Your Town, Your Budget, Your Future: Tolland at a Crossroads General Government Presentation September 18, 2007

Your Town, Your Budget, Your Future:

Tolland at a Crossroads

General Government Presentation

September 18, 2007

Municipal Government Quiz

True or False?

1. Every employee in the Public Works Department drives a new truck.

False; not every employee is assigned a vehicle. Of the total number of

vehicles we own, 46% are older than 7 years. Normally we purchase

one to two large vehicles per year so that we have a rotation within our

fleet. Last year two trucks were purchased in the Parks & Facilities

Department primarily to service the road network and parking lots and

fields at the new Tolland High School. 50% of the cost for the vehicles

came from the school project.

2. Town employees do not contribute toward the cost of health insurance.

False; on average Town employees are paying $2,844 toward the cost of

a family plan. This is between 13% and 18% of the cost of the plan.

Municipal Government QuizTrue or False?

3. A large box store is being considered for the site behind the Big Y.

False; there are no development plans for the parcel behind Big Y at this

time. Currently, Planning & Zoning Regulations limit the size of a building

in that location to no more than 60,000 square feet. Typically a retail box

store requires double that size.

4. The athletic fields at the new high school are maintained by the

Parks & Facilities Department of the Town.

True; by agreement between the Town and the Board of Education, the

Town’s Parks & Facilities Department maintains all Town and Board of

Education athletic fields. We do not maintain the medians or grounds

immediately surrounding the school buildings. Based on the size of the

high school grounds it requires two additional Parks employees to

properly service the area. At this time one additional employee has been

added with the second employee deferred until such time as the old high

school comes back on line. It should be noted that the Town did look to

private contractors to perform the summer and winter activities and the

cost far exceeded that of the two additional employees.

1. The average salary for a Town employee is $65,000 or more.

2. The population of the Town in 1997 was 13,000.

3. The current population of the Town is 14,500.

4. School enrollment is not impacted by population growth in the community.

5. The Town can dictate the types of retail stores that lease space from

private developers.


5. The average salary for a Town employee is $65,000 or more.

False; the average salary for a clerical worker is $33,034; Public Works

employee $41,932; and non-union employees $53,862.

6. The population of the Town in 1997 was 13,000.

False; the population of the Town in 1997 was 12,601. Since that time

the Town has grown by 1,999 people.

7. The current population of the Town is 14,600.

True; the current population of the Town is 14,600.

8. School enrollment is not impacted by population growth in the

community.

False; school enrollment increases as population increases. Since

1997 we have added 737 students to the school system.


True or False?

9. The Town can dictate the types of retail stores that lease space from

private developers.

False; we cannot dictate the types of retail outlets that rent space in commercial facilities. This is a market-driven decision.

10. The Town or one of its commissions is responsible for ensuring that vacancies in commercial establishments are filled.

False; the Town does not get involved with leasing decisions of

commercial facilities. While we like to be kept informed of lease

opportunities, the marketing and renting of properties is the sole

function of the owners of the property. It should be noted that

properties whether vacant or full are still required to pay their full

value property taxes.


True or False?

11. The Town’s budget process including dates for referenda is mandated in the Town Charter.

True; the entire budget process is specified in the Town Charter. The

referendum process begins the first Tuesday in May and continues

every two weeks until a budget is passed. There is no ability for the

Town Council to stop or delay the process and the Council must

present a budget proposal for the voters’ consideration every two

weeks. The Town Charter allows the Town Council to increase,

decrease or keep the same one budget proposal to the next.

12. In the last five years the number of Town (non-BOE) employees has

increased by more than ten.

False; in the last five years the number of Town (non-BOE)

employees has grown by two employees – one Public Safety Officer

this year and the Parks & Facilities employee last year.


13. During the course of the past year less than 50,000 people have used

library services and have checked out fewer than 50,000 books,

DVDs, etc.

False; during the past year, 112,792 people utilized the Library services

and 143,136 items were circulated.

14. On a yearly basis less than 1,500 youth participate in our various

recreation programs.

False; over 3,360 youth participate in our programs on a yearly basis.

15. The Town as a whole generates less than 2,000 tons of garbage.

False; the residents of the Town generate 6,554 tons of garbage for

which we spend over $700,000 per year to collect and $500,000 in

tipping fees to dispose of.


16. The Town has less than 5,000 registered voters.

False; the Town has 9,400 registered voters.

17. The Town maintains less than five Town-owned buildings.

False; the Town maintains 21 different buildings, not including school

buildings.

18. The Town maintains in combination 26 schools and municipal ball fields.

True; the Town is responsible for maintaining - which includes

fertilizing, grass cutting, and preparing fields - 26 athletic fields at

Town-owned parks as well as at school facilities.

19. The Town maintains and is responsible for snow and ice control for

more than 100 miles of paved and unimproved roads.

True; the Town is responsible for snow and ice control for more

than 100 miles of paved and unimproved roads.


20. The Town has sufficient available land to construct a large shopping complex similar to Evergreen Walk in South Windsor.

False; the topography of the land available in Town, along with any wetlands on the property, limits the size of many of the available parcels for development.

21. The Town Council can dictate types of programs offered by the school system.

False; the Town Council can only act on the bottom line budget figure

for the Board of Education and cannot dictate staff size or program offerings. That is the function of the Board of Education.

22. The Departments of Education, Public Works and Public Safety account for 86% of all Town expenditures.

True; the vast amount of Town dollars go to three departments –

Education, Public Works and Public Safety.


True or False?

23. The Town is continuing to see residential growth and growth in its

Grand List of at least 3% a year.

False; last year we started to see a slow down in the construction of

new residential units. The Grand List grew by less than 2% and is

projected to be in that range again for the next fiscal year. Growth

in the Grand List at these rates provides less than $400,000 in new

revenue for the Town.

24. The Town, being a governmental entity, is exempt from cost

increases associated with gasoline, oil, electricity, gas and water.

False; the Town is impacted by cost increases in these items the

same as a residential household. Increases have ranged from 10%

to 30% over the last year.


25. The cost for materials such as sand, salt, asphalt and drainage pipe has increased less than 10% per year.

False; we have witnessed increases of 30% or more in these commodities which are essential to our Public Works operation.

26. Auditors hired by the Town, financial advisors, bond rating agencies, bond attorneys and state governmental agencies have all expressed concern over the way the Town is managed and its finances maintained.

False; comments received by all entities charged with reviewing Town operations have been extremely positive. Last year the Town’s bond rating was upgraded due in large part to its strong managerial approach toward running the Town.

27. The Town’s general fund contribution towards capital projects is more than 5% (of operating costs) per year.

False; the investment over the last six years has been less than 1%.


28. Based on State standards, the current Tolland Library square footage is big enough for Tolland’s population.

False; State standards would suggest that Tolland’s library should be double its current size.

29. There is no cost associated with the Town’s budget referendum process.

False; each budget referendum vote costs the Town $4,000 for supplies and the salaries of poll workers.

30. Town government could receive no additional dollars in next year’s budget and there would be no impact on existing service levels.

False; the Town has certain contractual obligations which it must fund. Anticipated cost increases for health insurance and salaries are approximately $200,000. Increases associated with fuel, commodities and contracts are estimated at $100,000. Assuming all other accounts could remain flat, these increased amounts would have to be absorbed through reductions in existing accounts.

Organization of General Government

at a Glance

Town Manager(1)

General GovernmentOrganization Chart

The Tolland Citizenry

Town Council

Labor/Town Attorney

Bond CounselExecutive

Secretary (2)

Director ofAdministrative

Services (1)

Human Resources Insurance & RetirementWorkers Compensation

Risk ManagementADA Coordinator

Confidential SecretaryCentral Switchboard

Information Dissemination to PublicCouncil Packets Annual Report

Public Forum PowerPoints Legal Notice &

Press Release PublicationHR Records

E-mail Subscriber ServiceWebsite

Economic Development Commission

Department is responsible for overseeing the Town’s daily operations.

Town Manager

Division of Planning and Community DevelopmentOrganization Chart


Town Council

Dir., Planning and Community Development

Planning and Zoning

Commission

Inland Wetlands Agent

Development Support Staff

Zoning Board of Appeals

BuildingOfficial

Inland WetlandsCommission

Inland WetlandsCommission

Conservation Commission

1.0 – Director of Planning & Community Development

1.0 – Building Official .50 – Deputy Building Official

.80 - Admin. Secretary II

Reviews plans and inspects all buildingconstruction in the Town.

1.0 – Inland Wetlands/ Zoning Officer

1.0 – Executive Secretary1.0 – Admin. Secretary II

Responsible for reviewing all development proposals and making recommendations regarding the impact of proposed land uses. Provides administrative and technical support to the Planning & Zoning Commission and Conservation Commission.Manages the Open Space program.

Provides administrative and technical supportto the Inland Wetlands Commission and Zoning Board of Appeals. Manages and implements the

Town’s GIS computer mapping program.

Town Manager

Division of Community ServicesOrganization Chart


Town Council

Library ServicesRecreation &

Adult EducationHuman Services

1.0 – Director1.0 – Family Counselor.50 – Admin. Secretary II

Elderly ServicesYouth Services

1.0 – Youth Srvcs. Coord..19 – Teen Center Coord.

1.0 – Sr. Center Director1.0 – Elderly Outreach Caseworker

Plans, manages and coordinates the delivery of Human Services to youth, the elderly and their families including care management for elderly disabled residents, assisting clients with state and federal assistance programs and securing grants for townwide programs.

1.0 – Library Director1.0 – Adult Services/ Ref. Librarian1.0 – Children Librarian1.0 - Technical Services Asst./Coordinator3.34 – Library Circ. Assistants

Provides Library materials and services to meet the informational, educational, recreational and cultural needs of citizens.

1.0 – Director of Recreation1.0 – Asst. Director1.0 – Admin. Secretary I.54 – Admin. Secretary II

Oversees the various recreation programs, activities, special events and facilities offered to meet the leisure and recreational needs of the Town.

Town Manager

Division of Public Works Organization Chart


Town Council

Public Works /Engineering

Highway Refuse & RecyclingParks and Facilities

Parks & Facilities Supervisor (1)Working Leaders (3)

Laborers (6)Mechanic (1)

Lead Custodian (1)Limited Custodian (.50)Admin. Secretary (.36)

Tolland Water Commission

Director (1)Admin. Secretary I (.50)Coordinator (1)

Highway Superintendent (1)Highway Foreman (1)

Truck Drivers (7)Equipment Operators (4)

Laborers (2)Mechanics (2)

Admin. Secretary (.54)

Truck Driver (.50)

Develops, coordinates and carries out Public Works projects and routine maintenance activities. Capital projects are planned and overseen by this Division.

Town Manager

Division of Finance and RecordsOrganization Chart


Town Council

Finance andRecords

Accounting Revenue CollectionAssessment

Town Assessor (1)Deputy Assessor (1)

Assessment Technician (1)

Town Clerk

Asst. Fin. Director/Treas. (1)Accountant II (1)

Senior Account Clerk (1)

Collector of Revenue (1)Assistant Collector (2)

Town Clerk (1)Assistant Town Clerk (1)

Assistant Town Clerk (.50)

Director (1)

Determines the value ofall taxable property ofthe Town.

Accurately accounts for all receipts and disbursements and prepares annual financials.

Operates in accor-dance with Statestatutes to collect, process and deposit taxes.

Responsible for the maintenance of allTown records in accordance with State requirements.

Registrar of Voters

Registrar of Voters (.71)

Conducts elections and maintains records ofall elections.

TOWN COUNCIL

Functional Organization of Town Public Safety Operationsand Emergency Operations for Hazardous Material Incidents

STATE DEP SUPPORT SERVICES

TOWN MANAGERTROOP C

STATE POLICE

RESIDENT TROOPERS

PUBLIC SAFETYSUPERVISOR

COMMUNITYSERVICE

COMMUNITYDEVELOPMENT

FINANCE AND RECORDS

UNIFIED COMMAND

SUPPORT SERVICES

FIRE DEPARTMENT

MUTUAL AIDFIRE DEPT.SUPPORT

PROTECTIVE SERVICESHAZMAT

RESCUE SERVICES

FIRE SUPPRESSION

EMS/MEDICAL SERVICES

OTHER STATE AGENCIES

FEDERAL AGENCIES

TRADE ORGANIZATION

GOVERNMENTCONTRACTORS

OTHERSALVATION

ARMYRED CROSS

PUBLIC UTILITIES

NEWS MEDIA

SUPPORT SERVICES OUTSIDE

RESOURCES

Parks and FacilitiesStreets and Roads

Engineering

Human ServicesRecreation

Tolland Food Bank

Health and SanitationPlanning and Zoning

Inland WetlandsWater and Waste Mgmt.

ConservationBuilding Inspector

AccountingRevenue Collection

AssessmentTown Clerk

Fire Marshal (.43)Animal Control (.86)

Explorer PostShelter Management

Emergency Management

PUBLIC WORKS

EDUCATION

Transportation Services

Sergeant (1)State Troopers (4)

Public Safety Supervisor (1)Firefighter/EMT (3)

Admin. Secretary I (.50)

Firefighter/EMT (3)Admin. Secretary I (.50)

Provides emergency response to all public safety needs of the Town.

General Government Shown as a Percentage of

Overall Expenditures

Expenditures 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 Education 68.62 70.63 68.62 67.77 67.50 67.48 Debt Service 7.31 5.38 9.30 9.62 9.20 9.12 Public Works 9.74 9.77 9.33 9.18 9.29 9.72 Records/Financial 2.17 2.28 2.06 1.98 2.07 1.96 Public Safety 2.72 2.67 2.66 2.79 2.88 2.94 Capital Improvements

0.85 0.44 0.02 0.52 1.24 0.99

Community Services

2.18 2.17 2.11 1.91 1.92 1.80

General Government

5.21 5.35 4.93 5.07 4.88 4.81

Planning & Community Development

0.95 0.94 0.90 0.89 0.89 0.89

Contingency/Other 0.25 0.37 0.07 0.27 0.13 0.29

General Gov’t as Percentage of Overall Town Expenditures

Total:

Town Expenditures

$10,488,584

- 1,373,087

$ 9,115,497

- 4,550,868

$ 4,564,629

- 1,055,472

$ 3,509,157

← Public Safety

← Public Works:Streets

Parks

Refuse

Sewage

← Finance:Accounting

Assessment

Audit

Registrars of Voters

Revenue Collection

Town Clerk

Total:

Town Expenditures, continued

$ 3,509,157

- 2,249,488

$ 1,259,669

- 416,600

$ 843,069

← Administration:Town Council

Town Manager

Employee Benefits

Information Technology

Insurance

Legal Services

← Planning & Community Development: Building Inspection

Planning & Zoning

Environmental HealthLibrary: $376,437

Human Services: $181,113

Elderly Services: $ 78,561

Youth Services: $ 58,058

Recreation: $148,900

Revenues for 06/07, 07/08, 08/09 Other Than Property Taxes – Major Sources:

Category 06/07 07/08 08/09

Tuition 10,000 31,445 30,000

Transportation Grant 263,068 277,515 278,502

Adult Education 8,422 8,621 9,327

ECS Grant 8,881,453 10,305,985 10,759,283

Aid to the Blind 0 30,519 30,000

Other Education Grants 0 13,144 -

Interest Income 280,000 550,000 500,000

Other 13,606 19,025 -

Licenses, Permits & Fees 312,550 259,749 259,750

Charges for Current Services 520,000 553,295 553,295State & Federal Grants 844,939 791,933 741,933

Contribution from Fund Balance 17,200 65,000

_________ _________ _________

TOTAL REVENUES: 11,151,238 12,906,231 13,162,090

$1,754,993 $255,859

Estimated Cost for Expenses 08/09

07/08: 08/09:

$46,813,492 $50,015,079

$3,201,587

- 255,859

$2,945,728

- 600,000

$2,345,728

← Available new revenue other than property tax increases

← Gap

This funds:

Town - $524,429 increase

* BOE - $2,181,354 increase

Debt Service - $174,690 increase

Capital Improvements - $321,114 increase

Grand List growth →

* Town estimate: BOE increases the same as 07/08 in addition to the cost of OPEB liability and the cost of opening the old high school.

Each 1% tax increase generates approximately $336,000 in revenue. Growth in the Grand List at same % as this year = $600,000.

Factors that Cause a Municipal Budget to Increase:

• Increased cost to educate and operate

• Rising debt and debt service to pay for past obligations

• Rising costs for utilities, health care, salaries and commodities

• Rising costs associated with State mandates or other oversight entities

• Obsolete State and Federal revenue mechanisms

Thoughts on Budgeting in a Different Way to Save More on Activities Provided to Residents

• Achieve a budget that is built around desired results, not just departments

• Have less focus on looking where to cut and more focus on reviewing activities as they relate to desired results

• A review and possible ranking of programs offered within each category based on their value to citizens

• An early identification of available resources which are to be allocated to prioritized activities

What we are looking to accomplish in the next budget process:

What Are We Going to Do Differently?

• We are going to break out to the extent possible the major activities performed by each department

• We are going to provide a program activity description with as much detail as possible

• We are going to provide the full cost for the activity

Budget Process Fact Sheet

→ Budget process is specified in Chapter IX of the Town Charter.

→ Fiscal year begins on July 1st and ends on June 30th.

• By February 21st each department of the Town including the Board of Education must present to the Town Manager a detailed estimate of expenditures and revenue for the ensuing fiscal year.

• Town Manager must present a budget to the Town Council by March 27th.

• Town Manager must call and attend a Joint Meeting of the Town Council and Board of Education for the purpose of discussing the appropriation request of the Board of Education on or before April 11th.

• Town Manager must present to the Town Council a five year capital program at least four months prior to the annual budget referendum.

Budget Process Fact Sheet, continued

• Town Council must hold one or more public hearings on the capital plan prior to the annual budget public hearing.

• Town Council must hold one or more public hearings regarding appropriations for the ensuing fiscal year.

• Town Council must hold the annual budget presentation no later than one week prior to the annual budget referendum.

• Annual budget referendum shall be held on the first Tuesday of May and then each two weeks thereafter.

Future Conversation Topics

Town’s financial position; is what occurred during the last budget process a trend?

Economic Development: what is acceptable and where; impacts vs. benefits

Education goals/objectives

Town’s future capital investment in facilities and infrastructure

Priorities of government from the taxpayer’s perspective (results desired)

What should Tolland look like in the future?

How do you provide the same, or more, at a reduced cost?

Will the Town continue to grow and demand additional services?

Your Town, Your Budget, Your Future:

Tolland at a Crossroads

Documents

Your Town, Your Budget, Your Future: Tolland at a Crossroads General Government Presentation September 18, 2007