENT PROGRAM

From time to time during the year changes must be made in the Capital Improvement Program (CIP). These changes are made through a CIP Amendment request. A CIP Amendment is required under the following conditions: Financing a project not previously considered. This may result from emergencies that may occur during the year, or a change as needed. Increasing the funded amount of an existing project. These may arise from unanticipated inflation, change in the original project description or bids which come in higher than the original cost estimate. A CIP Amendment is processed as follows: 1) The department responsible for the project makes an initial determination that additional funds are required for a specific purpose. 2) A written request by the Director is submitted to OPM. The request will include: A) Name of Project; B) Additional funds requested; C) Total current cost of the project; and D) Justification of request. 3) The Office of Policy and Management will make a recommendation to the Capital Finance Committee which approves or disapproves the request.

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APPENDIX
4) If the request is approved, OPM will prepare a report and resolution for approval from the City's City Council. The report will be placed on the earliest possible agenda of the City Council. 5) Upon approval of the City Council, OPM will request the Comptroller's Office to establish an account number or increase the original appropriation. 6) The Department proceeds with the project after steps 1-5 have been performed. They will be notified by OPM.
ACCOUNTING PROCEDURES
After all of the projects have been approved by City Council the Comptroller's Office will begin the process of establishing accounts for the approved programs. All appropriations will be established based upon the approved project cost and prepared by using the line item criteria established by the cost estimate forms. In addition, the Comptroller's Office will be responsible for the following: 1) Maintaining grant agreements; 2) Maintaining audit records; 3) Receiving and recording revenues; 4) Distributing payments; 5) Reconciling the general ledger; 6) Reconciling bank statements and investments; and 7) Monitoring department performance. The Department Director or Project Manager will be responsible for the following: 1) Creating monthly project status reports; 2) Creating and maintaining project timetables; 3) Explaining project changes and/or cost overruns; 4) Providing updates to the City Council; 5) Presenting projects to committee and the City Council; 6) Completing data detail for the Comptroller's Office; and 7) Estimating costs and/or staffing requirements.

540
APPENDIX
PROJECT DESCRIPTION Board of Education
GENERAL FUND BUDGET CAPITAL BUDGET DETAIL

Central High School Renovations Harding High School Renovations Dunbar Renovation Black Rock School Bassick High School Roof Maintenance Vehicles Classroom Computers Special Education Buses
TOTAL BOE Econom ic Developm ent
16,000,000.00 18,500,000.00 4,000,000.00 4,000,000.00 1,500,000 1,500,000 300,000 3,300,000 500,000 3,000,000 200,000 200,000 750,000 3,000,000 7,650,000 4,000,000 1,500,000 500,000 500,000 750,000 3,000,000 200,000 250,000 500,000 2,000,000 150,000 1P748 1P749 500,000 2,000,000 14,275,000 270,150 50,000 50,000 1,500,000 300,000 1,800,000 500,000 855,300 300,000 1,155,300 500,000 1,500,000 3,855,300 1,500,000 6,855,300 2,500,000 3,000,000 200,000 200,000 750,000 4,000,000 10,650,000 14,000,000 2,600,000 2,500,000 1,500,000 1,550,000 3,000,000 200,000 250,000 500,000 2,000,000 520,150
42,500,000 1P708 9P665 1P743 1P745 1P744 1P746 1P410 1,000,000 950,000 100,000 469,500 250,000 5,000,000 7,769,500 4,500,000 1,600,000 75,000 850,000 250,000 1,500,000 3,000,000
300,000 300,000 500,000
300,000 300,000 500,000
3,000,000 7,710,600 3,000,000 13,710,600 5,000,000 6,000,000 400,000 400,000 1,500,000 8,000,000 21,300,000 28,000,000 5,200,000 5,000,000 3,000,000 3,100,000 6,000,000 400,000 500,000 1,000,000 4,000,000 1,040,300
City / Neighborhood Beautification Land management / Acquisition Steel Point Neighborhood Revitalization Zones- Infrastructure Freeman Homes Neighborhood Revitalization Zones- Housing/Admin City Wide Waterfront Development Blight Removal / Demolition Clean Up
TOTAL OPED Public Facilities
250,000 750,000 2,500,000 200,000 500,000 250,000 200,000
250,000 750,000 2,500,000 200,000 500,000 250,000 200,000
250,000 750,000 2,500,000 350,000 500,000 250,000 200,000
250,000 750,000 2,500,000 350,000 500,000 250,000 200,000
Roadway Paving, Culverts, Intersections Public Facilities Equipment Muni Bldg. HVAC / Heating / Elec / Facilities City Wide Building & Security Improvements Energy Conservation / Conversion Program' Recycling TOTER Program Sidewalk / Streetscape Replacement Program Perry Arch Engineering Study New Police H.Q / IT Department Study Barnum Museum Renovations New Senior Center Parks Maintenance Equipment Federal Energy Renewal / Source Program Match Pleasure Beach Water and Park Accessibility
TOTAL PUBLIC FACILITIES Other Departm ents
1P625 1P630 0P631 1P739 1P747 1P719 0P742/1P742
13,200,000 225,000 200,000 200,000 1,200,000 330,000 250,000 2,405,000 26,555,000
3,800,000 225,000
3,920,150 225,000
3,850,000
3,850,000
28,620,150 675,000 200,000 200,000 2,350,000 705,000 750,000 4,880,000
57,240,300 1,350,000 400,000 400,000 4,700,000 1,410,000 1,500,000 9,760,000 102,010,900
EOC Capital Maintenance Program East Side Library Study East End Library Study Fire Apparatus Replacement Program WPCA Sewer Separation Program IT Telephony & Computer Replacement Program
TOTAL OTHER TOTAL ALL DEPARTMENTS
1P750 1P751
425,300 250,000 675,300 65,219,800
650,000 250,000 250,000 1,375,000 7,725,000
500,000 125,000 250,000 1,100,000 6,925,450 4,900,000 4,900,000
51,005,450
CAPITAL IMPROVEMENT PROJECTS BOARD OF EDUCATION

BOARD OF EDUCATION REVISED PROJECTS: $1,500,000 for renovations to the roof of Bassick High School. $1,500,000 for upgrades and purchase of computers for Bridgeport classrooms. $300,000 for continued replacement of aging Special Education bus fleet.
ECONOMIC DEVELOPMENT
CITY/NEIGHBORHOOD BEAUTIFICATION - $500,000 for continued plantings, streetscape improvements, and roadscape projects. LAND MANAGEMENT STEEL POINT - $3,000,000 final land acquisition and remediation costs for the SteelPointe peninsula project. These will work with federal dollars we will use to improve the street layout in the neighborhood. NEIGHBORHOOD REVITALIZATION ZONE PROJECTS - $200,000/$200,000 Continued neighborhood improvement projects approved by local NRZ committees. CITY WIDE WATERFRONT DEVELOPMENT- $750,000 to improve waterfront access in Bridgeports diverse neighborhoods. We will enhance the waterfront through reclamation and offset federal stimulus funding for major corridor projects. BLIGHT REMOVAL - $3,000,000 in support of ongoing demolition of structures condemned through the regulatory process due to blight and safety conditions. An aggressive initiative to slow or remove blight, and improve infrastructure in these areas. This is critical in Bridgeport, a city with a very small buildable area.

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APPENDIX PUBLIC FACILITIES
ROADWAY PAVING - $4,000,000 authorization to continue efforts to pave those sections of Bridgeport roadway designated as most in need of repair as identified by the Roadway Management software currently in use in assessing road conditions. PUBLIC FACILITIES EQUIPMENT: $1,500,000. We continue our commitment in accordance with the fleet replacement program to provide quality roadway, park and facilities maintenance equipment. Doing more with less in regards to personnel, fleet upgrades have resulted in more efficient operations. The City of Bridgeport also provides curbside solid waste and recycling to all residents and this allows for preventative fleet maintenance. MUNICIPAL BUILDING HVAC, HEATING, ELECTRIC: $500,000 authorization in keeping with the City of Bridgeports annual commitment to improve the efficiency of Heating, Air Conditioning, and Electrical units in municipal buildings. The City has an annual plan in place to rehabilitate and/or replace various aging and inefficient units. The success of this programs impact is measured in the Building Maintenance Departments utilities budget, as the City is able to avoid the additional operational costs that inefficient and outdated equipment yield. CITY WIDE BUILDING & SECURITY IMPROVEMENT : $500,000. Authorization to continue the municipal building and security improvements to improve the functionality and safety in City owned buildings. ENERGY CONSERVATION/CONVERSION PROGRAM: $750,000. Authorization to continue the municipal building study and continue the conversion of lighting systems and heating systems as well as window replacements to achieve the long-range goal of decreasing utility costs. SIDEWALK/ STREETSCAPE PROGRAM - $3,000,000 Phase III of sidewalk and streetscape improvements including handicapped curbing throughout city. The program will replace potentially dangerous or aged sidewalks. This program is being developed to improve City owned walkways, but also to assist property owners with possible contracting or funding concepts to repair their sidewalks. VARIOUS STUDIES- $200,000/$250,000 for studies into possible improvements to the Perry Memorial Arch (at Seaside) and new police Headquarters and IT Department Study. BARNUM MUSEUM RENOVATIONS-$500,000 for improvements to one of Bridgeports cultural gems, the Barnum Museum, which suffered considerable damage in last years tornado. NEW SENIOR CENTER- $2,000,000 for a new senior center to replace the crumbling downtown Eisenhower Center.
OTHER DEPARTMENTS
EOC MAINTENANCE PROGRAM - $225,000 Continued upgrade improvements to City's Emergency Operation Center per building maintenance study. EAST SIDE/EAST SIDE LIBRARY STUDIES - $200,000/$200,000 Feasibility studies for various City buildings for renovation or replacement programs in conjuction with the Citys BGreen 2020 Sustainability efforts. FIRE APPARATUS - $1,200,000 Replacement of one Fire aerial truck. WPCA SEWER SEPARATION PROGRAM - $330,000 Local share for sewage separation upgrades at the Water Pollution Control Authority (WPCA) plants. Improvements to the separation system will improve local water quality and will improve the health of Long Island Sound. The WPCA will make the debt payments on the borrowed funds, but the City must bond on their behalf. IT TELEPHONY & COMPUTER REPLACEMENT - $250,000 Continuation of voice over replacement system and annual upgrade of desktop computers. Program switch to internal voice over system will yield over $1 million annual savings in telephone and data costs.

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APPENDIX
CAPITAL IMPROVEMENT PROJECT BORROWING HISTORY

1997-2010 2000 2001 2003 2004 2006 2007 2009 2010 Total Bonds/Notes Bonds/Notes Bonds/Notes Bonds/Notes Bonds/Notes Bonds/Notes Bonds/Notes Bonds/Notes Bonds/Notes Amount Amount Amount Amount Amount Amount Amount Amount Amount 26.29% 17.76% 26,473,360 16,849,565 50.65% 53.45% 51,000,000 50,701,481 16.23% 25.52% 16,340,000 24,211,200 0.00% 1.28% 1,210,000 0.63% -0.53% 635,000 (500,000) -0.40% 0.15% (400,000) 140,000 6.60% 2.37% 6,641,000 2,250,000 100,689,360 94,862,246 100.00% 100.00% 50.39% 51.37% 15,904,136 16,104,322 3.62% 25.20% 1,141,864 7,900,000 29.82% 13.99% 9,410,500 4,385,000 0.00% 2.17% 680,000 1.66% 1.59% 525,000 500,000 1.60% 2.11% 505,000 660,000 12.91% 3.57% 4,075,000 1,120,000 31,561,500 31,349,322 100.00% 100.00% 46.27% 26,273,612 26.87% 15,255,000 9.41% 5,344,650 1.32% 751,000 12.15% 6,900,000 0.18% 100,000 3.80% 2,159,250 56,783,512 100.00% 59.42% 27,754,881 6.48% 3,026,500 26.18% 12,231,000 1.23% 575,000 1.23% 575,000 0.23% 106,000 5.23% 2,442,000 46,710,381 100.00% 47.61% 0.00% 18,947,778 6.58% 27.73% 2,620,000 5,269,500 26.50% 66.61% 10,546,063 12,655,200 0.00% 2.11% 400,000 0.00% 0.00% 0.00% 0.00% 19.30% 3.55% 7,681,159 675,300 39,795,000 19,000,000 100.00% 100.00% 31.54% 131,869,876 35.11% 146,794,345 24.71% 103,337,550 1.37% 5,741,000 2.07% 8,635,000 0.49% 2,061,000 4.71% 19,712,550 418,151,321 100.00%
PROJECT DESCRIPTION
1997 2000 Bonds/Notes Bonds/Notes Amount Amount 6.75% 2,510,000 33.61% 12,500,000 50.44% 18,760,000 5.71% 2,125,000 0.00% 2.55% 950,000 0.94% 350,000 37,195,000 100.00% 26.29% 26,473,360 50.65% 51,000,000 16.23% 16,340,000 0.00% 0.63% 635,000 -0.40% (400,000) 6.60% 6,641,000 100,689,360 100.00%
Board of Education Economic Development Public Facilities Fire Department Police Department Libraries Other Departments

543
APPENDIX

544
APPENDIX
GENERAL FUND BUDGET THREE YEAR COMPARATIVE
THREE YEAR COMPARATIVE

CATEGORY BUSINESS LICENSES/PERMITS CHARGES FOR SERVICES CONDUIT FEES FEES FINES, FORFEITS & PENALTIES INTERGOVERNMENTAL REVENUE INVESTMENTS NON-BUSINESS LICENSES/PERMITS OTHER FINANCING SOURCES PAYMENTS IN LIEU OF TAXES PROPERTY TAXES REIMBURSEMENT RENTS/LEASES SALE OF PROPERTY SHARED REVENUES TOTAL REVENUE COMPARATIVES FY2010 ADOPTED 644,075 6,812,712 0 78,500 5,704,280 186,690,080 900,000 2,562,000 0 17,122,269 261,497,144 4,020,300 1,992,101 1,300,000 148,200 489,471,661
REVENUE SUMMARY
VARIANCE FY2011 TO FY 2010 ADOPTED BUDGET 656,275 6,799,636 0 11,000 5,222,580 159,908,654 725,000 2,420,000 0 15,773,087 269,750,627 4,407,300 2,256,556 1,275,000 165,600 469,371,315 -176,410 -668,729 0 51,600 -1,495,921 -633,064 -1,600,000 -73,000 0 -1,799,311 10,349,077 -5,075,000 -169,552 -1,550,000 -37,000 -2,877,311 FY2012 ESTIMATE 666,119 6,901,631 0 11,220 5,222,580 159,908,654 735,875 2,420,000 0 15,378,760 284,644,084 4,583,592 2,256,556 1,000,000 165,600 483,894,671 VARIANCE TO FY 2010 BUDGET 9,844 101,995 0 220 0 0 10,875 0 0 -394,327 14,893,457 176,292 0 -275,000 0 14,523,356
REVENUE ASSUMPTIONS: CHARGES FOR SERVICES increase due to fee restructuring plan increase of 1.5% for 2012. INTERGOVERNMENTAL Assumed Education Cost Sharing flat funded which correlates
to current trend history in funding on the state level. Assumed decrease with loss of Federal Stimulus funding, which is presently bolstering municipal and state budgets. In addition, state revenue forecasts for Mashantucket Pequot and Mohegan Fund Grants are also down. The economy has negatively impacted casino revenues, which in turn decreases the amount these funds supplement the general fund budget on the state level. (See http://www.ct.gov/opm/lib/opm/igp/estimat/estimates_book.pdf page 10)
REIMBURSEMENT Assumed increase represents contractual charge increase for Police Outside Overtime reimbursement for service. The anticipated revenue is offset in the appropriation assumption due to the conditions set forth by the collective bargaining agreement. PAYMENT IN LIEU OF TAXES Decrease per schedule of various City agreements and current downward funding trend of 2.5% in State PILOT assistance. See http://www.ct.gov/opm/lib/opm/igp/estimat/estimates_book.pdf Connecticuts statewide budget issues are not expected to be resolved anytime soon, and PILOT assistance is forecasted to decline.

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APPENDIX
PROPERTY TAXES The increase reflects the effect of grand list increases, a reduction of tax
appeals and a 2.45 mill increase if funding assumptions do not change and union concessions and/or full contract agreements are not finalized in the current fiscal year. capped revenue amount for budgetary purposes.
SALE OF PROPERTY Decrease due to compliance with fund balance policy requiring a
THREE YEAR COMPARATIVE

BY AGENCY CATEGORY
AGENCY CATEGORY 01 GENERAL GOVERNMENT 02 PUBLIC SAFETY 03 PUBLIC FACILITIES 04 OPED 05 HEALTH & SOCIAL SERVICES 06 NONDEPARTMENTAL 07 LIBRARIES 08 BOARD OF EDUCATION 09 BOE FOOD SERVICES 10 BOARD OF EDUCATION 10 BOARD OF EDUCATION DEBT SERVICE Grand Total
FY2010 ADOPTED FY2011 ADOPTED 40,791,496 139,596,920 42,585,557 13,878,434 4,107,572 -1,483,222 6,723,003 192,418,968 11,315,145 0 19,437,442 469,371,315 FY2012 ESTIMATE 41,607,326 146,566,566 44,288,979 14,156,003 4,189,723 -1,303,566 7,345,720 195,093,158 11,541,448 0 20,409,314 483,894,671 VARIANCE TO FY 2010 BUDGET 815,830 6,969,646 1,703,422 277,569 82,151 179,656 622,717 2,674,190 226,303 0 971,872 14,523,356
41,858,893 132,091,261 42,400,189 13,413,765 3,845,322 5,553,237 4,511,389 192,295,859 11,315,145 23,548,036 18,638,563 489,471,659
BY APPROPRIATION TYPE
FY2010 ADOPTED 185,856,042 23,766,254 103,125,707 149,694,818 1,321,682 24,944,195 762,961 489,471,659 FY2011 ADOPTED 179,456,997 25,850,169 109,771,159 123,277,611 593,627 29,666,791 754,961 469,371,315 VARIANCE FY2011 ADOPTED less ESTIMATE ESTIMATE 184,840,707 26,237,922 117,455,140 123,647,444 1,000,000 29,963,459 750,000 483,894,671 5,383,710 387,753 7,683,981 369,833 406,373 296,668 -4,961 14,523,356
APPROPRIATION TYPE 1 PERSONAL SERVICES 2 OTHER PERSONAL SERVICES 3 FRINGE BENEFITS 4 OPERATING EXPENSES 5 FIN SOURCE RESERVE/CONTINGENCY 6 SPECIAL SERVICES 7 SUPPORTIVE CONTRIBUTIONS TOTAL GENERAL FUND APPROPRIATIONS
APPROPRIATION ASSUMPTIONS: SALARIES & WAGES have been adjusted to reflect prevailing wage settlement assumptions,
merit increases or step increases for contracts in FY 2012.
OTHER PERSONAL SERVICES have been adjusted to reflect same percentage increase for
all overtime, night differential, shift differential, etc. as salaries and wages above.
FRINGE BENEFITS Although the budget will be determined through an audit or actuary
evaluation, health benefits have been estimated to increase at 5%. The full impact of contractual obligations for payroll deductions including defined pensions has been factored at 6.5%.

546
APPENDIX
OPERATING EXPENSES Majority of this increase is for utility cost estimates factored at 3.0%
and for costs of estimated debt repayment for bonding obligations. increase for transportation.
OTHER SERVICES Majority of this increase is full funding of budgetary reserves and 1%

547
GENERAL FUND BUDGET

548
GENERAL FUND BUDGET APPENDIX FUND BALANCE CHANGES

CHANGES IN FUND BALANCES, GOVERNMENTAL FUNDS 2002-2012 (INCLUDING PROJECTIONS FROM THREE YEAR COMPARATIVES) MODIFIED ACCRUAL BASIS OF ACCOUNTING
Revenues: Property taxes Intergovernmental Fees, permits and licenses Interest Other Total revenues Expenditures: Governmental and community services: General government Protection of person and property Excess Pension Contribution Conservation of health Public facilities Charities and hospitals Education Parks and recreation Special services Debt service: Principal retirements Interest and other charges Capital outlay Total expenditures Excess of revenues over (under) expenditures Other financing sources (uses): Transfers in Board of Education Tranfers Out Fund Balance Contribution Capital Lease Premiums on Bond Insurance Bonds issued Debt Issue Costs Payment to refunding escrow agent Total other financing sources (uses)
1999 153,309,614 178,117,051 12,005,861 5,122,676 3,838,618 352,393,820
2000 154,143,728 183,448,009 12,030,977 5,243,022 3,502,382 358,368,118
2001 $157,275,059 188,865,814 10,904,938 5,476,875 5,305,894 367,828,580
2002 $176,476,368 196,369,721 11,464,973 2,507,860 6,681,886 393,500,808
2003 $187,291,950 188,898,539 12,648,745 1,810,663 4,322,784 394,972,681
2004 $181,841,069 196,893,775 16,598,258 419,034 28,263,242 424,015,378
2005 203,587,418 194,766,364 19,037,466 1,187,896 17,605,472 436,184,616
2006 218,013,347 197,410,257 20,727,139 1,551,477 16,392,385 454,094,605
95,387,728 57,340,176 4,812,132 20,323,215 221,450 145,080,158 4,827,311 1,313,514 12,547,008 12,283,969 244,356 354,381,017 $ $ (1,987,197) $ 3,000,000
99,860,361 59,421,508 5,193,694 19,431,610 173,757 4,774,541 1,419,656 14,451,588 12,129,515 122,682 216,978,912 141,389,206 $
79,994,831 62,190,590 343,523,865 5,225,526 18,251,266 223,479 4,452,648 1,785,617 14,791,880 33,670,501 434,101 564,544,304 (196,715,724) $ 359,796,323 $ (162,990,118) $ $ $ $
93,211,125 61,494,439 5,592,036 16,580,433 221,764 5,730,908 1,865,899 18,687,839 44,717,250 314,471 248,416,164 145,084,644 $
87,917,324 61,706,357 4,781,892 15,821,862 14,880 5,576,989 1,644,807 20,128,428 41,624,974 239,217,513 155,755,168 $
99,425,762 62,224,435 11,331,239 23,096,673 53,021 5,044,139 1,644,502 20,480,572 40,619,125 263,919,468 160,095,910 $
102,305,141 63,846,820 11,453,474 24,662,002 70,462 5,655,220 1,621,781 22,931,017 42,738,037 275,283,954 160,900,662 $
108,474,550 63,669,135 11,213,885 24,471,281 90,833 5,818,319 1,581,508 25,044,218 43,428,693 1,593,752 285,386,174 168,708,431
$ 3,940,642 $ $ (145,314,738) $
5,808,228 $ (162,216,090) $ 314,471 4,993,619 75,415,000 (79,331,679) (155,016,451) $ (9,931,807) $ 41,155,593 10.46%
5,222,585 $ (164,183,321) $ $ $ $ $ (158,960,736) $ (3,205,568) $ 37,950,025 9.61%
6,750,435 $ 7,214,276 $ 500,000 (169,064,179) $ (172,602,830) $ (174,831,870) 2,149,164 27,985,000 (549,081) (29,585,083) (162,313,744) $ $ 6,495,732 58,580,000 $ $ (57,919) 36,525,000
$ $
3,000,000 1,012,803 50,981,809 14.47%
$ (141,374,096) $ $ 15,110 50,996,919 14.23% $
196,806,205 90,481 51,087,400 13.89%
$ $ $
$ (64,019,065) $ (34,330,000) $ (164,331,887) $ (172,194,789) (3,431,225) $ 32,300,885 7.41% (3,486,358) 28,814,527 6.35%
Net Changes in Fund Balance Fund balance at close of fiscal year
(2,217,834) $ 35,732,191 8.43%
Fund Balance as a % of operating expenditures

549
GENERAL FUND BUDGET APPENDIX

Revenues: Property taxes Intergovernmental Fees, permits and licenses Interest Other Total revenues Expenditures: Governmental and community services: General government Protection of person and property Excess Pension Contribution Conservation of health Public facilities Charities and hospitals Education Parks and recreation Special services Debt service: Principal retirements Interest and other charges Capital outlay Total expenditures Excess of revenues over (under) expenditures Other financing sources (uses): Transfers in Board of Education Tranfers Out Fund Balance Contribution Capital Lease Premiums on Bond Insurance Bonds issued Debt Issue Costs Payment to refunding escrow agent Total other financing sources (uses)
FUND BALANCE CHANGES

2007 228,593,633 203,556,550 20,844,855 2,027,212 6,379,669 461,401,919 2008 $227,028,207 209,554,648 19,942,980 1,213,956 6,586,425 464,326,216 2009 248,743,175 214,369,477 16,100,329 449,655 4,677,782 484,340,418 2010 261,497,144 177,388,157 15,801,567 700,000 7,460,601 462,847,469 2011 269,750,627 175,681,741 15,109,491 725,000 8,104,456 469,371,315 2012 284,644,084 175,287,414 15,221,550 735,875 8,005,748 483,894,671
77,901,652 63,938,653 11,366,545 26,303,916 174,432 5,969,788 1,661,831 22,910,000 39,494,106 249,720,923 $ $ $ 211,680,996 $
76,931,974 72,907,644 12,390,665 27,997,221 184,968 5,675,667 1,897,346 26,232,000 41,521,922 265,739,407 198,586,809 $
83,218,604 65,494,093 8,023,104 26,706,098 123,835 5,368,932 1,834,435 30,961,925 41,594,667 263,325,693 221,014,725 2,000,000 (222,867,074) $
59,109,516 133,132,757 3,784,428 41,500,747 222,249,568 440,957 1,379,624 1,008,744 462,606,341 241,128
61,392,933 139,596,920 4,107,572 42,585,557 203,734,113 (1,483,222) 19,437,442
63,109,049 146,566,566 4,189,723 44,288,979 206,634,606 (1,303,566) 20,409,314
469,371,315
483,894,671
500,000 $ (211,764,417) $
1,000,000 $ (218,222,813) $
2,654,694
$ $
(211,264,417) $ 426,579 29,241,106 6.34% $
(217,222,813) $ (18,636,004) $ 10,605,102 2.28%
(220,867,074) $ 147,651 10,752,753 2.22% $
241,128 10,993,881 2.38%
$ $
2,654,694 2,654,694 13,648,575 2.82%
Net Changes in Fund Balance Fund balance at close of fiscal year
10,993,881 2.34%
Fund Balance as a % of operating expenditures

550
PROJECTED FUND BALANCE 2010-2016

Projected Budget $489,486,497 $469,371,215 $483,894,671 $488,733,618 $493,620,954 $498,557,163 $503,542,735 Fund Balance Goal $39,158,920 $37,549,697 $38,711,574 $39,098,689 $39,489,676 $39,884,573 $40,283,419 Current Fund Balance $10,993,881 $10,993,881 $13,649,463 $16,155,674 $18,449,975 $20,553,945 $22,487,008 Target According to Fund Balance Policy $28,165,039 $26,555,816 $25,062,111 $22,943,016 $21,039,701 $19,330,628 $17,796,411 10% rebuilding contribution (Budget Contribution) $2,655,582 $2,506,211 $2,294,302 $2,103,970 $1,933,063 $1,779,641
2010 2011 2012 2013 2014 2015 2016
CITY OF BRIDGEPORT 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 managements 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.
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 gain 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.

551

552
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 Citys workforces as a result of resignations, retirements and/or terminations. AUDIT: A study of the Citys 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 Citys 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.

553

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 Bridgeports fiscal year beings on July 1 and concludes on June 30. FTA: Federal Transit Administration

554

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 Citys 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 selfbalancing 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 Bridgeports 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 Officers Association

555

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 Citys 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 citys 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 Officers 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.

556
GENERAL FUND BUDGET APPENDIX

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 Citys 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.
GLOSSARY

557

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.

558

Bridgeport CT Adopted Budget 2011-2012

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GENERAL FUND BUDGET DEDICATION

CITY OF BRIDGEPORT, CONNECTICUT

GENERAL FUND BUDGET DEDICATION

CITY OF BRIDGEPORT, CONNECTICUT

CITY OF BRIDGEPORT, CONNECTICUT

GENERAL FUND BUDGET TABLE OF CONTENTS GENERAL GOVERNMENT

PLANNING & ECONOMIC DEVELOPMENT

HEALTH & SOCIAL SERVICES

CITY OF BRIDGEPORT, CONNECTICUT

GENERAL FUND BUDGET TABLE OF CONTENTS LIBRARIES

CITY OF BRIDGEPORT, CONNECTICUT

GENERAL FUND BUDGET

CITY OF BRIDGEPORT, CONNECTICUT

GENERAL FUND BUDGET GFOA BUDGET AWARD

CITY OF BRIDGEPORT, CONNECTICUT

GENERAL FUND BUDGET GFOA BUDGET AWARD

CITY OF BRIDGEPORT, CONNECTICUT

GENERAL FUND BUDGET MAYORS TRANSMITTAL LETTER

CITY OF BRIDGEPORT, CONNECTICUT

GENERAL FUND BUDGET MAYORS TRANSMITTAL LETTER

CITY OF BRIDGEPORT, CONNECTICUT

GENERAL FUND BUDGET MAYORS TRANSMITTAL LETTER

CITY OF BRIDGEPORT, CONNECTICUT

GENERAL FUND BUDGET MAYORS TRANSMITTAL LETTER

CITY OF BRIDGEPORT, CONNECTICUT

GENERAL FUND BUDGET MAYORS TRANSMITTAL LETTER

CITY OF BRIDGEPORT, CONNECTICUT

GENERAL FUND BUDGET MAYORS TRANSMITTAL LETTER

NON- ESSENTIAL SERVICES

Board of Education (0) City Clerk (6)

Building & Zoning (19) Economic & Community Development (19.5)

Employee & Organizational Arena at Harbor Yard (0) Development (0)

Ethics Commission (0)

Education & Nutrition

City Attorney (21)

Legislative Council (1)

Environmental Health & Licensure, Lead Prevention, Housing Inspections, Sanitation

Human Services (2)

Captain's Cove (0)

Libraries (52) Lighthouse Program (4)

Fairchild Wheeler Golf Course (3) Harbor Yard Stadium (0)

Town Clerk (7)

Office of Policy & Management (6.5)

Persons with Disabilities

Miscellaneous properties under 10,000 SF (0)

Vital Statistics (5)

Print Shop (7.5)

Purchasing (6) Tax Assessor Collector, and Treasurer (33)

Veterans Affairs (2)

Weights & Measures (2)

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

CITY OF BRIDGEPORT, CONNECTICUT

GENERAL FUND INCREASES

CITY COUNCIL VOTE NUMBER 1 62-10(a)

Budget & Appropriations Committee Vote of General Fund Revenue Increases

01040000 01040000 01455000 01863000 01940000

41702 41703 41532 44520 44516

1,500,000 1,000,000 350,000 133,796,765 $136,646,765

1,705,480 1,160,000 1,850,000 155,698,819 31,250 $160,445,549

205,480 160,000 1,500,000 21,902,054 31,250 $23,798,784

LEGISLATIVE INTENT REVENUE INCREASES

CITY OF BRIDGEPORT, CONNECTICUT

GENERAL FUND DECREASES

CITY COUNCIL VOTE NUMBER