2012-2013 PROPOSED OPERATING BUDGET

MARK D. BOUGHTON, MAYOR

CITY OF DANBURY
CONNECTICUT
 CITY OF DANBURY
2012-2013 PROPOSED OPERATING BUDGET

TABLE OF CONTENTS
Page Number Page Number

TABLE OF CONTENTS .......................................................................................... i-iv General Government

City Council ..................................................................................................... 101-102
PREFACE Ordinances............................................................................................................. 102
City Description ...........................................................................................................v Mayor’s Office ................................................................................................. 103-104
City History ........................................................................................................... vi-vii Annual Report ........................................................................................................ 105
GFOA Budget Award ............................................................................................... viii Mayor’s Discretionary Fund ................................................................................... 105
City Memberships .................................................................................................. 105
MAYOR’S MESSAGE Legislative Assistant ....................................................................................... 106-107
Citywide Mission Statement....................................................................................... 1 Probate Court.................................................................................................. 108-109
Mayor and City Council .............................................................................................. 2 Registrars and Elections ................................................................................. 110-111
Mayor’s Message and Budget Overview .............................................................. 3-23 Director of Finance .......................................................................................... 112-114
Independent Audit .................................................................................................. 113
PERFORMANCE MEASUREMENT................................................................... 24-56 Retirement Administration ...................................................................................... 113
City Treasurer ........................................................................................................ 115
BUDGET SUMMARIES Information Technology .................................................................................. 116-118
Organization Chart................................................................................................... 57 Bureau of Assessments .................................................................................. 119-121
Operating Budget Procedures ............................................................................ 58-62 Board of Assessment Appeals ........................................................................ 122-123
Budget Calendar ...................................................................................................... 63 Tax Collector ................................................................................................... 124-126
Financial Structure and Basis of Accounting ...................................................... 64-67 Purchasing ...................................................................................................... 127-128
Expenditure Categorization of Trend Analysis .................................................... 68-70 Corporation Counsel ....................................................................................... 129-130
Summary of Expenditures, Revenues and Changes Town Clerk ...................................................................................................... 131-133
In General Fund Balance ....................................................................................... 71 Permit Coordination ........................................................................................ 134-135
Unassigned Fund Balance ....................................................................................... 72 Planning and Zoning ....................................................................................... 136-138
Summary of Sources and Uses .......................................................................... 73-74 Economic Development .................................................................................. 139-140
Summary of Sources and Uses – Pie Chart ............................................................ 75 Conservation Commission .............................................................................. 141-142
General Fund Budget Summary .............................................................................. 76 Human Resources .......................................................................................... 143-144
Summary of Operating Expenditures – By Function................................................ 77 Labor Negotiations .......................................................................................... 145-146
Summary of Operating Expenditures – By Department ...................................... 78-83 Fair Rent Commission .................................................................................... 147-148
Revenue Budget and Trend Analysis ................................................................. 84-93 Candlewood Lake Authority ............................................................................ 149-150
General Fund Revenues ..................................................................................... 94-99 Public Buildings ............................................................................................... 151-153
City Hall Building .................................................................................................... 154
GENERAL FUND Library Building ...................................................................................................... 155
Expenditures by Function – Pie Chart ................................................................... 100 Police Station Buildings (new and old) ............................................................ 155-156

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CITY OF DANBURY
2012-2013 PROPOSED OPERATING BUDGET

TABLE OF CONTENTS

Page Number Page Number

GENERAL FUND, CONTINUED GENERAL FUND, CONTINUED
Senior Center Building ........................................................................................... 156 Health and Human Services
Old Jail Building ..................................................................................................... 157 Health and Human Services ........................................................................... 203-206
Old Library Building ............................................................................................... 157 Employee Service Benefit ...................................................................................... 206
Park Buildings ........................................................................................................ 158
Public Building TO & GF Employee Service Benefit .............................................. 159 Social Services Agencies
Veteran’s Advisory Center .............................................................................. 207-208
Public Safety Commission on Aging ..................................................................................... 209-210
Police Department .......................................................................................... 160-163 Danbury Housing Authority (Elderly Transportation)....................................... 211-212
Fire Department .............................................................................................. 164-167 Community Services .............................................................................................. 213
Building Inspector ........................................................................................... 168-170 Danbury Downtown Council/CityCenter Danbury ........................................... 214-215
Civil Preparedness .......................................................................................... 171-172 United Way ..................................................................................................... 216-217
Consumer Protection ...................................................................................... 173-174 Volunteer Center ............................................................................................. 218-219
Uniform Neighborhood Inspection Team ........................................................ 175-176
Employee Service Benefit ...................................................................................... 177 Libraries
Danbury Public Library.................................................................................... 220-222
Public Works Long Ridge Library.......................................................................................... 223-224
Director of Public Works ................................................................................. 178-179
Highways ........................................................................................................ 180-182 Culture and Recreation
State Aid – Highway Project .................................................................................. 183 Department of Recreation ............................................................................... 225-227
Snow and Ice Removal .......................................................................................... 183 Tarrywile Park Authority .................................................................................. 228-229
Street Lighting........................................................................................................ 183 Cultural Commission ....................................................................................... 230-231
Park Maintenance ........................................................................................... 184-186 Lake Kenosia Commission ............................................................................. 232-233
Forestry........................................................................................................... 187-189 Ives Authority for the Performing Arts ............................................................. 234-235
Public Building Maintenance and Repair ........................................................ 190-191 Danbury Museum Authority ............................................................................ 236-237
Equipment Maintenance ................................................................................. 192-194
Recycling/Solid Waste .................................................................................... 195-196 Recurring Costs
Engineering..................................................................................................... 197-199 Risk Management .................................................................................................. 238
Construction Services ..................................................................................... 200-202 FICA ....................................................................................................................... 239
Employee Service Benefit ...................................................................................... 202 Pension Expense ................................................................................................... 239
Employee Service Benefit ...................................................................................... 239
 CITY OF DANBURY
2012-2013 PROPOSED OPERATING BUDGET

TABLE OF CONTENTS

Page Number Page Number

GENERAL FUND, CONTINUED ANIMAL CONTROL FUND
Recurring Costs Mission and Goal Statement .................................................................................. 258
Worker’s Compensation ........................................................................................ 239 Summary of Expenditures, Revenues & Changes in Fund Balance ...................... 259
State Unemployment Compensation ..................................................................... 239 Summary of Sources and Uses – Pie Chart .......................................................... 260
Employee Health and Life Insurance ..................................................................... 240 Summary of Revenue and Expenses .................................................................... 261
Union Welfare ........................................................................................................ 240 Animal Control Fund Revenues ............................................................................. 262
Insurance and Official Bond Premium ............................................................ 241-242 Animal Control Fund Revenues and Expenditures ......................................... 263-264

Debt Service EDUCATION

Interest on Debt ..................................................................................................... 243 Board of Education Introduction and Board Members ........................................... 265
Interest on Debt - School ....................................................................................... 243 Fiscal 2010-2011 vs. Fiscal 2011-2012 Budget Comparison ................................ 266
Redemption of Debt ............................................................................................... 243 Fiscal 2011-2012 Proposed Operating Budget ...................................................... 266
Redemption of Debt – School ................................................................................ 243 Board of Education Expenditure History ................................................................ 267
State and Local Share for Education ..................................................................... 268
Capital Projects Staffing History ....................................................................................................... 269
Capital Projects ...................................................................................................... 244 Enrollment History.................................................................................................. 270

Transportation SEWER FUND, CONTINUED

Airport ............................................................................................................. 245-247 Mission and Goal Statement .................................................................................. 271
Housatonic Area Regional Transit .................................................................. 248-249 Summary of Sources and Uses – Pie Chart .......................................................... 272
Summary of Expenses and Revenues and Changes in Net Assets ...................... 273
Contingency Sewer Fund Revenues .......................................................................................... 274
Contingency ........................................................................................................... 250 Sewer Fund Expenses .................................................................................... 275-277
Combined Schedule of Bonded Debt ..................................................................... 278
AMBULANCE FUND
Mission and Goal Statement.................................................................................. 251 WATER FUND
Summary of Expenses, Revenues & Changes in Net Assets ............................... 252 Mission and Goal Statement .................................................................................. 279
Summary of Sources and Uses – Pie Chart .......................................................... 253 Summary of Sources and Uses – Pie Chart .......................................................... 280
Summary of Expenses and Revenues .................................................................. 254 Summary of Expenses and Revenues and Changes in Net Assets ...................... 281
Ambulance Fund Revenues .................................................................................. 255 Water Fund Revenues ........................................................................................... 282
Ambulance Fund Expenses ................................................................................... 256 Water Fund Expenses .................................................................................... 283-288
Ambulance Vehicle & Non-vehicle Inventory ......................................................... 257 Combined Schedule of Bonded Debt ..................................................................... 289

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CITY OF DANBURY
2012-2013 PROPOSED OPERATING BUDGET

TABLE OF CONTENTS

Page Number
CAPITAL
Capital Budget Overview and Process ........................................................... 290-291
Capital Budget Financing ....................................................................................... 292
City Indebtedness and Debt Limits ........................................................................ 293
Statement of Debt Limitations ......................................................................... 294-295
Summary of Expenditures, Revenues & Changes in Fund Balance ..................... 296
Combined Schedule of Bonded Debt through Maturity ......................................... 297
Outstanding Short Term Debt ................................................................................ 298
Ratio of Debt Service to General Fund Expenditures ............................................ 299
Debt Service as a Percentage of Expenditures ..................................................... 300
Ratio of Bonded Debt to Assessed Value and Per Capita ..................................... 301
Capital Lease Schedule ......................................................................................... 302
Summary of Capital Projects by Funding Source ........................................... 303-304
Mayor’s Recommended City Projects ............................................................. 305-306

SUPPLEMENTAL SUMMARIES,
Breakdown of Operating Budgets – Five Year History .......................................... 307
Budget Statistics .................................................................................................... 308
Tax Collection Rates.............................................................................................. 309
Assessed Value of Taxable Property..................................................................... 310
October 1, 2011 Grand List and Top Ten Taxpayers ............................................ 311
Your Tax Dollar at Work ........................................................................................ 312
Mill Rate History ..................................................................................................... 313
Unassigned Fund Balance as Percentage of Expenditures .................................. 314
Full-time Budgeted Headcount ....................................................................... 315-317
Miscellaneous Statistics ......................................................................................... 318
Population and Demographics........................................................................ 319-320
Employment Data ........................................................................................... 321-322
Building Permits & Housing ................................................................................... 323

GLOSSARY
Glossary.......................................................................................................... 324-333
 vi

A BRIEF HISTORY OF DANBURY

“Danbury’s location has been the key to its success.” This statement remains as true today as it was
when Danbury served as a supply depot for the Patriots in the Continental Army during the American
Revolution. Eight families from the Norwalk and Stamford areas settled in Danbury in 1684. The founding
fathers, Thomas Barnum, James Beebe, James Benedict, Samuel Benedict, Francis Bushnell, Judah
Gregory John Hoyt, and Thomas Taylor wanted to name their new town, Swampfield, but in October 1687
the general court decreed that the town would be named after Danbury in Essex, England. Trade
flourished between Danbury and the coastal towns. As Danbury grew, local farmers had a surplus of food,
but were unable to supply all of the goods required by its residents, which early on established a need for
a turnpike. Later, as farms were being established in outlying areas, paths and trails branched out from
the original main street of the town. Eventually, Danbury became a hub for travel and business, being
equidistant from New York and Hartford, and at the intersection of the north-south route from Litchfield
County to Long Island Sound.

After the British looted and burned Danbury (known as “Tyron’s Raid”) in April of 1777, fewer people
farmed the land. Danbury became a base of trade for the local craftsmen, who produced hats, combs,
hoes, harnesses, cloth, tin ware and clocks. The first hat factory was established in 1780, and Danbury
acquired the nickname: “The Hat City” (but was also known as the “Hat City of the World”) because of its
hat manufacturing industry. The industry flourished throughout the 1800’s until a general economic slowdown in the 1890’s precipitated a gradual decline in
the hatting industry. However, the industry was somewhat revived by orders from the federal government during World War I and the fashion trends of the
1920’s. The Great Depression was the beginning of the final decline of the hatting industry and the last hat factory closed in 1987. It is estimated that the
City’s hatting industry produced over 5,000,000 hats per year at the peak of the industry. Most of the factories were located along the banks of the Still River,
which was an important part of the hat manufacturing success since large quantities of water were needed for the process.

As new businesses and manufacturing shops developed in the center of town, they became distinct from the rural community, and Main Street and the
surrounding area were granted borough privileges in 1822. Just prior to World War I, most of the growth was in the central business district, while the town
remained rural and agricultural. With the introduction of the automobile, improvements were made to main highways and new State routes were constructed.
The new roadsides attracted additional business: gasoline stations, repair garages, produce stands, refreshment stands, just to name a few. In the 1920’s
and 1930’s, farming declined and the rural areas saw many changes: roads were paved, city people began to build homes in the countryside, and the
Wooster School was established. The automobile also gave individuals the option to travel outside of the central business district, and new shopping centers
and smaller businesses were developed outside of town. Danbury was incorporated on April 19, 1889, but it was not until 1965 that the Town of Danbury and
the City of Danbury merged into what is today’s City of Danbury.
Population in Danbury steadily grew from its first settlement, though the town experienced a decline prior to World War I. Population began to increase again
in the 1920’s, jobs increased, and Danbury retained its notoriety as a regional trading center. Candlewood Lake, the largest body of fresh water in
Connecticut, was also created during this decade, which eventually led to the development of homes, seasonal cottages and farms. Lake front acreage was
highly sought after by speculators and developers, and subsequently many lakefront communities were established. In 1928, several local aviators
purchased Tucker Field (near what is now the Danbury Fair Mall) and leased the property to the town for an airport, which is now known as Danbury
Municipal Airport.

After World War II, Danbury experienced a major housing boom. In two decades, the population increased by 67%. According to the Housatonic Valley
Council of Elected Officials, “The boom in residential growth reflected not only the outward expansion of the New York metropolitan area and easy
accessibility of the Danbury area for commuting to other centers, but also a significant turnaround in Danbury’s economy.”

In the ten-year period between the 2000 census and the 2010 census, the population increased by 8.1% (state population increased by 4.9%). In today’s
Danbury, the City must continue to invest in maintaining its high quality of municipal services as more homes, condominiums, and apartment buildings are
constructed to meet the increase in population and the growth in economic development.

Seal of Danbury

“We have Restored” and “Let Us Go Forward” are the mottoes on the official Seal of Danbury. “We have Restored” is the central motto and appears on the
red diagonal band across the shield. The second motto appears in the beak of the phoenix rising from the fiery crown at the top of the shield. The seal also
depicts: Establishment of the railroad in 1852, the hatting industry (symbolized by the derby hat), Wooster Monument, a reference to the British burning of
Danbury in 1777, water symbolizing the flood of 1869 caused by a break in the Kohanza Reservoir dam, and the elm trees signifying Elmwood Park.

SOURCES: Images of America, Danbury, Danbury Museum and Historical Society, wikipedia website - history of Danbury, HVCEO website, “Changing Land Use in Danbury, Connecticut”, and looking for
adventure website, “History of Danbury, Connecticut.”

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 CITY OF DANBURY, CONNECTICUT
CITYWIDE MISSION STATEMENT

The City of Danbury’s mission is to ensure a superior quality of life for

its citizens by providing the most cost effective municipal services while
preserving the cultural, historical and natural resources of the City.

We are committed to working with citizens to enhance Danbury’s

position as a premier place to live, work and raise a family in a
traditional yet progressive community.

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CITY OF DANBURY
Honorable Mark D. Boughton, Mayor

CITY COUNCIL

NAME DISTRICT NAME DISTRICT

Joseph A. Cavo* (R) 3rd Ward Duane E. Perkins (D) 5th Ward
Benjamin Chianese (D) 6th Ward Paul T. Rotello (D) 6th Ward
Philip D. Colla (R) 1st Ward Thomas J. Saadi (D) 4th Ward
Philip D. Curran (R) At Large Joseph Scozzafava (R) 7th Ward
Stephen J. Darcy (R) 2nd Ward Gregg W. Seabury (R) At Large
Michael J. Haddad, Sr. (R) At Large Colleen A. Stanley (R) At Large
Michael J. Halas (R) 2nd Ward Donald A. Taylor, Jr. (R) At Large
Jack Knapp (R) 3rd Ward Mary E. Teicholz (R) 7th Ward
Warren M. Levy (D) At Large Frederick L. Visconti, Jr. (D) 5th Ward
Shailesh (Shay) Nagarsheth (R) 1st Ward Andrew R. Wetmore (R) 3rd Ward
Peter P. Nero (D) 4th Ward

*President of City Council

City Council members were elected on November 8, 2011 for a two-year term. Their term expires December 1, 2013.
 CITY OF DANBURY
OFFICE OF THE MAYOR
DANBURY, CONNECTICUT 06810

MARK D. BOUGHTON (203) 797-4511

MAYOR FAX: (203) 796-1666

April 3, 2012

The Members of the City Council

The Citizens of the City of Danbury

I am pleased to present the proposed budget for the fiscal year commencing July 1, 2012 and ending on June 30, 2013.

Once again, the citizens of Danbury can take pride in our City’s accomplishments and remain confident that the future of our City is bright. Danbury is
recognized throughout the country as a City on the rise. Whenever asked about the secret of Danbury’s success, I proudly proclaim that the most
important attribute to Danbury’s success is its citizens and what sustains our success is the quality of life that we enjoy here in Danbury. As a city
government, we remain steadfast in our commitment to follow the Citywide Mission Statement:

To ensure a superior quality of life for its citizens by providing the most cost effective municipal services while preserving the cultural,
historical and natural resources of the City. We are committed to working with citizens to enhance Danbury’s position as a premier place to
live, work and raise a family in a traditional yet progressive community.

Quality of life means providing, creating, promoting: a first rate educational system for our students; comprehensive recreational opportunities to our
citizens; a business friendly environment to attract and retain employers to enhance job growth; and a vibrant and exciting cultural life in our community for
all ages to enjoy. The FY 2012-2013 Proposed Budget continues our commitment to the City’s mission Statement by designing the most cost effective
plan in the delivery of these municipal services.

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Danbury has been recognized, for the fourth year in a row, as the safest large city in Connecticut and is ranked fourth in all of New England by the annual
CQ Press survey of major U.S. Cities. The Danbury Labor Market remains the lowest in the state at 6.9%. Even with a slight increase this year, our
sewer and water rates will continue to remain among the lowest in Connecticut. We were again rated by Connecticut Magazine as one of the top cities to
live in - improving in every category measured in the study.

Preserving a superior quality of life that we are fortunate enough to enjoy here in Danbury doesn't come easily nor should it ever waiver, especially during
difficult economic times. We are reminded each time we pass through many of our once great neighboring communities throughout New England who
waivered at a time when they needed to stand firm to protect and preserve their quality of life. Preserving Danbury’s quality of life means continuing to
invest in and properly maintain: (1) the City’s infrastructure -- with ongoing drainage, sidewalk, and road improvement projects; (2) our school buildings –
by investing in energy efficiency projects to reduce long-term costs, replacing roofs and making necessary repairs; (3) our transportation network;
(4) recreational facilities and (5) creating/expanding new educational programs to address the achievement gap. Yet, such additional investments must
be done within a framework that does not create an undue burden upon our taxpayers and should provide a sustainable and measurable return on our
investment.

The FY 2012-2013 Proposed Budget presented several remarkable challenges between constrained revenues and increasing cost of contractual
demands during a recessionary economy. For planning purposes, we are fortunate to have settled mutually beneficial contracts with all of our bargaining
units except one, Local 801 AFL-CIO Firefighters. Each bargaining unit, in partnership with the City, worked together to address the escalating health
care and pension costs. Major changes to health insurance (HSA, increased co-pays and deductibles) combined with sweeping changes in the Pension
Plan will save significant future tax dollars which will stabilize the tax burden and also provide funding to support these services. The FY 2011-2012
budget will reflect a $700,000 savings from changing our health care provider to Cigna. To help offset other cost increases, the City will continue to
strategically fund critical need positions. The City currently has 65 vacant positions with about half (29) of these positions not being funded in FY 2012-
2013 because the position has been vacant for at least one year, usually much longer.

The FY 2012-2013 Proposed Budget increases overall general fund spending by $4,180,603, which is about 1.9% higher than the FY 2011-2012 Adopted
Budget, in the following areas: $518,000 (1%) – City Departments; $1,392,115 (4.6%) – Pension, employee benefits and other recurring costs; $376,516
(2.3%) – debt service; and $993,369 – capital projects.

The Board of Education will receive increased funding of $900,000 (0.8%). Furthermore, the City will eliminate the annual reimbursement for services
from the BOE of $353,845 and allocate up to $300,000 from the unrestricted funds portion of the Continuing Education Fund. As such, net increased
funding contribution to the BOE will amount to $1,553,845 (1.4%).

The initial 2012-2013 budget requests from all general fund departments totaled $230.3 million, which is an increase of $14.4 million from the 2011-2012
Adopted Budget: $120.9 million from the Board of Education ($5.9 million increase from 2011-12 Adopted Budget); and $109.4 from City Departments
($8.5 million increase from 2011-2012 Adopted Budget). However, of the $8.5 million requested increase from the City, $6.8 million was from
departments. $1.8 million is for increased expenditures relating to pensions, employee benefits, and debt service. The department’s requests
represented a 12.6% increase from their FY 2011-2012 adopted budgets.
The overall $4.1 million increase in expenditures is confined almost exclusively within these elements: Pension costs ($1.8 million); Schools ($0.9 million);
Capital ($1.0 million); and Debt Service ($0.4 million). The cost increases associated with other expense items have been offset by cost savings or usage
reduction through efficiencies thus enabling the City to do more with less.

The proposed FY 2012-2013 Capital Budget includes borrowing of $3.0 million for the following projects which have been deemed necessary at this time:
paving, drainage, road and bridge improvements ($1.4 million), roof replacement/repair to City buildings ($1.0 million), Charles Ives pavilion ($0.75
million), and replacement of Highway Department equipment ($0.5 million). Other Capital items funded directly through the general fund, without the use
of borrowing include: Purchase and Outfitting of Patrol and Detective Vehicles ($0.4 million); Lease/Purchase Agreement for energy efficient projects
($0.7 million); Lease/Purchase Agreement for Fire Apparatus – 2 Pumpers and Aerial Ladder Truck ($0.4 million); and Purchase Fire Apparatus – Airpacs
($0.1 million); CRM/ERP Project lease/purchase ($0.5 million), and City building roof study ($0.1 million). In previous budgets, some of these non-routine
types of capital items may have been funded through borrowing and not funded directly in the general fund or may have been funded within the individual
department line.

Cost savings and cost avoidance strategies, which have been used during the past four budgets, will be continued for the FY 2012-2013 Proposed
Operating Budget. Specifically, the City continues to defer filling 65 positions thus saving $1.5 million in the current budget; 29 of these positions will
remain unfunded in the adopted FY 2012-2013 budget enough to offset any contractual increases. I have continued to defer all hiring unless there is a
safety concern or a significant overtime cost impact on our budget. Additionally, the inventory of all City assets continues to be evaluated to determine its
role in Danbury’s future and, if necessary, to strategically sell unneeded and idle assets. For example, the “old police station” located at 120 Main Street
was sold for $2.3 million in FY 2010-2011. The 2011-2012 Adopted Budget has anticipated the sale of 13 acres from the “Reserve”, which has been
appraised for more than $4.0 million, but I have conservatively budgeted estimated revenues of $2.9 million. To avoid unnecessary budgetary pressures
and to permit more discretionary use of such periodic revenue opportunities as they occur, the FY 2012-2013 Proposed Budget and future budgets will no
longer use “one-time” revenues to balance the budget. Additionally, this proposed budget and the two subsequent budgets will strategically eliminate the
use of fund balance as a tool to balance the budget. This strategy as recommended by GFOA and the rating agencies strengthens our underlying goal to
provide financial mobility and stability for the City while focusing on minimizing the tax burden on the property owners.

The citizens of Danbury have been incredibly supportive as we engaged in ongoing initiatives to control costs. We remain well positioned to weather the
lingering economic challenges, and we will be an even leaner and more efficient organization after the implementation of the FY 2012-2013 Proposed
Operating Budget.

POLICY OBJECTIVES

Each year, department heads are instructed to review their individual department mission to ensure that the essence of the citywide mission statement is
an integral component of the budget development process. Each year, they are asked to reflect upon mission statements and goals in context of these
difficult economic times and to focus on the most cost effective and efficient means of delivery of services while maintaining the highest level of
commitment in meeting our citizens’ needs. Specifically, departments were asked to evaluate the effectiveness of their programs and processes to gauge
the level of success and to offer “out of the box” solutions or alternatives.
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The Department of Finance Budget Team was instructed to cross analyze every budgetary line item by department, division, and citywide to search for
additional opportunities for budgetary reductions, containment and to squeeze out any remaining unnecessary excess from the budget to ensure the most
cost effective delivery of services for the Danbury taxpayer. The Finance Department continues to regularly meet with department heads and key
personnel to discuss targeted cost saving opportunities. Several other cost saving or cost avoidance initiatives include: implementing an employee
wellness program (cost avoidance), establishing sensible guidelines for employee use of city vehicle (cost recovery), and switching the City’s phone
system to VoIP (cost saving). As part of the City’s “Go Green” initiative, the 244 devices used for copiers, desktop printers, fax machines and scanners
will be replaced with about 60 digital multiple functional copiers. Most important, these new devices will allow us to implement the document management
solution to go “paperless” which will result in cost savings and vastly improved efficiencies. Continuous cost reduction and containment will require the
implementation of “best practices’ and modernizing the work flows and processes with new software and hardware. However, the maintenance costs of
the new systems will supplant the costs of the old system with minimal impact to the IT budget but tremendous value will be added across the City
organization in improved efficiency, reduced handling, less paper, and reduced “lost time”. The City is also forming strategic alliances and partnerships
with the Board of Education, other communities, and businesses in our efforts to reduce and contain costs or improve services when in the City’s interests
to do so. The departments continue to exceed expectations by tightly managing their budgets, working together to lower costs, and taking the initiative to
seek out saving opportunities.

Finding more efficient ways to run government is no longer a nice “catch phrase,” it remains a necessity in how we conduct our business. A quote from
“Life’s Little Instruction Calendar Vol. XIII” seems most appropriate for these times…”A lack of money often arouses creativity”. I am proud and grateful
that my dedicated department heads have answered and continue to answer that call for doing “more with less” now for the fourth consecutive year.
Through their efforts, the City ended FY 2010-2011 with a small surplus of about $10,000. Each department’s mission incorporates the administration’s
goal of providing high-quality, cost-effective municipal services while educating residents about the programs and services being offered by the City of
Danbury.

Public Safety

The FY 2012-2013 budget continues our commitment to public safety. The FY 2012-2013 Proposed Budget is about $0.4 million more than the
FY 2011-2012 Adopted Budget. The public safety capital purchases increased by $265,000 to $770,820, which is separately listed in the 2012-2013
Proposed Capital Budget and includes: $400,000 Patrol/Detective Vehicle Replacement Program; $100,000 AirPac Replacement Program;
lease/purchase annual payment of $155,820 for two pumpers ($951,000) purchased last year, and lease/purchase payment (estimate) of $115,000 for a
new aerial ladder truck ($1,054,000).

Although the anticipated financial impact is still not being considered in the FY 2012-2013 Proposed Budget, I am excited to report that the initiative to
form alliances with neighboring communities to create a Regional Dispatch Center at the new Police Station headquarters is moving forward. It will be the
first true regional dispatch center in the State of Connecticut and will serve as a model program in dispatching the fire, police and emergency (ambulance)
service calls throughout the region. Ongoing funding and reimbursements funding for transition will be available from the State. An innovative idea and
solution like this helps Danbury stay on the top by leading us forward into a safer and more affordable future. Stay tuned in as more great ideas are rolled
out and watch as those ideas are turned into real results and benefits for all Danbury taxpayers and residents.
Education

Fostering a first rate education system is a key component to ensuring that Danbury is a premier place to raise a family and requires a financial commitment that
takes many forms. Studies have shown that a more comfortable physical environment is a more conducive environment for learning. The City is continuing to
make significant investments in improving the physical building at the Board of Education while keeping energy efficiency also in the forefront. By doing so, our
objective is to stabilize our ongoing operating costs, specifically energy costs. Funding the school system at reasonable levels allows the district to achieve its
educational goals for students. I am proud of the accomplishments of our school system and I am confident that the budget increases over the last nine years have
contributed to its success. Over these years, spending on education has increased by $34.1 million or 41.7%. The Board of Education budget will increase by
$0.9 million to $115.8 million in FY 2012-2013. This year, the City will eliminate the annual charge of $353,845 to the BOE for services provided by the City’s
Public Works Division and make available another $300,000 from the Continuing Education Fund for a total increased contribution to the BOE of about $1.6 million.

The Capital Budget includes the annual funding for the lease/purchase amount of $727,527 for an energy efficiency project at the Danbury Schools, which includes
the replacement of boilers and windows at Danbury High School. The City acknowledges the importance of the 2020 Task Force in recommending a creative yet
affordable solution to address the future spacing issue caused by a projected bubble in the student population. The impact to future budgets and ultimately the
Danbury taxpayer may weigh heavily on the options which are considered.

Increases in Education Spending

$120 7.1% 8.00%

Education Spending

$100 5.3% 5.4%

6.00%

% Increase
$80 $99.5 $114.9 $115.8
$111.8
$111.3 4.00%
$113.9
$60 -0.3% 0.9%
0.9% 2.00%
$40
$20 0.00%
$0 -2.00%
2007-08 2008-09 2009-10 2010-11 2011-12 2012-13
Fiscal Year Ended June 30
FY 2011-12 and 2012-2013 are budgeted amounts

Livable Neighborhoods & Cultural Resources

The UNIT responds to quality of life complaints through enforcement and education. Enforcement actions and remediation are published on the City’s
website. Additionally, residents are educated on the City’s zoning regulations and new property owners receive a welcome packet describing the “Do’s
and Don’ts” of living in our City.

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A few years ago, I expanded and reorganized the UNIT. This strategy has proven to be highly effective and efficient by all measures. The Unit
Team has addressed 1,086 calls or issues, again having a significant impact on resolving quality of life complaints from our citizens. CityLine 311, a
part of our UNIT operation, fielded and responded to approximately 8,900 calls last year.

Community Services

The Community Services section is now in its fourth year. The Community Services FY 2012-2013 Budget totals $433,461, representing a 5%
reduction from a year ago. It includes the following: Danbury Downtown Council/CityCenter Danbury ($31,398), Volunteer Center ($5,771), and the
United Way of Western Connecticut ($396,293). Most grant agencies that have received direct funding from the City in the past must now apply for
funds through the United Way. To ensure that the limited amount of funds are effectively utilized and for its intended purposes, we partnered with the
United Way of Western Connecticut. The United Way established a committee of community volunteers to interview applicant agencies, review the
applications, and determine if the agency is within the goals of the City. With these funds, United Way distributed money to 24 city agencies that, in
turn, helped 20,193 residents. The program has been successful and will go forward without format change.

The United Way’s Mission Statement has identified the following essential components for a community which helps create opportunities and advance the
common good for local communities: Economics, Health, and Education.

Once again, certain agencies that were previously funded in the grant sections will now be funded, although reduced in some cases, through the department
that provides the most similar function: Danbury Animal Welfare Society, Inc. - the Animal Control Fund; The War Memorial provides on-call citywide
emergency shelter - Civil Preparedness; Women’s Center, Danbury Youth Services and CT Institute for Communities - Health and Human Services
Department; Council of Veterans - Veterans Department; and the Westerners - the Department of Recreation.
 ECONOMIC CONSIDERATIONS & FINANCIAL POLICIES

There are economic considerations and financial policies that are key drivers for the City of Danbury and the development of the budget. These factors
include the City’s grand list of taxable properties and the reliance on the property tax to finance city government, overall economic conditions in the City,
and financial policies concerning unassigned fund balance and debt management.

Property Taxes & Grand List Growth

For FY 2012-2013, property taxes will account for 80.0% of total revenue for the City. This has trended higher since the recession began a few years ago
because other revenue sources have remained relatively flat while costs have increased. The FY 2012-2013 Proposed Budget includes an increase in
intergovernmental revenues (State Aid) ($1.1 million); however, other revenues have decreased such as: licenses & permits ($0.4 million), charges for
services ($2.6 million) and other financing sources ($0.8 million). The FY 2012-2013 Proposed Budget strategically reduces the fund balance appropriation
to $2.35 million as a symbolic gesture of our commitment in future years to eliminate the use of fund balance to balance the budget. The revenues
proposed in the governor’s budget have been utilized. The City continually seeks opportunities to identify additional sources of new revenue and to reduce
costs in order to return to the normal percentage levels of property taxes as a percentage of general fund revenue. The extent to which property taxes
make up total revenues will fluctuate depending on the composition of those non-property tax revenues and the costs necessary to provide services. In
recent years, State aid and other revenues have decreased while the City’s costs have continued to go up for pension costs, Board of Education, health
insurances, and other capital needs. The FY 2012-2013 Budget proposes an overall 1.9% spending increase totaling $4.1 million. Most
departments/divisions will receive some increases in funding.

Property Taxes as a Percentage of Actual General Fund Revenue

80.0%
79.3%
80.0% 77.7% 78.2%
% of General Fund Revenues

77.5%
76.9%
78.0% 76.1%
74.5% 75.2%
76.0% 74.3%
73.7%
74.0%

72.0%

70.0%
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Fiscal Year Ended June 30

*2012 Adopted; 2013 Proposed

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The grand list of taxable properties includes residential real estate, commercial and industrial real estate, motor vehicles and business personal
property. The property revaluation of October 2007 resulted in a significant inflation in property values that would have increased the tax burden
beyond reasonable levels. Implementing the revaluation in a single year would have resulted in a dramatic tax burden; thus, we implemented a
phase-in of the revaluation to reduce the impact on property owners. Normally, this strategy allows the City to raise additional tax revenues and
minimize the effects each year of the revaluation as the tax base grows while stabilizing tax rates. However, the economic recession, credit crunch
and housing market crisis has flat lined our tax base as compared to last year. Any continuation of a phase-in would have caused a sudden and
substantial tax increase to the City residents without producing any additional property tax revenue in a time when such an increase could not be
afforded by the taxpayers. Many cities throughout Connecticut faced the same issue, and as a result, the Connecticut State Legislature three years
ago passed SB 997 – An Act Concerning a Municipal Option to Delay Revaluations. Like many other Connecticut cities, Danbury opted to delay the
phase-in. However, to ease the burden of increasing property taxes resulting from the phase-in for senior citizen property owners on limited fixed
incomes, I introduced new legislation which was subsequently adopted by the City Council that allows income qualified senior citizen property
owners to freeze their taxes at the current levels. This proposed legislation has a sunset provision of the next revaluation in 2012.

Comparative Assessed Value

100 7.2 6.4 6.1 5.6 5.8 6.1

5.9 5.3 5.5 5.0 4.8 4.9
Percent of Total Value

80 26.5 31.7 31.8 28.9 29.7 29.4

Motor Vehicle
60
Personal Property
40
60.4 56.5 56.6 60.5 59.7 59.6
Commercial
20
Residential
0
2006 2007 2008 2009 2010 2011
Grand List as of 10/1

As illustrated in the table below, the revaluation took effect for the October 1, 2007 grand list, however, as per state statute, the phase-in was
permitted to be delayed.
 CHANGES IN NET TAXABLE GRAND LIST AFTER BOARD OF ASSESSMENT APPEALS

OCTOBER 1, 2008 OCTOBER 1, 2009 OCTOBER 1, 2010 OCTOBER 1, 2011 CHANGE 10 vs 11 % CHANGE
REAL ESTATE 6,306,300,880 7,026,881,150 7,017,091,189 7,025,008,579 7,917,390 0.11%
PERSONAL PROPERTY 393,509,940 395,293,270 374,469,560 386,144,700 11,675,140 3.12%
MOTOR VEHICLES 438,168,793 435,513,918 453,521,233 479,107,608 25,586,375 5.64%
TOTALS 7,137,979,613 7,857,688,338 7,845,081,982 7,890,260,887 45,178,905 0.58%

Clearly, the City of Danbury has not been isolated to the impact of the nationwide recession. Although the total dollar values are the lowest in
several years, it is important to note that all permit types have seen an increase in activity and are beginning to recover.. Most of the revenues for
building permits, fees and revenues associated with real estate transactions, such as conveyance tax, have been adjusted in the FY 12-13 Proposed
Budget to reflect activity trends of planned projects.

BUILDING PERMITS

Calendar Year Residential Commercial Industrial Total

Ending 12/31 No. Value No. Value No. Value No. Value
2011 829 30,801,215 235 45,597,554 11 4,619,000 1,075 81,017,769
2010 823 29,438,911 225 44,204,745 7 10,037,000 1,055 83,680,656
2009 949 59,205,660 165 25,269,316 11 1,450,559 1,125 85,925,535
2008 808 34,115,571 226 20,464,467 10 51,439,000 1,044 106,019,038
2007 1,220 68,757,868 209 73,443,295 17 45,231,176 1,446 187,432,339
2006 1,368 57,171,613 203 69,518,464 12 28,725,755 1,583 155,415,832
2005 1,441 96,350,821 177 44,660,170 4 25,324,000 1,622 166,334,991
2004 1,420 85,958,812 195 37,860,444 5 8,225,886 1,620 132,045,142
2003 1,127 40,166,000 181 24,635,638 9 3,051,936 1,317 67,853,574
2,002 1,062 57,004,872 236 32,725,840 33 6,440,498 1,331 96,171,210

Does not include electrical and mechanical permits.

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Fund Balance

The City’s policy is to maintain a General Fund assigned fund balance of between 5% and 10% of General Fund expenditures. While the City
believes it is important to maintain reserves at reasonable levels, accumulating an excessive fund balance is not good public policy. If fund balance
as a percentage of General Fund expenditures far exceeds the target of 10%, a portion of that should be returned to the taxpayers in the form of a
reduced mill rate. The City’s unassigned fund balance totaled a healthy amount of 9.9% of General Fund Expenditures or $21,462,647 for FY ended
June 30, 2011. The budget for FY 2012-2013 incorporates a planned use of fund balance of $2.35 million, bringing the percentage of unassigned
fund balance to 8.7%, well within the City’s target of 5% to 10%.

Unassigned General Fund Balance as a Percentage of General Fund Expenditures

12% 11.1% 11.2% 10.8% 10.3% 10.1% 9.9% 9.9%

10% 8.7%
8% 7.3%
Percentage

9.0%
6%
4%
2%
0%
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Fiscal Year Ended June 30

When the City’s policy regarding unassigned fund balance is compared with other communities in Connecticut, we are favorably positioned with
municipalities with higher credit ratings than our own. A comparison with triple AAA rated communities in the State of Connecticut supports the
City’s policy of an unassigned fund balance of 5% to 10% of General Fund expenditures, and reinforces our position that returning excess fund
balance back to the taxpayers in the form of lower taxes is good public policy.
I am very proud to report that Standard & Poor’s, the largest of the three major rating agencies, upgraded the rating for the City of Danbury, last year,
which will lower the net interest cost for future debt issuances resulting in savings of future tax dollars. Standard & Poor’s states that the ratings
reflect the City’s:
• Strong and diverse economy located in Fairfield County, featuring extremely strong per capita market value and high per capita
retail sales;
• Income levels above national averages;
 • Sound financial operations and conservative management practices; and
• Moderate debt burden, coupled with a manageable capital improvement plan (CIP)

Undesignated Fund Balance as a % of General Fund Expenditures - Triple AAA Communities

15%
11.1%
% of General Fund Expenditures

9.9% 10.1%
10% 7.7%
6.7% 6.6%
4.8%
5%

0%
Avon Fairfield Glastonbury Greenwich Norwalk Ridgefield West Hartford DANBURY
-5% -0.9%

-10% Town

Source: State of CT for FY ended 2010 (most recent available).

Capital Financing and Debt Management

In recent years, the City of Danbury has received approval from the voters for an aggressive capital improvement program geared toward upgrading
the City’s infrastructure and to position our City for the 21st Century. In 2004, the voters approved the 21st Century Bond package, the focus of which
was to rebuild our schools. In 2005, the voters approved the Danbury Neighborhood Bond, which upgraded our parks and playgrounds and provides
our citizens with additional recreational opportunities. In May 2006, the voters approved another bond proposal, the Danbury Public Safety Bond.
This bond provided the necessary funding to construct a state-of-the-art police headquarters. In 2007, the voters approved the Open Space Bond to
provide funding for such initiatives as: to preserve open space; additional public improvement projects including parks/streetscape enhancements
and to purchase capital equipment; and a fire sprinkler system at Danbury High School.

In proposing these capital project investments, the City does so within a framework of capital financing policies designed to ensure that the debt
associated with these projects does not place undue pressure on the mill rate and our taxpayers. The City’s capital financing policies were
developed using guidelines and best practices. The City’s current capital policy standards are:

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• Debt service as a percent of expenditures should not exceed 10%.

• Debt per capita should not exceed $1,900 and increase at 3% per year.
• Debt as a percentage of fair market value shall not exceed 1.5%.

It is anticipated that the debt associated with all of these projects will be issued by FY 2012-2013. During that time, the debt ratios described above
are as follows:

• Debt Service as a percentage of general fund expenditures will peak at 7.7% in FY 2013-2013 and declines to 4.3% by FY 2019-2020. This
is well within the cap of 10% outlined in the policy.

The City will continue to increase its outstanding debt over the next year to adequately finance remaining projects approved from previous bond
issues. Outstanding debt is projected to peak in FY 2012-2013 at $140.8 million when all of the debt has been issued and will decline to $49.4
million in FY 2020-2021 as the debt is paid down. The following table illustrates the projected outstanding debt and its impact on debt service as a
percentage of expenditures, debt per capita, and debt to fair market value.

Outstanding Debt Debt Service as Debt per Debt as % of Fair

Fiscal Year as of June 30 % of Expend. Capita Market Value
2011-2012 134,136,419 7.3% 1,658 1.10%
2012-2013 140,769,849 7.6% 1,737 1.16%
2013-2014 121,768,279 7.7% 1,496 0.99%
2014-2015 111,767,349 6.9% 1,368 0.91%
2015-2016 101,507,254 6.7% 1,237 0.82%
2016-2017 82,139,878 6.1% 997 0.66%
2017-2018 73,687,502 5.6% 891 0.59%
2018-2019 65,218,126 5.1% 786 0.52%
2019-2020 57,233,750 4.7% 687 0.45%
2020-2021 49,400,500 4.3% 590 0.39%
The City continually evaluates the validity of its capital financing policy by comparing our debt ratio benchmarks with those of other cities and towns.
It is evaluated against triple AAA communities in the State of Connecticut as well as the surrounding communities in western Connecticut. Using
those comparisons, the City of Danbury can determine whether its debt capacity is within the guidelines that evaluate the overall financial condition
of the City. Based on the following table, the City of Danbury is well positioned and can easily take on the debt associated with its aggressive capital
improvement program.

Debt Ratio Benchmarks

Comparison with Triple AAA Communities and Surrounding Towns

Debt Service as Debt per Debt as

% of GF Expend Capita - $$ % of FMV
Danbury 6.6% 1,716 0.98%
Policy Target 10.0% 1,900 1.50%
Surrounding Communities
Bethel 6.6% 2,040 0.86%
Brookfield 8.5% 1,894 0.66%
New Fairfiled 5.1% 1,667 0.64%
New Milford 6.3% 1,171 0.52%
Newtown 13.8% 2,700 1.04%
Ridgefield 11.4% 4,238 0.97%
Triple AAA Communities
Avon 7.4% 2,026 0.69%
Fairfield 9.2% 3,456 0.93%
Glastonbury 7.5% 2,404 0.97%
Greenwich 2.6% 1,310 0.13%
Norwalk 9.4% 2,385 0.79%
West Hartford 8.6% 2,387 1.42%
Source: State of Connecticut for FY ended 2010 (most recent available)

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SUMMARY OF THE PROPOSED OPERATING BUDGET

The total general fund spending plan for FY 2012-2013, including the Board of Education, is $220,100,000. This represents an increase of $4.18
million over the current year adopted budget of $215,919,397. Spending by the Board of Education will increase by $0.9 million. Net revenue from
all sources other than current property taxes total $42,963,587, leaving a net balance expected to be raised from local taxes of $177,316,431 (after
considering a $1.0 million allowance for uncollectable taxes/tax appeal adjustments). Based on an assumed grand list of $7.89 billion after
considering Board of Assessment Appeals, the mill rate needed to support the proposed budget is 22.45 mills. This represents an increase in the mill
rate of .76 mills, or 3.49%.

On the City side of the FY 12-13 Proposed Operating Budget, overall spending will increase by $3.3 million due primarily to non department specific
expenditures such as: $1.8 million increase in required annual contributions to the Employee Pension Plans, $0.4 million increase in debt service
and $1.0 million in capital projects. The departmental budgets for FY 12-13 absorbed much of the inflationary cost increases and continue to seek
out the most efficient and effective means for delivery of services.

OPERATING BUDGET SUMMARY - THREE YEAR HISTORY

ACTUAL ADOPTED PROPOSED $ CHANGE

DEPARTMENT FY 2010-2011 FY 2011-2012 FY 2012-2013 11-12 VS 12-13
GENERAL GOVERNMENT 9,146,449 9,180,945 9,351,492 170,547
PUBLIC SAFETY 28,387,987 28,026,863 28,436,836 409,973
PUBLIC WORKS 9,043,528 9,256,155 9,378,434 122,279
HEALTH AND HUMAN SERVICES 1,216,068 1,411,564 1,323,560 -88,004
SOCIAL SERVICES AGENCIES 785,285 771,141 749,827 -21,314
EDUCATION 109,655,335 115,103,866 116,003,866 900,000
LIBRARIES 1,902,991 1,910,913 1,852,006 -58,907
CULTURE & RECREATION 873,208 832,463 800,562 -31,901
RECURRING COSTS 25,755,048 29,724,447 31,116,562 1,392,115
DEBT SERVICE 13,424,471 16,647,650 17,024,166 376,516
CAPITAL 1,268,876 1,100,000 2,093,369 993,369
TRANSPORTATION 1,242,740 1,244,938 1,252,444 7,506
CONTINGENCY 758,413 708,452 716,876 8,424
GRAND TOTAL 203,460,399 215,919,397 220,100,000 4,180,603
 BUDGET ASSUMPTIONS

Revenues:

• Since the beginning of the recession, tax collections percentages have been closely monitored and all necessary actions have been taken to
ensure that tax revenue projections are achieved such as: selling current year tax liens, selling older inactive accounts (liens), hiring a collection
agency and instituting a “boot” program for unpaid/unregistered vehicles. Over the past three years, such measures have generated an
additional $3.0 million to tax revenues to help offset potential declines in revenues due to the negative impact of uncollectable tax receivables/tax
appeals. However, conservative fiscal practices require that I recommend $1,000,000 as an allowance for uncollectable taxes and the negative
impact of tax appeals on revenues and local credits.

• The budget assumes that State aid will increase by $1.1 million from current levels.

• The FY 12-13 Proposed Budget does not assume any “one-time” revenues.

• The use of appropriated Fund Balance will be reduced from $2.4 million in the FY 11-12 Adopted Budget to $2.35 million in the FY 12-13
Proposed Budget. The goal is to eliminate the routine use of appropriated fund balance by FY 2015-2016.

• The current level of unassigned fund balance is $21.5 million or 9.9% of this year’s budget. This amount is exclusive of the $2.4 million that has
been designated for FY 2011-2012 Adopted Budget.

The future revenue challenges continue to be: the uncertainty of the financial situation at the state and their ability to maintain their commitment level
of funding at the budgeted amounts; the ongoing recession and its impact the City’s tax collection rates and “other revenues”; BOE spacing issues
relating to the forecasted student bubble, and the timing of the State mandated 2012 revaluation and the impact to the grand list.

Expenditures:

Funding for most departments were increased to enable them to meet their core mission and to pay for contracted salary increases. Many
departments were able to absorb much of the contractual salary increases and other inflationary cost increases while continuing to provide the same
high level of service.

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• Annual required contributions (ARC) to the Employee Pension Plans, increased by $1.8 million to $9.5 million. The City’s ARC has increased
from $2.7 million in FY 09-10 to $9.5 million in FY 12-13; however, $1.8 million (increase of over $700,000) of this amount are contributions on
behalf of Board of Education employees.

• $700,000 was saved by switching the City’s health care provider to Cigna. Additional savings are expected as a result of the new bargaining unit
contract which will help offset any rate increases.

• Reflected in the FY 12-13 Proposed Budget general fund debt service are interest savings from the $16.2 million bond refunding of nearly ($0.4
million) conducted in December 2011 which resulted in a total present value savings of $80,000.

• Additionally, as a budgetary control measure, the funding of 29 vacant positions has been defunded from the departments saving approximately
$1 million. There are still 36 funded vacant positions in the FY 2012-2013 Proposed Budget with the highest priority given to address Public
Safety concerns when filling such positions.

• The non-routine capital goods or services purchased (including lease/purchase agreements) directly from the General Fund appropriations have
been separated to highlight these important projects and also to smooth out the year-to-year trends in the departments for comparative
purposes.

• The budget includes a contingency of $450,524 for unanticipated expenses throughout the year.

The expenditure pressures and challenges to future budgets will be from the following: increased annual required contributions (ARC) into
employees’ pension plans, increasing costs for health and prescription coverage insurances for current and retired employees and the general
economic condition of the country.

BUDGET OVERVIEW AND MAJOR INITIATIVES

GENERAL FUND

General Government

• The FY 2012-2013 Proposed Budget is $170,547 more than last year’s adopted budget for General Government.
• The hiring freeze, which I instituted four years ago, remains in effect on all non-essential positions and resulted in 4 positions remaining open for
most of the year in General Government. This cost control measures saved approximately $175,000 for this fiscal year for general government
support.

• Capital funding of $75,000 has been included for the Buildings Department purposes for a roof study and $520,000 for the lease/purchase of the
CRM/ERP project

Public Safety

• The FY 2012-2013 Proposed Budget for Public Safety is $409,973 more that the FY 2011-2012 Adopted Budget.

• The FY 12-13 Proposed Budget includes additional funding for overtime ($275,000) and other contractual increases.

• Capital funding of $400,000 is provided to purchase and outfit police cruisers and detective vehicles.

• Capital funding of $100,000 has been provided to fund the lease/purchase of fire safety apparatus (Air Pacs) and capital funding of $270,820
was included to fund the annual lease/purchase agreements for 2 new replacement pumpers for the Fire Department (FY 2011-2012) and a new
replacement aerial ladder truck for the Fire Department.

As was the case in the FY 2011-2012 Adopted Budget, the FY 12-13 Proposed Budget does not include a general fund subsidy to the Ambulance
Fund. In fact, the Ambulance Fund has been self sustaining for the last several years and has been reclassified as an enterprise fund.

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Public Works

• The FY 2012-2013 Proposed Budget for Public Works is $122,278 more than FY 2011-2012 Adopted Budget.

• Four positions will remain vacant and unfunded resulting in approximately $215,000 in savings. Four additional vacant positions, which were left
unfilled for most of the year due to the hiring freeze, will be funded.

• The departmental reorganization completed a couple of years ago, which focused on using in-house talent instead of more costly consultants,
continues to pay dividends as evident during our budget preparation as the Public Works Division becomes more efficient with “doing more with
less.”

• The FY 2012-2013 Capital Budget includes $2,925,000 in bonding for paving, drainage, road and bridge improvements ($1.4 million);
replacement of Highway Department equipment ($0.5) million) and roof replacement repair ($1.0 million).

Social Services Agencies

• The Community Services section is now in its fourth year. This replaces the former “grants” section. The Community Services FY 2012-2013
Budget totals $433,461, representing a 5% reduction from a year ago. It includes the following: Danbury Downtown Council/CityCenter
Danbury ($31,398), Volunteer Center ($5,771), and the United Way of Western Connecticut ($396,293). Most grant agencies that have received
direct funding from the City in the past must now apply for funds through the United Way. To ensure that the limited amount of funds are
effectively utilized and for its intended purposes, we partnered with the United Way of Western Connecticut. The United Way established a
committee of community volunteers to interview applicant agencies, review the applications, and determine if the agency is within the goals of
the City.

Education

• The FY 12-13 Proposed Budget will include an appropriation for the Board of Education of $115,795,291 million, an increase of $0.9 million from
the FY 2011-2012 Adopted Budget. The Board of Education had requested $120.7 million, an increase of $5.8 million. I realize that this will not
be an easily achievable goal to close the funding gap especially after being flat funded last year. Nevertheless, the standard will continue to be
set high for the Board of Education to partner with the City to slow the spending growth trend to levels the community can afford. I firmly believe
that by continuing to work together, the City and BOE staff can reduce, if not eliminate, the gap through various cost cutting measures,
maximizing efficiencies and utilizing other revenue sources.
Libraries

• Funding to the Danbury Public Library decreased by nearly $59,000 for FY 2012-2013.

Culture/Recreation

• The Department of Recreation FY 2012-2013 Budget is lower by $32,000 mostly due to the reduction of funding in overtime/part-time salaries
and outside services. Funding for most of the Authorities and Commissions has been reduced by 10%.

Recurring Costs

• The City’s contribution to the pension fund is budgeted at $9,460,000, an increase of $1,783,000.

Debt Service

• The FY 12-13 Proposed Budget for Debt Service is $17,024,166, an increase of $376,516. The City’s ongoing capital improvement program will
continue to drive debt service expenditures.

Capital Plan

• The FY 12-13 Proposed Budget Capital Plan totals $2,093,369. Capital items funded without the use of borrowing and funded directly through
the general fund include: Purchase and Outfitting of Patrol and Detective Vehicles ($0.4 million); lease/purchase agreement for School energy
efficiency projects, including Boilers/Windows at Danbury High School, Broadview, King Street and Stadley Rough Elementary School ($0.7
million); Lease/Purchase Agreement for Fire Apparatus – 2 Pumpers and Aerial Ladder Truck ($0.27 million); Purchase Fire Apparatus – Airpacs
($0.1 million); roof study($0.1 million); and CRM/ERP project ($0.5 million).

• The proposed FY 2012-2013 Capital Budget includes borrowing of $3.0 million for the following projects which have been deemed necessary at
this time: Highway Street/Drainage/Bridge/Intersection Improvements and Equipment ($2.9 million); and Ives Pavilion ($0.1 million).

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Contingency

The Proposed Operating Budget includes a contingency totaling $450,524 for unanticipated expenses throughout the year

SEWER AND WATER FUNDS

• Expenses in the Sewer Fund for FY 2012-2013 are expected to be $11.5 million, an increase of $792,008, or – 7.4%. While average costs
have continuously increased over several budget cycles, the recession has caused revenues to decrease at the same time. Consequently, the
proposed budget includes an increase in sewer rates to cover the cost of establishing a capital reserve fund for necessary capital improvements.
Average users of a typical family of four using 18,000 gallons per quarter will pay an additional 2.5 cents a day for sewer service.

• Expenses in the Water Fund for FY 2012-2013 have increased by $578,544. However, decreases in revenues from connection charges, interest
earnings and other revenues and the necessity to establish a capital reserve fund requires that a gentle rate increase of about 2 cents a day for
the average user (family of four) of 18,000 gallons per quarter be included in the FY 2012-2013 proposed budget.

• The Sewer and Water Funds are enterprise funds which are intended to operate like service oriented utilities and stand-alone businesses.
However, like any business, these funds will suffer the ups and downs of the economic cycles. In the past, the funds have been able to tolerate
most of the increasing costs because revenues were also increasing. However, over the past few years revenue have dropped significantly
especially from connection fees, interest earnings and other revenues.
 CONCLUSION

The FY 12-13 Proposed Operating Budget has been the most challenging budget I have ever presented in my tenure as your Mayor. Many difficult
choices and sacrifices have been made and will continue to be made by all City departments in order to present a balanced plan of operations
designed to continue essential municipal services and selected quality of life initiatives most needed in the City’s neighborhoods. The finances for
the City of Danbury remain strong because of the sacrifices we are willing to make. The FY 12-13 Proposed Budget plan includes only what is
needed to preserve Danbury’s quality of life and nothing more. I have proposed a finely tuned plan which meets the City’s service needs, reorders
our priorities where appropriate, and challenges all of our employees to deliver public services more efficiently. Moreover, the plan places the
minimum burden possible on our taxpayers consistent with sound financial practices. Most assuredly, this economic crisis will eventually pass, but I
firmly believe that Danbury will emerge leaner, wiser, and stronger as a community because of what we have shared together.

I appreciate the incredible efforts by my staff to control costs and recognize that they have been feeling the squeeze of the budgetary pressures of
doing more with less but oftentimes a lack of money arouses creativity and can foster positive and productive partnerships which may never typically
be considered under normal circumstances. I maintain that this is the time to remain vigilant in our fiscal restraint, and I view these times as a
tremendous opportunity for all of us, especially in government, to think “outside the box” to find extraordinary solutions to deal with extraordinary
problems and situations without adding any more burden than absolutely necessary to the taxpayer who is already struggling during this economic
recession.

I would like to thank all of the department heads and other City staff involved in the budget preparation process for the many long hours that they
have put into developing the budget. I look forward to working with the City Council in the coming weeks to discuss and explain my budget
recommendations. And most of all, I would like to express my sincere gratitude to the citizens of Danbury who have provided me with many valuable
insights and suggestions, which we have incorporated into the adopted plan.

Respectfully Submitted,

Mark D. Boughton
Mayor

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 PEFORMANCE MEASUREMENT

The City of Danbury’s mission is to ensure a superior quality of life for its citizens by providing the most cost effective municipal services while preserving
the cultural, historical and natural resources of the City. We are committed to working with citizens to enhance Danbury’s position as a premier place to
live, work and raise a family in a traditional yet progressive community.

The City of Danbury began using performance measurements as a strategy to sustain our service levels, strive for excellence, and continue improvement of
meeting the City’s mission statement. Implementing performance measurement is a process, which has evolved over several years. The City of Danbury
began with the introduction of the “Statement of Mission, Accomplishments and Major Objectives” in the 2004-2005 budget. For the 2007-2008 budget,
department heads were asked to provide a logic model for one program or service within their department. A logic model is a learning and improvement
tool that will help managers to focus on what they want to accomplish and how they will reach their goals. For the 2008-2009 budget, key performance
measures were provided for major departments. Although the 2012-2013 budget continues to expand on these performance measures along with
measurable goals for the current fiscal year, we are excited about the current implementation of our citywide CRM system and the impact it will have on the
performance measurement reporting for the FY 13-14 Budget.

Performance measures provide a road map of the annual expectations for each department and can provide key decision-makers with valuable information
for resource allocation, process improvements and goal setting. They also provide the City Council with comprehensive data on each department's primary
operating functions. Through the use of performance measures, citizens can understand “what they get” in terms of service and results.

Performance Measurements will be used as a long term comprehensive program that will lead to better management of the City’s resources, more
accountability, more productivity, and specific goal setting.

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 25

CITY OF DANBURY – ANNUAL HIGHLIGHTS

January 2012
Mayor Mark Boughton proudly announces that the City of Danbury has been ranked as the safest city in Connecticut for the fourth year in a row according to
the annual, City Crime 2011-2012; Crime Metropolitan America released by CQ Press.

The rankings of the safest and most dangerous cities and metropolitan areas are calculated using six basic crime categories: murder, rape, robbery,
aggravated assault, burglary, and motor vehicle theft. These categories have been used for determining city ratings since 1999. The rankings include all
cities of at least 75,000 residents that reported crime data to the FBI in the categories noted.

Mayor Boughton explained, “Our city employs some of the best police officers in our region. The deep commitment that our officers have for our community
is spotlighted by this ranking. We are proud of their work and we will continue focusing our efforts on maintaining exceptional public safety.”

January 2012
Mayor Mark Boughton announces the members of the Danbury Main Street Partnership. “I am eager to have the Main Street Partnership begin meeting so
that we can address the needs of our downtown. The individuals who have agreed to be members of the partnership are people with strong ties to the
community and can give new perspective to this revitalization initiative.”

December 2011
Mayor Boughton addresses growth and economic development in Danbury in his “State of the City” address: “The Danbury Hospital has broken ground for a
$150 million expansion, Western CT State University has broken ground on its new performing arts center, The Army will soon break ground on the Army
Reserve center at Lee Farm, The Danbury Fair Mall has filled the old Filenes space with a Cheese Cake Factory, Brio, Dick’s Sporting Goods and has just
announced LL Bean, the Shops at Marcus Diary are under construction with Whole Foods being their anchor tenant, and over the last several months we
have announced expansions at Goodrich. Pitney Bowes, DRS Technologies and Boehringer Ingelheim. The Reserve has begun to build again, and thanks
to Union Savings Bank, we have broken ground on a new building on Main Street. The Matrix Corporate Center has done a phenomenal job of recruiting
employers to their facility. This year we have cut ribbons to welcome companies like Guideposts, GM and STP at their facilities.”

November 2011
GFOA awards the City of Danbury the Distinguished Budget Presentation Award, which is highlighted in the “Preface” of this document. The City has
received this award for eight consecutive years beginning with its first submission of the July 1, 2004 budget.
August 2011
GFOA awards the City of Danbury the Certificate of Achievement for Excellence in Financial Reporting: “We are pleased to notify you that your
comprehensive annual financial report (CAFR) for the fiscal year ended June 30, 2010, qualifies for a Certificate of Achievement for Excellence in Financial
Reporting. The Certificate of Achievement is the highest form of recognition in governmental accounting and financial reporting and its attainment represents
a significant accomplishment by a government and its management.” The City has been awarded the certificate for twenty-four consecutive years. The City
has submitted its June 20, 2011 CAFR for consideration.

July 2011
Credit Rating Agencies issue ratings on bond offering: Fitch, AAA; Moody’s Aa1; Standard & Poor’s, AA+/Stable

S&P: “The long-term rating reflects our view of the city’s strong and diverse economy in Fairfield County; extremely strong and diverse tax base, income
levels above the national averages; sound financial operations and conservative management practices; and low overall net debt burden, coupled with a
manageable capital improvement plan (CIP).”

Fitch: “Danbury benefits from continued economic development and the 8% population growth of the prior decade, which has enhanced its role as an
important regional employment and retail center. The city has benefited from several significant economic development projects in the healthcare and
pharmaceutical manufacturing sectors.”

Moody’s: “The Aa1 long term rating reflects the ongoing diversification of the city’s sizeable equalized net grand list (ENGL), socio-economic indicators that
are below median levels for similarly-rated credits, a sound financial position and a manageable debt ratio.”

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 27

LEGISLATIVE ASSISTANT
Jean Natale

The Legislative Assistant works with the Mayor and the City Council to serve the citizens of Danbury. The Legislative Assistant serves as the custodian of
public records, ordinances, resolutions, City Charter, minutes of the City Council meetings, and attests and seals official documents. The office receives
claims and lawsuits against the City of Danbury.

The Legislative Assistant prepares the Council Agenda for members of the Council, Mayor, Legal Staff, and various Department Heads. The Clerk also
maintains the Agenda and support documents which are placed on the City’s website in a timely manner. The Legislative Assistant organizes, staffs and
records proceedings of all City Council meetings; responds to requests from the City Council, citizens, and staff; prepares and submits requests for legal
advertising for the Council Ordinances, etc.

PERFORMANCE MEASURES
FY 08 FY 09 FY 10 FY 11 FY 12
Description Actual Actual Actual Actual Goal
Workload Measurement
Council Meetings Projected 12 12 12 13 13
Council Meetings Scheduled 14 15 14 15 15
% Over Projection 115% 125% 115% 114%
Agenda Projected 360 360 360 390 390
Agendas Prepared On Time 420 450 450 450 450
% Over Projection 115% 125% 115% 118%
Prior Council Agendas Available Online 2000-2008 2000-2009 1994-2010 1985-2011 1980-2012
Additional Agendas Available Online - 15 105 108 72
% of Add’l Monthly Agendas Available - 120% 750% 600%

Sustainable Danbury

It is the mission of this office to ensure the City's legislative processes are open to the public by providing a link between citizens and government through
the dissemination of information, and to ensure the preservation, access and integrity of records required to be stored for legal and public purposes.
REGISTRAR OF VOTERS
Mary Ann Doran
Margaret Gallo

Through the authority and guidance of State Statute, the Office of the Registrar is responsible for the processing and maintenance of all voter information.
The Registrars must hire and train all election personnel as well as test all election equipment to make sure it is in perfect working order.

The department’s goal is to have 100% error free elections by having well trained poll workers.

The office handles telephone calls, mail requests, and face to face voter inquiries each year and prides itself in dealing with these in a professional
atmosphere.

PERFORMANCE MEASURES
FY 08 FY 09 FY 10 FY 11 FY 12
Description Actual Actual Actual Actual Goal
Workload Measurement
New Voters Projected 2,000 1,000 1,500 950 2,000
New Voters Processed 3,013 1,061 2,118 1,752 2,000
% Under/Over Projection 150% 106% 140% 180% -
Poll Workers Employed 284 220 260 230 250
Poll Workers Trained 294 232 274 250 275

Sustainable Danbury

The Office of the Registrars will continue to recognize and respect all individuals while providing the highest quality of service and conducting elections in a
manner that protects the integrity of the electoral process.

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 29

TAX COLLECTOR
Scott M. Ferguson CCMC, Tax Collector

The Office of the Tax Collector is responsible for the processing and collection of 150,000 property tax, water/sewer usage and assessment bills. The
revenue from property tax collections accounts for nearly 80% of the city’s budgeted revenue.

The department’s goal is to collect as close to 100% of the current year tax levy and the budgeted property tax revenue as possible. Current and
delinquent collection methods are governed by Connecticut State Statutes. The Tax Collector will make use of these methods in an effort to recover
delinquent taxes. We are planning on rolling out electronic check payment options during the fiscal year.

The office handles thousands of telephone and face to face taxpayer inquiries each year, and prides itself in dealing with these in a professional
atmosphere. Proactive measures are taken to ensure taxpayers can resolve any issues and have their payments processed in a timely and efficient
manner.

PERFORMANCE MEASURES
FY 08 FY 09 FY 10 FY 11 FY 12
Description Actual Actual Actual Actual Goal
Workload Measurement
Property Tax Bills Issued 94,079 95,089 94,775 94,042 94,500
Original Levy 138,360,703 152,748,437 154,525,695 163,007,901A 168,403,918
Collection% 98.47% 98.21% 98.67% 98.00% 98.50%
Property Tax Per Budget 138,859,007 154,126,461 154,004,081 164,097,148A 170,171,244
Collection % 100.21% 98.91% 101.03% 99.00% 100.00%
(includes prior year taxes)
A FY11 Actual Figures

Sustainable Danbury

The department will maintain its level of efficiency by continuing to take advantage of the technologies available for tax collection. We will keep our
taxpayers informed and educated in order that their tax payment experience can be a positive one.
PURCHASING DEPARTMENT
Charles J. Volpe, Jr., CPPO, CPPB, Purchasing Agent

The Purchasing Department's mission is to procure the goods and services required by City departments and agencies in the most cost-effective and
efficient manner, while ensuring compliance with the rules and regulations set forth by the City Code of Ordinances. We are committed to maintaining a
conduct of business that is both professional and ethical, so as to best promote the interests of the City of Danbury.

PERFORMANCE MEASURES
FY 08 FY 09 FY 10 FY 11 FY 12
Description Actual Actual Actual Actual Goal
Workload Measurement
Sealed Bids Issued 54 62 56 60 60
Purchase Orders Issued 4,550 3,896 3,307 3,267 3,300
Value of Orders Issued $36,232,646 $33,788,436 $32,068,212 $28,473,791 $30,000,000

Sustainable Danbury

The department will maintain its level of efficiency by continuing to take advantage of available technologies and through participation in government
cooperative purchasing agreements.

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 31

TOWN CLERK
Lori A. Kaback, CCTC, Town Clerk

The Town Clerk’s Office serves as Danbury’s central repository of records for documents that pertain to the City of Danbury and its residents. The Town Clerk’s
Office follows the State of Connecticut Statutes to efficiently maintain all land records, maps, trade names, vital records, military discharges, and minutes of all
Commission meetings. The Office issues and maintains a variety of licenses and plays a major role in elections and primaries, including the issuance of absentee
ballots and certification of elections results.

All land records are indexed, scanned, and placed into volumes. Additional copies of land records are stored off site in the event of loss or damage to the current
records. The land record indexes have been made available via the City website. This office provides certified copies of any land records filed into the Danbury
Land Records. The Town Clerk’s Office also serves as the Registrar of Vital Statistics where you can obtain certified copies of vital records, such as birth,
marriage, or death which occurs in the City of Danbury. All records in the Town Clerk’s Office are public with the exception of birth certificates and veterans’
discharges.

The Town Clerk acts as the guardian of the City Seal, affixing only to proper and valid municipal documents.

PERFORMANCE MEASURES
FY 08 FY 09 FY 10 FY 11 FY 12
Description Actual Actual Actual Actual Goal
Workload Measurement
Conveyance Tax $1,152,777 $685,251 $627,209 $708,000 $700,000
Town Clerk Fees* $647,554 $509,577 $613,533 $636,000 $600,000
# of Documents 20,535 18,121 18,020 15,690 16,000
# of Vital Records 4,129 3,817 3,770 3,711 3,700
*Includes fees for vital records, hunting/fishing, copies, scanner used, notary, map filing, trade name filing.

Sustainable Danbury

The department will maintain its level of efficiency by continuing to take advantage of the technologies available for the Town Clerk’s Office. Everyday this office
continues to provide excellent customer service to each and every person who visits this office. We will continue to strive to create a friendly environment where
the resident always comes first.
POLICE DEPARTMENT
Alan D. Baker, Chief of Police

The mission of the Danbury Police Department is to provide an environment for the people of Danbury that is free from the fear of crime, where people can
enjoy a high quality of life, and the entire community can prosper.

PERFORMANCE MEASURES
FY 09 FY 10 FY 11 FY 11 FY 12
Description Actual Actual Actual Actual Goal
Workload Measurement
Part I Crimes 1,813 1,762 1,729 1,816 1,740
Traffic Accidents 4,487 3,637 3,462 3,404 3,200
Traffic Enforcement 4,689 5,878 6,980 4,937 5,000
Calls for Service 57,884 57,188 57,521 56,154 57,800

Sustainable Danbury

The Danbury Police Department will deliver the best community oriented police services to the people of Danbury. In partnership with the community, we
will prevent and deter crime, enforce laws, maintain order and safety, solve problems, and be visible and accessible.

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FIRE DEPARTMENT
Geoffrey Herald, Chief

The primary mission of the Danbury Fire Department is to protect the life, property, and environment of all citizens in the most efficient and safe manner
possible.

The department’s goal is to reduce the incident of fire and accident through education, building inspections, and emergency response.

The department handles thousands of emergency responses and face to face citizen interactions each year. The department prides itself in providing
excellent customer service. Throughout the year, the department is proactive through our education efforts in the schools, our fire code enforcement
inspections and preconstruction plan review process. Emergency responses and related activities complete the efforts to ensure our citizens and visitors
to Danbury a safe and secure environment.

PERFORMANCE MEASURES
CY 08 CY 09 CY 10 CY 11 CY 12
Description Actual Actual Actual Actual Goal
Workload Measurement
Inspections Performed 3,414* 5,453 5,006 7,083 7,200
Training Hours 17,907 18,342 18,845 21,043 21,000
Emergency Responses 6,882 7145 7,757 9,260 9,405
Structure Fires 90 71 71 46 46

Sustainable Danbury

The department will maintain its current response levels and customer servicing. Efficiencies will be maintained and improved through review and
consideration of response models and industry standards.
OFFICE OF NEIGHBORHOOD ASSISTANCE: UNIT
Shawn Stillman, UNIT Coordinator

Preserving the quality and character of Danbury’s neighborhoods is a top priority for the Office of Neighborhood Assistance. The Unified Neighborhood
Inspection Team (UNIT) has become the State’s model in combating Health, Housing, Zoning, Police and Fire code violations. The UNIT is responsible for
resolving various neighborhood concerns ranging from illegal dumping, blight, parking violations, neighborhood nuisances and overcrowded, unsafe living
conditions. The team focuses on blight remediation, code compliance, safety and quality of life issues and strives to enhance Danbury’s position as a
premier place to live, work, and raise a family.

The UNIT prides itself on its proactive, relentless pursuit of preserving our neighborhoods and our community. The UNIT performs ACTION (Active
Commitment Towards Improving Our Neighborhoods) on a routine basis. This is a method in which the UNIT proactively patrols the neighborhoods and
performs visual inspections on properties, as well as interacts with the residents to ensure that quality of life issues are being maintained. Additionally, the
UNIT hosts neighborhood meetings for our residents and educates Danbury’s residents about community standards of health and safety, as well as zoning
rules and regulations. In 2011, approximately 37% of all UNIT activity was a direct result of ACTION.

Danbury’s residents care about the preservation of their neighborhoods; therefore it is essential for our team to respond quickly and efficiently to their
concerns. The team works diligently with the property owners to come to a quick resolution. It is also a common practice for the department to follow up
and give updates to Danbury’s residents that alert the UNIT of their concerns.

Residents continue to express their gratitude for the hard work of the UNIT and we appreciate the support in helping to maintain and improve the quality of
life for all residents of Danbury.

PERFORMANCE MEASURES
FY 08 FY 09 FY 10 FY 11 FY 12
Description Actual Actual Actual Actual Goal
Workload Measurement*
Property Cleanup/Blight 469 427 396 381 400
Vehicle Violations 374 399 456 322 350
Unsafe Living Conditions 111 99 83 48 75
Miscellaneous 116 353 250 335 350
Total 1,070 1,278 1,185 1,086 1,175
*Violations
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Sustainable Danbury:

The UNIT will continue to quickly respond to the concerns of the residents of Danbury and will accordingly follow through to ensure that compliance is met in
every issue. ACTION plays a large role in the UNIT’s day to day activity. Our department will continue to proactively identify areas in the City which require
our special attention and will work with property owners to achieve these goals.

Additionally, the department has partnered with the Danbury Police and has been able to assist by issuing tickets for vehicles parked on and blocking
sidewalks, Ordinance 19-36. As a result, in 2011, the UNIT issued over $14K in citations. In December 2011, the UNIT has earned authority to enforce
additional parking violations and will begin enforcing accordingly. Actions such of these will undoubtedly enhance the quality of life in particular
neighborhoods within Danbury.

The UNIT also coordinates and participates in routine cleanups throughout the City which are prone to garbage accumulation. Ranging from loose litter
scattered across city streets to large pieces of furniture dumped down ravines, one of the UNIT’s top priorities is to maintain the cleanliness of Danbury. In
May 2011, the UNIT partnered with the Federal Correctional Institution (FCI) and coordinates weekly work around the city for the inmates to participate in.
Most common task is litter/trash cleanup within City parks, streets and bridges; however, their assistance has not been limited to just trash removal and
cleanups. The UNIT has also coordinated with the inmates of the local federal prison to assist other departments with maintenance and administrative tasks.
The UNIT continues to investigate illegal dumping around the City and has issued tickets to past offenders. Residents, who witness illegal dumping, are
encouraged to note the type of vehicle and license plate and notify our department or the Danbury Police immediately.

The UNIT relies on the participation of the community and appreciates their tremendous support. In 2011, over 12,000 questions, inquiries and/or complaints
were registered with the CityLine 311 information line. Residents are encouraged to report any concerns in their neighborhood by contacting CityLine 311 by
one of the following ways:

• Simply dial 311 from your home phone, or 203-744-4311 from out of town or cell phones.
• Visit the City’s webpage, www.ci.danbury.ct.us, click on the City Line 311 link.
• iPhone users can download the Danbury Direct App and submit their question/concern.
• Email CityLine 311 at cityline311@danbury-ct.gov.
• Visit the CityLine 311 office during City Hall hours.
HEALTH & HUMAN SERVICES/SCHOOL-BASED HEALTH CENTERS
Melanie Bonjour, Health Promotion/School-Based Health Center Clinic Administrator

The City’s school based health centers are freestanding medical centers, licensed by the State of Connecticut as outpatient clinics, located on the grounds
of Broadview and Rogers Park Middle Schools and Danbury High School. The SBHCs promote the physical and mental health of children and youth to
ensure their access to comprehensive primary and preventive health care. SBHCs emphasize early identification of physical and mental health concerns
and the prevention of more serious problems through early intervention. Through improved access to care, children and adolescents will know and adopt
behaviors that promote their health and well being and experience reduced morbidity and mortality through early identification intervention.

PERFORMANCE MEASURES
FY 08 FY 09 FY 10 FY 11 FY 12
Description Actual Actual Actual Actual Goal
Workload Measurement
School Population at End of FY 5,045 4,870 4,878 5,093 5,093
# of Students Enrolled in SBHC 3,094 3,180 3,440 4,390 4,390
Enrollees as a % of School Population 61% 65% 71% 86% 86%
Unduplicated # of Enrollees Utilizing SBHC Services 641 869 1,026 1,446 1,446
% of Enrollees Utilizing SBHC Services 21% 27% 21% 32% 32%
Unduplicated # of Students Receiving Public Health
Preventive or Risk Reduction Ed 4,256 4,870 4,848 5,093 5,093
% of School Population Receiving Public Health
Preventive and/or Risk Reduction Education 100% 100% 100% 100% 100%
* Totals are for all schools combined

Sustainable Danbury

The school based health centers will maintain their level of productivity by continuing outreach measures to students and families to promote the
availability of the health services to medically underserved and to boost enrollment figures. Advocacy efforts will be carried out to sustain current State
funding and to secure federal dollars to support the program budget. Billing practices, including the advancement to EMR systems, will be maximized to
support operational budgets and to assure that access to health care is available when needed.

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WELFARE DEPARTMENT
Susan Zaborowski, Social Services Manager

The Welfare section of the Health and Human Services Department provides access to housing and supportive services including entitlement benefits.
Various duties provided to the general public include emergency prescriptions, entitlement eligibility, counseling, insurance(s) eligibility, application
assistance and advocacy, back rent assistance programs, landlord mediation, eviction prevention programs, housing voucher assistance, and assisted
housing search for those individuals and families who are homeless or at risk of being homeless. Support services and the availability of resources within
the local community are challenged when the economy is stressed and funding becomes limited. Nevertheless, the Welfare Department will continue to
strive in providing both efficiently and effectively resources to those individuals and families within the local community.

The Welfare Department also manages the City’s Emergency Shelter, which offers a 20 bed facility for men, women, and veterans experiencing
homelessness. The facility is open 365 days and provides not only decent, safe and clean temporary housing, but also operates a Day Center that
provides showers, laundry services, hot meals, case management including supportive social service aid, and employment and financial assistance.

The Department incorporates and facilitates all measures outlined in the Mayor’s Ten Year Plan to End Homelessness in our local community.

PERFORMANCE MEASURES
FY 08 FY 09 FY 10 FY 11 FY 12
Description Actual Actual Actual Actual Goal
Workload Measurement
# of visits to the Day Center 4,310 4,559 4,787 5,783 6,000
# of clients at Night Shelter (unduplicated) 115 111 161 110 100
# of Clients Utilizing Services for Mental 275
and Substance Abuse 880 915 750 245*
# of Housing Case Management 831 830 850 167* 180
# of Veterans Utilizing Night Shelter
And Services N/A N/A N/A 126* 130
*The actual numbers reflected for FY 2011 are the true documented number of clients that came to the Emergency Shelter for support services, as
opposed to previous fiscal years totaling numbers for community service participants. The Emergency Shelter keeps accurate reports on all
individuals that enter the shelter and documents what purpose that client is seeking on a daily basis. Due to economic hardships, the City of
Danbury’s Emergency Shelter strives to engage in a one-on-one consultation to determine the needs of the individuals to secure necessary
information to facilitate the paperwork to help set up appointments and to address any other needed assistance.
Sustainable Danbury

The Emergency Shelter and Day Center has seen a decrease in the number of client visits. The reduction of daily visits may be attributed to the
number of undocumented and transient individuals leaving the local community.

Projected goals for fiscal year 12-13:

• Increase the number of visits to the Day Center to access a variety of services and available benefits.
• Decrease the number of clients staying at the Night Shelter and provide transition/supportive/permanent housing.
• Increase the availability and promote alternative methods in rehab and treatment opportunities.
• Increase and outreach to men, women and families of the military services on the availability of local, state and federal entitlement benefits
and various support services.

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DEPARTMENT OF ELDERLY SERVICES

Susan M. Tomanio, LCSW, Director

The Department of Elderly Services seeks to increase the quality of life for Danbury area citizens who are age 60 and older by utilizing the Elmwood Hall
Senior Center, the Municipal Agents Office for the Elderly, the Van Transportation Program, and the SeniorNet Computer Learning Center. Although
emphasis is placed on reaching out to those most vulnerable and in need with providing resources and referrals, the department serves all of Danbury’s
aging population by developing programs that help them to continue to thrive and lead enriched lives.

PERFORMANCE MEASURES
FY 08 FY 09 FY 10 FY 11 FY 12
Description Actual Actual Actual Actual Goal
Workload Measurement
Elmwood Hall Services/Programs* 1,500 1,500 13,274 28,746 28,900
Elmwood Hall Incoming Calls* - 10,800 10,000 6,042 7,000
Elmwood Hall Active Clients* - - 642 692 700
Municipal Agent Clients Served 4,000 4,200 3,413 3,605 3,600
Van Transportation Clients Served 100 100 105 103 100,
Van Transportation One-Way Rides - - 3,413 2,945 2,920
SeniorNet Technology Lab Courses 18 17 20 33 30
SeniorNet Technology Lab Students 151 148 144 145 150
*New statistical software implemented 2nd Quarter 2010 to track data on programs/services and clients.

Sustainable Danbury

The department will maintain its level of service and number of clients served by providing a welcoming environment where one can participate in
recreational/social programs, as well as receive vital information about benefits and resources available to seniors. Additionally, we will continue to provide
free transportation for Danbury seniors to and from our programs, as well as provide cutting edge computer and technology education. This combination of
services will continue to create an improved quality of life experience for Danbury’s age 60 plus population.
DANBURY LIBRARY
Michele J. Capozzella, MLS, Library Director

As an essential City asset, the Danbury Library is committed to being: a welcoming destination; a convenient gateway to the best sources of
information, cultural enrichment and possibility; and responsive to the varied needs of our City’s diverse population. The library provides free materials
and resources for learners of all ages, including print and non-print items, databases and programs.

During FY 2010-2011, the Danbury Library: served over 446,000 people; circulated more than 588,000 books, magazines, audiobooks, CDs and
DVDs; answered more than 49,000 reference questions in person, on the phone and online; had more than 189,000 hits on its homepage; and
presented 361 programs attended by more than 11,000 library users of all ages.

PERFORMANCE MEASURES

Description FY 09 FY 10 FY 11 FY 12
Actual Actual Estimated Goal
Statistical Measurement
Residents with active library cards 29,505 29,378 30,000 31,500
Total items checked out 622,356 588,084 580,000 597,400
Programs 372 361 300 315
Program attendance 13,217 11,379 8,514 8,600

Sustainable Danbury

Over 29,370 Danbury residents have active library cards. Our goal is to increase the number of Danbury residents with active library cards (used at
least once, in the library or online, in the previous 18 months) by 5% before the end of the 2012-2013 fiscal year. As a result of this projected increase,
we also anticipate increasing total circulation by 3% and program attendance by 1%.
.

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DEPARTMENT OF RECREATION
Nicholas Kaplanis, Director

The Danbury Recreation Department is committed to providing high quality and diverse recreational programs and services while working in cooperation
with Danbury’s youth and adult athletic organizations as well as other City agencies. We continuously seek new opportunities to expand our offerings as
we try to meet the varied needs of our ever changing community as well as make the necessary improvements where needed.

The department’s goal is to offer a variety of recreational programs to meet the needs to as many of City of Danbury residents as possible from the
young to seniors and those with disabilities. Develop scheduling that will maintain maximum facility utilization and to monitor all park assets. We will
strive to maintain participation in all programs and continue to provide training for our summer employees.

PERFORMANCE MEASURES
FY 08 FY 09 FY 10 FY 11 FY 12
Description Actual Actual Actual Actual Goal
Workload Measurement
Summer Program
610 610 642 642 650
Enrollments
Hours of P/T Employee
100 100 100 100 100
Training
Utilization of Facilities 88% 90% 91% 87% 91%
Monitor Park Assets -
200 225 250 250 250
Hours

Sustainable Danbury

The Department of Recreation will continue to promote awareness of all services available through the use of the City of Danbury web site, Danbury
Board of Education, distribution of flyers and any other forms of media available to improve communications. In addition, we will develop outreach efforts
with a focus on our diverse population to attain more integration of our youth in public and private recreation programs.
 UNITED WAY OF WESTERN CONNECICUT, INC.

This was the third year that the City of Danbury worked in concert with United Way of Western Connecticut. The City determines how many dollars are to
be allocated to each of three service areas (Education, Health and Income). United Way volunteers review applications and provide recommendation as
to how these dollars should be allocated and to which nonprofit applicant.

Education received $101,163, Health received $141,726 and Income received $161,860. Due to the continuing, challenging economic climate, the
highest dollar amount was placed into the Income category. This category represented programs that support City residents’ efforts to achieve financial
self-sufficiency and meet their basic economic needs.

As administrator of the grant process, UWCC recruited and trained 26 City residents to serve as volunteers to review the grant applications and make
recommendations to the City on the appropriate distribution of the funds. Volunteer reviewers were only eligible if they were a Danbury resident and
attested to having no conflicts of interest with the agencies being reviewed.

The volunteers spent several weeks - a combined 520 volunteer hours - reading agency proposals, listening to agency presentations, and, through
considerable discussion and debate, arrived at a final funding recommendation, which the City approved.

Applications were evaluated using a scoring tool based on:

• Need for service in the community

• Organizations’ effectiveness and capacity in delivering the services
• Organization’s financial stability
• Outcome measurements of its programs

Agencies that demonstrated very clear, focused missions and strong performance outcome measurements were generally rated very highly by the
volunteers. Volunteers considered agencies’ financial stability, as well as how the agency anticipated allocating (or had historically allocated) grant funds.
They also examined the role of the organizations’ board, including the longevity and level of involvement of board members.

The following pages contain the 2011 City Grants report provided by United Way of Western Connecticut, Inc.

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UNITED WAY OF WESTERN CT, INC.

2011 City of Danbury Agency Accomplishment Summary
(Time period measured July 1, 2011 – December 31, 2011)

Grants awarded for the 2011-2012 year covered three broad areas:

Education: It is important for Danbury’s children to be able to grow and succeed, and this includes ensuring that families have the skills and resources
needed for their children to succeed in school and life. Agencies funded helped improve parenting skills, provided after school care and advocated on behalf of
children with educational disabilities. Danbury invested $101,163 in seven agencies this past grant cycle.

Health: Whether it is a sudden illness or ongoing prevention, health is important to Danbury residents. Poor health can affect our families and individuals
socially, emotionally and financially. Agencies funded with “Health” dollars provided a variety of services, including drug & alcohol rehabilitation, home health
care, preventive and emergency care for under or uninsured and care for the elderly or dying. Danbury invested $141,627 to support eight agencies focusing
on the health of Danbury residents.

Income: A thriving community is a financially stable community. Whether it is job training, providing for emergency services such as utility payments, or
helping people transition from homelessness to stable housing, these agencies work to lift people out of poverty into a more sustainable environment. Danbury
invested $161,860 in nine agencies during 2011.

Focus Area: Education

Danbury Children First - $11,640

Mission: To involve, empower and support parents to improve the lives of children. Services include education and information to parents and advocacy for
children.

Accomplishments: 8,000 Danbury parents received information about parent involvement in education and about resources that parents can use to help their
children. Every parent of a child in kindergarten through fifth grade in Danbury public schools received the Parent to Parent Newsletter. Educational
workshops for 68 Danbury parents were provided. These included a ten-week People Empowering People (PEP) program for teen mothers in Even Start, who
are working to secure their high school diplomas. The PEP curriculum for young parents was customized in partnership with UCONN to serve this high risk
group, and Danbury Children First was the first in Connecticut to provide PEP to teen parents. A new online parent involvement program for parents of
elementary school children called College Bound was piloted with partners--Danbury Public Schools and Danbury Public Library. As a result, 94 Danbury
parents enrolled, and so far, 10% completed the 20+ lessons for their child’s grade.
Danbury Residents Served: The number of Danbury residents served between July 1, 2011 and December 31, 2011 was 8,260. Eight thousand parents
received information services. Sixty-eight parents received education programs through which over 100 youngsters were impacted as parents improved their
parenting, increased their involvement in their children’s education, improved their communication and leadership skills, and increased their knowledge of civics
and the community’s resources. In addition, 94 parents enrolled in the College Bound program (of which 27 also participated in Danbury Children First
educational programs), and 25 Danbury children of lower economic means were provided scholarships to Hillside Summer Camp’s 3-week sessions.

Danbury Grassroots Tennis - $6,100

Mission: To improve the lives of selected young people in the Danbury area through the game of tennis and educational support. Services: Danbury
Grassroots Tennis & Enrichment Program (DGT& EP) prioritizes education, nutrition, and exercise while teaching tennis and providing daily, year-round tutoring
and educational support to low income children in Danbury.

Accomplishments: Since receiving the grant from the City of Danbury we have been able to quadruple our Tutoring & Enrichment facilities, triple the number of
students tutored on a daily basis, and double the number of volunteer tutors and mentors who provide our participants enhanced educational opportunities. In
addition, we now have six new computers and a computer lab which are used on a daily basis by our students and their parents. With a full kitchen, we are now
also able to teach healthy cooking, nutrition, and healthy eating options to our participants to address the childhood obesity component of our program. Of even
greater importance, our participants have developed a tremendous sense of pride and camaraderie with the warmth and hominess of our new location. It
provides them a safe and local place to go after school Monday-Thursday in their own backyard on Main Street.

Danbury Residents Served: More than sixty of Danbury’s residents were served from July 1- December 31, 2011.

Danbury Public School’s Family Literacy Center - $12,610

Mission: The mission is to provide literacy-based programs for children, adults and families to improve children’s test scores and help close the achievement
gap. Services include literacy training for children (birth to five years of age) and their parents to improve their ability to be successful in school.

Accomplishments: One hundred nine Play and Learn Playgroups were conducted. All 65 children completed the Ages & Stages Development Questionnaire.
Four children were referred to Birth to 3 years Intervention and two 3-5 year old children referred for intervention services. Total attendance: 41 parents (2/3
moms, grandmothers, 1/3 dads) and 65 children. Parents who began the program during the summer are now taking the lead on activities offered at the Center.
One parent is now a volunteer. Parents help plan Friday playgroup activities, and ten of the parents are taking turns reading to a small group during playgroups.
Nine of the parents have enrolled in Lee Y Seras parent training and six in ESL classes. A mid-year evaluation shows a 65% increase in the number of literacy
materials at home, 73% increase in materials borrowed from the center, and 62% of the parents are now reading daily to their child (up from 20%).

Danbury Residents Served: 102

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Danbury Regional Child Advocacy Center, Inc. - $26,191

Mission: To protect children by supporting families. Services include parent education and support using home visiting and group based modalities as well as
forensic interviewing of children who have disclosed sexual abuse.

Accomplishments: Despite reduced funding from the majority of sources, the DRCAC was able to continue to provide a number of services to Danbury
residents that focused on child abuse prevention.
• Home visits were made by Volunteer Mentors and Family Enrichment Specialists allowing more than 200 individuals to benefit from instruction and support
in their own environment.
• Four sessions of 8 or 10-week parent education groups were attended by parents who have been referred as in need of targeted information regarding
appropriate parenting as well as for parents of challenging adolescents. Support groups for grandparents who are raising their grandchildren are
conducted twice weekly.
• Forensic interviews were conducted with 9 Danbury youths who made a disclosure of sexual abuse, increasing the likelihood of conviction of perpetrators
and reducing the re-victimization of the youths by avoiding additional interviewing.

Danbury Residents Served: From July 1, 2011 through December 31, 2011, a total of 320 Danbury residents were served through our programs.

Families Network of Western CT - $16,491

Mission: FNWC’s mission is to provide a comprehensive array of services to families including community education, early identification of overburdened
families, parenting education, supportive services for new families, child development screenings, home visitation and access to appropriate community
resources in order to enable healthy family relationships, improve child development and health, reduce the risk of abuse and neglect and prepare children for
healthy, responsible, productive lives. Services include parenting education, mentoring and support, child abuse/neglect prevention, child development
screenings, home visitation, health promotion, outreach and access to appropriate community resources.

Accomplishments: The City of Danbury funds supported operational expenses. Specifically, the grant allocation from the City of Danbury combined with the
other grant revenue supported the budgeted line items (i.e. salaries, fringe, program supplies, meeting supplies including refreshments and meals where
indicated/mandated by curriculum, rent, telephones, insurances and postage) to achieve the following accomplishments:
• Public Awareness activities & events promoting positive parenting/nurturing and home safety:
• Hospital visits, universal screening of first-time parents delivering at Danbury Hospital.
• In-home needs assessments to systematically assess risk level for child abuse/neglect or other maltreatment and determine client needs and best service
modality.
• Weekly home visits focusing on parenting education & skills building, supportive services to new parents, child abuse/neglect prevention, child
developmental screenings & linkage to community services.
Danbury Residents Served: 1,345 served; 950 recipients of community awareness efforts; 360 parents and infants screened; 17 parents and 18 children
participated in parenting groups/education; 33 families provided weekly home visits (this number represented in 360 mentioned above).

Regional YMCA of Western CT - $7,760

Mission: The Regional Y is a community service organization dedicated to building strong kids, strong families and strong communities through the development
of spirit, mind and body. Services include the ESCAPE to the Arts program, which allows youth to explore creativity, learn artistic technique, build self-esteem
and develop academic, cognitive and problem solving skills.

Accomplishments: City of Danbury funding was used to fill the financial need of our clients by providing scholarships, therefore reducing the cost for Danbury
residents unable to afford the after school program. Ninety-two percent of our students receive assistance, most at a significant level. This program supports a
well balanced education for every student by providing classes in literacy appreciation, the visual and performing arts, physical fitness, and homework time.
Ninety-five percent of our students stated they liked being able to complete their homework at the program. ESCAPE to the Arts meets the needs of our
community by providing a safe, structured environment during critical after school hours for middle school students. Eighty-two percent of our students said they
feel safe at the program. City of Danbury funding enables us to provide necessary services to Danbury’s youth while fulfilling our mission as a community
service organization.

Danbury Residents Served: 49 Danbury Residents

WeCAHR - $20,371
Mission: WeCAHR is an advocacy organization. It advocates for the civil and human rights of people with disabilities. It works to create and promote personal
success, independence and community involvement for children and adults with disabilities. Services include advocacy with and for children and adults with
disabilities to insure that all persons with disabilities understand their roles and responsibilities, rights, and live safely, independently and integrated within their
community.

Accomplishments: Advocates addressed housing issues including homelessness prevention, financial security, appropriate benefits and supports, and
education and employment. In the last year, there were a number of clients whose power had been discontinued due to hardship. Advocates were able to
negotiate various solutions. Advocates worked to identify affordable area apartments and Housing Authority complexes in the Greater Danbury area, attended
probate court for cases of conservatorship, and attended and offered input at BRS meetings for clients looking for employment. WeCAHR provided training of
IDEA (Special Education) and the protections offered to children with all physical, developmental and psychiatric disabilities. Advocates worked with the school
team and parents to decide the most appropriate and safest educational placement for students that are behaviorally and psychiatrically compromised.
WeCAHR assisted families in learning how to advocate for their children and, in turn, teach those children to learn the power of self-advocacy as they mature.

Danbury Residents: Served: WeCAHR served 154 individuals with disabilities from July 1, 2011 to December 31, 2011.

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Focus Area: Health

AIDS Project Greater Danbury - $4,850

Mission: The mission of AIDS Project Greater Danbury is to advocate for and provide services to people living with HIV/AIDS, their families, and loved ones and
to actively promote AIDS education and prevention in the community. Services: HIV/AIDS prevention services which include HIV/STI testing and education as
well as services for those living with the virus such as case management, housing, mental health and access to primary medical care.

Accomplishments: 193 individuals were tested for HIV – 85% from Danbury; 146 individuals were tested for STIs – 85% from Danbury. Over 500 individuals
participated in educational presentations – 100% in Danbury. Sites include: MCCA – Midwestern CT Council on Alcoholism, Even Start, Sobering Center, City
Shelter, WCSU – Western CT State University. More than 425 individuals participated in 3 Health Fairs – 100% in Danbury - Western CT State University,
World AIDS Day, Project Homeless Connect.

Danbury Residents Served: Twenty-two individuals were referred to substance abuse treatment – 15 from Danbury.

AmeriCares Free Clinics - $19,402

Mission: The mission of the AmeriCares Free Clinics (AFC) is to provide free high quality health care to low income uninsured community residents in a setting
where all individuals are treated with dignity and respect. Its intention is to help those who are making a sincere effort to help themselves and their families, but
who simply do not have the financial resources for medical care. Services include diagnosis and treatment of episodic and chronic illnesses, as well as minor
injuries; physical exams; laboratory tests, medications, and vaccinations as well as radiology and other diagnostic services; patient education and referrals to
other health and social services as needed; continuity care; specialty clinics (varies by clinic) which include: orthopedics, pediatrics, ophthalmology,
pulmonology, endocrinology, gynecology, and rheumatology.

Accomplishments: City of Danbury funding was used to support the general operating expenses for the Danbury Clinic. The biggest expense items in this
budget are staff salaries, medications, malpractice insurance and rent. The clinic provides medical services to more than 1,300 patients at more than 4,000
patient visits each year.
• During the period 7/1/11 through 12/31/11, AmeriCares provided care to about 672 patients at more than 2,000 patient visits.
• In order to build capacity to see more patients, on November 14th, AmeriCares began offering a new 4-hour Monday morning clinic session. The added
hours should help accommodate 12-15 additional patient visits each week.
• Another new initiative to improve the breadth of services offered is the upcoming addition of a volunteer physiatrist to the clinic. This is a very important
addition because of the many orthopedic complaints we see among our patients.

Danbury Residents Served: 525 Danbury residents at more than 1,575 patient visits at the Danbury Clinic
Interfaith AIDS Ministry of Greater Danbury - $18,431
Mission: In 1989, a coalition of faith communities in the Greater Danbury responding to the critical needs of individuals and families affected by the HIV/AIDS
virus formed Interfaith AIDS Ministry of Greater Danbury (IAM). Interfaith AIDS Ministry of Greater Danbury, Inc. (IAM) offers critical support services to families
facing the nutritional, physical and emotional challenges of living with HIV/AIDS while providing vital educational and prevention programs. Services include
essential services for people infected with/affected by HIV/AIDS by operating the Living Pantry, the only food/personal care item pantry that provides fresh
foods/personal care items in the area with delivery services to home-bound clients with a nutritionist on staff offering nutritional assessments and education to
the pantry recipients; and HIV/AIDS Educational and Prevention training targeting youth, high risk and the general population of the Greater Danbury area.

Accomplishments: The City of Danbury funds assisted IAM through the Living Pantry in providing fresh foods, canned goods, and personal care items. IAM,
using FEMA criteria, has distributed over 82,000 meals; serving 97 families - 368 individuals. Secondly, this agency was able to provide the services of a
nutritionist, who conducted 40 individual health and nutrition assessments, served two demonstration luncheons and training sessions, 22 new foods
demonstrations utilizing food IAM purchased from the Connecticut Food Bank and available at our Living Pantry. IAM also sponsored a free Holiday Dinner
Celebration for all clients and their families. IAM conducted 6 Home Visits and 84 Home Deliveries to homebound individuals. Thirdly, IAM has accomplished
through its Educational Department, an increase in prevention practices and awareness of HIV/AIDS to the youth, high risk and general population of Greater
Danbury. YRTA and IAM Powerment trainings were conducted in area schools, universities and IAM’s office

Danbury Residents Served: IAM through the Living Pantry and other direct services programs, such as Adopt a Family for the Holidays for Thanksgiving
Dinners, Holiday Dinner and Gift Giving, Easter Holiday Dinner, Back-to-School Backpack Program and Birthday in a Box Program served over 97 individual
clients and 368 family members in the Danbury area. IAM donated emergency funds to 9 clients during this time period. YRTA (Youth Reacting to AIDS)
participants number over 120. IAM’s educational and prevention program worked with other at risk population and the general community estimated at 850
individuals from July 1, 2011 to December 31, 2011. This totals an estimated 1,453 individuals served and residing in the City of Danbury.

Midwestern CT Council on Alcoholism (MCCA) - $28,160

Mission: To provide HELP and instill HOPE for individuals, families and organizations working to overcome and prevent addictions, co-occurring disorders and
associated problems. Services include The Sobering Center which is the Social Setting Detoxification Program of MCCA that provides temporary housing, food,
case management and counseling services to homeless persons with substance abuse and co-occurring mental health disorders who are awaiting admission to
more formal behavioral health treatment settings.

Accomplishments: Between July 1, 2011 and December 31, 2011 the Sobering Center operated at 123.9 % of its normal 16-bed capacity. Each client admitted
during that period was exposed to the daily regimen of sober living, attended the Intensive Outpatient Program at MCCA’s Old Ridgebury Road facility on
weekdays during the stay, attended daily Self Help Group meetings and met with clinical and case management workers. Each client was assessed for
medical, dental, psychiatric and behavioral health treatment needs and was referred to the appropriate community or State agency to receive assistance in all
areas applicable to his(er) needs. The ultimate goal of this assessment and referral process is to assist all clients to maximize their opportunity to initiate a
program of recovery and minimize or eliminate their potential to relapse to alcohol and/or drug abuse. The average length of stay for all clients during that time
frame was 7.43 days.
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Danbury Residents Served: The Sobering Center served 105 City of Danbury citizens during this time and 99% of those served were referred to a formal
behavioral health treatment program based on their identified needs and 99% were placed in a positive recovery-oriented placement following their stay at the
Sobering Center. Based on the average length of stay (7.43 days) and the number of Danbury citizens served (105), the average cost to the City of Danbury
per person per day was $14.41.

New Opportunities - $14,744

Mission: The mission of New Opportunities, Inc. is to improve the quality of life for economically disadvantaged individuals by providing the necessary
resources to increase their standard of living, foster self-improvement, maximize self-empowerment and increase economic self-sufficiency. Services include
Senior Nutrition Congregate meals and Meals on Wheels; Weatherization for low-income households; money management services for older adults and
persons with disabilities; personal emergency response service; employment services for adults, youth and dislocated workers and TANF recipients.

Accomplishments: City of Danbury Funding enabled the Senior Nutrition Program to accomplish the following between July 1st-December 31st, 2011:
• Assisted with the provision of 54,423 home-delivered meals to Danbury's homebound senior residents.
• Maintained 5-day meal services at the Danbury Senior Center and served 7,138 congregate meals to Danbury seniors.
• Reduced isolation among homebound seniors through the daily visit by Meals on Wheels delivered and improved nutrition status of at-risk elders by
providing nutritious regular and special diet meals that meet 1/3 or 2/3 of the RDA.

Danbury Residents Served: 295 Danbury seniors were served by the Meals on Wheels Program, 311 Danbury seniors were served at the Danbury congregate
sites, 168 of the total unduplicated Danbury residents served were new meal recipients.

Northwest Regional Mental Health Board - $8,509

Mission: The Northwest Regional Mental Health Board is dedicated to improving the quality of life for people in their recovery from mental illness and addiction.
The Board advises, advocates, plans, educates, and assesses needs and programs which promote enhanced services. Services: The Board, through its staff
and volunteers, implements a continuous quality improvement process of all publically-funded mental health services in the region, assesses service needs and
identifies gaps and then endeavors to bring what is needed to the region.

Accomplishments: As one example of our integrated evaluation and planning process, we have continued review of the operations of and helped refine the
Community Support Program service model, increasing client impact, service effectiveness and reducing unnecessary burdens on these providers. The board
identified the serious programmatic and fiscal impact of bedbugs and has worked collaboratively to identify the scope of the problem and schedule an
educational forum on this subject. It has met with Danbury Hospital to assure that organizational changes do not have a negative impact on services available
to the Danbury community. All of these efforts are ongoing. It continues to negotiate with the DPH to bring new smoking cessation resources to the region;
Danbury Hospital and New Heights will be partners in this. This will improve the health of a vulnerable demographic in Danbury. It has leveraged our
relationships and connections with other parts of the region to bring a unique and needed resource on strategic alliances to Danbury-area behavioral health
providers.

Danbury Residents Served: For mental health services only 834 persons were served by DMHAS-funded services over which we have oversight.

Regional Hospice of Western CT - $8,730

Mission: Regional Hospice and Home Care of Western Connecticut (RHHC) is dedicated to providing care, comfort and compassion for those touched by life-
limiting illness and loss. Services include palliative home care, hospice care, and bereavement support including nursing care, physical therapy, speech
therapy, occupational therapy, spiritual counseling, family counseling, social services, personal care, nutrition counseling and bereavement support.

Accomplishments: Regional Hospice and Home Care provides end of life, palliative and bereavement support to families regardless of their ability to pay. In
many instances over the last six months, patient care (which included medication, equipment, nursing, emotional, spiritual and therapeutic care) far exceeded
the Medicare or Medicaid allotment of $178 per day per patient. Additionally, the cost of medical supplies continues to rise with the cost of petroleum, as do the
travel expenses for our home care providers, but reimbursement rates have risen only $4 per day over the last five years. Bereavement support, which RHHC
provides for at least 14 months after the death of a family member, is not reimbursable. Despite its challenges, RHCC continues to score in the upper 90th
percentile in patient satisfaction, and 100 percent of families who responded to the surveys said they would recommend RHCC to family and friends.

Danbury Residents Served: In the final two quarters of FY2011, RHCC provided hospice and/or palliative care for 129 Danbury residents and bereavement
support at our Healing Hearts Center for 28 Danbury adults and 34 Danbury children. In the same time period, approximately $32,273 in free patient care was
allocated to Danbury residents. Together with bereavement and other non-reimbursable services, RHCC provided more than $100,000 in unfunded or
underfunded services to Danbury residents.

Western CT Home Care Services (previously Danbury Visiting Nurse Association) - $38,801
Mission: Western Connecticut Home Care, formerly known as Danbury VNA, exists to optimize the health and well being of the population it serves by
employing the most advanced knowledge about causation and prevention of disease, illness management and health maximization. Its mission is achieved
through the provision of home, community and public health based care, education and research, always striving for and fostering quality and excellence in our
services, client satisfaction and cost effectiveness. Services include skilled intermittent services (nursing, rehabilitative therapy, social work and aides) to
patients in their homes and also provides prevention and intervention services to promote health outcomes for individuals and populations through our
community-based public health nursing services (flu clinics, WOW van, child immunizations, etc.).

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Accomplishments:
• Immediate impacting accomplishments: Provided physical exams, available required immunizations, TB testing, lead testing, hemoglobin testing, rapid
strep testing and sick care to citizens unable to access the health care system due to lack of insurance. This improved individual health but also protected
the population’s health.
• Intermediate impacting accomplishments: Provided entrance to school, sport, camp, work, rehabilitation and housing programs to citizens who would
otherwise be unable to do so. Without such, children would have been denied entrance into education system.
• Long-term impacting accomplishments: Referred citizens to applications for state insurance, to appropriate primary care medical homes and to the TB
clinic for positive TB test follow-up care. This resulted in decreasing health disparities, especially in the Hispanic-Latino population.

Danbury Residents Served: 287 pediatric patients and 211 adult patients, totaling 498 Danbury residents as seen by WOW from 7/1/11 to 12/31/11.

Focus Area: Income

American Red Cross - $9,000

Mission: The American Red Cross, a humanitarian organization led by volunteers and guided by its Congressional Charter and the Fundamental principles of
the International Red Cross Movement, will provide relief to victims of disaster and help people prevent, prepare for and respond to emergencies. Services
include Disaster Services, Services to the Armed Forces, International Services, Blood Services, Health & Safety Education and rewarding volunteer
opportunities.

Accomplishments: City of Danbury funding helped the Red Cross:

• Provide disaster relief services to 29 individuals; Community Disaster Education to 790 Danbury residents; Services to the Armed Forces to 342 service
persons and their family members; International services to 26 individuals.
• In response to Hurricane Irene, the Red Cross staffed a shelter at the War Memorial providing a place to stay for 78 people without power, showers for 300
residents without power, relief items were distributed to 250 residents, and meals, beverages and snacks for shelter residents and visitors while the shelter
was opened.
• In the aftermath of the October blizzard, Red Cross staffed the shelter again providing a warm place to stay overnight for 343 people, showers for 4,000
residents, relief items for 500 residents, and meals, beverages and snacks for shelter residents and visitors while the shelter was opened.

Danbury Residents Served: 1,187 Danbury residents were served in normal service delivery and 5,471 served for extraordinary disasters including Hurricane
Irene and the October Blizzard.
Association of Religious Communities - $49,500
Mission: The Mission of the Association of Religious Communities, Inc. (ARC) is to facilitate interfaith cooperation and other partnerships to alleviate the causes
of violence, suffering and hate while advancing peace, justice and human dignity. Services include 5 core programs: 1) Housing Advocacy, 2) The Emergency Aid
Network, 3) Domestic Violence Prevention, 4) Resettlement Assistance 5) Domestic Violence Prevention, and 5) The Meeting House (short-term Volunteer
Projects).

Accomplishments: Funding assisted two different programs: 1) Dream Homes Community Center (DHCC), and 2) The Emergency Aid Network (EAN). Three
accomplishments from 7/1/11-12/31/11:
• DHCC and EAN both eliminated duplication of services by uniquely providing centralized services to assist people in need who are referred by staff who work
in departments at City Hall or staff who work at non-profits funded by the City.
• DHCC helped advance the City’s public policy, “Ten Year Plan to End Homelessness by working with various City landlords and by providing essential
financial assistance, which totaled $41,946 in the form of Security Deposit to end homelessness or Back Rent to prevent homelessness.
• EAN provided on-time emergency grants of up to $99 to help people from the City of Danbury to attain basic necessities: heating fuel, electricity, uniforms for
work, fresh food or emergency shelter in the case of fire or domestic violence.

Danbury Residents Served: DHCC assisted 311 people and EAN assisted 196 people

Catholic Charities - $22,500

Mission: Catholic Charities' mission is to put our faith into action by providing nutrition, housing, mental health, adoption and family support services to the needy
and vulnerable of all faiths in Fairfield County. Services include diverse programs that are designed to strengthen individuals, families and communities while
fostering independence and resolution to life struggles.

Accomplishments: City of Danbury grant funds made it possible to fund the loans for Danbury, low-income, working parents. Each family that applied had a
specific need such as: a vehicle to get to work, funds to repair a car or assistance with a security deposit to move into safe, affordable housing. Each applicant
received one-on-one financial education, which included a personalized budget and analysis of checking account statements, bills and their credit report. This
process ensures that they will have enough monthly disposable income to afford the small monthly loan payment. Once approved, each borrower begins the
process of establishing a new line of credit and building a better credit score as a result of loan repayment. Having safe, reliable transportation helps ensure they
can remain employed, have access to higher education and continue to support their family with less dependency on state and federal programs. Once the
repayment of the loan is complete, the family obtains an asset either with ownership of the vehicle or savings in the form of a security deposit that can be used the
next time they move.

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Danbury Residents Served: The Family Loan Program services the Greater Danbury area and surrounding towns. Of the 138 inquiries over the 6-month period,
87 were exclusively Danbury residents. The needs were identified and those callers that were not eligible were referred to appropriate services. Eighteen
Danbury residents applied for a loan and were approved and funded. Eight residents were funded with grant funds from 2011. Total funds deposited to date are:
$16,875 with $5,625 to be deposited next quarter. As the loans are repaid, the money goes back into the loan pool to be recycled and reused again. This
accounts for the $2,656 extra dollars we had to fund loans.

Community Action Committee of Danbury - $35,960

Mission: The mission of the Community Action Committee of Danbury is to eradicate poverty and improve self-sufficiency. Services include Energy Assistance,
early childcare education, homelessness prevention and rapid rehousing, eviction foreclosure prevention, housing first for families, housing mobility and search
assistance, emergency food and shelter, afterschool and summer youth employment, food pantry, diaper, VITA income tax and financial literacy programs.

Accomplishments: The City of Danbury’s funds were used to help provide housing for 43 homeless families, heating assistance through the energy assistance
program to help people stay warm and over a $312,000 infusion in the local economy through the earned income tax and child tax credits that were the result of
client participation in the VITA income tax program.

Danbury Residents Served: For the July 1 through December 31 period, the agency provided services to 3,861 Danbury individuals, equivalent to 1,559
households. For the calendar year 2011, CACD provided services to slightly more than 9% of Danbury’s population.

Family and Children’s Aid - $5,000

Mission: Family & Children's Aid is a community based non-profit organization that offers innovative and responsive services to heal and support children, families
and individuals in their time of need. Services include outpatient, in-home, community-based, group home and foster care services for children and families.

Accomplishments: Family & Children’s Aid, Inc. received funding from the City of Danbury to support our Harmony House Shelter program. The funding was
used to achieve the following three accomplishments impacting Danbury residents:
• Provided 24/7 shelter for 36 homeless mothers and their children (34 from Danbury) from 7/1/11-12/31/11
• 85% of the mothers found permanent, stable housing within 120 days of admission to Harmony House
• 79% of the moms found employment

Harmony House is much more than a shelter for homeless mothers and their children. The wide array of services our Agency provides to the mothers and
children in our community through our over 20 programs makes Harmony House a stop along the way in making the lives of these children and families successful
and healthy.
The case managers’ active and daily assistance included housing search, job searches and connecting the mothers to other community resources to help
achieve those goals.

Danbury Residents Served: 34 homeless mothers and their children

Hispanic Center of Greater Danbury - $4,000

Mission: The Hispanic Center of Greater Danbury, Inc. is a social service organization committed to fully supporting community residents in their effort to strive
and succeed thereby providing a benefit to the greater Danbury community at large. Services include facilitating acculturation to the United States and civic
engagement providing culturally competent outreach and education services to community residents to increase health knowledge, awareness, self-care
practices and engage in risk reduction activities and offering access to legal services, information and making community linkages and referrals.

Accomplishments: The Bilingual Case Management program has been made available during non-traditional work hours inclusive of one hour in the evenings
for clients who are unable to seek assistance and services during the Center’s normal business hours (9:00 a.m.-5:00 p.m.). The Center is opened until
6:00 p.m. Mondays-Thursdays. We are targeting a total of 300 clients for the contract year.

Danbury Residents Served:

Within period covering 7/1/11-12/31/11, the program has provided the itemized activities below to a total of 322 clients:
• Assisting clients avert eviction & homelessness (i.e. WIC, SNAP, TANF, SS & SSI, accessing subsidies and DSS assistance)- 221 Clients
• Locating safe & permanent housing-5 Clients
• Assisting clients arrange for emergency shelter/DV- 13 Clients
• Assisting clients with adult education, legal and employment services-83 Clients

Interlude - $20,000
Mission: Interlude, Inc. provides housing, support services, and advocacy to people with mental illness to help them become more independent in their
community. Services include residential and case management support for co-occurring disorders; case management services include psycho education, ADL
skill building, budgeting, medication management, social support, transportation, health and wellness, supportive educational groups, meal planning and
preparation, community integration, benefits/entitlements, employment readiness, and client advocacy.

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Accomplishments: Between July of 2011 and Dec of 2011, City of Danbury Funding has been utilized to ensure many positive outcomes for Interlude clients.
We have been able to create a clinical group to teach positive coping skills. This has enabled our clients to deal with three tragic deaths during the period
without relapse of any of our sober members. Though the difficult time, we were able to see a reduction in calls to local police and a division of psychiatric
hospital stays. We have also be able to teach coping skills that have allowed one of the clients, a veteran, to successfully work part time and who anticipates
returning to work full time in the near future. A further outcome has been an increase in independence. Funding has allowed us to teach clients to function
more independently in the community. Clients have begun to be able to plan their own social interactions without the aid of staff. They have taken the lessons
learned from staff and been able to apply them independently.

Danbury Residents Served: In the 6-month period between July 1, 2011 to December 31, 2011 Interlude has served 32 Danbury residents.

Literacy Volunteers of America – Danbury - $6,000

Mission: The mission of the Literacy Volunteers of America - Danbury, Inc. is to enable a diverse population of adults to improve their English language and
other academic skills needed to realize their full potential as successful community members. Services include educational services to low and moderate-
income adults in the Danbury area.

Accomplishments: City of Danbury funds helped us meet the educational needs of Danbury adults through a combination of specialized curricula, personalized
instruction, and increased availability. Despite budget cuts, we were able to continue our four days per week, morning and evening programs at our downtown
office. With this and other funding, we were even able to offer an afternoon class. Our small classes, bolstered by individual tutorials, guaranteed that
students who attended class on a regular basis advanced at least one level in their English and academic skills in one 16-week semester. Our graduates have
gone on to open their own businesses, obtain better jobs, and/or enter vocational or academic training.

Danbury Residents Served: 154

TBICO - $9,900
Mission: The mission of TBICO is, in a word, employment. We provide motivated adults with the essential skills, experience and confidence to obtain solid
jobs and become self-sufficient in today’s workplace. Services: TBICO provides motivated adults with cost-free access to technology-enriched job skills/career
skills training and job placement assistance, preparing them to enter the workforce in jobs with career potential and then providing them with ongoing support
and assistance to facilitate their ability to secure and sustain their economic self-sufficiency.
Accomplishments: The relocation and downsizing of Danbury’s CTWorks One Stop Career Center has a dramatic impact on area residents who once had
to travel to Waterbury or Torrington One Stops for most services. TBICO has provided a vital source of employment-related services, benefitting both
Danbury area residents as well as Danbury’s business community. Located in Commerce Park, our programs and services can be easily accessed by
unemployed as well as underemployed, seeking to improve their job options. Sixty-four (64) Danbury residents enrolled in training; twenty-two (22)
successfully completed the training program and began their job search activities. Forty-two (42) demonstrated obstacles to employment needing to be
addressed before training could begin. Of this number, as of December 31, 2011, seven (7) dropped out of the program, twelve (12) resolved their issues
and completed the training (in January 2012), and twenty-three (23) remained active in the job readiness program at year’s end.

Danbury Residents Served: During the period of July 1, 2011 and December 31, 2011, TBICO provided services to a total of seventy-six Danbury
residents:
• Employment-related services - 64 adults
• Key Rings Security Deposit Grant Assistance - 5 grants
• Extended budget coaching assistance - 7 adults

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 CITY OF DANBURY
ORGANIZATION CHART

VOTERS ELECT

CITY TREASURER TOWN CLERK REGISTRARS OF VOTERS MAYOR CITY COUNCIL BOARD OF EDUCATION CONSTABLES ZONING COMMISSION

LEGISLATIVE
CHIEF OF STAFF CORPORATION DIRECTOR OF DIRECTOR OF FINANCE DIRECTOR OF PUBLIC WORKS CHIEF OF POLICE FIRE CHIEF
ASSISTANT
TO THE MAYOR COUNSEL HUMAN
RESOURCES
PUBLIC SERVICES
ASSESSOR
CIVIL
PUBLIC UTILITIES PREPAREDNESS
TAX COLLECTOR

ENGINEERING
INFORMATION
TECHNOLOGY

PUBLIC BUILDINGS
PURCHASING

CONSTRUCTION SERVICES
RISK MANAGEMENT

RECREATION BUILDING PLANNING & ECONOMIC PERMIT

INSPECTOR ZONING LIBRARY DEVELOPMENT CENTER

HEALTH & HUMAN ELDERLY CONSUMER VETERANS UNIFIED

SERVICES SERVICES PROTECTION AFFAIRS AIRPORT NEIGHBORHOOD
INSPECTION TEAM

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CITY OF DANBURY
ANNUAL OPERATING BUDGET PROCEDURES
BUDGET PROCESS

The City is required to present a balanced budget for each fund. The budget is balanced when budgeted revenues, plus appropriated fund balance and transfers
equal appropriations which must be itemized for each program and/or department within each fund.

The planned use of appropriated fund balance and transfers has historically been a strategic tool to balance the budget. Upon approval by the City Council,
appropriations for impromptu matters may come directly from fund balance, such as special litigation court settlements, asset purchases, significant non-routine
unplanned capital expenditures, etc. As a matter of practice, the City generally strives to absorb these impromptu matters into its current operating budget whenever
possible. Regardless of such unplanned financial expenses, the unappropriated fund balance has remained strong and steady at a level of about 9-10% of the
ensuing year’s budget – well within the City’s goal of 5-10%.

Pursuing the fairest and most appropriate method for revenue enhancement has always been a challenge during any budget process. Distinguishing between basic
community services, which may already be included in a citizen’s tax bill and those which may require a higher level of service and subject to a fee based charge,
has always been open for discussion so that all revenue opportunities are thoroughly considered. Rates and fee structures are routinely reviewed by the City to
ensure equity utilization of City services. Emphasis will always be given to protecting the interests of tax “payers” by aggressively defending the grand list and
vigorously pursuing delinquent receivables of all types, i.e. tax, special services, utility, etc. The City reviews all assets to ensure that they are “active” and will
consider selling, disposing, or donating inactive assets. In a sense, we are “spring cleaning” throughout the entire year. Such strategies have helped close the past
revenue/expenditure gaps and strengthen the City’s financial position. As a conservative budgetary practice, certain offset provisions are considered so as not to be
excessively dependent on the planned use of appropriated fund balance. The offset provisions may be included within the expenditures, other revenues and/or
through strategic management of the balance sheet. With so many uncertainties facing our nation and the City for the next few years, it is vitally important that we
remain prepared for the unpredictable fluctuations which may occur in revenues associated with property taxes, state revenue, and housing market transactions.

Preparing the proposed budget for presentation takes several months of collaborative efforts with departments to understand their needs and objectives for the
remainder of this year and the next year. Often during this process, additional needs and saving opportunities arise especially as their historical spending trends are
being reviewed. By using 10 years of empirical data of revenues and expenditures, a cross analysis is performed by examining historical trends, initially by each
account for the entire city, then by division and lastly, by department. After the departments submit their requested amounts and justifications, the analysis is
performed once again to compare the account, division, and department requests with the historical trends. The process enables the Finance Department to discuss
with the departments their financial requests as they relate to their departmental and citywide objectives given budgeting constraints. Additionally, this process
ensures that departments’ accounts or line items are not needlessly funded in the new budget and as such, could be reallocated. In short, funds were reprioritized
and any excess was squeezed out to keep government more affordable for the Danbury taxpayer.
The City continues to impose deep spending restrictions. The Finance Department budget task force remains committed to finding cost saving opportunities and
evaluating cost avoidance plans. Once again, such strategies helped close the revenue/current expenditure gap for the 11-12 fiscal year and will continue to
strengthen the City’s financial position this fiscal year and into the next.

The Planning Director distributes the Capital Improvement Program forms and guidelines to department heads in early-November. Departments are required to
return their requests to the Planning Director within one month.

The budget “kick-off” meeting was held the third Thursday of November. The Mayor and Director of Finance distributed the budget calendar, forms, and instructions
to City department heads and representatives of the City’s outside agencies and authorities/commissions. An overview of economic conditions, trends and
expectations was presented to provide a guideline for preparation of the next fiscal year’s budget. Department heads were required to submit their budget to the
Director of Finance no later than December 19.

Budget submissions are reviewed, and a meeting is held with each department head during January to discuss justification of the budget submitted and any changes
that need to be made. If necessary, additional discussions with department heads and outside agencies are scheduled throughout the month of February. During
the month of March, the Mayor and Director of Finance finalize the budget, which is presented to the City Council at its April meeting. According to Danbury’s City
Charter, the Mayor must present a budget to the Council no later than April 7, which allows the Mayor the option of submitting the budget earlier than the April
meeting.

During the month of April, the City Council reviews the Proposed Operating Budget. This budget is divided into four subdivisions – General Government I, General
Government II, Public Works, and Health & Human Services, Public Safety and Social Services. Each is reviewed by a subcommittee composed of members of the
City Council. Public hearings are held so that the citizens of Danbury may ask questions and voice their opinion of the proposed budget. The last date that the
budget can be adopted is May 15. However, the City Council usually approves an Adopted Budget at its regularly scheduled May meeting (the first Tuesday of the
month). The Budget Ordinance and Tax Resolution are formalized. The Adopted Budget is printed and is ready for distribution and posting on the City’s web site on
July 1.

FORMAL BUDGET PROCEDURES AS OUTLINED BY CITY CHARTER

General Form of Budget Presentation - Section 7.1

The Mayor shall require each department, office or agency of the City, supported wholly or in part by any funds, or for which a specific City appropriation is made,
including the Board of Education, to set forth in narrative or such other form as the Mayor may prescribe, a program or programs, showing services, activities and
work accomplished during the current year and to be accomplished during the ensuing year with associated costs thereof and such other detailed information as the
Mayor may require. The merit of a budget request shall stand the test of past and expected performance.

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Department Estimates Section 7.2

The Mayor shall compile preliminary estimates for the annual budget. The head of each department, office or agency of the City, including the Board of Education,
shall not later than February 15th, or the next business day, thereafter if February 15th shall not be a business day, file with the Mayor, on forms prescribed and
provided by him, a detailed estimate of the expenditures to be made by the department, office or agency and the revenue other than tax revenues to be collected
thereby in the ensuing fiscal year and such other information as may be required by the Mayor or City Council.

Duties of the Mayor on the Budget Section 7.3

Not later than April 7th or the next business day thereafter if April 7th shall not be a business day, the Mayor shall present to the City Council a budget consisting of:

1. A budget message outlining the financial policy of the City government and describing in connection therewith the important features of the budget plan
indicating any major changes from the current fiscal year in financial policies, expenditures and revenues together with the reasons for such changes, and
containing a clear general summary of its contents.

2. Estimates of revenue, presenting in parallel columns the itemized revenue collected in the last completed fiscal year, the receipts collected during the
current fiscal year prior to the time of preparing the estimates, total revenue estimated to be collected during the current fiscal year, estimates of revenue,
other than from the property tax, to be collected in the ensuing fiscal year, and a statement of an estimate of available surplus

3. Itemized estimates of expenditures, presenting in parallel columns the actual expenditures for each department, office, agency or activity for the last
completed fiscal year and for the current fiscal year prior to the time of preparing the estimates, total expenditures as estimated for the current fiscal year,
and the Mayor’s recommendations of the amounts to be appropriated for the ensuing fiscal year for all items, and such other information as may be
required by the City Council. The Mayor shall present reasons for his recommendations.

4. The Board of Education shall have the same duties and follow the same form and procedure with respect to the budget of the Board of Education as
required of the Mayor for other departmental estimates.

5. As part of the budget, the Mayor shall present a program, previously considered and acted upon by the City Planning Commission in accordance with
Section 8-24 of the General Statutes, as amended, concerning municipal improvements, of proposed capital projects for the ensuing fiscal year and for the
five fiscal years thereafter. Estimates of the costs of such projects shall be submitted to each department, office or agency in the form and manner
prescribed by the Mayor. The Mayor shall recommend to the City Council those projects to be undertaken during the ensuing fiscal year and the method of
financing them.

6. As part of the budget, the Mayor shall present to the Council the data required to be presented to the Mayor under the “General Form of Budget
Presentation” heading above.
Duties of the City Council on the Budget Section 7.4
The City Council shall hold one or more public hearings not later than May 1st or the next business day thereafter if May 1st shall not be a business day, at which any
elector or taxpayer may have an opportunity to be heard regarding appropriations for the ensuing fiscal year. Following receipt of the estimates from the Mayor, the
Council shall cause sufficient copies of said estimates to be made available for general distribution in the office of the Legislative Assistant and, at least five (5) days
prior to the aforementioned public hearing, the Council shall cause to be published in a newspaper having a circulation in the City a notice of such public hearing and
a summary of said proposed budget estimates showing anticipated revenues by major sources, and proposed expenditures by budgets or department, and shall also
show the amounts to be raised by taxation. Not later than May 15th, or the next business day thereafter if May 15th shall not be a business day, the Council shall
adopt a budget and file the same with the Legislative Assistant; provided, however, if the Council shall insert new amounts or programs in the budget, such changes
shall be adopted by an affirmative vote of at least two-thirds (2/3) of all members of the Council. The ordinance adopting the budget may provide for appropriations
by department or function, and such appropriations need not be in greater detail than to indicate the total appropriation for each department or function. At the time
when the Council shall adopt the budget, together with a provision for uncollectible taxes reserve, it shall also fix the tax rate in mills, which shall be levied on the
taxable property in the City for the ensuing fiscal year. Should the Council fail to adopt a budget within the time specified, the budget as transmitted by the Mayor,
shall be deemed to have been finally adopted by said Council. The tax rate shall forthwith be fixed by the Mayor and thereafter expenditures shall be made in
accordance with the budget so adopted.

Expenditures – Section 7.9, (subsections d, e, f, i, j)

d. The several departments, commissions, officers and boards of the City shall not involve the City in any obligation to spend money for any purpose in excess
of the amount appropriated therefore until the matter has been approved by the City Council.

e. The Mayor may at any time transfer any unencumbered appropriation among programs within a department, office, board, commission or agency. Upon the
request of the Mayor, but only within the last four (4) months of the fiscal year, the City Council may by resolution transfer any unencumbered appropriation,
balance or portion thereof from one department, commission, board or office to another. No transfer shall be made from any appropriation for debt service
and other statutory charges.

f. Additional appropriations over and above the total budget may be made from time to time by resolution of the City Council, upon recommendation of the
Mayor and certification from the Director of Finance that there are available unappropriated general fund resources in excess of the proposed additional
appropriations.

i. If at any time during the fiscal year the Mayor shall ascertain that revenues for the year and the general fund surplus from the preceding year will be less than
the total appropriations, he shall review work programs and allotments to forestall the incurring of a deficit. He shall report to the City Council without delay,
indicating the estimated amount of the deficit and his recommendations as to further action. The Council shall then take such action as may be necessary to
prevent or reduce any deficit and for the purpose it may, by resolution, reduce one or more appropriations.

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Expenditures (cont.)
j. Whenever at the close of a fiscal year there shall appear a deficit in the current accounts of the City, it shall be mandatory to make an appropriation sufficient
to cover such deficit in the next succeeding budget

Emergency Appropriations
For the purpose of meeting a public emergency threatening the lives, health or property of citizens, emergency appropriations may be made upon the
recommendation of the Mayor and by an affirmative vote of not less than two-thirds (2/3) of the entire membership of the City Council, provided a public hearing, at
which any elector or taxpayer of the City shall have an opportunity to be heard, shall be held prior to making such appropriation, notice of which hearing shall be
given in a newspaper having circulation in the City not more than ten (10) nor less than five (5) days prior to such hearing. Such hearing and notice of hearing may
be waived if the Council, by at least two-thirds (2/3) affirmative vote of its entire membership, shall decide that a delay in making the emergency appropriation would
jeopardize the lives, health or property of citizens. Financing to meet said appropriations shall be provided in such manner, consistent with the provisions of the
General Statutes as may be determine by the Council. Any borrowing ordinance adopted by the Council in order to meet said appropriations shall be adopted by an
affirmative vote of at least two-thirds (2/3) of the entire membership and shall not be subject to referendum pursuant to either Sections 3-11 or 7-10 hereof.
 BUDGET PREPARATION CALENDAR FOR FISCAL YEAR 2012-2013
DATE ACTIVITY

November 15, 2011 Planning Director distributes Capital Budget forms and guidelines.
November 17, 2011 Director of Finance distributes Operating Budget guidelines
December 14, 2011 Capital Budgets are due to Planning Director.
December 19 at Noon Deadline for submission of Operating Budget and Contractual Agencies’ requests to Finance Director.
December 20-January 6, 2012 Director of Finance reviews budget submissions.
January 9-January 23, 2012 Director of Finance meets with department heads.
January 24 -March 15, 2012 Mayor & Finance Director review and make final recommendations.
February 15, 2012* Deadline for submission of Capital Budget from Planning Commission.
February 15 2012* Deadline for submission of Education Budget from Board of Education.
March 19-22, 2012 Budget prepared for printing; sent out for printing/binding. Prepare Budget Ordinance and Tax Resolution.
April 3, 2012 Mayor presents Proposed Operating Budget to City Council. (Must present to Council no later than April 7*)
April 4 – May 1, 2012 City Council reviews Budget. Public hearings are held (prior to May 1*). Notice of hearings published five days
prior. Proposed budget printed in News Times.
May 1, 2012 Budget submitted to City Council for final approval.
May 15, 2012* Final Budget Adoption Deadline.
May 16– June 21, 2012 Preparation & Printing of Adopted Budgets.
July 1, 2012 Adopted Budget available on City’s website.

*Mandated by City Charter

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CITY OF DANBURY

FINANCIAL STRUCTURE AND BASIS OF ACCOUNTING

FINANCIAL STRUCTURE

The accounts of the City of Danbury are organized on a fund basis, each of which is considered a separate accounting entity. The activities of each fund are
accounted for with a distinct set of self-balancing accounts that includes expenditures, revenues, assets, liabilities and fund equity. Resources are allocated to and
accounted for in individual funds based on the purposes for which they are to be expended and to maintain control and accountability.

All of the funds of the City of Danbury are divided into three categories: governmental funds, proprietary funds and fiduciary funds.

Governmental Funds: The City of Danbury maintains 25 individual governmental funds. Information is presented separately in the governmental fund balance
sheet and in the governmental fund statement of revenues, expenditures and changes in fund balances for the General Fund which is considered to be a major fund.
Other funds considered to be Major Funds are Ambulance, Sewer, Water, and Internal Service. Non-major governmental funds are combined into a single,
aggregated presentation as other governmental funds. Such funds include the School Lunch Program Fund, the Community Development Block Grant Fund, the
WIC Grant Fund, the Animal Control Fund, the School-Based Health Center Grant Fund, the LOCIP Fund, Airport Projects Fund, State and Federal School Projects
Fund, the Library Fund, the Railyard Parking Lease Fund, Open Space, Open Space Bond, Magnet School Fund, the Vision 21 and Vision 21–2 Bond Issues Fund,
the City Projects Fund, the Danbury Neighborhood Bond Fund, the Head Start Bond Fund, the Farioly Permanent Fund, BIIP, NSP Grant, ARRA, Public Safety Bond,
Century 21 PI Fund, and SECP. The Miscellaneous Special Revenue Fund is the consolidation of 61 small grant programs that have been combined for the purpose
of financial reporting.

Governmental funds are used to finance the vast majority of the City’s activities. Governmental funds include the General Fund, the Special Revenue Fund and
Capital Projects Fund.

 General Fund – The General Fund is the general operating fund of the City government. All unrestricted sources, except those required to be accounted for
in another fund, are included in this fund. General operating expenditures, fixed charges, principal and interest on long term debt, and some capital
improvements costs are paid from this fund.

 Special Revenue Funds – The Special Revenue Funds are used to account for the proceeds of the 61 small grant programs that are either required by law or
administrative action to be accounted for in a separate fund. Special Revenue Funds appropriated in the budget include the Animal Control Fund and the
Local Capital Improvement Program (LOCIP). Other special revenue funds maintained by the City of Danbury are not subject to appropriation, and
information on these funds is not included in this document, but is included in the City’s Comprehensive Annual Financial Report (CAFR).
  Capital Projects Fund – The Capital Projects Fund is used to account for resources related to the acquisition and/or construction/renovation/significant repair
of capital facilities.

Proprietary Funds: These funds are used to account for activities similar to those funds in the private sector where the determination of net income is necessary or
useful to sound financial administration. The City maintains four different types of proprietary funds, each of which are subject to budgetary control and appropriation.
The Enterprise types consist of the Ambulance, Water and Sewer Funds, which account for activities related to the provision of emergency medical services, water
services and wastewater treatment. The Internal Service Fund accounts for employee benefits, liability insurance, worker’s compensation, heart and hypertension
claims, and retiree benefits.

Fiduciary Funds: Fiduciary funds are used to account for resources held for the benefit of parties outside the government. Fiduciary funds are not reflected in the
government-wide financial statement because the resources of those funds are not available to provide services to the City constituency. The City has six pension
fund trust funds, one private purpose fund and seven agency funds. The accounting used for fiduciary funds is much like that used for proprietary funds. The funds
are not subject to budgetary appropriation.

ACCOUNTING AND BUDGETARY BASIS

The Annual Fiscal Year Adopted Budget and the Comprehensive Annual Financial Report (CAFR) strive to communicate to interested parties (the public) a detailed
summary of the financial health and an overview of the future plans of the City. At first glance, there may appear to be a slight disconnect between the two reports.
However, disparities between the GAAP basis of accounting and the basis of budgeting do often occur because regulations governing budgeting (e.g., laws or local
ordinances) differ from GAAP. Some of the more common differences between GAAP and the budgetary basis of budgeting are as follows:

• Encumbered amounts are commonly treated as expenditures under the basis of budgeting, while encumbrances are never classified as expenditures under
the GAAP basis of accounting.

• Budgetary revenues and expenditures may include items classified as “other financing sources” and “other financing uses” under the GAAP basis of
accounting.

• The fund structure used in GAAP financial statements may differ from the fund structure used for budgetary purposes (e.g., debt service payments may be
accounted for in the general fund for budgetary purpose, but may be reported in a debt service fund in the GAAP financial statements).

• The government’s budget document may not include all of the component units and funds incorporated into the GAAP financial statements (e.g., Danbury
Parking Authority, Richter Park Authority, Danbury Museum and Historical Society Authority, Ives Authority for the Performing Arts and Tarrywile Park
Authority included in the GAAP financial statements may not be incorporated into the budget).

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• Under the GAAP basis of accounting used in proprietary funds, the receipt of long term debt proceeds, capital outlays, and debt service principal payments
are not reported in operations, but allocations for depreciation and amortization expense are recorded. Often the opposite is true under the basis of
budgeting.

• Under GAAP basis of accounting, on-behalf revenues and expenditures must be reported. They are generally not included under the basis of budgeting
(e.g., payments by the state to a pension plan for the government’s employees).1

Basis of accounting refers to when revenues and expenditures or expenses are recognized in the accounts and reported in the financial statements. The City of
Danbury relies on two methods in its accounting and budgetary systems to account for revenues and expenditures.

Modified Accrual Basis of Accounting: Under the modified accrual basis of accounting, revenues are recognized when they are both measurable and available to
finance current operations. These revenue items consist primarily of property taxes, special assessments and interest on investments. Fines, permits and charges
for services are not susceptible to accrual as they are not measurable until the cash is received. Expenditures are generally recognized under the modified accrual
basis of accounting when the liability is incurred. Exceptions to this policy are: (1) principal and interest on long-term debt, which is recognized when paid; and (2)
compensated absences, claims and landfill closure costs, which are recognized when the obligations are expected to be liquidated with expendable available
financial resources.

Accrual Basis of Accounting: The accrual basis of accounting is used for pension funds, internal service funds and non-expendable trust funds with revenues
recorded when earned and expenses when incurred.

1
GFOA recommended practice on “Relationship Between Budgetary and Financial Statement Information” (1999)
The budgetary basis follows the modified accrual basis of accounting except:

Encumbrances are recognized as a valid and proper charge against a budget appropriation in the year in which the purchase order is issued, and accordingly,
encumbrances outstanding at year-end are reflected in budgetary reports as expenditures in the current year but are shown as reservation of fund balance on a
GAAP basis.

Summary of Fund Types & Basis of Accounting

Fund Fund Type Basis of Accounting Major Fund
General Fund Governmental Modified Accrual Yes
Water Fund Proprietary Accrual Yes
Sewer Fund Proprietary Accrual Yes
Ambulance Fund Proprietary Accrual No
Animal Control Fund Governmental Modified Accrual No
Capital Projects Fund Governmental Modified Accrual No
Internal Service Fund Proprietary Accrual Yes

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CITY OF DANBURY
EXPENDITURE BUDGET ANALYSIS
TREND INFORMATION

EXPENDITURE CATEGORIZATION

The City’s General Fund expenditures are categorized as follows:

General Government – Includes City Council, Mayor, Legislative Assistant, Ordinances, Probate Court, Registrars and Elections, Treasurer, Finance, Information
Technology, Independent Audit, Bureau of Assessments, Board of Assessment Appeals, Tax Collector, Purchasing, Corporation Counsel, Town Clerk, Annual Report,
Permit Coordination, Planning, Economic Development, Conservation Commission, Department of Human Resources, Mayor’s Discretionary Fund, Fair Rent
Commission, City Memberships, Lake Authority, Retirement Administration, Labor Negotiations, Public Buildings, City Hall Building, Library Building, Police Station
Building (120 Main Street), Police Station Building (375 Main Street), Senior Center Building, Old Jail Building, Old Library Building and Park Buildings.

Public Safety – Includes Police Department, Fire Department, Building Inspector, Civil Preparedness, Consumer Protection, and the Unified Neighborhood Inspection
Team.

Public Works – Includes Director of Public Works, Highways, State Aid Highway Projects, Snow and Ice Removal, Street Lighting, Park Maintenance, Forestry, Public
Building Maintenance and Repair, Equipment Maintenance, Recycling/Solid Waste, Engineering, and Construction Services.

Health and Human Services– Includes Health and Human Services.

Social Services Agencies – Includes Veterans Advisory Center, Commission on Aging, Elderly Transportation, and Community Services.

Education – Includes Education and Schools Health and Welfare.

Libraries – Includes Danbury Public Library and Long Ridge Library.

Culture & Recreation– Includes Recreation, Tarrywile Park Authority, Cultural Commission, Lake Kenosia Commission, Ives Authority for the Performing Arts, and
Danbury Museum Authority.

Recurring Costs – Includes FICA, Pension Expense, Employee Service Benefit, Worker’s Compensation, Unemployment Compensation, Employee Health & Life
Insurance, Union Welfare Contribution, and Insurance & Official Bond Premiums.

Debt Service – Includes Interest on Debt, Interest on School Debt, Redemption of Debt, and Redemption of School Debt.
Capital Projects – Includes Capital Projects.

Transportation – Includes Airport and Housatonic Area Regional Transit (HART).

Contingency – Includes Contingency and Operating Transfer Out (Contribution to Animal Control Fund).

FUNCTION FY06-07 ACTUAL FY07-08 ACTUAL FY08-09 ACTUAL FY09-10 ACTUAL FY10-11 ACTUAL FY11-12 ADOPTED FY12-13 PROPOSED
$ % $ % $ % $ % $ % $ % $ %
General Government 8,301,552 4.7% 8,888,361 4.7% 9,220,219 4.7% 9,340,305 4.7% 9,146,449 4.5% 9,180,945 4.3% 9,351,492 4.2%
Public Safety 23,705,023 13.4% 27,138,076 14.3% 27,314,280 13.9% 28,288,204 14.2% 28,387,987 14.0% 28,026,863 13.0% 28,436,836 12.9%
Public Works 8,063,792 4.6% 8,237,911 4.3% 9,056,606 4.6% 9,093,883 4.6% 9,043,528 4.4% 9,256,155 4.3% 9,378,434 4.3%
Health & Human Servic 1,046,053 0.6% 1,093,180 0.6% 1,137,807 0.6% 1,097,053 0.6% 1,216,068 0.6% 1,411,564 0.7% 1,323,560 0.6%
Social Agencies 1,606,813 0.9% 1,766,258 0.9% 1,665,762 0.8% 904,050 0.5% 785,285 0.4% 771,141 0.4% 749,827 0.3%
Education 100,773,443 57.0% 106,180,510 55.9% 111,836,301 56.8% 108,297,730 54.4% 109,655,335 53.9% 115,103,866 53.3% 116,003,866 52.7%
Libraries 1,964,014 1.1% 2,063,670 1.1% 1,944,445 1.0% 1,874,576 0.9% 1,902,991 0.9% 1,910,913 0.9% 1,852,006 0.8%
Culture & Recreation 876,318 0.5% 891,841 0.5% 988,743 0.5% 967,654 0.5% 873,208 0.4% 832,463 0.4% 800,562 0.4%
Recurring Costs 20,084,658 11.4% 19,462,590 10.3% 19,822,162 10.1% 22,541,813 11.3% 25,755,048 12.7% 29,724,447 13.8% 31,116,562 14.1%
Debt Service 9,241,584 5.2% 10,955,772 5.8% 12,807,636 6.5% 13,581,477 6.8% 13,424,471 6.6% 16,647,650 7.7% 17,024,166 7.7%
Capital Projects 0 0.0% 1,947,382 1.0% 0 0.0% 1,514,054 0.0% 1,268,876 0.0% 1,100,000 0.0% 2,093,369 1.0%
Transportation 1,143,048 0.6% 1,200,420 0.6% 1,246,791 0.6% 1,207,282 0.6% 1,242,740 0.6% 1,244,938 0.6% 1,252,444 0.6%
Contingency 0 0.0% 0 0.0% 0 0.0% 349,355 0.2% 758,413 0.4% 708,452 0.3% 716,876 0.3%
Total General Fund 176,806,298 100% 189,825,971 100% 197,040,752 100% 199,057,436 100.0% 203,460,399 100.0% 215,919,397 100.0% 220,100,000 100.0%

Contingency funds are transferred to other accounts during the fiscal year, as such the actual year-end balances reflect the utilization of these
contingency funds.

69
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CITY OF DANBURY
GENERAL FUND EXPENDITURES
SEVEN YEAR HISTORY
(IN MILLIONS)

$250.0
$220.1
$215.9
$204.1
$197.0 $197.5
$200.0 $189.8
$176.8

$150.0

$100.0

$50.0

$0.0
2007 2008 2009 2010 2011 2012 2013

FISCAL YEARS 2012 AND 2013 ARE BASED ON ADOPTED AND PROPOSED BUDGETS
 SUMMARY OF REVENUES, EXPENDITURES AND CHANGES IN GENERAL FUND BALANCE
FISCAL YEARS 2008-09 TO 2012-13

2008-2009 2009-2010 2010-2011 2011-2012 2012-2013

REVENUES ACTUAL ACTUAL ACTUAL BUDGET BUDGET
Property Taxes $ 152,442,772 $ 154,860,156 $ 162,028,763 $ 169,171,244 $ 176,136,413
Intergovernmental 32,485,161 33,294,755 29,706,304 32,642,787 33,773,940
Licenses & Permits 3,328,156 2,468,153 3,260,420 3,985,987 3,553,700
Fines & Penalties 1,294,972 1,485,132 1,473,144 1,457,000 1,439,000
Interest Income 1,916,231 381,557 191,553 270,000 270,000
Charges for Services* 3,800,410 5,487,186 5,810,665 5,242,379 2,576,947
TOTAL REVENUES 195,267,702 197,976,939 202,470,849 212,769,397 217,750,000
EXPENDITURES
General Government 9,220,219 9,340,305 9,146,449 9,180,945 9,351,492
Public Safety* 28,561,071 29,495,486 29,630,726 29,271,801 29,689,280
Public Works 9,056,606 9,093,883 9,043,528 9,256,155 9,378,434
Health and Human Services 2,803,569 2,001,103 2,001,353 2,182,705 2,073,387
Culture & Recreation 2,933,188 2,842,230 2,776,199 2,743,376 2,652,568
Education 111,836,301 108,297,730 109,655,335 115,103,866 116,003,866
Pension and other employee benefits 19,822,162 22,541,813 25,755,048 29,724,447 31,116,562
Debt Service 12,807,636 13,581,477 13,924,472 16,647,650 17,024,166
Capital Outlay 1,514,054 1,268,876 1,100,000 2,093,369
Contingency - 349,355 258,452 708,452 716,876
TOTAL EXPENDITURES 197,040,752 199,057,436 203,460,438 215,919,397 220,100,000

Revenues over (under) Expenditures $ (1,773,050) $ (1,080,497) $ (989,589) $ (3,150,000) $ (2,350,000)

Other Financing Sources (Uses)* 1,102,542 174,486 3,778,750 750,000 2,350,000

Net Change in Fund Balance (deficits) $ (670,508) $ (906,011) $ 2,789,161 $ (2,400,000) $ -

Beginning Fund Balance $ 26,981,103 $ 26,310,595 $ 25,404,584 $ 28,193,745 $ 25,793,745

Ending Fund Balance $ 26,310,595 $ 25,404,584 $ 28,193,745 $ 25,793,745 $ 25,793,745

*Other Financing Sources - 2010-2011 includes a change in classification of fund type due to required implementation of GASB 54.

71
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CITY OF DANBURY
GENERAL FUND
UNASSIGNED FUND BALANCE
TEN YEAR HISTORY

25,000,000

$21,776,017 $20,919,615 $21,462,647

$21,403,829 $21,250,848

$19,759,075
20,000,000
UNDESIGNATED FUND BALANCE

$15,228,923
15,000,000

$11,761,929

$9,131,086
10,000,000
$7,741,189

5,000,000

0
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

FISCAL YEAR ENDED JUNE 30

 CITY OF DANBURY, CONNECTICUT
2011-2013 SUMMARY OF FINANCIAL SOURCES AND USES
GENERAL FUND AMBULANCE FUND ANIMAL CONTROL FUND
2010-2011 2011-2012 2012-2013 2010-2011 2011-2012 2012-2013 2010-2011 2011-2012 2012-2013
Actual Budget Budget Actual Budget Budget Actual Budget Budget
FINANCIAL SOURCES
Property Taxes 162,028,763 169,171,244 176,136,413
Intergovernmental 29,706,304 32,642,787 33,773,940
Licenses and Permits 3,260,420 3,985,987 3,553,700
Charges for Services 5,810,665 5,242,379 2,576,947
Fines and Penalties 1,473,144 1,457,000 1,439,000
Investment Income 191,553 270,000 270,000 446 750 500 64 50 50
Fund Balance 2,400,000 2,350,000 109,154 324,015 0
Operating Transfer In 450,000 750,000 258,452 258,428 266,352
User Fees 2,836,458 2,950,000 3,061,631
Animal Licenses & Other 15,809 14,000 14,375
Total Financial Sources 202,920,849 215,919,397 220,100,000 2,946,058 3,274,765 3,062,131 274,325 272,478 280,777

FINANCIAL USES
General Government 9,146,449 9,180,945 9,351,492
Public Safety 28,387,987 28,026,863 28,436,836 2,160,183 2,524,765 3,062,131
Public Works 9,043,528 9,256,155 9,378,434
Health & Human Services 1,216,068 1,411,564 1,323,560
Social Services 785,285 771,141 749,827
Education 109,655,335 115,103,866 116,003,866
Libraries 1,902,991 1,910,913 1,852,006
Culture/Recreation 873,208 832,463 800,562
Recurring Costs 25,755,048 29,724,447 31,116,562
Debt Service 13,424,471 16,647,650 17,024,166
Capital 1,268,876 1,100,000 2,093,369 14,425
Transportation 1,242,740 1,244,938 1,252,444
Contingency 500,000 450,000 450,524
Operating Transfer Out 258,413 258,452 266,352 450,000 750,000 260,365 272,478 266,352
Total Financial Uses 203,460,399 215,919,397 220,100,000 2,610,183 3,274,765 3,062,131 260,365 272,478 280,777

73
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CITY OF DANBURY CONNECTICUT

2011-2013 SUMMARY OF FINANCIAL SOURCES AND USES
SEWER FUND WATER FUND FUND TOTALS
2010-2011 2011-2012 2012-213 2010-2011 2011-2012 2012-2013 2010-2011 2011-2012 2012-2013
FINANCIAL SOURCES Actual Budget Budget Actual Budget Budget Actual Budget Budget

Property Taxes 162,028,763 169,171,244 176,136,413

Intergovernmental 29,706,304 32,642,787 33,773,940
Licenses and Permits 3,260,420 3,985,987 3,553,700
Charges for Services 5,810,665 5,242,379 2,576,947
Fines and Penalties 1,473,144 1,457,000 1,439,000
Investment Income 3,395 10,000 0 20,597 20,000 10,000 216,055 300,800 280,550
Fund Balance 109,154 2,724,015 2,350,000
Operating Transfer In 708,452 1,008,428 266,352
User Fees 2,836,458 2,950,000 3,061,631
Animal Licenses & Other 15,809 14,000 14,375
Sewer Use 8,497,324 8,165,382 8,932,090 8,497,324 8,165,382 8,932,090
Septic Waste 993,426 1,009,500 1,000,000 993,426 1,009,500 1,000,000
Connection & Related Charges 273,940 167,200 294,000 228,145 172,180 180,000 502,085 339,380 474,000
Intermunicipal Billings 994,122 1,124,000 1,042,000 994,122 1,124,000 1,042,000
Interest & Liens 305,968 275,000 275,000 166,448 170,000 160,025 472,416 445,000 435,025
Water Use 8,231,147 7,296,348 7,981,000 8,231,147 7,296,348 7,981,000
Miscellaneous 1,009,669 1,229,318 347,853 253,900 2,238,987 347,853 253,900
Total Financial Sources 12,077,844 10,751,082 11,543,090 9,875,655 8,006,381 8,584,925 228,094,731 238,224,103 243,570,923

FINANCIAL USES
General Government 9,146,449 9,180,945 9,351,492
Public Safety 30,548,170 30,551,628 31,498,967
Public Works 10,262,351 10,751,082 11,543,090 7,320,683 8,006,381 8,584,925 26,626,562 28,013,618 29,506,449
Health & Human Services 1,216,068 1,411,564 1,323,560
Social Services 785,285 771,141 749,827
Education 109,655,335 115,103,866 116,003,866
Libraries 1,902,991 1,910,913 1,852,006
Culture/Recreation 873,208 832,463 800,562
Recurring Costs 25,755,048 29,724,447 31,116,562
Debt Service 13,424,471 16,647,650 17,024,166
Capital 1,268,876 1,100,000 2,107,794
Transportation 1,242,740 1,244,938 1,252,444
Contingency/Op Trans Out 1,468,778 1,730,930 983,228
Total Financial Uses 10,262,351 10,751,082 11,543,090 7,320,683 8,006,381 8,584,925 223,913,981 238,224,103 243,570,923
 CITY OF DANBURY
2012-2013 PROPOSED OPERATING BUDGET
TOTAL - $220,100,000

Licenses & Investment City

Intergovernmental Debt Service
Permits Income 39.0%
15.3% City
0.1%
Fines, Penalties1.6% 6.1%
Charges for
& Interest
Services
0.7% Debt Service
1.2%
Schools
1.6%
Fund
Balance
1.1%

Education
Health
& Welfare
0.1%

Board of
Property Taxes Education
80.0% 53.2%

Intergovernmental $33,773,940 Board of Education $115,795,291

Charges for Services 2,576,947 Debt Service--Schools 3,602,393
Fund Balance (assigned) 2,350,000 Education--Health & Welfare 208,575
Property Taxes 176,136,413 City 87,071,968
Fines, Penalties & Interest 1,439,000 Debt Service--City 13,421,773
Licenses & Permits 3,553,700 Total $220,100,000
Investment Income 270,000
Total $220,100,000

75
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CITY OF DANBURY, CONNECTICUT

GENERAL FUND
2012-2013 PROPOSED OPERATING BUDGET SUMMARY

PROPOSED PROPOSED
BY DEPARTMENTS BY MAYOR
GENERAL GOVERNMENT $9,897,279 $9,351,492
PUBLIC SAFETY 31,336,958 28,436,836
PUBLIC WORKS 10,055,332 9,378,434
HEALTH AND HUMAN SERVICES 1,343,635 1,323,560
SOCIAL SERVICES AGENCIES 840,713 749,827
SCHOOLS, GEN. & HEALTH & WELFARE 120,953,878 116,003,866
LIBRARIES 2,097,990 1,852,006
CULTURE & RECREATION 858,425 800,562
RECURRING COSTS 31,116,562 31,116,562
DEBT SERVICE - GENERAL 13,421,773 13,421,773
DEBT SERVICE - SCHOOLS 3,602,393 3,602,393
CAPITAL PROJECTS 2,797,669 2,093,369
TRANSPORTATION 1,279,200 1,252,444
INTERFUND TRANSFER 266,352 266,352
CONTINGENCY ACCOUNT 450,524 450,524
TOTAL $230,318,683 $220,100,000
LESS INDIRECT REVENUE (41,613,587)
LESS USE OF FUND BALANCE (2,350,000)
PLUS RESERVE FOR UNCOLL. TAXES/TAX APPEALS/LOCAL CREDITS 1,000,000
REQUIRED TAXES FROM LEVY $177,136,413
MILL RATE 22.45
NET TAXABLE GRAND LIST $7,890,260,887
 CITY OF DANBURY
PROPOSED OPERATING BUDGET
2012-2013
SUMMARY OF OPERATING BUDGET EXPENDITURES

ADOPTED PROPOSED PROPOSED

ACTUAL BUDGET BY DEPT BY MAYOR $ CHANGE
DEPARTMENT FY 2010-2011 FY 2011-2012 FY 2012-2013 FY 2012-2013 11-12 VS 12-13

GENERAL GOVERNMENT 9,146,449 9,180,945 9,897,279 9,351,492 170,547

PUBLIC SAFETY 28,387,987 28,026,863 31,336,958 28,436,836 409,973

PUBLIC WORKS 9,043,528 9,256,155 10,055,332 9,378,434 122,279

HEALTH AND HUMAN SERVICES 1,216,068 1,411,564 1,343,635 1,323,560 (88,004)

SOCIAL SERVICES AGENCIES 785,285 771,141 840,713 749,827 (21,314)

EDUCATION 109,655,335 115,103,866 120,953,878 116,003,866 900,000

LIBRARIES 1,902,991 1,910,913 2,097,990 1,852,006 (58,907)

CULTURE & RECREATION 873,208 832,463 858,425 800,562 (31,901)

RECURRING COSTS 25,755,048 29,724,447 31,116,562 31,116,562 1,392,115

DEBT SERVICE 13,424,471 16,647,650 17,024,166 17,024,166 376,516

CAPITAL PROJECTS 1,268,876 1,100,000 2,797,669 2,093,369 993,369

TRANSPORTATION 1,242,740 1,244,938 1,279,200 1,252,444 7,506

CONTINGENCY/OP TRANS OUT 758,413 708,452 716,876 716,876 8,424

GRAND TOTAL 203,460,399 215,919,397 230,318,683 220,100,000 4,180,603

77
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CITY OF DANBURY, CONNECTICUT

PROPOSED OPERATING BUDGET FY 2012-2013
SUMMARY OF OPERATING BUDGET EXPENDITURES

AMENDED PROPOSED PROPOSED

ACTUAL BUDGET BY DEPT BY MAYOR $ CHANGE
DEPARTMENT 2010-2011 FY 2011-2012 2012-2013 2012-2013 11-12 VS 12-13

GENERAL GOVERNMENT
City Council 20,882 23,650 24,850 22,150 -1,500
Mayors 357,256 336,028 331,875 336,028 0
Legislative Assistant 55,804 55,370 55,380 56,773 1,403
Ordinances 27,155 22,000 25,000 25,000 3,000
Probate Court 13,933 18,600 18,100 17,400 -1,200
Registrars & Elections 189,789 183,936 196,281 194,481 10,545
City Treasurer 22,138 22,134 22,138 22,134 0
Director Of Finance 836,827 845,569 887,720 884,671 39,102
Information Technology 1,289,361 1,223,703 1,407,380 1,226,514 2,811
Independent Audit 37,625 40,000 40,000 40,000 0
Bureau of Assessments 441,314 440,667 439,996 446,331 5,664
Board of Assessment Appeal 4,031 4,465 5,625 7,475 3,010
Tax Collector 524,570 561,013 607,202 564,345 3,332
Purchasing 223,812 225,585 227,085 204,848 -20,737
Corporation Counsel 945,875 756,627 804,287 811,014 54,387
Town Clerk 349,319 342,122 349,080 365,520 23,398
Annual Report 10,000 10,000 10,000 10,000 0
Permit Coordination 300,756 300,624 309,177 311,450 10,826
Planning 473,424 475,163 474,900 485,386 10,223
Office of Economic Development 33,681 81,541 101,791 99,791 18,250
Conservation Commission 9,116 10,024 10,024 10,024 0
Human Resources 275,202 311,232 311,797 314,880 3,648
Mayor's Discretionary Fund 5,913 10,500 10,500 10,500 0
Fair Rent Commission 0 875 775 775 -100
City Memberships 84,600 84,749 86,726 86,726 1,977
Lake Authority 60,514 60,514 63,540 63,540 3,026
Retirement Administration 17,683 20,000 20,000 20,000 0
Labor Negotiations 228,984 165,300 100,300 100,300 -65,000
Public Buildings 1,036,334 1,036,718 1,273,212 1,106,380 69,662
 CITY OF DANBURY, CONNECTICUT
PROPOSED OPERATING BUDGET FY 2012-2013
SUMMARY OF OPERATING BUDGET EXPENDITURES

AMENDED PROPOSED PROPOSED

ACTUAL BUDGET BY DEPT BY MAYOR $ CHANGE
DEPARTMENT 2010-2011 FY 2011-2012 2012-2013 2012-2013 11-12 VS 12-13

City Hall Building 326,532 425,794 473,409 425,498 -296

Library Building 216,383 225,162 235,500 231,662 6,500
Police Station Bldg - 120 Main 8,867 0 0 0 0
Police Station Bldg - 375 Main 471,671 550,381 571,735 538,981 -11,400
Senior Center Building 79,256 97,775 89,809 48,625 -49,150
Old Jail Building 0 0 40,356 39,650 39,650
Old Library Building 42,599 53,224 101,950 53,224 0
Park Buildings 125,633 145,416 169,779 150,416 5,000
General Govt Employee Benefits -390 14,484 0 20,001 5,517

TOTAL GENERAL GOVERNMENT 9,146,449 9,180,945 9,897,279 9,351,492 170,547

PUBLIC SAFETY
Police Department 15,981,028 14,947,207 17,966,975 15,415,789 468,582
Fire Department 11,475,393 11,480,017 12,224,124 11,606,637 126,620
Building Inspector 631,384 638,968 641,649 658,456 19,488
Civil Preparedness 131,740 127,550 179,550 127,950 400
Dept of Consumer Protection 53,560 53,381 53,081 54,449 1,068
Unified Neighborhood Inspect 115,077 128,904 271,579 123,555 -5,349
Public Safety Empl Benefits -193 540,870 0 450,000 -90,870
TOTAL PUBLIC SAFETY 28,387,987 27,916,897 31,336,958 28,436,836 519,939

PUBLIC WORKS
Director of Public Works 202,589 210,822 210,876 215,803 4,981
Highways 2,326,714 2,471,021 2,622,033 2,482,022 11,001
State Aid-Highways 316,747 375,000 405,000 330,000 -45,000
Snow & Ice Removal 1,005,314 849,000 897,500 852,500 3,500
Street Lighting 471,214 500,000 515,000 511,500 11,500
Park Maintenance 1,206,040 1,204,051 1,289,631 1,226,149 22,098

79
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CITY OF DANBURY, CONNECTICUT

PROPOSED OPERATING BUDGET FY 2012-2013
SUMMARY OF OPERATING BUDGET EXPENDITURES

AMENDED PROPOSED PROPOSED

ACTUAL BUDGET BY DEPT BY MAYOR $ CHANGE
DEPARTMENT 2010-2011 FY 2011-2012 2012-2013 2012-2013 11-12 VS 12-13

Forestry 276,887 245,357 255,657 253,841 8,484

Public Bldgs - Maintenance Repair 667,244 547,555 628,371 547,555 0
Equipment Maintenance 1,250,944 1,339,104 1,397,004 1,442,447 103,343
Recycling/Solid Waste 299,819 308,080 308,080 298,080 -10,000
Engineering 851,575 938,951 1,230,376 943,421 4,470
Construction Services 170,600 220,114 295,804 225,116 5,002
Public Works Empl Benefits -2,158 0 0 50,000 50,000
TOTAL PUBLIC WORKS 9,043,528 9,209,055 10,055,332 9,378,434 169,379
HEALTH AND HUMAN SERVICES
Health & Human Services 1,216,068 1,358,714 1,343,635 1,303,560 -55,154
Health Empl Benefits 0 52,850 0 20,000 -32,850
TOTAL HEALTH AND HUMAN SERVICES 1,216,068 1,411,564 1,343,635 1,323,560 -88,004

SOCIAL SERVICES AGENCIES

Veteran's Advisory 58,025 57,568 64,450 59,068 1,500
Elderly Services 208,289 245,298 302,517 245,298 0
Elderly Transportation 12,000 12,000 16,046 12,000 0
Community Services 506,972 506,972 457,700 433,461 -73,511
TOTAL SOCIAL SERVICES AGENCIES 785,285 821,838 840,713 749,827 -72,011
EDUCATION
Schools-Regular 109,446,760 114,895,291 120,745,303 115,795,291 900,000
Schools-Health & Welfare 208,575 208,575 208,575 208,575 0
TOTAL EDUCATION 109,655,335 115,103,866 120,953,878 116,003,866 900,000
 CITY OF DANBURY, CONNECTICUT
PROPOSED OPERATING BUDGET FY 2012-2013
SUMMARY OF OPERATING BUDGET EXPENDITURES

AMENDED PROPOSED PROPOSED

ACTUAL BUDGET BY DEPT BY MAYOR $ CHANGE
DEPARTMENT 2010-2011 FY 2011-2012 2012-2013 2012-2013 11-12 VS 12-13

LIBRARIES
Danbury Public Library 1,898,131 1,906,053 2,091,831 1,847,146 -58,907
Long Ridge Library 4,860 4,860 6,159 4,860 0

TOTAL LIBRARIES 1,902,991 1,910,913 2,097,990 1,852,006 -58,907

CULTURE AND RECREATION

Recreation 375,648 440,670 378,259 373,259 -67,411

Tarrywile Park Authority 255,150 229,635 245,591 218,153 -11,482
Cultural Commission 84,861 76,545 90,000 72,718 -3,827
Lake Kenosia Commission 15,799 16,038 17,000 15,236 -802
Ives Authority Performing Arts 64,800 58,320 58,320 55,404 -2,916
Danbury Museum/Hist Soc Auth 76,950 69,255 69,255 65,792 -3,463
Culture & Rec Employee Benefit 0 0 0 0 0

TOTAL CULTURE AND RECREATION 873,208 890,463 858,425 800,562 -89,901

RECURRING COSTS
FICA 1,436,292 1,600,000 1,600,000 1,600,000 0
Pension Expense 5,301,752 7,677,000 9,460,000 9,460,000 1,783,000
Employee Service Benefit 145,415 200,000 200,000 200,000 0
Worker's Compensation 814,089 1,051,950 1,051,950 1,051,950 0
State Unemployment Comp 33,872 45,000 65,000 65,000 20,000
Employee Health & Life Ins 15,010,876 15,416,146 14,724,402 14,724,402 -691,744
Union Welfare 1,170,532 1,200,000 1,325,000 1,325,000 125,000
Ins & Official Bond Premium 1,842,220 2,534,351 2,690,210 2,690,210 155,859

TOTAL RECURRING COSTS 25,755,048 29,724,447 31,116,562 31,116,562 1,392,115

81
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CITY OF DANBURY, CONNECTICUT

PROPOSED OPERATING BUDGET FY 2012-2013
SUMMARY OF OPERATING BUDGET EXPENDITURES

AMENDED PROPOSED PROPOSED

ACTUAL BUDGET BY DEPT BY MAYOR $ CHANGE
DEPARTMENT 2010-2011 FY 2011-2012 2012-2013 2012-2013 11-12 VS 12-13

DEBT SERVICE
Interest on Debt 4,236,750 5,111,496 5,157,481 5,157,481 45,985
Interest on Debt - Schools 774,372 854,554 750,115 750,115 -104,439
Redemption of Debt 5,783,112 8,018,600 8,264,292 8,264,292 245,692
Redemption of Debt - School 2,630,238 2,663,000 2,852,278 2,852,278 189,278

TOTAL DEBT SERVICE 13,424,471 16,647,650 17,024,166 17,024,166 376,516

CAPITAL PROJECTS
Capital Outlay - Lap Lease Act 657,717 0 0 0 0
Replace Fire Apparatus - 2 Pumpers 155,575 165,245 155,820 155,820 -9,425
BOE Energy Efficiency/Boilers, Windows 49,450 700,550 727,527 727,527 26,977
Replace Fire Apparatus - 1 ladder truck 0 0 115,000 115,000 115,000
CRM/ERP Project 0 0 520,022 520,022 520,022
Roof Condition Survey of City Buildings 0 0 75,000 75,000 75,000
Replace and Outfit PD Vehicles 284,457 364,723 674,954 400,000 35,277
Replace Fire Apparatus - Airpacs 96,315 153,685 100,000 100,000 -53,685
OSHA Mandated UST Replacement 20,628 59,372 0 0 -59,372
Still River Greenway 4,733 314,925 0 0 -314,925
New Septic Airport 0 70,000 0 0 -70,000
Roberts Ave Environmental Testing 0 25,000 0 0 -25,000
School Facilities Study 2020 0 100,000 0 0 -100,000

TOTAL CAPITAL PROJECTS 1,268,876 1,953,500 2,368,323 2,093,369 139,869

 CITY OF DANBURY, CONNECTICUT
PROPOSED OPERATING BUDGET FY 2012-2013
SUMMARY OF OPERATING BUDGET EXPENDITURES

AMENDED PROPOSED PROPOSED

ACTUAL BUDGET BY DEPT BY MAYOR $ CHANGE
DEPARTMENT 2010-2011 FY 2011-2012 2012-2013 2012-2013 11-12 VS 12-13

TRANSPORTATION
Airport 509,660 511,858 531,715 520,353 8,495
HART 733,080 733,080 747,485 733,080 0

TOTAL TRANSPORTATION 1,242,740 1,244,938 1,279,200 1,253,433 8,495

CONTINGENCY
Contingency 0 347,200 450,524 450,524 103,324
Operating Transfers Out - Animal Fund 758,413 258,452 266,352 266,352 7,900

SUBTOTAL 758,413 605,652 716,876 716,876 111,224

GRAND TOTAL 206,460,399 215,713,028 230,318,683 220,100,000 4,386,972

83
 84

REVENUE BUDGET ANALYSIS

Summary

The City’s General Fund Revenues are derived from the following sources:
1) Property Taxes levied on real and personal property net of reserve for uncollectibles (80.0% of the FY12-13 budgeted revenues)
2) Intergovernmental Revenue (15.3% of the FY12-13 budgeted revenues)
3) Licenses and Permits (1.6% of the FY12-13 budgeted revenues)
4) Fines and Penalties (.7% of the FY12-13 budgeted revenues)
5) Investment Income (.1% of the FY12-13 budgeted revenues)
6) Charges for Services (1.2% of the FY12-13 budgeted revenues)
7) Fund Equity (1.1% of the FY11-12 budgeted revenues)

FY 2012-2013 Budgeted Revenues – Percentage by Type

Fines & Investment Charges for

Penalties Income Services
0.7% 0.1% 1.2% Fund Equity
Licenses & 1.1%
Permits
1.6%
Intergovernmental
15.3%

Property Taxes
80.0%
The budgeted General Fund Revenues for FY 2012-2013 total $220,100,000, an increase of $4,180,603 or 1.94% more than the prior year adopted budget. The
factors accounting for this change are as follows:

Taxes $6,965,169 Investment Income -0-

Licenses and Permits (432,287) Use of Fund Balance (50,000)
Charges for Services (2,665,432 Operating Transfer-In (1,278,000)
Intergovernmental 1,131,153 Fines & Penalties (18,000)

The chart below illustrates revenue changes since FY 2008-2009 as well as the budget for the succeeding year.

FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 11-12 FY 12-13

Revenue Actual % Actual % Actual % Budget % Projected % Budget %
Taxes 152,442,772 77.7% 154,860,156 76.9% 162,028,763 79.6% 169,171,244 78.3% 167,618,965 78.1% 176,136,413 80.0%
Intergovernmental 32,485,161 16.6% 33,294,755 16.5% 29,706,304 14.6% 32,642,787 15.1% 33,738,052 15.7% 33,773,940 15.3%
Licenses & Permits 3,328,156 1.7% 2,468,153 1.2% 3,260,421 1.6% 3,985,987 1.9% 3,020,065 1.4% 3,553,700 1.6%
Fines & Penalties 1,294,972 0.7% 1,485,132 0.7% 1,473,144 0.7% 1,457,000 0.7% 1,388,172 -99.3% 1,439,000 0.7%
Interest Income 1,916,231 1.0% 381,557 0.2% 191,553 0.1% 270,000 0.1% 215,000 0.1% 270,000 0.1%
Charges for Services 3,800,410 1.9% 5,487,186 2.7% 5,810,665 2.9% 5,242,379 2.4% 5,158,532 2.4% 2,576,947 1.2%
Fund Equity 670,508 0.0% 906,011 0.6% -2,789,161 -1.4% 2,400,000 1.1% 2,928,066 1.4% 0 0.0%
Other Financing Sources 1,102,542 0.5% 174,486 1.1% 3,778,750 1.9% 750,000 0.4 454,200 -32.5% 2,350,000 1.1%
TOTAL 197,040,752 100.0% 199,057,436 100.0% 203,460,438 100.0% 215,919,397 100.0% 214,521,052 -32.6% 220,100,000 100.0%
Revenue Growth $7,551,789 4.00% $2,016,684 1.02% $4,403,002 2.21% $12,458,959 6.32% -$1,398,345 -0.65% $4,180,603 1.94%

As provided by Public Act 09-1, approximately $3.3 million as originally budgeted for Education expenditures and Education Cost Sharing grant revenues were
paid directly to the Board of Education and accounted for in a separate special revenue fund for FY 2009-2010 and FY 2010-2011. The funds were paid as part
of the Federal ARRA State Fiscal Stabilization Funds passed through to the State of Connecticut Board of Education. Although ARRA funds are no longer
available, the State will be funding the entire $3,261,030 amount through Education Cost Sharing.

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Total General Fund Revenues & Revenue Growth

FY 08-09 through FY 12-13
(Millions)

3.9% 3.2%
$220 5.0%
4.0%

Revenue Growth (%)

4.0%
Total Gen. Fund

$200 2.6%
Revenue

3.0%
1.9%
2.0%
$180
1.0%
$160 0.0%
FY08/09 FY09/10 FY10/11 FY11/12 FY12/13

Fiscal Year

Revenue Overview

Property Taxes:
The principal source of revenue for the City of Danbury is local property taxes. Local taxes, which comprise 80% of the City’s revenue, are levied annually to
cover the operating expenses of City government. The following four factors determine the level of taxes that must be raised each year to meet the needs
of City government:

Gross Expenditures – The size of the City’s operating budget is a key determinant of the amount of money that must be raised through taxes each year.
The City is required to operate within a balanced budget, consequently, the larger the operating budget, the more revenue that must be raised through
taxation.

Other Revenue Sources – The City of Danbury also receives revenue from sources other than taxation, such as: intergovernmental revenue, licenses
and permits, charges for services, investment income, and fines and penalties. Stronger revenue collections from these sources can reduce the amount of
revenue that must be raised through taxation.

Grand List – The Grand List is the assessed value of all auto, real estate, and personal property. The Grand List, before adjusting for phase-in, for
FY 2012-2013 is $8,530,923,627, a slight increase of $16,364,115 or 0.2% from the current year.
 Tax Collection Rate – The budget assumes to collect 100% of the tax levy amount in the current year. Historically, the actual tax revenues have
usually been more than the budget because we do not specifically budget for other property tax revenues that typically occur during the year like
supplemental auto taxes and prior year collections. Such fiscally prudent practices have served the City well and will continue to keep us on sound
financial footing.

Historically, collections have been in excess of 98% of the current year levy. However, we are challenged by the recessionary impacts on our collections levels,
and the impact of commercial tax appeals resulting from the 2007 revaluation, but we have been aggressively taking steps towards maintaining the budgeted
tax revenues for this year and next. The following initiatives to maximize property tax revenues have been taken: a tax collection agency specializing in
municipal tax collections has been rehired; vehicles that are unregistered or have unpaid taxes are aggressively being pursued through a boot program;
receivables are being evaluated for sale; a mailing service will be assisting us in finding current billing addresses; and on-line and scheduled payments through
Sallie Mae will be allowed and encouraged.

Although we are optimistic about maintaining the collection levels of the past with our initiatives, the FY 2012-2013 Budget will have an uncollected tax
allowance of $1,000,000 to help offset the anticipated reduction of collections and losses on tax appeals.

Property Tax Revenues

FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 11-12 FY 12-13 FY 12-13 vs.

Revenue Actual Actual Actual Budget Projected Budget FY 11-12 Budget
Property Taxes $152,442,772 $156,076,692 $162,028,763 $169,171,244 $167,618,965 $176,136,413 $6,965,169

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Intergovernmental Revenue:
The receipts from this revenue source are expected to increase by $1,131,153 or 3.5%.

State Aid for Education as a % of Education Spending

$30 22.2% 23.0%

As a % of Education Expenditues
22.5% 22.0% 21.8%
State Aid for Education

$25 21.4% 22.5%

22.0%
$20 21.5%
$15 19.9% 21.0%
20.5%
$10 20.5% 20.0%
20.0% 19.5%
$5 19.0%
$0 18.5%
FY05/06 FY06/07 FY07/08 FY08/09 FY09/10 FY10/11 FY11/12 FY12/13
Fiscal Year

Education spending excludes federal & state grants designated for specific programs

Education - Revenues in this category are subsidies to local governments designed to offset the cost of education and are formula driven. They include
education equalization, transportation, special education and reimbursement for school construction projects. For FY 2012-2013, education revenues are
budgeted at $25,658,968, an increase of $25,175 or 0.1% from the FY 2011-2012 Budget.

Recently, Governor Malloy introduced an education reform package (S.B. 24) designating certain qualifying school districts as “Conditional Funding Districts.”
Although the City’s ECS funding has been flat funded for FY 12-13, eligible school districts such as Danbury’s BOE District, would be allowed to apply for an
additional $2,240,891 of ECS grants under the Governor’s proposed program. However, such funds would be paid directly to the Danbury BOE and are not
included in the FY 2012-2013 Proposed Budget.

Public Works – State revenues received for the Department of Public Works include grants for State Aid for Highways and State Road Maintenance. These
revenues are budgeted at $437,616, the same level as the current budget year.
Payment in Lieu of Taxes (PILOTS) – These payments represent a partial reimbursement for foregone property tax revenues from State owned property and
hospitals, tax relief for the elderly and tax exemptions for veterans. Revenue from these sources is budgeted at $5,252,932, a decrease of $45,413 or 0.9% from
the FY 2011-2012 budget.

Other – The City of Danbury receives other types of revenue that help fund various programs throughout the City. These include revenues from state revenue
sharing, manufacturing transition grant (formerly MM&E reimbursement) and public safety programs. These revenues are budgeted at $2,423,807, an increase of
$1,150,774 or 90.4%. The increase is primarily due to a reclassification of $837,473 for State Revenue Sharing, which was previously budgeted within “Licenses
& Permits”.

Intergovernmental Revenue

FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 11-12 FY 12-13 FY 12-13 vs.

Revenue Actual Actual Actual Budget Projected Budget FY 11-12 Budget
Education $24,610,156 $25,197,596 $21,774,032 $25,633,793 $25,699,748 $25,658,968 $25,175
Public Works 438,075 437,616 437,767 437,616 438,233 438,233 $617
PILOTS 7,394,587 7,597,753 7,273,709 5,298,345 5,289,575 5,252,932 -$45,413
Other 42,343 61,820 220,796 1,273,033 2,310,496 2,423,807 $1,150,774
TOTAL $32,485,161 $33,294,785 $29,706,304 $32,642,787 $33,738,052 $33,773,940 $1,131,153

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Licenses & Permits

The City of Danbury derives revenue through the assessment of charges for permitting of individuals and businesses to either operate a business, undertake
construction or convey property. Revenues in this category include building permits, conveyance tax, recording fees, Health and Human Services licenses and
permits, and street opening fees. The reclassification of $837,473 for state revenue sharing (previously listed as conveyance fees in the Governor’s FY 11/12
budget) caused a decrease of total “Licenses and Permits” revenue of $432,287 or -10.8%.

Building Department – Permit fees are charged to any person or business that desires to either renovate existing structures or to undertake new development
either commercial or residential. The FY 2012-2013 Budget for Building Permit revenues will increase by 29% to $2,000,000. A couple of major expansion and
renovation projects at the Danbury Hospital and the Danbury Mall will ensure that the budgetary levels are achieved for Building Permit revenues.

Town Clerk – The Town Clerk collects revenue through the conveyance of property and vital statistics. The Town Clerk’s budgeted revenues decreased
$899.5887 or 41.5% to $1,246,300 previously due to $837,473 previously classified as conveyance taxes in the Governor’s budget , being reclassified as “State
Revenue Sharing” within Intergovernmental revenues.

Health & Human Services– Health & Human Services issues certificates of occupancy and issues permits for septic sewage, rooming houses and restaurants.
Due to rate structure changes and projected activity, Health and Human Services revenue is budgeted to increase by $16,300 to $278,000 or 6.2%.

Public Safety – Revenue in this category includes alarm registrations and permits issued by the Police Department. For FY 2012-2013 revenue is budgeted at
$18,400, an increase of $1,000, or 5.7%.

Public Works – The Department of Public Works issues street opening permits for excavation work in the City. For FY 2012-2013 revenue is budgeted at
$11,000, the same level as the current budget year.

Licenses & Permits

FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 11-12 FY 12-13 FY 12-13 vs.

Revenue Actual Actual Actual Budget Projected Budget FY 11-12 Budget
Building Dept. $1,845,485 $1,056,900 $1,610,324 $1,550,000 $1,518,500 $2,000,000 $450,000
Town Clerk 1,309,298 1,241,636 1,352,785 2,145,887 1,190,345 1,246,300 -899,587
Health & Human Services 151,415 138,755 265,720 261,700 278,057 278,000 16,300
Public Safety 11,255 15,295 20,714 17,400 18,652 18,400 1,000
Public Works 10,703 15,567 10,878 11,000 14,511 11,000 0
TOTAL $3,328,156 $2,468,153 $3,260,421 $3,985,987 $3,020,065 $3,553,700 -$432,287
Fines, Penalties & Interest:
The City of Danbury derives revenue from parking violations, state court fines, and interest and lien fees on delinquent taxes.

Delinquent Taxes – Interest on delinquent taxes is set at the rate of 18% per annum and is mandated by State legislation. Penalty fees for late
payment are also mandated by State legislation. Penalty charges include lien fees, warrant fees, and returned check charges. Revenue in this category
is budgeted at $1,150,000, no increase from FY 2011-2012.

Public Safety – The Police Department issues parking violations throughout the City, excluding those issued by the Parking Authority. The Police
also issues parking violations during snow emergencies and other similar situations. The City contracts with a collection agency to pursue delinquent
receivable accounts. Additionally, the City receives revenue from the State of Connecticut for other traffic violations. Also included in this category
are false alarm fines. Total revenue for FY 2012-2013 is budgeted at $289,000, a decrease of $18,000 or 5.9%.

Fines, Penalties and Interest

FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 11-12 FY 12-13 FY 12-13 vs.
Revenue Actual Actual Actual Budget Projected Budget FY 11-121 Budget

Delinquent $1,015,635 $1,100,000 $1,176,886 $1,150,000 $1,135,291 $1,150,000 $0

Public Safety 279,337 290,000 296,931 307,000 252,881 289,000 -18,000
TOTAL $1,294,972 $1,390,000 $1,473,817 $1,457,000 $1,388,172 $1,439,000 -$18,000

Investment Income:
Investment income is derived through the investment of cash on a short-term basis in highly liquid investments to meet the cash flow needs of the City.
The FY 2012-2013 Budget is projecting continued low rates of return on certificates of deposit and money market investments. In recent years,
investment income has been reduced significantly as interest rates dropped to historic lows and capital projects are being completed, leaving less
available cash to invest.

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Investment Income - FY 2004-2004 through FY 2012-2013

$3,700,270 $3,760,101
$4,000,000
$3,500,000 $3,028,730
$3,000,000
$2,500,000 $1,916,231
$2,000,000 $1,335,962
$1,500,000
$1,000,000 $381,557
$191,553 $270,000 $270,000
$500,000
$0
2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-2013

Fiscal Year
Amounts for FY 11-12 and 12-13 are based on projections; all other years reflect actual collections.

Investment Income

FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 11-12 FY 12-13 FY 12-13 vs.

Revenue Actual Actual Actual Budget Projected Budget FY 11-12 Budget
Investment Income $1,916,231 $381,557 $191,553 $270,000 $215,000 $270,000 $0

Charges for Services:

Service charges are individual fees charged specifically for the use of a particular City service or activity.

Planning & Zoning – The Planning Department and its various boards and commissions assess fees related to development in the City. Budgeted revenues for
FY 2012-2013 total $231,750, an increase of $21,500 or 10.3%.

Public Works – The Water and Sewer Funds reimburse the General Fund for services provided on their behalf. In addition, this category includes a fee for site
plan reviews performed by the Engineering Department. Revenues for FY 2012-2013 total $410,530, an increase of $7,000 or 1.8%.

Public Safety – Both the Police and Fire Departments assess fees for various activities, including extra duty and fire watch services and finger prints, police
reports and permits. This category also includes fees for Fire Marshal inspections and permits and fees for weights and measures inspections. Budgeted revenues
for FY 2012-2013 total $608,150, an increase of $487,500 or 404.1%. FY 2012-2013 includes an estimated amount of $445,000 from the Ambulance Fund to
reimburse the General Fund for services provided on their behalf. Previously, reimbursement for this service to the Ambulance Fund was classified as an
Interfund Transfer.
Education – Revenues are from tuition reimbursements. Reimbursements for services provided on behalf of the City to the Danbury Public Schools amounting to
$353,845 have been eliminated for FY 2012-2013. Revenues are budgeted at $75,000, a decrease of $393,845 from FY 11-12.

Transportation – The City operates a municipal airport through which a majority of these revenues are derived. In addition, the City receives reimbursement for
Housatonic Area Regional Transit (HART), which provides bus and trolley services in Danbury. Revenues for FY 2012-2013 are budgeted at $717,000, a
decrease of $10,000, or 1.4%.

Parks and Recreation – The Department of Parks and Recreation charges fees to City residents to participate in recreational activities throughout the City. FY
2012-2013 budgeted revenues in this category total $173,000, a decrease of $13,000 or 7.0% from FY 2011-2012.

Other - Other revenues include the sale and rental of land, civil service test fees, welfare reimbursement, grant administration, class fees from the senior center,
copying charges from various departments, the sale of surplus property, data technology services and other miscellaneous reimbursements from various sources.
Revenues from this category are budgeted at $357,317 a decrease of $2,764,587 mostly due to the elimination of the use of “one-time” revenue sources such as
the role of surplus property.

Charges for Services

FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 11-12 FY 12-13 FY 12-13 vs.

Revenue Actual Actual Actual Budget Projected Budget FY 11-12 Budget
Planning & Zoning $196,227 $168,434 $198,190 $210,250 $183,064 $231,750 $21,500
Public Works 329,990 356,797 409,753 403,530 403,530 410,530 7,000
Public Safety 1,533,994 1,948,471 1,768,274 120,650 159,233 608,150 487,500
Education 407,873 442,644 388,749 468,845 115,000 75,000 -393,845
Transportation 627,851 634,586 591,711 727,000 694,040 717,000 -10,000
Parks & Recreation 138,350 172,171 179,237 186,000 165,492 173,000 -13,000
Other 566,125 1,764,083 2,274,754 3,121,904 3,438,173 357,317 -2,764,587
TOTAL $3,800,410 $5,487,186 $5,810,668 $5,238,179 $5,158,532 $2,572,747 -$2,665,432

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GENERAL FUND INDIRECT REVENUE PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

AMENDED RECEIPTS PROPOSED

REVENUE ACTUAL BUDGET AS OF PROJECTED BY MAYOR
CODE DEPARTMENT 2010-2011 2011-2012 2/29/2012 2012-2013 2012-2013

TAX FEES

4120 Suspense Tax 46,566 50,000 22,907 49,179 50,000

4130 Interest & Liens 1,071,091 1,100,000 671,924 1,086,112 1,100,000
4135 Premium Rev Tax Lien Sales 65,833 0 0 0 0
4140 Unregistered Taxes -6,605 0 -434 0 0

SUBTOTAL 1,176,886 1,150,000 694,397 1,135,291 1,150,000

LICENSES & PERMITS

4201 Police Lic. & Permits 18,561 15,000 8,055 16,079 16,000
4202 Building Department 1,610,324 1,550,000 764,140 1,518,500 2,000,000
4203 Conveyance Tax 708,829 1,489,587 343,819 534,191 590,000
4204 Town Clerks Fees 638,797 650,000 404,100 647,600 650,000
4205 Permit-Town Clerk 5,159 6,300 6,174 8,554 6,300
4206 License & Permits-Health 257,160 250,000 112,139 271,465 270,000
4207 Room House&Hotel-Motel Lic 5,280 8,200 1,734 4,005 5,000
4208 Cert of Apt Occup Health 3,280 3,500 1,840 2,587 3,000
4211 Street Opening Fees 10,878 11,000 9,057 14,511 11,000
4213 Alarm Registrations 2,153 2,400 2,030 2,573 2,400

SUBTOTAL 3,260,420 3,985,987 1,653,088 3,020,065 3,553,700

 GENERAL FUND INDIRECT REVENUE PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

AMENDED RECEIPTS PROPOSED

REVENUE ACTUAL BUDGET AS OF PROJECTED BY MAYOR
CODE DEPARTMENT 2010-2011 2011-2012 2/29/2012 2011-2012 2012-2013

FINES & PENALTIES

4301 Parking Violations 88,906 110,000 44,440 73,188 90,000

4302 Parking Violations Penalties 25,274 22,000 16,870 27,947 24,000
4303 State Court Fines 49,279 35,000 18,553 37,113 40,000
4304 False Alarm Fines 131,250 140,000 85,637 114,633 135,000
4305 Zoning Violations Fees 1,550 0 0 0 0
4307 Citations 673 0 0 0 0

SUBTOTAL 296,931 307,000 165,501 252,881 289,000

4401 Interest on Investments 71,238 110,000 39,351 90,000 110,000

4402 Interest on Accounts 1,393 0 0 0 160,000
4403 Bonds and Specl Funds Interest 118,922 160,000 49,552 125,000 0

SUBTOTAL 191,553 270,000 88,903 215,000 270,000

INTERGOVERNMENTAL

4501 Highway State Aid 421,447 421,296 421,913 421,913 421,913

4502 State Road Maintenance 16,320 16,320 0 16,320 16,320
4505 State Reimb Boats 16,293 0 0 0 0
4508 Education Equilization 19,373,717 22,857,956 7,235,064 22,857,956 22,857,956
4509 Special Ed Agency Plment 1,540,057 1,441,915 859,058 1,441,915 1,450,000
4510 Elem-High School Trans 86,763 521,108 0 542,076 522,334

95
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GENERAL FUND INDIRECT REVENUE PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

AMENDED RECEIPTS PROPOSED

REVENUE ACTUAL BUDGET AS OF PROJECTED BY MAYOR
CODE DEPARTMENT 2010-2011 2011-2012 2/29/2012 2011-2012 2012-2013

4511 Transportation-Non-Public 106,617 175,610 0 220,597 221,146

4516 School Renovations 582,547 582,547 582,547 582,547 582,547
4517 Interest Subsidy 84,331 54,657 44,509 54,657 24,985
4518 Public Housing-Lieu Tax 144,370 170,000 0 139,000 150,000
4519 State Prop in Lieu of Tax 2,444,158 2,261,264 2,262,402 2,262,402 2,258,801
4520 In Lieu Tax-Hosp& College 1,503,574 1,289,310 1,289,278 1,289,278 1,289,278
4521 Manufacturers Exempt State 1,534,876 0 0 0 0
4522 Mashantucket Pequot Fund 939,867 933,276 319,325 957,975 957,317
4523 Vets Exemption-St of CT 18,503 21,795 22,400 22,400 23,000
4524 Elderly-Lieu of Taxes 12,000 12,000 5,083 9,166 2,000
4525 State-Heart Program 398,781 360,700 -109,308 331,774 302,800
4531 Phone Access Lines 277,580 250,000 0 277,580 269,736
4532 Civil Defense 36,458 20,000 0 20,000 36,458
4535 FEMA 151,924 0 0 0 0
4536 State Revenue Sharing 0 1,238,033 603,037 739,512 837,473
4538 St Pub Safety Answering Pt Sub 16,121 15,000 12,081 16,108 15,000
4541 Manufacturing Transition Grant 0 0 0 1,534,876 1,534,876

SUBTOTAL 29,706,304 32,642,787 13,547,390 33,738,053 33,773,940

CHARGES FOR SERVICES

4601 Housatonic Area Reg Transit 1,786 85,000 93,676 93,676 90,000
4602 Housing Authority 0 18,000 0 18,000 18,000
4603 Planning Commission 15,645 18,000 7,210 17,066 20,000
4604 Zoning Board 2,650 4,250 2,120 4,062 4,250
 GENERAL FUND INDIRECT REVENUE PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

AMENDED RECEIPTS PROPOSED

REVENUE ACTUAL BUDGET AS OF PROJECTED BY MAYOR
CODE DEPARTMENT 2010-2011 2011-2012 2/29/2012 2011-2012 2012-2013

4605 Zoning Board of Appeals 6,690 13,000 2,600 5,312 7,500

4606 Environmental Impact 28,338 45,000 19,619 38,421 40,000
4607 Planning and Zoning 144,867 130,000 65,219 118,203 160,000
4608 Rental of Land 43,103 43,000 38,360 42,574 43,000
4609 Sale of Assets 2,073,700 2,900,000 558 2,900,000 0
4610 Civil Service Test Fees 18,872 3,500 725 1,218 3,500
4611 Vets Advisory Center 2,400 1,525 0 1,525 1,525
4612 Data Processing Services 190 200 15 150 150
4614 Admin Reimb - Water 113,486 102,000 0 102,000 102,000
4614 Admin Reimb - Sewer 16,255 18,000 0 18,000 18,000
4614 005 Ambulance Reimb-City Admin. 0 0 0 0 50,000
4615 Sewer Reimb-Tax Services 98,400 105,708 105,708 105,708 105,708
4616 Sewer Reimb-DP Services 21,600 23,460 23,460 23,460 23,460
4618 Water Reimb-Tx Services 111,652 111,652 111,652 111,652 111,652
4619 Water Reim-DP Services 24,710 24,710 24,710 24,710 24,710
4621 School Reimb-Parks Rec Service 353,845 353,845 353,845 0 0
4631 Grant Administrator 103,404 60,000 71,606 71,606 70,000
4632 Police Reports 10,136 20,000 5,049 20,019 20,000
4632 Police Fingerprints 11,131 0 8,185 0 0
4633 Police Special Services 1,541,635 0 -149,025 0 0
4634 Fire Special Services 60,309 0 -7,514 0 0
4635 Fire-Permits&Reports Reg. 1,147 1,400 955 1,821 1,400
4638 Fire Dept. Chgs for Svcs 5,291 4,250 2,245 3,292 4,250
4638 005 Ambulance Reimb-1st Responder 0 0 0 0 395,000
4639 St Leased Property Tax 6 0 0 0 0
4640 Tax Lien Adm Fee 1,591 3,000 350 1,500 2,000
4641 Aircraft Registrations 49,585 52,000 43,100 51,951 52,000
4642 Airport Charges 540,340 590,000 527,737 548,413 575,000

97
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GENERAL FUND INDIRECT REVENUE PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

AMENDED RECEIPTS PROPOSED

REVENUE ACTUAL BUDGET AS OF PROJECTED BY MAYOR
CODE DEPARTMENT 2010-2011 2011-2012 2/29/2012 2011-2012 2012-2013

4648 Tuition-Other 34,904 115,000 0 115,000 75,000

4653 Hatters Park-Revenue 19,620 28,000 18,875 15,090 15,000
4654 Recreation 159,617 158,000 132,780 150,402 158,000
4655 Misc. Charges and Services -212,975 48,579 286,941 214,389 80,067
4659 Other Revenues 51,048 0 26,390 26,390 0
4663 Town Clerk Copy Charges 22,915 40,000 3,499 4,947 10,000
4666 Town Clerk Historic Documents 19,464 0 0 0 0
4669 Engineering Site Plan Reviews 23,650 18,000 13,000 18,000 25,000
4670 Fire Marshal Inspections 72,633 48,500 57,463 57,463 70,000
4671 Fire Marshal Plan Reviews 25,712 6,500 34,200 34,200 25,000
4673 Tax Searches 15 100 60 64 75
4674 Consumer Protection 40,280 40,000 37,380 42,438 42,500
4677 Building Inspections 447 0 0 0 0
4678 Electric Interruption 6,913 4,000 1,589 2,728 4,000
4679 Refund - Prior Yr Exp 143,661 0 153,082 153,082 125,000

SUBTOTAL 5,810,665 5,238,179 992,423 5,158,534 2,572,747

DEREGULATED ASSESSMENT

4703 Deregulated Assmt 4,085 4,200 0 4,200 4,200

SUBTOTAL 4,085 4,200 0 4,200 4,200

 GENERAL FUND INDIRECT REVENUE PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

AMENDED RECEIPTS PROPOSED

REVENUE ACTUAL BUDGET AS OF PROJECTED BY MAYOR
CODE DEPARTMENT 2010-2011 2011-2012 2/29/2012 2011-2012 2012-2013

NOTE PREMIUM

4900 Other Fin - Capt Lease 657,717 0 0 0 0

4903 Premium on Bonds/Bans 831,290 0 1,528,718 0 0
4904 Operating Revenue 0 2,928,066 0 2,928,066 2,350,000
4905 Interfund Transfer 450,000 750,000 0 450,000 0

SUBTOTAL 1,939,007 3,678,066 1,528,718 3,378,066 2,350,000

GRAND TOTAL 42,385,852 47,276,219 18,670,420 46,902,090 43,963,587

*ARRA Funds of $3,261,030 paid directly to Board of Education as an offset to ECS funding for FY 2010-2011.

99
  
 

CITY OF DANBURY
EXPENDITURES BY FUNCTION
TOTAL - $220,100,000

Contingency
0.32%
Capital Transportation General  Health & Human 
0.95% 0.57% Government Services
4.25% Public Safety 0.60%
Debt Service 12.92% General Government $9,351,492
Recurring Costs 7.73% Public Works Public Safety 28,436,836
14.14% 4.26% Public Works 9,378,434
Health & Human Services 1,323,560
Culture & Social Services  Social Services Agencies 749,827
Recreation Agencies Education 116,003,866
0.39% 0.36% Libraries 1,852,006
Culture & Recreation 800,562
Libraries Recurring Costs 31,116,562
0.88% Debt Service 17,024,166
Capital 2,093,369
Transportation 1,252,444
Contingency 716,876
Total $220,100,000

Education
52.71%

100 
 
 101

CITY COUNCIL

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION As the legislative body of the City, the City Council has the power to enact, amend, or repeal ordinances. Additionally, the City
Council approves the appropriation of funds, adopts the City’s Operating and Capital Budgets, sets the mill rate, and has
overall legislative oversight over the City of Danbury.

FISCAL YEAR 2011-2012 ♦ In conjunction with the Mayor’s Office, continued to be proactive in adopting the necessary restrictive spending plan.

ACCOMPLISHMENTS ♦ Promoted more open communications with the City departments and constituents through enhanced utilization of
technology.
♦ Provide guidance and support to the Mayor’s Main Street Renaissance Task Force report in its efforts to promote
Downtown Danbury.

MAJOR OBJECTIVES ♦ Provide the necessary support to departments as the City upgrades its hardware/software and technical infrastructure
which will enhance and utilize technology to communicate more effectively with constituents/departments and
2012-2013 promote efficiency by streamlining the delivery of government services.
♦ Support the Mayor’s Office in pursuing public/private collaborative efforts in providing the best possible services
more efficiently and effectively and at the most affordable cost to the Danbury taxpayer.
 CITY COUNCIL PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

City Council is the legislative body for the City of Danbury. The Council consists of 21 members, 2 from each of seven wards and 7 at large. The members serve a term
of two years. The Council approves the appropriation of funds, adopts the City's budgets, set the mill rate and has the power to enact, amend or repeal ordinances.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT CITY COUNCIL 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

1005 CITY COUNCIL

5030 Overtime Salaries 2,042 2,000 815 1,631 1,900 1,800
5040 Part-Time Salaries 15,107 14,000 8,834 14,000 13,500 13,500
5318 Postage 297 300 25 71 3,000 300
5330 Leased Equipment 1,498 2,000 993 1,820 1,800 1,900
5334 Outside Services 40 2,000 0 2,000 2,000 2,000
5601 Office Supplies 1,898 2,000 0 0 2,000 2,000
5701 Office Equipment 0 1,350 997 0 650 650

TOTAL 20,882 23,650 11,664 19,522 24,850 22,150

1030 ORDINANCES

5324 Printing & Binding 5,000 5,000 3,700 5,000 5,000 5,000
5325 Legal & Public Notices 22,155 17,000 10,768 17,000 20,000 20,000

TOTAL 27,155 22,000 14,468 22,000 25,000 25,000

102
 103

MAYOR’S OFFICE

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION The mission of the Mayor’s Office is to ensure superior quality of constituent services for our citizens by
communicating and implementing the Mayor’s legislative and policy priorities. We are committed to working
with our residents, faith communities and businesses to assure Danbury’s municipal government fulfills our
obligations.

FISCAL YEAR 2011-2012 ♦ Hired Economic Development Coordinator to focus on business expansion and attraction, essentially
helping bottom line Real Estate tax revenue for the city.
ACCOMPLISHMENTS
♦ Took the first step in preparing for Danbury’s growing student body population by beginning to build a
school to house Head Start students. Simultaneously created a City Council committee to review
recommendations for the Danbury Public Schools 2020 Task Force.
♦ Handled the unexpected wrath of Mother Nature’s fury (more rainfall than in 9 previous years; Hurricane
Irene and Storm Alfred).
♦ Successfully negotiated appropriate contracts for all unionized city employees

MAJOR OBJECTIVES ♦ Accept recommendations from Mayor’s Danbury Airport Task Force and take appropriate next steps.

2012-2013 ♦ Work cohesively with newly-formed Main Street Partnership and take appropriate next steps.
♦ Continue work on Mayor’s Task Force to End Homelessness. Work closely with Danbury Housing
Partnership.
♦ Work with City Council on to review Danbury Schools 2020 Task Force recommendations and funding
needs.
 MAYOR’S OFFICE PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013
Mayor’s Office supports the Mayor’s administrative functions and constituent service activities. Staff in this office oversee City projects, staff and operations, coordinate
legislative matters scheduled for Common Council consideration, prepare the City’s annual report, act as a liaison to the public in their dealings with City government, and
and coordinate City services for special events, media communications and research.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-1010 MAYOR'S OFFICE 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5020 Salaries Regular 315,811 321,307 175,165 281,551 315,553 321,371

5040 Part-Time Salaries 31,971 3,432 1,277 2,149 3,400 3,400
5243 Worker's Comp Insurance 775 1,587 1,286 1,587 1,587 1,587
5318 Postage 3,566 6,252 2,113 4,877 6,385 5,620
5319 Travel/Mileage 0 400 0 400 1,400 1,000
5323 Subscriptions-Memberships 586 500 336 500 500 500
5324 Printing & Binding 1,351 750 125 750 750 750
5350 Community Access TV-DTV 267 0 0 0 0 0
5507 Maintain Office Eq-Frntur 250 300 118 299 300 300
5601 Office Supplies 2,679 1,500 1,217 1,500 2,000 1,500

TOTAL 357,256 336,028 181,637 293,613 331,875 336,028

07/01/12
MAYOR'S OFFICE FY 11-12 CHANGE FY 12-13 PRESENT PROPOSED
TABLE OF ORGANIZATION BUDGET (+or-) BUDGET RATES BY MAYOR

MAYOR 1 1 104,015 (A) 104,015

CHIEF OF STAFF TO THE MAYOR 1 1 (B) 79,498 (B) 79,498
SECRETARY TO MAYOR 1 1 54,558 54,558
COMMUNITY SERVICES COORDINATOR 1 1 45,420 45,420
COMMUNICATIONS COORDINATOR 1 1 45,420 45,420
RECEPTIONIST 1 1 32,209 32,209
TOTAL 6 6

(A) No increase per Mayor's request.

(B) 1/2 Mayor's Office; 1/2 Police Department.

104
 105

MAYOR’S OFFICE PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT MAYOR'S OFFICE 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

1170 ANNUAL REPORT

5334 Outside Services 10,000 10,000 10,000 10,000 10,000 10,000

TOTAL 10,000 10,000 10,000 10,000 10,000 10,000

1280 MAYOR'S DISCRETIONARY FUND

5334 Outside Services 4,143 7,000 2,213 5,458 7,000 7,000

5855 Contributions-Grants 1,770 3,500 2,790 3,464 3,500 3,500

TOTAL 5,913 10,500 5,003 8,922 10,500 10,500

1300 CITY MEMBERSHIPS

5856 HVCEO 31,720 31,720 15,860 31,720 32,354 32,354

5858 Conn Conference Municip 46,994 46,994 46,994 46,994 48,403 48,403
5859 U S Conf Mayors 5,269 5,269 5,269 5,269 5,269 5,269
5865 ASCAP License 617 766 766 731 700 700

TOTAL 84,600 84,749 68,889 84,714 86,726 86,726

 LEGISLATIVE ASSISTANT’S OFFICE

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION To provide the highest quality level of services to the City Council, Mayor and all interested citizens for their
information needs regarding legislative matters of the City while ensuring the preservations of related historical
documents and records.

FISCAL YEAR 2011-2012 ♦ Preserve historic minutes of meetings electronically

ACCOMPLISHMENTS ♦ Started Re-codification of Ordinances (first time since 1960)

♦ Provide the best possible service to everyone whether a public servant or an interested citizen
♦ Use of technology to improve services to both City Officials and the Public
♦ Participant in S.A.V.E. Volunteer Program.

MAJOR OBJECTIVES ♦ To continue to preserve all historic minutes of meetings electronically

2012-2013 ♦ Finish Re-Codification of Ordinances

♦ To secure Grants to Restore the historic Books of the City
♦ To continue to use technology to improve services to both City Officials and the Public

106
 107

LEGISLATIVE ASSISTANT'S OFFICE PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

Legislative Assistant’s Office serves as the custodian of public records, ordinances, resolutions, minutes of the City Council meetings, and attests and seals official
documents. The office receives claims and lawsuits against the City of Danbury.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS LEGISLATIVE ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT - 1020 ASSISTANT'S OFFICE 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5020 Salaries Regular 53,398 53,387 33,024 53,387 53,387 54,855

5243 Worker's Comp Insurance 469 469 380 380 469 469
5318 Postage 134 100 1 75 100 75
5323 Subscriptions-Memberships 164 175 174 174 174 174
5601 Office Supplies 1,640 1,239 1,018 1,219 1,250 1,200

TOTAL 55,804 55,370 34,596 55,235 55,380 56,773

LEGISLATIVE ASSISTANT'S NUMBER OF POSITIONS 7/1/12

OFFICE FY 11-12 CHANGE FY 12-13 PRESENT PROPOSED
TABLE OF ORGANIZATION BUDGET (+or-) BUDGET RATES BY MAYOR

LEGISLATIVE ASSISTANT 1 1 54,855 54,855

 PROBATE

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION The Danbury Probate Court serves Danburians through a variety of functions, including settlement of estates and
conservatorships. The Danbury Probate Court also serves the public in other ways, including name changes,
guardianships, adoptions, psychiatric commitments, guardians of mentally retarded, paternity and emancipation of
minors. The Judge provides free public seminars about the functions of the Probate Court, in the spirit of providing
greater understanding of probate procedures to the citizens of Danbury.

FISCAL YEAR 2011-2012 ♦ The Danbury Probate Court ended the year under budget for the 2011-2012 budget year.

ACCOMPLISHMENTS ♦ Participated as one of two Judges elected by the Probate Assembly to a statutorily-created Budget
Committee regarding the Probate Court consolidation and court budgets.
♦ We continued to recycle files and supplies to promote costs savings.

MAJOR OBJECTIVES ♦ To maintain the budget at the same level or less than the prior budget year.

2012-2013 ♦ To continue to take cost saving measures.

♦ To continue to work with Probate Administration on the state wide transitions.

108
 109

PROBATE COURT PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

Probate Court settles estates and conservatorships. The Probate Court can assist the citizens of Danbury with name changes, guardianships, adoptions, psychiatric
commitments, guardians of mentally retarded, paternity and emancipation of minors.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-1040 PROBATE COURT 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5315 Communication Services 1,356 1,600 1,556 1,556 1,700 1,500

5318 Postage 6,004 6,100 3,962 6,100 5,000 6,100
5323 Subscriptions-Memberships 164 200 0 174 200 200
5324 Printing & Binding 980 4,400 627 2,147 4,750 3,900
5330 Leased Equipment 1,460 1,750 898 1,555 2,200 1,450
5334 Outside Services 83 200 39 200 200 200
5601 Office Supplies 3,887 4,100 1,784 3,047 3,800 3,800
5701 Office Equipment 0 250 0 250 250 250

TOTAL 13,933 18,600 8,864 15,029 18,100 17,400

 REGISTRARS & ELECTIONS

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION In pursuit of the preservation of our democracy and faith in our government, it is our duty to enable all eligible
voters to participate in a free and open electoral process using the latest technology to provide for an untainted
election.

FISCAL YEAR 2011-2012 ♦ Worked to eliminate some of the States unfunded mandates.

ACCOMPLISHMENTS ♦ Conducted annual canvass to preserve voter eligibility.

♦ Conducted a fair and efficient election.
♦ Appointed and trained poll workers on election procedures.
♦ Lobbied to bring language change in State Statue to reflect new Voting technology.

MAJOR OBJECTIVES ♦ To work with the Council on reapportionment of the City as mandated by Charter.

2012-2013 ♦ To speak with our Legislators and the Secretary of the State on eliminating unfunded mandates.
♦ To continue to train all Election Day workers on latest procedures with the goal of ensuring error free
elections.
♦ To conduct annual canvass to ensure voter eligibility and preserve the integrity of the voting process.

110
 111

REGISTRARS OF VOTERS PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

Registrars of Voters has a wide variety of responsibilities in administering the elections: preparing and certifying the official voting list and making sure the
City has fair, accurate and efficient elections; overseeing the elections, primaries and referendums; maintaining the voter registration files, registers voters
and conducts an annual canvass of voters; and working with various organizations to maintain voter registration at the highest possible level.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-1060 REGISTRARS OF VOTERS 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5020 Salaries Regular 100,651 104,436 64,268 104,436 104,436 104,436

5040 Part-Time Salaries 65,120 49,490 37,507 49,490 57,915 57,915
5243 Worker's Comp Insurance 920 920 746 920 920 920
5315 Communication Services 2,251 2,100 1,482 1,749 2,500 2,500
5318 Postage 3,490 4,055 1,298 2,789 4,200 4,200
5322 Conferences 190 145 145 145 0 0
5323 Subscriptions-Memberships 214 285 229 265 240 240
5324 Printing & Binding 9,903 11,455 8,443 9,298 13,500 12,500
5334 Outside Services 3,191 7,500 7,166 7,500 8,800 8,000
5507 Maintain Office Eq-Frntur 86 150 41 49 150 150
5601 Office Supplies 3,174 3,200 2,248 3,127 3,200 3,200
5679 Materials-Supplies Other 600 200 0 0 420 420

TOTAL 189,789 183,936 123,574 179,768 196,281 194,481

NUMBER OF POSITIONS 7/1/12 1/1/13

REGISTRARS OF VOTERS FY 11-12 CHANGE FY 12-13 PRESENT PROPOSED PROPOSED
TABLE OF ORGANIZATION BUDGET (+or-) BUDGET RATES BY MAYOR BY MAYOR

REGISTRAR 2 2 52,218 52,218 52,218

 DIRECTOR OF FINANCE

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION The Finance Department is responsible for safeguarding the City’s assets by keeping account of all financial transactions and
reporting the financial condition of the City on a periodic basis. The Director of Finance strives to maintain the tax rates at
reasonable levels without adversely impacting the quality of City services by employing best practices related to debt, cash,
and financial management.

FISCAL YEAR 2011-2012 ♦ Conducted a Bond Refunding of $16,225,000 which resulted in a net present value savings of nearly $800,000.

ACCOMPLISHMENTS ♦ The Finance Department continues to spearhead efforts to implement a citywide Constituent Relationship Management
(CRM) software solution which will upgrade and fully integrate the City’s systems and provide a more efficient and
effective business operations. The CRM is intended to dramatically improve internal business operations and improve
constituent accessibility to city services.
♦ For the 24th consecutive year, the Government Finance Officers Associations (GFOA) has awarded the City’s Finance
Department with the Certificate of Achievement, which is a prestigious national award recognizing conformance with
the highest standards for preparation of state and local government financial reports. The Finance Department has
also received the Distinguished Budget Presentation Award from the GFOA for the last 8 consecutive years.

MAJOR OBJECTIVES ♦ To be awarded the Certificate of Achievement and Distinguish Budget Presentation Award from the GFOA.

2012-2013 ♦ The successful completion (on-time & on-budget) of the CRM/ERP technical infrastructure project.
♦ To establish and update written policies and procedures for the Finance Division to ensure compliance with “Best
Practices.”
♦ To revise the Cash Management process to maximize return on investment.

112
 113

DIRECTOR OF FINANCE PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013
Director of Finance is responsible for developing and executing financial policies for the efficient use of taxpayer dollars. The department processes all accounts payable
and receivable, and the City’s payroll, while auditing expenditures and revenues. The Director of Finance is also responsible for budget preparation, debt management,
pension administration, grant accounting, and treasury and cash management.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT DIRECTOR OF FINANCE 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

1080 DIRECTOR OF FINANCE

5020 Salaries Regular 768,785 807,153 471,609 771,431 807,153 833,026
5020 001 Personnel Salary Savings 0 -42,151 0 0 0 -44,972
5030 Overtime Salaries 626 1,500 1,310 1,500 2,500 1,500
5040 Part-Time Salaries 21,622 27,385 17,147 26,913 26,540 45,000
5243 Worker's Comp Insurance 7,122 6,622 5,773 6,622 7,122 7,122
5311 Professional Services 8,499 14,900 6,639 9,551 13,710 14,000
5318 Postage 5,012 5,245 2,872 4,623 5,245 5,245
5319 Travel/Mileage 816 600 302 524 600 600
5322 Conferences 5,202 4,750 2,351 4,006 5,250 5,250
5323 Subscriptions-Memberships 3,514 4,000 2,846 2,885 4,000 3,600
5324 Printing & Binding 2,542 3,600 0 3,600 3,600 3,300
5325 Legal & Public Notices 0 974 974 0 0 0
5330 Leased Equipment 5,000 5,000 2,500 4,078 5,000 5,000
5601 Office Supplies 8,086 5,991 4,645 5,991 7,000 6,000

TOTAL 836,827 845,569 518,967 841,724 887,720 884,671

1100 INDEPENDENT AUDIT
5312 Independent Acctg-Audit 37,625 40,000 27,192 40,000 40,000 40,000
TOTAL 37,625 40,000 27,192 40,000 40,000 40,000
1320 RETIREMENT ADMINISTRATION
5311 Professional Services 17,683 20,000 0 20,000 20,000 20,000
TOTAL 17,683 20,000 0 20,000 20,000 20,000
 DIRECTOR OF FINANCE PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

NUMBER OF POSITIONS 07/01/12

DIRECTOR OF FINANCE FY11-12 CHANGE FY 12-13 PRESENT PROPOSED
TABLE OF ORGANIZATION BUDGET (+or-) BUDGET RATES BY MAYOR

DIRECTOR OF FINANCE 1 1 137,053 137,053

ASSISTANT DIRECTOR OF FINANCE 1 1 108,045 108,045
SENIOR ACCOUNTANT 1 1 80,501 80,501
PAYROLL SUPERVISOR ACCOUNTANT 1 1 77,642 77,642
FINANCIAL ASST/PENSION SPECIALIST 1 1 71,434 71,434
ACCOUNTANT 1 1 68,408 68,408
ACCOUNTANT/BUDGET ANALYST 1 1 * 33.25 * 34.00
ACCOUNT CLERK III (PAYROLL) 1 1 * 26.18 * 27.61
ACCOUNT CLERK II (PAYROLL) 1 1 * 24.17 * 24.71
ACCOUNT CLERK II 3 3 * 23.16 * 24.14-24.71
TOTAL 12 12
*Union negotiated

114
 115

CITY TREASURER PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

City Treasurer has custody of and shall disburse funds of the City and shall deposit these funds in banks or other depositories prescribed by the City Council. No
disbursements may be made from City funds except by check signed by the Treasurer. The Treasurer must be satisfied that checks issued by the City represent the proper
payment of duly authorized obligations of the City.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT -1070 CITY TREASURER 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5020 Salaries Regular 21,945 21,941 13,503 21,941 21,945 21,941

5243 Worker's Comp Insurance 193 193 156 193 193 193

TOTAL 22,138 22,134 13,659 22,134 22,138 22,134

NUMBER OF POSITIONS 7/1/12

CITY TREASURER FY 11-12 CHANGE FY 12-13 PRESENT PROPOSED
TABLE OF ORGANIZATION BUDGET (+or-) BUDGET RATES BY MAYOR

CITY TREASURER 1 1 21,941 91,941

 INFORMATION TECHNOLOGY

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION The Information Technology Department is committed to providing support services to all departments of municipal
governments by incorporating the newest technologies to improve government efficiency while assuring that our
data systems remain secure.

FISCAL YEAR 2011-2012 ♦ Successfully transitioned the City’s email system to Google Docs which greatly enhances the functionality with lower
costs and negligible downtime.
ACCOMPLISHMENTS
♦ Provided technical expertise in selecting the CRM/ERP vendors and will continue to provide data conversion support
as necessary.
♦ Presented a plan to redesigning the hardware and technical infrastructure which include provisions for disaster
recovery, data security and offsite backup/storage while minimizing future maintenance costs.

MAJOR OBJECTIVES ♦ Implement and integrate the new hardware relating to the re-design of the City’s infrastructure.

2012-2013 ♦ Provide enhanced training to the end-users to maximize the benefits of the new software, infrastructure features, and
to empower the end-user to become more self reliant.
♦ Continue to provide the technical lead on the CRM/ERP Project to ensure the project is completed on-time and on-
budget.
♦ To begin transitioning to a “thin client” environment
♦ To maximize the City’s technical and fiber investments by implementing VOIP (Voice Over Internet Protocol)

116
 117

INFORMATION TECHNOLOGY PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

Information Technology supports the hardware, software, and network infrastructure that comprises the City’s computer system; provides help-desk support and
issue resolution; network and email administration; direction, design, implementation and maintenance of new or upgraded systems; disaster planning and recovery
capabiltiies.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-1090 INFORMATION TECHNOLOGY 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5020 Salaries Regular 223,665 315,643 158,664 208,667 384,358 330,622

5020 001 Personnel Salary Savings 0 -62,335 0 0 0 0
5030 Overtime Salaries 4,313 5,000 1,088 5,000 5,000 5,000
5040 Part-Time Salaries 21,381 23,000 14,728 23,000 23,000 23,000
5243 Worker's Comp Insurance 2,892 2,892 2,344 2,892 2,892 2,892
5311 Professional Services 488,765 362,053 134,962 362,053 362,053 225,000
5315 Communication Services 92,728 104,000 70,629 104,000 104,000 100,000
5318 Postage 323 800 93 204 800 500
5319 Travel/Mileage 0 100 9 0 0 0
5320 Training Courses 2,979 11,900 51 11,900 25,000 20,000
5323 Subscriptions-Memberships 325 500 0 0 500 500
5330 Leased Equipment 53,454 47,000 8,587 47,000 0 0
5334 Outside Services 52,795 29,650 14,545 29,650 20,000 47,500
5350 Community Access TV-DTV 0 6,500 0 0 65 6,500
5507 Maintain Office Eq-Frntur 311,023 348,000 273,109 348,000 414,712 400,000
5601 Office Supplies 15,690 18,000 5,618 11,627 15,000 15,000
5701 Office Equipment 19,029 11,000 746 11,000 50,000 50,000

TOTAL 1,289,361 1,223,703 685,173 1,164,993 1,407,380 1,226,514

 INFORMATION TECHNOLOGY PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

NUMBER OF POSITIONS 7/1/12

INFORMATION TECHNOLOGY FY 11-12 CHANGE FY 12-13 PRESENT PROPOSED
TABLE OF ORGANIZATION BUDGET (+or-) BUDGET RATES BY MAYOR

MANAGER OF INFORMATION TECHNOLOGY 1 1 105,000 105,000

ASST. MANAGER OF INFORMATION TECH 1 1 79,011 79,011
NETWORK ADMINISTRATOR LAN/WAN 1 1 67,675 67,675
PC & LAN SPECIALIST 1 +1 2 * 34.25 * 35.02
TOTAL 4 5
*Union negotiated

118
 119

BUREAU OF ASSESSMENTS

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION The Assessor’s Office is committed to providing a fair and equitable valuation of real estate, motor vehicles and
personal property in Danbury and to provide excellent customer service for property owners and the public. We will
effectively communicate the availability of Danbury’s special assistance programs offered to qualified property
owners.

FISCAL YEAR 2011-2012

♦ Emphasized on high levels of performance and customer service.
ACCOMPLISHMENTS ♦ Developed a plan of operation for the 2012 City wide revaluation.
♦ Resolved many of our 2007, 2008 and 2009 Grand List tax appeals.

MAJOR OBJECTIVES
♦ Create a separate link on our website to allow businesses & commercial owners to electronically file their
2012-2013 declarations and statements.
♦ Automate the real estate transfers to the City’s Vision system.
 BUREAU OF ASSESSMENTS PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

Bureau of Assessments, in accordance with Connecticut State Statutes, is required to update, compile and balance a list of all taxable and
exempt property each year for the October 1 assessment date. The Grand List consists of all real estate, motor vehicles and other personal
property. Compiling the Grand List involves reading land records, checking all permits, updating map changes, listing new businesses and
field inspections fornew construction and personal property.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-1110 BUREAU OF ASSESSMENTS 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5020 Salaries Regular 420,560 420,746 211,773 319,610 420,746 427,105

5030 Overtime Salaries 2,187 1,033 1,033 1,033 900 900
5040 Part-Time Salaries 2,580 4,180 3,037 4,180 3,700 3,700
5243 Worker's Comp Insurance 3,921 3,921 3,178 3,921 3,921 3,921
5318 Postage 4,199 3,800 2,112 2,975 3,800 3,800
5320 Training Courses 643 225 75 115 200 200
5323 Subscriptions-Memberships 846 851 826 851 730 730
5324 Printing & Binding 658 817 440 817 950 850
5325 Legal & Public Notices 403 774 429 429 374 450
5330 Leased Equipment 2,658 2,100 0 2,100 2,100 2,100
5601 Office Supplies 2,660 2,220 2,003 2,220 2,575 2,575

TOTAL 441,314 440,667 224,907 338,251 439,996 446,331

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BUREAU OF ASSESSMENTS PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

NUMBER OF POSITIONS 07/01/12

BUREAU OF ASSESSMENTS FY 11-12 CHANGE FY 12-13 PRESENT PROPOSED
TABLE OF ORGANIZATION BUDGET (+or-) BUDGET RATES BY MAYOR

ASSESSOR 1 1 98,850 98,850

ASSISTANT ASSESSOR 1 1 * 33.25 * 30.88
PERSONAL PROPERTY CLERK 1 1 * 28.23 * 28.87
SENIOR FIELD PERSON 1 1 * 26.18 * 26.77
REAL ESTATE TRANSFER CLERK 1 1 * 24.17 * 23.68
GIS ANALYST 1 1 * 24.17 * 24.71
CLERK TYPIST II 2 2 * 21.16 * 21.64
TOTAL 8 8
*Union negotiated
 BOARD OF ASSESSMENT APPEALS

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION The Board of Assessment Appeals reviews specific cases if a taxpayer is in dispute of their assessment. The Board
meets in March for all real estate, motor vehicles and business personal property. The Board meets in September to
review motor vehicles only.

FISCAL YEAR 2011-2012 ♦ Reviewed 100 appeals

ACCOMPLISHMENTS ♦ Inspected vehicles on taxpayers who appealed. Checked condition, damage and mileage

MAJOR OBJECTIVES ♦ To attend Board of Assessment Appeals seminars.

2012-2013

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BOARD OF ASSESSMENT APPEALS PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

Board of Assessment Appeals reviews cases when a taxpayer is in dispute of their assessment for real estate, motor vehicles and business personal property.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-1120 BOARD OF ASSESSMENT APPEAL 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5030 Overtime Salaries 290 717 0 631 1,500 3,500

5040 Part-Time Salaries 3,300 3,300 0 3,300 3,300 3,300
5318 Postage 75 140 0 140 500 350
5325 Legal & Public Notices 365 308 178 394 325 325

TOTAL 4,031 4,465 178 4,465 5,625 7,475

 TAX COLLECTOR

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION The mission of the Tax Collector is to apply all Connecticut General Statutes and City Ordinances equally and
without favoritism or prejudice. We will effectively communicate tax information and provide excellent customer
service.

FISCAL YEAR 20011-2012 ♦ Maintained a consistently high collection rate that helps sustain the city fiscally.

ACCOMPLISHMENTS ♦ Tax lien sales generated $1,700,000 in tax, interest and lien revenue.
♦ We have improved processing times, the resolution of issues, and provided positive customer interaction,
by taking proactive steps during the heavy July collection cycle, and at other heavy collection times
throughout the year.

MAJOR OBJECTIVES ♦ Utilize constables, lien sales, and other collection methods, with an emphasis on recovering delinquent
taxes in a timely manner, while encouraging taxpayers to pay their bills on time.
2012-2013
♦ Successfully convert to a new tax software system that improves all aspects of tax collection, including
customer service levels.
♦ Continue to provide a professional and courteous work environment for our customers.

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TAX COLLECTOR PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

Tax Collector, in accordance with the provisions of the Connecticut General State Statutes and the City of Danbury Code of Ordinances, bills, collects
deposits and accounts for secured, unsecured and supplemental property taxes, along with the same for sewer/water usage and assessments. This office
also manages accounts in bankruptcy and provides current and accurate tax information to the public, attorneys, title companies, tax servicing agencies
and banks/mortgage companies.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-1130 TAX COLLECTOR 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5020 Salaries Regular 437,161 500,291 254,010 413,521 500,291 510,406

5020 Personnel Salary Savings 0 -43,989 0 0 0 -44,972
5030 Overtime Salaries 2,848 3,000 2,928 2,982 2,900 2,900
5243 Worker's Comp Insurance 4,946 4,946 4,009 4,946 4,946 4,946
5313 Litigation Special 481 0 0 0 0 0
5318 Postage 46,607 52,750 37,369 42,883 53,000 46,000
5319 Travel/Mileage 102 0 0 0 200 200
5322 Conferences 150 750 732 732 700 700
5323 Subscriptions-Memberships 264 265 249 265 265 265
5324 Printing & Binding 2,292 2,500 2,091 2,091 3,000 2,500
5325 Legal & Public Notices 1,396 1,850 254 1,054 1,850 1,850
5330 Leased Equipment 1,289 1,800 735 1,097 1,800 1,800
5334 Outside Services 20,474 29,900 27,513 28,818 29,500 29,000
5507 Maintain Office Eq-Frntur 3,466 3,650 3,582 3,582 3,650 3,650
5601 Office Supplies 3,094 3,000 1,537 2,279 5,100 5,100
5602 Cash Register 0 300 300 0 0 0

TOTAL 524,570 561,013 335,310 504,250 607,202 564,345

 TAX COLLECTOR PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

NUMBER OF POSITIONS 07/01/12

TAX COLLECTOR FY 11-12 CHANGE FY 12-13 PRESENT PROPOSED
TABLE OF ORGANIZATION BUDGET (+or-) BUDGET RATES BY MAYOR

TAX COLLECTOR 1 1 90,259 90,259

ASSISTANT TAX COLLECTOR 1 1 * 33.25 * 33.25
ACCOUNT CLERK II - TAX COLLECTOR 3 3 * 26.18 * 26.77-27.61
ACCOUNT CLERK II 1 1 * 24.17 * 24.71
CASHIER 2 2 * 21.16 * 21.16
TOTAL 8 8
*Union negotiated

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PURCHASING

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION The Purchasing Department's mission is to procure the goods and services required by City departments and
agencies in the most cost-effective and efficient manner, while ensuring compliance with the rules and regulations
set forth by the City Code of Ordinances. We are committed to maintaining a conduct of business that is both
professional and ethical, so as to best promote the interests of the City of Danbury.

FISCAL YEAR 2011-2012 ♦ Conducted several successful on-line auctions for surplus vehicles & equipment

ACCOMPLISHMENTS ♦ Participated in a successful reverse auction for road salt, which yielded a 10% cost savings as compared to
last year’s price – total savings of approximately $50,000 based upon last year’s actual usage
♦ City’s electronic bid notification system reached a milestone this past fiscal year when the subscriber base
exceeded 2,000 – this system, which was started in 2009, has greatly streamlined the bid process and has
proven to be very popular with the vendor community

MAJOR OBJECTIVES ♦ Participate in the implementation of the CRM/ERP Software System

2012-2013 ♦ Review/update language in Purchasing section of City’s Code of Ordinances

♦ Perform comparative review of new government cooperative contracts now available to the City
 PURCHASING DEPARTMENT PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013
Purchasing Department is responsible for the acquisition of goods, equipment and services for all City departments, boards and commission. It also maintains
the City’s fixed asset inventory. In addition to ensuring that all acquisitions are in compliance with the rules and regulations set forth in the Code of Ordinances,
the department provides expediting services and budget preparation assistance for all City departments, boards and commissions.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-1140 PURCHASING DEPARTMENT 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5020 Salaries Regular 196,915 193,627 92,362 150,839 193,627 196,538

5030 Overtime Salaries 0 52 51 52 0 -43,098
5040 Part-Time Salaries 13,031 16,181 11,209 16,181 16,233 36,233
5243 Worker's Comp Insurance 1,725 1,725 1,398 1,725 1,725 1,725
5318 Postage 792 1,800 380 619 1,800 1,000
5322 Conferences 200 200 25 200 200 200
5323 Subscriptions-Memberships 590 500 390 390 500 500
5324 Printing & Binding 439 1,000 559 1,000 1,250 1,000
5325 Legal & Public Notices 7,150 7,000 2,285 7,000 8,000 7,250
5330 Leased Equipment 1,350 1,750 923 1,604 1,750 1,750
5507 Maintain Office Eq-Frntur 45 500 0 500 500 500
5601 Office Supplies 1,497 1,250 105 1,250 1,500 1,250
5701 Office Equipment 78 0 0 0 0 0
TOTAL 223,812 225,585 109,688 181,360 227,085 204,848

NUMBER OF POSITIONS 7/1/12

PURCHASING DEPARTMENT FY 11-12 CHANGE FY 12-13 PRESENT PROPOSED
TABLE OF ORGANIZATION BUDGET (+or-) BUDGET RATES BY MAYOR

PURCHASING AGENT 1 1 89,704 89,704

ASSISTANT PURCHASING AGEN 1 1 * 34.25 * 35.02
PURCHASING CLERK 1 1 * 24.17 * 23.68
TOTAL 3 3
*Union negotiated

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CORPORATION COUNSEL

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION To provide excellent and cost effective legal advice, counsel and other legal services to Danbury municipal
government officials and employees.

FISCAL YEAR 2011-2012 ♦ Resolved significant tax appeals brought against the City for revaluation claims for 2007, 2008 & 2009

ACCOMPLISHMENTS ♦ Successfully defended labor, tax, construction & contract litigation claims
♦ Assisted in major and ongoing labor contract negotiations
♦ Office established regular inter-department sessions to prepare for & identify issues in matters reviewed by
City Counsel and its committees

MAJOR OBJECTIVES ♦ Continue to recommend and adopt provisions of law toward increase in City revenues through collection,
fee structure & other recovery methods
2012-2013
♦ Continue the trend of resolving tax appeals and related litigation at reduced legal & outside costs
♦ Continue to identify and acquire potential, significant open space properties in accordance with Open Space
authorization
♦ Major review, revision and implementation of Municipal Code of City of Danbury
 CORPORATION COUNSEL PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

Corporation Counsel is the City’s first line of defense. It advises the Mayor, the City Council, all City departments, agencies and boards of their legal duties and
responsibilities. It also provides City employees legal advice upon their request.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-1150 CORPORATION COUNSEL 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5020 Salaries Regular 245,790 249,630 151,319 247,996 244,630 251,357

5040 Part-Time Salaries 55,771 79,827 49,124 79,827 79,827 79,827
5243 Worker's Comp Insurance 2,280 2,280 1,848 2,280 2,280 2,280
5311 Professional Services 34,431 44,000 17,956 39,411 45,000 45,000
5313 Litigation Special 445,085 280,000 151,596 280,000 332,500 332,500
5318 Postage 966 890 484 821 850 850
5319 Travel/Mileage 1,151 1,250 339 609 1,150 1,150
5322 Conferences 1,440 1,700 1,656 1,700 1,200 1,200
5323 Subscriptions-Memberships 19,487 19,500 11,300 19,500 19,500 19,500
5330 Leased Equipment 2,720 2,900 830 2,900 2,900 2,900
5334 Outside Services 135,166 69,500 43,796 69,500 70,000 70,000
5601 Office Supplies 1,588 2,650 1,571 2,212 1,950 1,950
5701 Office Equipment 0 2,500 0 2,500 2,500 2,500
TOTAL 945,875 756,627 431,820 749,256 804,287 811,014

NUMBER OF POSITIONS 7/1/12

CORPORATION COUNSEL FY 11-12 CHANGE FY 12-13 PRESENT PROPOSED
TABLE OF ORGANIZATION BUDGET (+or-) BUDGET RATES BY MAYOR

DEPUTY CORP COUNSEL 1 1 107,182 107,182

ASST. CORP COUNSEL 1 1 89,618 89,618
LEGAL SECRETARY 1 1 54,558 54,558
TOTAL 3 3

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TOWN CLERK

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION To efficiently maintain all land records, maps, trade names, vital records, military discharges, and minutes of all
Commission meetings in accordance with State of Connecticut Statutes. The office issues and maintains a variety of
licenses and plays a significant role in elections, primaries, and referendums, which includes the issuance of
absentee ballots.

FISCAL YEAR 2011-2012 ♦ Completed several years on back file conversion of land records

ACCOMPLISHMENTS ♦ Preservation of the City’s old permanent records.

♦ Upgraded the land records software.

MAJOR OBJECTIVES ♦ Continue back file conversion of land records.

2012-2013 ♦ Reconfigure shelving in vault area.

♦ Print land record indexes in archival format per State Statutes.
 TOWN CLERK PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013
Town Clerk maintains records relating to land transactions, tax liens and releases, and probate certificates. It also records and maintains Danbury land maps
land owner maps, birth certificates, marriage licenses, death certificates, disinterment, cremation permits, dog licenses, trade name registrations, conveyance
tax forms, sportsman licensing, veterans’ papers, administration of the absentee ballot program, final election/primary results, voter registration cards, official
meeting agendas, legal notices, minutes, ordinances and resolutions and liquor applications and permits.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-1160 TOWN CLERK 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5020 Salaries Regular 258,127 257,315 59,359 233,093 257,315 277,463

5030 Overtime Salaries 286 1,000 0 190 2,000 1,000
5040 Part-Time Salaries 0 3,250 0 2,650 6,608 3,250
5243 Worker's Comp Insurance 2,717 2,717 2,202 2,202 2,717 2,717
5318 Postage 5,974 6,250 897 4,427 6,500 6,250
5319 Travel/Mileage 164 200 70 110 250 200
5322 Conferences 570 600 460 494 600 600
5323 Subscriptions-Memberships 254 300 0 384 300 300
5324 Printing & Binding 27,261 15,000 837 15,000 15,000 18,500
5325 Legal & Public Notices 2,134 3,700 609 2,658 5,000 3,700
5330 Leased Equipment 3,954 5,040 628 3,571 5,040 5,040
5334 Outside Services 29,159 25,500 1,052 22,399 26,000 25,500
5507 Maintain Office Eq-Frntur 13,917 14,500 3,451 13,897 15,000 15,000
5601 Office Supplies 4,802 6,750 414 5,712 6,750 6,000

TOTAL 349,319 342,122 69,979 306,787 349,080 365,520

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TOWN CLERK PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

NUMBER OF POSITIONS 07/01/12

TOWN CLERK FY 11-12 CHANGE FY 12-13 PRESENT PROPOSED
TABLE OF ORGANIZATION BUDGET (+or-) BUDGET RATES BY MAYOR

TOWN CLERK 1 1 55,641 55,641

ASSISTANT TOWN CLERK 1 1 * 24.17 * 30.88
ASSISTANT REGISTRAR OF VITAL STATISTIC 1 1 * 23.16 * 23.68
CLERK TYPIST II 3 3 * 21.16 * 22.44
TOTAL 6 6
*Union negotiated
 PERMIT COORDINATION

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION The Permit Center is committed to centralizing all permit and enforcement activities to a single location, eliminating
redundant reviews and coordinating City resources to enable the cost effective application of all Codes and
Ordinances. By simplifying the path for perspective/existing property owners, we will encourage economic growth
and allow for quality development in Danbury. The City of Danbury, through its Permit Center, will be recognized as a
leader in developing a customer friendly, technology based permitting process.

FISCAL YEAR 2011-2012 ♦ Completed training of staff and clients using new software that allows real time management of construction
projects. Permits application reviews and inspection status 24/7
ACCOMPLISHMENTS
♦ Continue to educate the public as to the advantages and ease of permitting home improvement projects.
♦ Implement application review fee. This will ensure that project review performed by city staff will result in the
construction. Reduction in dead applications and improve quality of application submissions.
♦ Expand GIS programs to aid our residence and business owners in building projects. New GIS Portal is up and
running using advanced ESRI software.

MAJOR OBJECTIVES ♦ Implement new permitting software for out community development suite.

2012-2013 ♦ Train and educate plan reviews, inspectors and the public on new software.
♦ Update our existing GIS geodatabase using new flyover data. This will allow for new planimetric features to be
available to our clients and developers.
♦ Continue to streamline existing permitting process. Apply new technologies to aid in this goal.

134
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PERMIT COORDINATION PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013
Permit Coordination is responsible for coordinating action by all municipal departments upon the submission of permit applications. It monitors permitting
activities and coordinates enforcement activities of the various departments to ensure that permit applications and enforcement activities are handled fairly and
efficiently. It is also responsible for public dissemination of information relating to the permit process.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-1190 PERMIT COORDINATION 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5020 Salaries Regular 278,135 277,294 171,365 277,294 277,294 284,200

5030 Overtime Salaries 0 35 35 35 2,000 1,000
5040 Part-Time Salaries 13,155 8,600 8,399 9,460 17,063 14,020
5243 Worker's Comp Insurance 3,035 3,035 2,460 2,460 3,035 3,035
5311 Professional Services 0 5,000 4,510 4,510 0 0
5315 Communication Services 748 750 590 750 750 750
5318 Postage 778 700 414 673 500 500
5320 Training Courses 216 150 0 150 2,000 2,000
5323 Subscriptions-Memberships 205 100 0 100 50 50
5507 Maintain Office Equip & Furn 2,317 2,500 2,344 2,344 2,510 2,500
5601 Office Supplies 1,170 1,600 596 1,289 2,380 1,800
5701 Office Equipment 996 860 0 0 1,595 1,595
TOTAL 300,756 300,624 190,714 299,065 309,177 311,450

NUMBER OF POSITIONS 7/1/12

PERMIT COORDINATION FY 11-12 CHANGE FY 12-13 PRESENT PROPOSED
TABLE OF ORGANIZATION BUDGET (+or-) BUDGET RATES BY MAYOR

DIR.OF PERMIT COORDINATION/ZEO 1 1 79,138 79,138

CUSTOMER SERVICE MANAGER 1 1 57,562 57,562
CUSTOMER SERVICES REP 2 2 * 26.18 * 26.77
CLERK TYPIST II - PERMIT CENTER 1 1 * 23.16 * 23.68
TOTAL 5 5
*Union Negotiated
 PLANNING & ZONING

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION To protect and improve the City's neighborhoods, business centers, community resources and natural environment
by planning for sustainable development that will enhance the quality of life of all residents. Major activities relating
to the mission statement include administration and enforcement of zoning and subdivision regulations, assistance
to land use commissions and boards, preparation of municipal plans, projects and regulations, 8-24 referrals to City
Council, capital improvement programming, deferral of assessment increases, street addresses, customer service,
and other administrative requirements.

FISCAL YEAR 2011-2012 ♦ Initiation of measures to implement recommendations of the Main Street Renaissance Task Force, including
Zoning Regulations and Code of Ordinances amendments.
ACCOMPLISHMENTS
♦ Preparation and adoption of comprehensive zoning and subdivision amendments.
♦ Planning, zoning and subdivision administration and enforcement, including reports to City Council, site
plans, special exceptions, rezoning applications, zoning amendments, and subdivisions.

MAJOR OBJECTIVES ♦ Begin updating Plan of Conservation & Development.

2012-2013 ♦ Update zoning parking requirements.

♦ Planning, zoning and subdivision administration and enforcement, including reports to City Council, site
plans, special exceptions, rezoning applications, zoning amendments, and subdivisions.

136
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PLANNING DEPARTMENT PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

Planning Department is responsible for planning for the future development of the City and the administration and enforcement of zoning and subdivision
regulations. Related activities include comprehensive planning, downtown revitalization park and streetscape improvements, transportation planning, and
preparation of the annual capital improvement program. The Department provides professional staff and clerical support services to four land use boards and
commissions and the Danbury Redevelopment Agency and acts as liaison to the HVCEO staff.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-1220 PLANNING DEPARTMENT 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5020 Salaries Regular 419,425 417,373 256,414 417,373 417,373 427,769

5030 Overtime Salaries 6,488 5,418 2,168 3,760 3,918 3,918
5040 Part-Time Salaries 15,503 15,710 9,655 15,558 15,709 15,709
5243 Worker's Comp Insurance 3,970 3,970 3,218 3,218 3,970 3,970
5311 Professional Services 0 2,040 244 2,040 2,500 2,500
5315 Communication Services 189 402 298 402 432 432
5318 Postage 700 824 742 824 1,452 1,452
5323 Subscriptions-Memberships 2,715 2,922 2,721 2,833 2,800 2,800
5324 Printing & Binding 44 608 0 608 680 680
5325 Legal & Public Notices 23,520 25,200 16,771 25,200 25,200 25,200
5601 Office Supplies 869 696 461 696 956 956

TOTAL 473,424 475,163 292,693 472,512 474,990 485,386

 PLANNING DEPARTMENT PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

NUMBER OF POSITIONS 07/01/12

PLANNING DEPARTMENT FY 11-12 CHANGE FY 12-13 PRESENT PROPOSED
TABLE OF ORGANIZATION BUDGET (+or-) BUDGET RATES BY MAYOR

DIRECTOR OF PLANNING 1 1 109,655 109,655

DEPUTY PLANNING DIRECTOR 1 1 93,107 93,107
ASSOCIATE PLANNER 1 1 * 34.25 * 35.02
ASST. ZONING ENFORCEMENT OFFICER 1 1 * 32.24 * 32.97
PLANNING ASSISTANT 1 1 * 28.23 * 28.87
SECRETARY 1 1 * 26.18 * 26.77
TOTAL 6 6

*Union negotiated

138
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OFFICE OF ECONOMIC DEVELOPMENT

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION The Office of Economic Development will lead marketing efforts to businesses interested in relocating to
Danbury and will deliver a variety of services designed to stimulate business and community development.
Recognizing the importance of Danbury’s existing businesses, OED will provide support services designed to
expand local business opportunities, thereby helping to create and retain jobs, enhance the local tax base, and
revitalize distressed portions of the City. OED will communicate the message that Danbury is a premier place
to live, work, and raise a family in a traditional yet progressive community. OED will work in concert with, but
not exclusively for, the newly-formed CityCenter Danbury Partnership

FISCAL YEAR 2011-2012 ♦ Represented Danbury on the 10-town Comprehensive Economic Development Strategy board. Guided three
focus groups to help identify the region’s brand. Helped the CEDS receive approval for next steps from
ACCOMPLISHMENTS HVCEO.
♦ Helped bring nearly $200,000 in training monies from the Northwest Connecticut Workforce Investment
Board to Danbury businesses.
♦ Communicated regularly with these city businesses during “The Year of Expansions” at Mercedes-Benz,
DRS Technologies, Danbury Fair, Western Connecticut Health Network (Danbury Hospital), Pitney Bowes,
Goodrich, Odyssey Logistics, Matrix Corporate Center and the US Army Reserve Center.

MAJOR OBJECTIVES ♦ Play a role in finalizing the formal establishment of the 10-town Comprehensive Economic Development
Strategy board.
2012-2013
♦ Represent the Mayor on the Danbury Main Street Partnership and assist with its recommendations.
♦ Participate in the Mayor’s Danbury Airport Task Force.
 OFFICE OF ECONOMIC DEVELOPMENT PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

Office of Economic Development, under the direction of the Mayor, works to strategically attract new companies and promote business development in Danbury.
The OED supports the City’s existing economic base by providing support services to local businesses in areas of traditional economic development, including:
business retention, workforce development, transportation and infrastructure improvements. In its capacity as the clearinghouse for economic development matters,
the office acts as liaison between the private sector and state, regional and local economic development resource providers and assists and advises area businesses
on available economic development resources. In addition, the Office of Economic Development seeks to develop new economic development initiatives through
public-private partnerships and has responsibilities for grant writing, public and community relations, and legislative advocacy.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-1230 OFFICE OF ECONOMIC DEVELOPM 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5020 Salaries Regular 0 48,750 6,626 29,703 60,000 60,000

5243 Worker's Comp Insurance 593 1,091 884 1,091 1,091 1,091
5311 Professional Services 25,950 30,000 17,000 30,000 30,000 30,000
5318 Postage 0 200 3 200 200 200
5319 Travel/Mileage 311 500 75 500 1,500 1,500
5324 Printing & Binding 1,327 1,000 44 1,000 8,000 5,000
5334 Outside Services 5,500 0 0 0 0 0
5601 Office Supplies 0 0 0 0 250 250
5701 Office Equipment 0 0 0 0 750 750

TOTAL 33,681 81,541 24,633 62,494 101,791 98,791

NUMBER OF POSITIONS 7/1/12

ECONOMIC DEVELOPMENT FY 11-12 CHANGE FY 12-13 PRESENT PROPOSED
TABLE OF ORGANIZATION BUDGET (+or-) BUDGET RATES BY MAYOR

DIR. OF ECONOMIC DEVELOPMENT 1 1 60,000 60,000

140
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DANBURY CONSERVATION COMMISSION

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION The Conservation Commission’s mission is to assure that Danbury maintains an adequate stock of open space resources for
its citizens to have opportunities for passive recreation, outdoor exercise, environmental education, artistic inspiration and
spiritual respite.

“… of what avail are 40 freedoms without a blank spot on the map?” (Aldo Leopold)

FISCAL YEAR 2011-2012 ♦ Renovation of both kiosks at Old Quarry Nature Center including a new GPS map of the trails which have been
reblazed. Renovation of the OQNC sign at Mountainville Rd. New trails maps are also available at the kiosks.
ACCOMPLISHMENTS
♦ Increased use of Old Quarry Nature Center by Cub Scouts, preschool groups and the Summer Recreation Program.
Cooperated with the DEEP on mapping the Eastern Box Turtle population at OQNC.
♦ Participation in CT. Trails Day with a letter boxing activity at Bear Mountain Reservation for families with elementary
age children which is also used by the Girl Scouts.

MAJOR OBJECTIVES ♦ Continue our efforts to increase the use of Old Quarry Nature Center by the public by creating a letter boxing activity
for OQNC and having more activities at BMR for the public.
2012-2013
♦ Continue a partnership with the Still River Alliance to further development and use of the Still River Greenway and
again sponsor a SRG clean-up day.
♦ Create and put the seasonal “I Spy Scavenger Hunt” and letter boxing activity on the website.
 CONSERVATION COMMISSION PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

Conservation Commission has the responsibility to ensure that Danbury maintains adequate open space resources for its citizens to have opportunities for passive
recreation, outdoor exercise, environmental education, and spiritual respite.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-1260 CONSERVATION COMMISSION 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5324 Printing & Binding 164 200 0 200 200 200

5326 Utility Service 786 960 528 960 960 960
5334 Outside Services 7,811 7,980 4,840 7,172 7,980 7,980
5501 Maintain Land and Grounds 175 704 202 704 704 704
5502 Maintain Bldgs-Structures 180 180 180 180 180 180

TOTAL 9,116 10,024 5,750 9,216 10,024 10,024

142
 143

DEPARTMENT OF HUMAN RESOURCES

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

Human Resources: To provide leadership and high quality services through innovative initiatives focused on the fair
STATEMENT OF MISSION
and equitable treatment of all employees and applicants; legal compliance with federal and state laws and
bargaining unit agreements with a commitment toward influencing positive management-workforce relationships
while supporting the overall goals and mission of the City of Danbury.

Civil Service: The Civil Service Commission is committed to providing a quality workforce for the City of Danbury
based upon merit system principles. Through our collective knowledge and experience, we strive for efficiency and
consistency in the application of commission rules and policies.

FISCAL YEAR 2011-2012 ♦ Configured and implemented an on-line application and tracking system resulting in a remarkably cost
effective, efficient and accurate recruitment process.
ACCOMPLISHMENTS
♦ Effectively partnered with Department Heads with the administration of personnel policies and labor
contracts thereby creating fair and equitable outcomes for all parties involved in employee relations issues
♦ Enforced the principles of the Civil Service system in a transparent open forum; identified and engaged new
Civil Service testing companies; administered timely and accurate response and feedback to employees and
applicants resulting in a more effective, efficient and trustworthy civil service process.

MAJOR OBJECTIVES ♦ Continue to update policies and procedures by revising existing policies and creating new policies that
meet the requirements of changing laws and organizational needs.
2012-2013
♦ Continue compliance assurance with Federal and State laws and all bargaining unit contracts
♦ Implement and utilize a comprehensive automated HRIS system that will provide the data necessary for
formulating fact based strategic Human Resources decisions, improve efficiencies in work flow and allow
for enhanced service delivery.
 DEPARTMENT OF HUMAN RESOURCES PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013
Department of Human Resources coordinates the entire range of employee relations and is responsible for negotiations and administration of all
collective bargaining agreements, as well as union and non-union employee grievances and arbitration. The Department of Human Resources strives
to ensure the proper and fair hiring of peoples, assures equity in the employment of the protected class, and ensures that employers doing business
with the City comply with Federal and State labor laws.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS DEPARTMENT OF ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-1270 HUMAN RESOURCES 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5020 Salaries Regular 143,725 143,016 33,004 143,016 143,016 146,949

5040 Part-Time Salaries 28,820 41,500 8,775 37,369 37,700 41,500
5243 Worker's Comp Insurance 1,161 1,451 1,176 1,176 1,451 1,451
5311 Professional Services 92,699 114,787 22,492 113,287 120,000 115,000
5318 Postage 619 700 187 658 400 700
5319 Travel/Mileage 713 200 0 0 100 100
5320 Training Courses 2,200 713 713 1,806 500 500
5323 Subscriptions-Memberships 348 365 217 243 180 180
5324 Printing & Binding 254 500 0 500 500 500
5325 Legal & Public Notices 1,863 5,000 0 4,598 5,000 5,000
5330 Leased Equipment 1,494 1,750 374 1,623 1,750 1,750
5334 Outside Services 435 250 220 250 200 250
5601 Office Supplies 873 1,000 327 918 1,000 1,000

TOTAL 275,202 311,232 67,484 305,444 311,797 314,880

NUMBER OF POSITIONS 7/1/12

DEPT. OF HUMAN RESOURCES FY 11-12 CHANGE FY 12/13 PRESENT PROPOSED
TABLE OF ORGANIZATION BUDGET (+or-) BUDGET RATES BY MAYOR

DIRECTOR OF HUMAN RESOURCES 1 1 97,086 97,086

HUMAN RESOURCES ASSISTANT 1 1 48,528 48,528
TOTAL 2 2

144
 145

LABOR NEGOTIATIONS

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION Based upon the City Charter and policy direction provided by the City Council and the Mayor, provides for direct
contact, through the Department of Human Resources, with the City’s approximately 600+ regular full-time and part-
time employees and their respective labor associations regarding employee contract negotiation..

FISCAL YEAR 2011-2012 ♦ Successful efforts in collaboratively settling labor issues as demonstrated by a decreased number of
grievances filed and arbitrations attended.
ACCOMPLISHMENTS
♦ Reviewed and provided in depth analysis of each bargaining unit contract in preparation for successful
negotiations and settlement of each agreement.
♦ Successfully negotiated and settled all bargaining unit contracts resulting in significant cost savings to the
City through changes in provisions for health care, retiree health care and pension

MAJOR OBJECTIVES ♦ Continue to develop and maintain collaborative relationships to which the Department has been committed,
while striving to meet the goals of financial sustainability now and in the future.
2012-2013
♦ Continue collaborative efforts with the bargaining units in proactively settling labor issues thereby avoiding
grievances and/or arbitrations.
♦ Continue to assist and counsel department heads and employees in the administration of all bargaining unit
contracts and ensure compliance with all new provisions of each contract
 LABOR NEGOTIATIONS PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-1330 LABOR NEGOTIATIONS 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5040 Part-Time Salaries 24,210 0 0 0 0 0

5311 Professional Services 204,629 165,000 161,870 165,000 100,000 100,000
5334 Outside Services 145 300 55 65 300 300

TOTAL 228,984 165,300 161,926 165,065 100,300 100,300

146
 147

FAIR RENT COMMISSION

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION The Fair Rent Commission of the City of Danbury was created for the purpose of maintaining reasonable rental rates
and eliminating excessive rental charges on residential properties within the City of Danbury. The Fair Rent
Commission will investigate and act on complaints, inquiries, and other communications concerning alleged
excessive rental charges in housing accommodations in Danbury.

FISCAL YEAR 2011-2012 ♦ The F.R.C. had approximately 10 plus inquiries regarding affordable housing information. Questions on
“Notice to Quit”, Foreclosure, short sale, etc. were frequently asked questions and appropriate referrals were
ACCOMPLISHMENTS made to such institutions/agencies as CHRO, Ct. Legal Services, Ct. Fair Housing Center, lawyer referral, etc.
♦ The F.R.C. had no hearings held in fiscal year 2010-2011. To present date, there are no scheduled hearings.
This may be attributed to tenant/landlord negotiations on monthly rental charges.
♦ The F.R.C. continues to meet on the 3rd Thursday of the month. The office addresses many housing
questions, concerns, code violations, security deposits, affordable housing availability, homeless inquiries,
etc.

MAJOR OBJECTIVES ♦ Continue to focus on the affordability of local housing stock in the Danbury community. To assist those who
face possible eviction/homelessness or are at risk of becoming homeless, all due to economic instability.
2012-2013
♦ Provide information/education/assistance to the general Danbury public on housing issues and rental costs.
♦ To assist the Danbury Housing Partnership and the Greater Danbury Continuum of Care to promote
affordable housing and assist those individuals/families who are facing homelessness or are at risk of
becoming homeless. Objective is to promote and assist the Mayor’s Ten Year Plan to End Homelessness.
 FAIR RENT COMMISSION PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

Fair Rent Commission works to maintain reasonable rental rates and eliminate excessive rental charges on residential properties within the City. It investigates complaints
and acts on inquiries regarding alleged excessive rental charges in housing accommodations.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-1290 FAIR RENT COMMISSION 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5311 Professional Services 0 100 0 100 100 100

5318 Postage 0 225 0 225 200 200
5322 Conferences 0 250 0 250 275 275
5601 Office Supplies 0 300 0 300 200 200

TOTAL 0 875 0 875 775 775

148
 149

CANDLEWOOD LAKE AUTHORITY

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION The Candlewood Lake Authority provides lake, shoreline and watershed management to foster the preservation and
enhancement of recreational, economic, scenic, public safety and environmental values of the Lake for the City of
Danbury and the towns of Brookfield, New Fairfield, New Milford and Sherman in cooperation with the State of
Connecticut and Northeast Utilities.

FISCAL YEAR 2011-2012 ♦ Successfully negotiated an agreement with the CT DEEP whereby their law-enforcement personnel resumed
the role of providing oversight of the CLA’s Marine Patrol. The agreement also provided the POST-certified
ACCOMPLISHMENTS Marine Patrol Officers authority to enforce additional laws, e.g. boating under the influence.
♦ Organized and led a regional Zebra Mussel Task Force (ZMTF) in developing (and implementing some)
recommendation to address the invasion of the deleterious aquatic nuisance species in the Housatonic River
and Lakes Lillinonah and Zoar in efforts to prevent spread to Candlewood Lake and beyond.
♦ Worked with FirstLight Power to achieve a deep drawdown during the 2010/2011 winter that vastly reduced
recreational impairments due to Eurasian Watermilfoil in the 2011 boating season.

MAJOR OBJECTIVES ♦ As the primary advocate of the Lake’s health, CLA will: implement recommendations of their Zebra Mussel
Task Force, including an early detection / monitoring program with Western Connecticut State University
2012-2013 (WCSU); assist local land use commissions with reviews of proposed shoreline projects; and advance the
goal of the Shoreline Management Plan of environmentally sensitive use of lands below the 440 contour.
♦ Develop and implement a series of strategies to help local residents understand the Eurasian watermilfoil
problem and the options available to manage it including facilitating seminars at WCSU for the public.
♦ In the interest of improved public safety on the water, CLA will continue the evolution of the CLA Marine
Patrol including which will include hiring and scheduling more POST-certified Marine Patrol Officers.
 CANDLEWOOD LAKE AUTHORITY PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

Candlewood Lake Authority provides lake, shoreline and watershed management to foster the preservation and enhancement of recreational, economic, scenic,
public safety and environmental values of the lake for the City of Danbury and the Towns of Brookfield, New Fairfield, New Milford and Sherman in cooperation
with the State of Connecticut and Northeast Utilities.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-1310 CANDLEWOOD LAKE AUTHORIT 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5857 Lake Authority 60,514 60,514 60,514 60,514 63,540 63,540

TOTAL 60,514 60,514 60,514 60,514 63,540 63,540

150
 151

PUBLIC BUILDINGS

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION The mission of the Public Buildings Division is to implement municipal landlord-tenant relationships in a fair and
equitable manner that guard the public’s interest; and to maintain the municipal and school buildings in a manner
that will insure a comfortable and pleasing environment in which to work, study or conduct the public’s business.

FISCAL YEAR 2011-2012 ♦ Completed $9 million dollar boiler/ heating plant upgrade at various schools.

ACCOMPLISHMENTS ♦ Completed Energy Efficiency Projects at City Hall, Library and decorative street lighting downtown.
♦ Renovated Old Jail at 80 Main Street to preserve this historic building and to accommodate the W.I.C.
program operations.

MAJOR OBJECTIVES ♦ Replace windows at Danbury High School.

2012-2013 ♦ Install Emergency Generator at 41 New Street Shelter.

♦ Finalize energy conservation projects at city buildings completing the approved federal energy grant.
 PUBLIC BUILDINGS PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

Public Buildings has the responsibility to maintain the municipal and school buildings (including City Hall, Library, Police Station( new and old), Senior Center,
and Old Library) to insure a comfortable and pleasing environment in which to work, study or conduct the public’s business. It also enforces landlord-tenant
relationships in a fair and equitable manner.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-1340 PUBLIC BUILDINGS 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5020 Salaries Regular 664,448 780,137 425,513 687,768 771,976 807,380

5020 Personnel Salary Savings 0 -92,352 0 92,352 0 -45,011
5030 Overtime Salaries 63,006 45,000 43,883 45,000 67,000 45,000
5040 Part-Time Salaries 18,810 20,150 11,483 19,761 20,150 19,000
5243 Worker's Comp Insurance 11,497 11,497 9,319 11,497 11,497 11,497
5311 Professional Services 38,100 17,200 5,889 10,733 95,000 17,200
5315 Communication Services 145,313 137,600 101,201 137,600 148,000 140,000
5318 Postage 29 50 17 30 50 50
5320 Training Courses 4,615 4,000 0 4,000 4,500 4,000
5323 Subscriptions-Memberships 1,955 2,500 1,977 2,193 2,000 2,000
5326 Utility Service 9,965 13,000 6,540 11,965 13,500 13,000
5327 Cleaning Services 14,826 13,028 7,075 11,310 14,100 13,028
5328 Office Services 1,007 2,621 2,621 2,621 2,500 2,286
5330 Leased Equipment 1,213 1,350 788 931 1,500 1,500
5502 Maintain Bldgs-Structures 30,363 38,769 23,071 35,356 75,000 40,000
5507 Maintain Office Eq-Frntur 278 450 0 0 500 500
5513 Maintain Fire Alarms 2,803 4,046 868 3,000 3,500 3,000

152
 153

PUBLIC BUILDINGS PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-1340 PUBLIC BUILDINGS 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5601 Office Supplies 1,312 1,400 883 1,237 1,500 1,400

5608 Custodial Supplies 3,600 3,800 847 3,800 3,900 3,800
5612 Clothing-DryGoods-Linens 2,212 2,350 1,401 2,350 2,500 2,500
5615 Heating Fuel 2,854 8,000 1,966 5,593 6,000 5,000
5624 Minor Supplies-Hand Tools 2,994 3,000 2,209 2,547 3,000 3,000
5701 Office Equipment 0 750 0 0 750 750
5709 Garage & Shop Equip 6,468 6,500 6,031 6,353 13,289 6,500
5711 Communication Equip 1,909 4,872 3,186 3,282 4,500 2,000
5713 Safety Equipment 6,759 7,000 6,367 7,000 7,000 7,000

TOTAL 1,036,334 1,036,718 663,134 923,576 1,273,212 1,106,380

 PUBLIC BUILDINGS PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT PUBLIC BUILDINGS 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

1350 CITY HALL BUILDING

5020 Salaries Regular 44,774 46,024 27,640 44,442 46,024 47,230
5030 Overtime Salaries 4,343 4,200 2,801 4,200 4,200 4,200
5030 Reimb of Expenditures -830 0 0 0 0 0
5243 Worker's Comp Insurance 402 402 326 326 402 402
5315 Communication Services 566 1,500 0 1,500 1,500 1,500
5326 Utility Service 151,330 150,000 86,300 150,000 157,383 156,000
5327 Cleaning Services 62,496 64,996 42,860 62,767 67,600 64,996
5328 Office Services 210 1,170 954 1,170 1,200 1,170
5334 Outside Services 3,030 3,200 3,030 3,030 3,200 3,200
5502 Maintain Bldgs-Structures 30,622 78,730 22,052 78,730 140,000 70,000
5513 Maintain Fire Alarms 1,082 2,770 704 1,313 1,500 1,400
5608 Custodial Supplies 250 260 0 260 250 250
5615 Heating Fuel 28,256 72,392 20,384 61,531 50,000 75,000
5713 Safety Equipment 0 150 0 0 150 150

TOTAL 326,532 425,794 207,051 409,269 473,409 425,498

154
 155

PUBLIC BUILDINGS PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT PUBLIC BUILDINGS 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

1360 LIBRARY BUILDING

5311 Professional Services 14,519 0 0 0 0 0
5326 Utility Service 102,961 110,000 68,384 110,000 113,500 113,500
5327 Cleaning Services 52,351 55,162 33,807 51,027 57,400 55,162
5328 Office Services 480 720 600 600 750 600
5334 Outside Services 3,030 3,180 3,030 3,030 3,300 3,180
5502 Maintain Bldgs-Structures 22,466 26,000 10,355 23,218 30,000 26,000
5513 Maintain Fire Alarms 1,210 2,550 184 2,550 3,000 2,550
5608 Custodial Supplies 490 550 0 550 550 550
5615 Heating Fuel 18,877 27,000 17,533 27,000 27,000 30,120

TOTAL 216,383 225,162 133,893 217,975 235,500 231,662

1370 POLICE STATION BUILDING (old- 120 Main St.)

5326 Utility Service 4,773 0 0 0 0 0

5328 Office Services 540 0 0 0 0 0
5502 Maintain Bldgs-Structures 1,560 0 0 0 0 0
5615 Heating Fuel 1,994 0 0 0 0 0

TOTAL 8,867 0 0 0 0 0
 PUBLIC BUILDINGS PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT PUBLIC BUILDINGS 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

1371 POLICE STATION BUILDING (new - 375 Main St.)

5326 Utility Service 208,403 255,000 117,968 255,000 260,000 225,000

5327 Cleaning Services 174,318 181,291 119,692 179,538 185,000 181,291
5328 Office Services 420 1,450 660 1,450 1,450 1,450
5334 Outside Services 0 0 0 0 0 21,100
5502 Maintain Bldgs-Structures 31,016 28,000 20,749 28,000 60,000 38,000
5513 Maintain Fire Alarms 3,687 3,640 48 3,640 3,785 3,640
5608 Custodial Supplies 1,000 1,000 70 1,000 1,000 1,000
5615 Heating Fuel 52,827 80,000 34,388 80,000 60,500 67,500

TOTAL 471,671 550,381 293,575 548,628 571,735 538,981

1380 SENIOR CENTER BUILDING

5311 Professional Services 12,751 0 0 0 0 0

5326 Utility Service 24,270 28,000 11,879 24,003 17,974 15,000
5327 Cleaning Services 13,622 14,200 9,335 14,022 10,681 4,400
5328 Office Services 540 675 540 540 350 325
5502 Maintain Bldgs-Structures 13,203 23,300 11,725 21,124 7,000 7,000
5513 Maintain Fire Alarms 334 2,000 520 520 1,200 1,000
5608 Custodial Supplies 1,200 1,600 513 1,600 900 900
5615 Heating Fuel 13,336 28,000 5,773 28,000 11,000 20,000

TOTAL 79,256 97,775 40,286 89,809 49,105 48,625

156
 157

PUBLIC BUILDINGS PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT PUBLIC BUILDINGS 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

1385 OLD JAIL BUILDING

5326 Utility Service 0 0 0 0 12,106 12,106
5327 Cleaning Services 0 0 0 0 9,800 9,494
5328 Office Services 0 0 0 0 350 350
5502 Maintain Bldgs-Structures 0 0 0 0 8,000 7,000
5513 Maintain Fire Alarms 0 0 0 0 1,200 1,000
5608 Custodial Supplies 0 0 0 0 900 700
5615 Heating Fuel 0 0 0 0 8,000 9,000

TOTAL 0 0 0 0 40,356 39,650

1390 OLD LIBRARY BUILDING

5311 Professional Services 6,700 0 0 0 0 0

5326 Utility Service 15,954 16,750 4,717 10,317 16,750 16,510
5327 Cleaning Services 8,138 8,664 5,538 8,307 9,100 8,664
5328 Office Services 0 260 0 0 300 300
5502 Maintain Bldgs-Structures 5,630 13,800 8,702 12,238 64,000 14,000
5513 Maintain Fire Alarms 364 1,200 25 1,200 1,250 1,200
5608 Custodial Supplies 500 550 0 550 550 550
5615 Heating Fuel 5,313 12,000 3,290 8,857 10,000 12,000

TOTAL 42,599 53,224 22,273 41,469 101,950 53,224

 PUBLIC BUILDINGS PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT PUBLIC BUILDINGS 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

1391 PARK BUILDINGS

5326 Utility Service 70,664 78,000 44,037 74,105 80,340 76,058

5327 Cleaning Services 4,613 5,316 3,453 5,179 5,461 5,316
5328 Office Services 600 738 738 738 750 700
5334 Outside Services 1,007 10,450 2,206 6,136 13,000 10,000
5502 Maintain Bldgs-Structures 19,101 17,962 12,558 17,962 36,000 23,000
5513 Maintain Fire Alarms 1,531 2,250 943 1,580 2,340 2,250
5608 Custodial Supplies 3,570 3,500 0 3,500 3,600 3,500
5615 Heating Fuel 22,036 27,200 16,186 26,086 28,288 29,592
5715 Equipment Other 2,511 0 0 0 0 0

TOTAL 125,633 145,416 80,121 135,286 169,779 150,416

158
 159

PUBLIC BUILDINGS PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

NUMBER OF POSITIONS 7/1/12

PUBLIC BUILDINGS FY 11-12 CHANGE FY 12-13 PRESENT PROPOSED
TABLE OF ORGANIZATION BUDGET (+or-) BUDGET RATES BY MAYOR

SUPERINTENDENT OF PUBLIC BUILDING 1 1 93,665 93,665

FOREMAN I - MAINTENANCE 1 1 73,777 73,777
SECRETARY/BOOKKEEPER 1 1 * 28.23 * 28.87
MAINTENANCE MECHANIC III 9 9 * 25.21-26.21 * 25.21-26.78
CUSTODIAN 2 2 * 18.16 *19.72- 21.64
TOTAL 14 14
* Union negotiated

NUMBER OF POSITIONS 7/1/12

CITY HALL BUILDING FY 11-12 CHANGE FY 12-13 PRESENT PROPOSED
TABLE OF ORGANIZATION BUDGET (+or-) BUDGET RATES BY MAYOR

CUSTODIAN II 1 1 * 21.16 * 22.44

*Union negotiated

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS GENERAL GOVERNMENT ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-1999 EMPLOYEE SERVICE BENEFIT 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5232 Employees Service Benefit -390 14,484 0 0 0 20,000

TOTAL -390 14,484 0 0 0 20,000
 DANBURY POLICE DEPARTMENT

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION To provide an environment for the people of Danbury that is free from the fear of crime, where people can enjoy a
high quality of life and the entire community can prosper. The Danbury Police Department will deliver the best
community oriented police services to the people of Danbury. In partnership with the community, we will prevent
and deter crime, enforce laws, maintain order and safety, solve problems, and be visible and accessible.

FISCAL YEAR 2011-2012 ♦ Added a second working police dog to the Patrol Division.
ACCOMPLISHMENTS ♦ Through grant funding, added license plate reader (LPR) technology to the Patrol and Traffic Division;
building a Northern Fairfield County consortium of LPR users with a Danbury PD server.
♦ Partnered with the Hispanic Center on a cultural training initiative.
♦ Launched traffic safety initiative using local cable access public service announcements.
♦ Successfully completed the transition to G-Mail.

MAJOR OBJECTIVES ♦ Continue pursuit of State of Connecticut accreditation.

2012-2013 ♦ Strategic decisions and implementation of an emergency communications plan for all Danbury emergency
services.
♦ Installation and training on robust, state-of-the-art computer software and hardware under the Constituent
Relations Management bond - Project Synergy.

160
 161

POLICE DEPARTMENT PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

Police Department preserves the public's peace and order, prevents and detects crime, apprehends offenders, protects persons and property and enforces both the laws
of the State of Connecticut and the ordinances of the City of Danbury.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-2000 POLICE DEPARTMENT 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5020 Salaries Regular 11,233,884 11,736,502 6,750,688 11,061,676 12,424,342 11,966,125

5020 Personnel Salary Savings 0 -282,655 0 0 0 -219,302
5020 Reimb of Expenditures -138,903 0 -54,781 -105,202 0 0
5030 Overtime Salaries 1,904,405 1,475,000 1,335,077 1,475,000 2,216,288 1,650,000
5030 Reimb of Expenditures -16,086 0 0 0 0 0
5040 Part-Time Salaries 21,947 40,913 24,205 33,863 30,000 30,000
5050 Special Duty Police 1,758 12,000 4,434 7,407 12,000 12,000
5051 Holiday-Police-Fire 494,154 494,374 470,110 469,863 509,165 500,000
5052 Special Services 1,401,168 0 661,483 0 0 0
5052 Reimb of Expenditures -294,390 0 -412,517 0 0 0
5053 Educational Credits 73,960 73,500 69,054 71,340 75,000 73,500
5054 School Crossing Guards 195,880 192,000 113,500 192,000 700,000 207,000
5243 Worker's Comp Insurance 237,609 238,201 192,876 192,787 238,201 238,201
5311 Professional Services 0 1,540 661 1,540 3,700 2,250
5315 Communication Services 48,233 50,000 27,039 46,637 43,100 43,100
5317 Shipping Charges 106 200 55 185 500 200
5318 Postage 3,015 2,192 2,170 2,192 3,500 3,000
5319 Travel/Mileage 283 750 249 495 1,500 750
5320 Training Courses 16,973 18,000 15,129 18,000 58,000 28,000
5323 Subscriptions-Memberships 3,265 2,845 2,700 2,845 4,000 2,845
5324 Printing & Binding 3,571 3,845 2,766 3,845 5,160 3,500
5330 Leased Equipment 41,063 40,000 2,415 3,414 56,400 12,000
5334 Outside Services 35,929 38,050 24,503 38,050 42,150 38,750
5335 Police Dept-Evidence 7,709 19,000 5,863 19,000 27,000 20,000
 POLICE DEPARTMENT PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-2000 POLICE DEPARTMENT 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5507 Maintain Office Eq-Frntur 104,485 107,375 106,306 106,560 185,308 105,000
5549 Maintenance Other 37,894 41,880 31,566 41,880 45,245 42,000
5601 Office Supplies 24,357 25,000 11,307 19,226 30,260 25,000
5612 Clothing-DryGoods-Linens 254,600 267,785 254,745 258,006 267,285 267,785
5620 Motor Fuel 193,443 280,000 144,781 256,279 259,546 295,000
5624 Minor Supplies-Hand Tools 1,945 1,500 1,327 1,500 1,500 1,500
5626 Industrial Chemical-Supplies 47,123 35,000 28,434 35,000 50,000 35,000
5701 Office Equipment 3,227 1,325 449 708 3,000 3,000
5707 Automotive Equipment 0 0 0 0 639,000 0
5711 Communication Equip 20,710 20,875 461 20,875 26,325 20,875
5715 Equipment Other 12,417 6,000 2,181 3,902 4,500 4,500
5855 Contributions-Grants 5,295 4,210 3,947 4,210 5,000 4,210

TOTAL 15,981,028 14,947,207 9,823,183 14,283,087 17,966,975 15,415,789

162
 163

POLICE DEPARTMENT PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

NUMBER OF POSITIONS 07/01/12

POLICE DEPARTMENT FY 11-12 CHANGE FY 12-13 PRESENT PROPOSED
TABLE OF ORGANIZATION BUDGET (+or-) BUDGET RATES BY MAYOR

CHIEF OF POLICE 1 1 119,942 119,942

DEPUTY CHIEF 1 1 105,117 105,117
ADMINISTRATIVE SERVICES MANAGER 1 1 56,513 56,513
EXECUTIVE SECRETARY 1 1 54,964 54,964
PUBLIC SAFETY ADVOCATE 3 3 45,000 45,000
DETECTIVE CAPTAIN 1 1 *88,585-96,738 *90,578-98,915
CAPTAIN 3 3 * 85,595-93,466 * 87,521-95,569
DETECTIVE LIEUTENANT 3 3 * 82,204-88,900 * 84,504-90,900
LIEUTENANT 8 8 * 79,270-85,730 * 84,054-90,900
DETECTIVE SERGEANT 3 3 * 75,892-80,881 * 77,600-82,701
SERGEANT 18 18 * 73,489-78,319 *75,143-80,081
DETECTIVE POLICE OFFICER 20 20 * 59,779-72,520 * 61,124-74,152
POLICE OFFICER 96 96 *49,072-70,040 * 50,176-71,616
PS PC LAN TECHNICIAN 1 -.75 0 * 34.25 0
CLERK TYPIST II - DETECTIVE BUREAU 1 1 * 23.16 * 23.68
CLERK TYPIST II - RECORDS 4 4 * 23.16 * 23.16-23.68
TOTAL 164.75 164.00
*Union negotiated
 FIRE DEPARTMENT

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION Our mission is to protect the safety of all citizens of the City against the risks of fire and other emergencies, natural
or man made. This is accomplished through dedicated education of the public, training of our personnel and
efficient rapid response of the resources of the department.

FISCAL YEAR 2011`-2012 ♦ Acquired and placed into service 30 state of the art SCBA
ACCOMPLISHMENTS ♦ Trained entire officer cadre to Haz Mat IQ.
♦ Added lighting, steel shutters and doors to our Fire training facility.

MAJOR OBJECTIVES ♦ Increase fire prevention activities.

2012-2013 ♦ Improve public education and fire inspection tracking.
♦ Improve technology for tracking emergency response times and usage.
♦ Continue advanced training and improve response capabilities.

164
 165

FIRE DEPARTMENT PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

Fire Department provides public safety and protection from fire, smoke, and panic in emergency situations. Services include: fire suppression, rescue, public
education, code enforcement, fire prevention inspections, investigations and training for an all hazard state of preparedness. The Department operates the emergency
911 dispatch communications center and coordinates emergency medical response between Fire/EMS personnel and a contract ambulance service.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-2010 FIRE DEPARTMENT 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5020 Salaries Regular 8,512,410 9,145,243 5,236,762 8,390,864 9,404,934 9,171,783

5020 Personnel Salary Savings 0 -598,070 0 0 0 -437,141
5020 Reimb of Expenditures -28,501 0 -41,393 -58,492 0 0
5030 Overtime Salaries 1,028,909 986,400 928,565 986,400 520,000 840,400
5030 Reimb of Expenditures -11,615 0 -1,555 -2,001 0 0
5036 Volunteer Training Overtime 18,247 14,000 4,885 14,000 22,760 15,000
5036 Reimb of Expenditures -3,145 0 -240 -1,293 0 0
5051 Holiday-Police-Fire 529,275 548,100 520,008 522,437 585,779 550,000
5052 Special Services 80,749 0 84,321 0 80,000 0
5052 Reimb of Expenditures -8,294 0 -59,272 0 0 0
5053 Educational Credits 118,425 116,200 116,196 116,200 129,600 116,000
5243 Worker's Comp Insurance 111,092 111,092 90,048 111,092 111,092 111,092
5311 Professional Services 24,978 58,700 11,784 34,046 42,784 30,000
5315 Communication Services 14,755 16,000 10,244 16,000 20,680 16,000
5318 Postage 634 800 247 372 800 800
5320 Training Courses 37,732 40,000 19,174 32,588 69,703 40,000
5320 Reimb of Expenditures -2,850 0 -72 -114 0 0
5322 Conferences 1,310 4,000 1,068 1,948 11,100 4,000
5323 Subscriptions-Memberships 2,079 2,410 2,406 2,410 3,208 2,410
5324 Printing & Binding 607 800 777 800 800 800
5326 Utility Service 95,895 100,000 54,383 98,512 100,000 100,000
5327 Cleaning Services 5,502 5,800 3,396 5,259 6,019 5,800
5329 Rental Real Estate 20,524 20,525 20,524 20,524 20,525 20,525
 FIRE DEPARTMENT PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-2010 FIRE DEPARTMENT 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5330 Leased Equipment 55,973 56,064 49,825 52,836 56,064 11,000

5334 Outside Services 91 575 167 396 800 500
5502 Maintain Bldgs-Structures 45,428 39,327 14,823 28,424 47,044 42,437
5502 0001 Maintain Bldg. Training School 0 0 0 0 20,390 20,390
5506 Maintain Automotive Eq 43,017 45,112 12,477 27,443 56,000 45,112
5507 Maintain Office Eq-Frntur 21,283 21,333 7,702 7,702 16,883 25,628
5549 Maintenance Other 19,099 25,000 11,202 19,038 47,490 28,000
5601 Office Supplies 3,226 3,600 1,493 2,523 3,673 3,600
5608 Custodial Supplies 6,869 6,500 3,132 4,852 7,000 7,000
5612 Clothing-DryGoods-Linens 125,801 126,450 82,139 117,402 141,190 130,000
5615 Heating Fuel 64,698 100,000 35,024 87,601 95,000 95,000
5620 Motor Fuel 60,631 92,000 46,306 92,000 92,000 105,800
5621 Lubrication Materials 2,747 1,900 1,114 1,900 3,500 2,000
5622 Tires 14,942 18,000 7,627 12,151 1,800 18,000
5626 Industrial Chemical-Supplies 1,468 1,300 802 1,300 2,000 1,300
5679 Materials-Supplies Other 3,389 3,400 833 1,185 3,400 3,400
5701 Office Equipment 2,044 0 0 0 329 329
5709 Garage & Shop Equip 1,499 2,000 0 0 1,750 1,750
5710 Blades and Chains 2,663 2,000 0 0 2,000 2,000
5711 Communication Equip 3,800 5,000 1,945 5,000 26,250 26,250
5714 Public Safety Equipment 20,123 24,300 1,625 24,300 44,405 24,300
5715 Equipment Other 2,083 3,750 2,249 3,337 0 0
5851 Con & Tr Other Town Funds 425,372 425,372 425,372 425,372 425,372 425,372
5855 Contributions-Grants 0 15,000 3,555 15,000 0 0
8023 Laboratory Equipment 432 0 0 0 0 0

TOTAL 11,475,393 11,589,983 7,711,667 11,221,314 12,224,124 11,606,637

166
 167

FIRE DEPARTMENT PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

NUMBER OF POSITIONS 07/01/12

FIRE DEPARTMENT FY 11-12 CHANGE FY 12-13 PRESENT PROPOSED
TABLE OF ORGANIZATION BUDGET (+or-) BUDGET RATES BY MAYOR

FIRE CHIEF 1 1 116,109 116,109

DEPUTY CHIEF 1 1 100,291 100,291
ASSISTANT CHIEF 4 4 * 90,665 * 90,665
FIRE MARSHAL 1 1 * 86,941-90,666 * 86,941-90,666
DRILL MASTER 1 1 * 86,941-90,666 * 86,941-90,666
COMMUNICATIONS COORDINATOR 1 1 * 81,826 * 81,826
EMS COORDINATOR 1 1 * 81,826 * 81,826
DEPUTY FIRE MARSHAL 5 5 * 79,959-81,826 * 79,959-81,826
SUPERINTENDENT OF APPARATUS 1 1 * 79,959-81,826 * 79,959-81,826
CAPTAIN 4 4 * 79,959-81,826 * 79,959-81,826
LIEUTENANT 24 24 *69,053-75,165 *69,053-75,165
DISPATCHER 8 8 *69,053-75,165 *69,053-75,165
ASSISTANT MECHANIC 1 1 * 69,053-75,165 * 69,053-75,165
FIREFIGHTER 74 74 *53,643-66,196 *53,643-66,196
PS PC LAN TECHNICIAN 0.25 -.25 0 * 34.25 0
SECRETARY/BOOKKEEPER 1 1 * 28.23 * 28.87
SECRETARY 1 1 * 26.18 * 26.77
TOTAL 129.25 129
*Union negotiated
 BUILDING INSPECTOR

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION The Building Department is the agency, as per State statute, charged to enforce the State Building Codes in
Danbury. Such building codes apply to the construction, alteration, movement, enlargement, replacement, repair,
equipment, use and occupancy, location, maintenance, demolition and removal of every building or structure or any
appurtenances connected or attached to such buildings or structures.

FISCAL YEAR 2011-2012

♦ Fit-outs for new mall tenants: Dick’s, Forever XXI, Brio, Cheesecake Factory, Brooks Bros., Bebe, Fossil
ACCOMPLISHMENTS
♦ Matrix Corporate Center has completed Guideposts, Odyssey, and Fitness Center
♦ Total renovation of 33 Crosby Street into Bruegger’s Bagels, Papa John’s Pizza, Dance Studio
♦ Over a hundred units CO’d at Crown Point, Chestnut Square, Timber Oaks, and Toll Brothers
♦ Cogeneration Plant, Blue Parking Garage expansion, and NICU at Danbury Hospital

MAJOR OBJECTIVES
♦ North Tower addition at Danbury Hospital
2012-2013
♦ New Head Start building on Foster Street

♦ Five new 90-unit buildings at Abbey Woods at the Reserve

♦ Pilot Plant at Boehringer Ingelheim

168
 169

BUILDING DEPARTMENT PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

Building Department is responsible for reviewing all applications and plans for construction, alterations and demolition. The department issues building, electrical,
plumbing, mechanical and demolition permits. It performs the necessary inspections, including a final inspection for a certificate of occupancy. The department staff
responds to complaints regarding blight, illegal apartments, unsafe conditions, work, performed without permits, fire hazards and unsanitary conditions, and checks
licensing and worker's compensation.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-2020 BUILDING DEPARTMENT 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5020 Salaries Regular 597,444 595,232 366,165 595,232 595,232 610,540

5030 Overtime Salaries 23,929 8,000 12,848 2,707 8,000 8,000
5030 Reimb of Expenditures -20,882 0 -11,204 -22,662 0 0
5040 Part-Time Salaries 11,664 13,000 7,875 13,000 15,621 13,000
5243 Worker's Comp Insurance 9,336 9,336 7,567 9,336 9,336 9,336
5311 Professional Services 513 1,000 0 1,000 1,000 1,000
5315 Communication Services 133 500 0 320 300 300
5318 Postage 293 500 170 347 480 480
5319 Travel/Mileage 973 1,000 755 1,000 1,000 1,000
5319 Reimb of Expenditures -877 0 -606 -921 0 0
5320 Training Courses 515 1,070 794 951 1,050 1,050
5323 Subscriptions-Memberships 1,447 1,500 1,390 1,500 1,500 1,500
5324 Printing & Binding 1,828 2,000 993 1,493 2,000 1,800
5325 Legal & Public Notices 252 250 116 197 250 250
5330 Leased Equipment 2,352 2,400 1,372 2,352 2,400 2,400
5334 Outside Services 0 200 0 200 200 5,000
5601 Office Supplies 1,514 2,000 1,185 1,803 1,800 2,000
5624 Minor Supplies-Hand Tools 281 480 7 480 300 300
5701 Office Equipment 0 0 0 0 500 0
5713 Safety Equipment 0 500 0 680 680 500
5714 Public Safety Equipment 670 0 0 0 0 0

TOTAL 631,384 638,968 389,427 609,015 641,649 658,456

 BUILDING DEPARTMENT PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

NUMBER OF POSITIONS 07/01/12

BUILDING DEPARTMENT FY 11-12 CHANGE FY 12-13 PRESENT PROPOSED
TABLE OF ORGANIZATION BUDGET (+or-) BUDGET RATES BY MAYOR

BUILDING INSPECTOR 1 1 93,665 93,665

ASSISTANT BUILDING INSPECTOR 6 6 * 34.25 * 35.02
ELECTRICAL INSPECTOR 1 1 * 33.25 * 33.25
CLERK TYPIST II 1 1 * 21.16 * 22.44
TOTAL 9 9
*Union negotiated

170
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CIVIL PREPAREDNESS

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION To develop emergency response plans and coordinate the City’s emergency services in case of a disaster.

FISCAL YEAR 2011-2012 ♦ FEMA Pre-disaster Hazard Mitigation Plan under review by FEMA Region 1
ACCOMPLISHMENTS ♦ Implemented the Cities Commodity Distribution plan for Hurricane Irene ( Food & Water)
♦ Implemented the Cities Debris Management Plan for Storm Alfred

MAJOR OBJECTIVES ♦ Review Cities Emergency Operations Plan

2012-2013 ♦ Acquire Grant funds from Regional Monies for Equipment
♦ Review Commodities and Debris Plans
 CIVIL PREPAREDNESS PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

Civil Preparedness provides support services to all departments in the City when they have exceeded their capabilities when handling an emergency situation. The
department reports directly to the Office of the Mayor and implements the Mayor's emergency operations plan. The Department stands ready at all times to assist in
handling emergencies in the community as necessary.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-2030 CIVIL PREPARENESS 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5315 Communication Services 57,713 58,000 455 58,000 60,000 58,500

5326 Utility Service 2,328 3,300 1,341 3,262 3,300 3,300
5334 Outside Services 243 250 0 0 250 250
5502 Maintain Bldgs-Structures 14,741 10,000 5,216 10,000 10,000 10,000
5601 Office Supplies 881 1,000 572 745 1,000 900
5615 Heating Fuel 3,544 5,000 1,838 4,094 5,000 5,000
5701 Office Equipment 2,290 0 0 0 0 0
5855 Contributions-Grants 50,000 50,000 37,500 50,000 100,000 50,000

TOTAL 131,740 127,550 46,923 126,101 179,550 127,950

172
 173

DEPARTMENT OF CONSUMER PROTECTION

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION To ensure that consumers are protected through a comprehensive program of weights and measures inspection and
licensing. The Connecticut General Statutes require weighing and measuring devices located in the City to be
licensed and inspected on an annual basis.

FISCAL YEAR 2011-2012 ♦ Registered, licensed and inspected all know local weighing and measuring devices.
ACCOMPLISHMENTS ♦ Responded to all complaints directed to this office from The State of Connecticut Consumer Protection.
♦ Responded to all complaints and concerns directed to D.C.P office.
♦ Resealed all known News Racks machines located on city properties.
♦ Increased collections of registration fees.
♦ Increased spot inspections on pre packaged food prices.

MAJOR OBJECTIVES ♦ To continue to increase awareness among new businesses to apply for registration and inspection.
2012-2013 ♦ To continue to service the general public and address their questions and concerns.
♦ To work with the State office of Consumer protection on inspections of taxi cabs and packaged food prices.
♦ A100% collection rate on registration fees.
♦ Work with City Zoning Dept with regards to Clothing Drop Box location violations.
 CONSUMER PROTECTION PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

Consumer Protection ensures that consumers are protected through a comprehensive program of weights and measures inspection and licensing. It tests and seals
weighing and measuring devices in the City on an annual basis.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-2050 CONSUMER PROTECTION 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5020 Salaries Regular 51,748 51,550 32,085 51,550 51,550 52,968

5243 Worker's Comp Insurance 481 481 390 481 481 481
5318 Postage 215 250 63 94 200 250
5334 Outside Services 329 800 192 629 500 500
5502 Maintain Bldgs-Structures 500 0 0 0 0 0
5601 Office Supplies 286 100 0 100 100 100
5612 Clothing-DryGoods-Linens 0 200 0 200 250 150

TOTAL 53,560 53,381 32,730 53,054 53,081 54,449

NUMBER OF POSITIONS 7/1/12

CONSUMER PROTECTION FY 11-12 CHANGE FY 12-13 PRESENT PROPOSED
TABLE OF ORGANIZATION BUDGET (+or-) BUDGET RATES BY MAYOR

WEIGHTS & MEASURES INSPECTOR 1 1 52,968 52,968

174
 175

UNIFIED NEIGHBORHOOD INSPECTION TEAM

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION The Unified Neighborhood Inspection Team (UNIT) is responsible for coordinating the City’s response to
neighborhood complaints and quality of life issues. The team is managed by the UNIT Coordinator and
partners with the following departments to maintain and preserve Danbury’s neighborhoods: Health and
Housing, Police, Fire Marshal, Building Department, Highway and Zoning/Permit Coordination. The UNIT
follows up with property and vehicle owners to ensure that the proper enforcement action is taken to resolve
problematic conditions.

FISCAL YEAR 2010-2011 ♦ In 2011, the UNIT responded to approximately 1100 quality of life issues such as garbage/debris on
ACCOMPLISHMENTS properties, illegal and unsafe apartments, building and zoning violations, unregistered/inoperable vehicles,
illegal dumping, neighborhood nuisances, and parking violations: including front yard and sidewalk.
♦ Established partnership with the Federal Correctional Institution. UNIT schedules and coordinates weekly
pickup of inmates to complete various assignments throughout the City, including trash/litter pickup,
administrative tasks, and assistance to other City departments to provide a better and cleaner Danbury.
♦ The UNIT prides itself on its proactive ways to continue to improve the community, resulting in a cleaner
and safer Danbury. Approximately 38% of UNIT activity was the result of ACTION (Active Commitment
Toward Improving Our Neighborhoods).

MAJOR OBJECTIVES ♦ Increase exposure of UNIT and CityLine 311 to Danbury’s residents by way of coordinating neighborhood
2012-2013 meetings, and share how our department can assist residents.
♦ Seek approval for local grant(s) and secure funding to improve the reporting efficiency of the department’s
activity.
♦ UNIT will assist the Danbury Police Department and expand in the enforcement and citation process of
parking and vehicle violations.
 UNIFIED NEIGHBORHOOD INSPECTION TEAM PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013
Unified Neighborhood Inspection Team (UNIT) reponds to neighborhood complaints with a comprehensive approach to enforcement and remediation of neighborhood
issues. It educates residents about basic zoning laws and coordinates resources to alleviate blighted conditions.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-2060 UNIT 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5020 Salaries Regular 102,395 250,505 62,892 106,714 250,505 186,307

5020 Personnel Salary Savings 0 -148,614 0 0 0 -81,826
5030 Overtime Salaries 0 2,000 0 2,000 2,000 2,000
5040 Part-Time Salaries 8,148 19,880 1,484 2,518 14,000 12,000
5243 Worker's Comp Insurance 2,839 2,839 2,301 2,839 2,839 2,839
5315 Communication Services 787 744 591 744 840 840
5318 Postage 15 300 0 300 300 300
5320 Training Courses 341 550 195 340 395 395
5601 Office Supplies 424 450 0 450 400 400
5612 Clothing-DryGoods-Linens 0 250 77 250 200 200
5679 Materials-Supplies Other 64 0 0 0 100 100
5701 Office Equipment 64 0 0 0 0 0
TOTAL 115,077 128,904 67,540 116,155 271,579 123,555

NUMBER OF POSITIONS 7/1/12

UNIT FY 11-12 CHANGE FY 12-13 PRESENT PROPOSED
TABLE OF ORGANIZATION BUDGET (+or-) BUDGET RATES BY MAYOR

DEPUTY FIRE MARSHAL 1 1 * 79,960-81,826 * 79,960-81,826

UNIT COORDINATOR 1 1 61,383 61,383
ASSISTANT BUILDING INSPECTOR 1 -1 0 * 34.25 0
PUBLIC SERVICE REPRESENTATIVE 1 1 * 23.16 * 23.68
TOTAL 4 3
*Union negotiated

176
 177

PUBLIC SAFETY EMPLOYEE SERVICE BENEFIT PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS PUBLIC SAFETY - EMPLOYEE ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-2999 SERVICE BENEFIT 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5232 Employees Service Benefit -193 540,870 0 540,870 0 450,000

TOTAL -193 540,870 0 540,870 0 450,000
 DIRECTOR OF PUBLIC WORKS

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION To administrate and assist Public Works Department divisions in the development of capital and other construction
projects, maintenance of existing City roads, sidewalks, parks, public buildings and equipment, in the provision of
safe drinking water to the public and in the proper treatment of sewage and septic waste.

FISCAL YEAR 2011-2012 ♦ After one of the worst winters in a long time, with new records set, keeping roads clear and open along with
ACCOMPLISHMENTS having schools open when other communities closed was a substantial accomplishment. In addition, roof
clearing due to heavy snow with no schools days missed, was also a major accomplishment.
♦ The Public Works Department placed 6,732 tons of asphalt and 4,900 LF of drainage, which in previous
years was performed by outside vendors.
♦ The Construction Services Division administered all of the ARRA funds and the City was reimbursed
$277,000 for this work.

MAJOR OBJECTIVES ♦ Perform more in-house work by purchasing additional equipment that would allow the department to
2012-2013 accomplish this goal
♦ Continue to generate revenue for the City by selling millings and any other product that comes from our
operations
♦ Administrate construction projects in-house to eliminate the need to hire outside consultants to perform this
work, putting more of our capital dollars towards project and less for outside consultants.

178
 179

DIRECTOR OF PUBLIC WORKS PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

Danbury's Public Works Department is comprised of several divisions, which ultimately provide the core of the services that the residents and taxpayers receive.
These divisions include Engineering, Public Buildings, Public Utilities, Construction Services and the Public Services Division, which consists of Parks Maintenance,
Highway, Forestry and Vehicle Maintenance. Together, these divisions make up one of the most diversified Public Works Departments in the State of Connecticut
with a work force totaling 146 employees.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-3000 DIRECTOR OF PUBLIC WORKS 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5020 Salaries Regular 199,590 198,836 124,394 198,836 198,836 204,013

5020 4659 Reimb of Expenditures -3,905 0 0 0 0 0
5030 Overtime Salaries 0 589 186 589 393 393
5243 Worker's Comp Insurance 4,297 4,297 3,483 4,297 4,297 4,297
5311 Professional Services/Fees 0 0 0 0 900 900
5315 Communication Services 0 0 0 0 1,200 1,000
5318 Postage 181 150 82 150 150 150
5320 Training Courses 1,438 870 770 870 1,500 1,500
5323 Subscriptions-Memberships 320 870 870 870 600 850
5601 Office Supplies 583 1,465 224 1,465 2,000 1,700
5624 Minor Supplies-Hand Tools 0 100 0 0 500 500
5701 Office Equipment 0 3,445 0 3,445 0 0
5713 Safety Equipment 85 200 93 100 500 500

TOTAL 202,589 210,822 130,102 210,622 210,876 215,803

NUMBER OF POSITIONS 7/1/12

DIRECTOR OF PUBLIC WORKS FY 11-12 CHANGE FY 12-13 PRESENT PROPOSED
TABLE OF ORGANIZATION BUDGET (+or-) BUDGET RATES BY MAYOR

DIRECTOR OF PUBLIC WORKS 1 1 147,636 147,636

SECRETARY 1 1 * 26.18 * 26.77
TOTAL 2 2
*Union negotiated
 HIGHWAYS

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION To maintain a roadway system that assures the safety and well being of the traveling public while providing
excellent service in a responsive, efficient and cost-effective manner.

FISCAL YEAR 2011-2012 ♦ Ungraded Danbury High School varsity baseball and girls varsity softball fields.
ACCOMPLISHMENTS ♦ Upgraded Rogers Park little league baseball fields and Hatters Park softball fields.
♦ Fourteen (14) roads were resurfaced with our in-house paving crew totaling 2.03 miles and 4,448.85 tons of
asphalt. 857 L.F. of 6” curb installed in-house throughout the City.
♦ New drainage was installed at eight (8) locations and repairs at fifteen (15) locations throughout the City.
Over 2,465 L.F. of drainage pipe, eighty (80) new catch basins, and twenty-nine (29) new sumps installed.

MAJOR OBJECTIVES ♦ Continue to install drainage to correct icing & flooding conditions.
2012-2013 ♦ Repair & resurface various City streets.
♦ Continue to maintain safe roadway conditions during winter events

180
 181

HIGHWAY DEPARTMENT PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

Highway Department maintains and reconstructs City streets, walks, curbs, bridges, storm drains and rivers. During the summer months, the department staff resurfaces roads,
installs signs, sweeps city streets and provides pickup services. During the fall, leaves are picked up at curbside along with bundled brush. During the winter months, the main
focus is on maintaining safe roadway operating conditions - 41 crews plow and sand roads during snow and ice storms.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-3001 HIGHWAYS 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5020 Salaries Regular 1,965,076 2,125,762 1,208,786 1,934,025 2,199,832 2,260,537

5020 001 Personnel Salary Savings 0 -142,667 0 0 0 -145,891
5030 Overtime Salaries 62,013 124,500 123,933 124,500 80,000 75,000
5030 4659 Reimb of Expenditures -6,348 0 0 0 0 0
5040 Part-Time Salaries 93,722 110,000 56,121 101,065 40,000 40,000
5243 Worker's Comp Insurance 38,976 38,976 31,593 38,976 38,976 38,976
5311 Professional Services 5,544 4,000 2,179 2,717 4,200 4,000
5315 Communication Services 4,235 3,600 1,632 2,707 3,600 3,600
5318 Postage 36 50 1 2 50 50
5320 Training Courses 240 400 0 400 400 400
5324 Printing & Binding 0 150 148 148 175 150
5326 Utility Service 16,823 18,500 7,163 15,165 19,000 17,500
5328 Office Services 0 0 0 0 800 0
5330 Leased Equipment 6,771 12,000 3,655 4,852 13,000 12,000
5334 Outside Services 10,203 12,000 4,916 10,551 20,000 12,000
5502 Maintain Bldgs-Structures 6,709 6,000 3,342 4,539 6,500 6,000
5508 Maintain Tools-Instrument 561 750 342 722 750 750
5509 Maintain Highways-Curbs-Walks 70,422 67,500 33,957 56,004 95,000 80,000
5509 4659 Reimb of Expenditures -10,241 0 0 0 0 0
5601 Office Supplies 1,244 1,500 1,174 1,500 1,700 1,500
5608 Custodial Supplies 1,809 1,850 1,390 1,850 1,850 1,850
5612 Clothing-DryGoods-Linens 1,170 850 767 850 1,000 850
5615 Heating Fuel 36,204 58,000 19,292 34,549 59,700 48,500
 HIGHWAY DEPARTMENT PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-3001 HIGHWAYS 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5624 Minor Supplies-Hand Tools 7,980 7,250 5,644 7,250 7,200 7,200
5625 Medical-Chemical Supplies 202 250 182 250 300 250
5679 Materials-Supplies Other 1,418 1,800 924 1,534 2,000 1,800
5708 Rd Construction&Maint Equip 3,960 3,000 0 3,000 10,000 5,000
5708 4659 Reimb of Expenditures -423 0 -526 0 0 0
5713 Safety Equipment 5,973 6,000 5,463 6,000 8,000 5,000
5715 Equipment Other 4,201 9,000 0 9,000 8,000 5,000
5715 4659 Reimb of Expenditures -1,766 0 0 0 0 0

TOTAL 2,326,714 2,471,021 1,512,076 2,362,156 2,622,033 2,482,022

NUMBER OF POSITIONS 7/1/12

HIGHWAYS FY 11-12 CHANGE FY 12-13 PRESENT PROPOSED
TABLE OF ORGANIZATION BUDGET (+or-) BUDGET RATES BY MAYOR

SUPERINTENDENT 1 1 98,036 98,036

GENERAL FOREMAN 1 1 67,907 67,907
FOREMAN II 2 2 63,539 63,539
SECRETARY/DISPATCHER 1 1 * 24.46 * 25.01
AUTO EQUIPMENT OPERATOR III 5 5 * 24.34 * 24.89
LABOR II/MASON 3 3 * 23.91 * 24.45
AUTO EQUIPMENT OPERATOR II 6 6 * 23.47 * 24.00
DRIVER 24 24 * 22.56 * 23.07
TOTAL 43 43
*Union negotiated

182
 183

HIGHWAY DEPARTMENT PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT HIGHWAYS 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

3002 STATE AID-HIGHWAY PROJECT

5509 Maintain Highways-Curbs-Walks 158,160 175,000 101,729 152,390 180,000 160,000

5630 Ice Control Materials 158,587 200,000 65,626 153,160 225,000 170,000

TOTAL 316,747 375,000 167,356 305,550 405,000 330,000

3003 SNOW & ICE REMOVAL

5030 Overtime Salaries 442,722 340,000 101,766 201,679 360,000 340,000

5260 Storm Meals 3,333 2,000 1,368 2,000 2,500 2,500
5330 Leased Equipment 36,156 30,000 10,143 30,000 30,000 30,000
5630 Ice Control Materials 480,270 450,000 31,863 251,375 475,000 450,000
5710 Blades and Chains 42,834 27,000 19,153 26,801 30,000 30,000

TOTAL 1,005,314 849,000 164,293 511,855 897,500 852,500

3004 STREET LIGHTING

5326 Utility Service 471,214 500,000 268,243 500,000 515,000 511,500

TOTAL 471,214 500,000 268,243 500,000 515,000 511,500

 PARK MAINTENANCE

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION To provide a safe, secure and clean environment for all park users. Our staff strives to maintain parks, roadside
landscaping, playgrounds, playing fields, trees and shrubs in an efficient, cost-effective manner.

FISCAL YEAR 2011-2012 ♦ Cleaning over growth from fence lines & trim back trees on City school grounds.
ACCOMPLISHMENTS ♦ Improved and regarded D.H.S Varsity field.
♦ Repaired athletic fencing at several locations.
♦ Improved and ungraded Roger’s Park little league fields.

MAJOR OBJECTIVES ♦ To enhance and prepare athletic fields at Danbury High School for the Special Olympics.
2012-2013 ♦ To enhance City wide fields for more efficient usage.
♦ To improve Kenosia Town Park & continue to install new playgrounds & spray parks throughout the City

184
 185

PARK MAINTENANCE PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

Park Maintenance is responsible for the maintenance of City parks, playfields and playgrounds to insure that they are kept in good condition and are safe for use by
the public. The division is responsible for plantings in parks and traffic islands throughout the City and for downtown holiday lighting and decorations.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-3005 PARK MAINTENANCE 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5020 Salaries Regular 781,770 875,577 487,885 780,637 875,577 846,145

5020 001 Personnel Salary Savings 0 -93,080 0 0 0 0
5030 Overtime Salaries 123,003 112,000 110,622 112,000 108,000 90,000
5030 4659 Reimb of Expenditures -4,007 0 0 0 0 0
5040 Part-Time Salaries 61,425 60,000 43,051 60,000 50,000 50,000
5243 Worker's Comp Insurance 12,304 12,304 9,973 12,304 12,304 12,304
5260 Storm Meals 5,152 3,500 1,138 2,209 3,500 3,500
5315 Communication Services 1,819 2,300 1,941 2,300 2,000 2,000
5320 Training Courses 0 0 0 0 500 500
5330 Leased Equipment 11,099 16,000 11,238 16,000 18,000 16,000
5334 Outside Services 100,310 100,000 45,787 100,000 100,000 90,000
5501 Maintain Land and Grounds 18,400 19,200 16,148 19,200 20,000 19,000
5505 Maintain Mooring Docks FL 3,377 3,500 1,838 3,500 3,500 3,500
5508 Maintain Tools-Instrument 11,569 11,000 7,275 8,758 11,000 11,000
5601 Office Supplies 389 400 177 244 400 400
5612 Clothing-Dry Goods-Linens 2,283 2,500 1,937 2,500 3,000 2,500
5624 Minor Supplies-Hand Tools 2,193 2,000 842 1,146 2,000 2,000
5626 Industrial Chemical-Supplies 704 2,000 70 201 2,000 750
5633 Agricultural Mtl-Supplies 35,834 32,500 20,622 32,500 33,000 32,500
 PARK MAINTENANCE PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-3005 PARK MAINTENANCE 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5679 Materials-Supplies Other 2,052 2,500 696 1,395 2,000 2,000

5702 Agricultural Equipment 6,920 5,000 1,328 1,857 5,000 5,000
5703 Educational-Recreaton Equip 3,099 700 0 2,500 2,000 2,000
5713 Safety Equipment 2,483 1,450 262 1,604 2,500 2,500
5715 Equipment Other 2,877 4,250 1,384 1,053 2,250 2,250
5805 Lieu of Taxes-Assessments 30,256 30,300 18,776 22,241 30,300 30,300

TOTAL 1,206,040 1,204,051 781,972 1,184,149 1,289,631 1,226,149

NUMBER OF POSITIONS 07/01/12

PARK MAINTENANCE FY 11-12 CHANGE FY 12-13 PRESENT PROPOSED
TABLE OF ORGANIZATION BUDGET (+or-) BUDGET RATES BY MAYOR

LEAD PARKS MAINTAINER 2 2 * 27.32 * 27.93

PARKS MECHANIC 1 1 * 25.04 * 25.60
PARK MAINTAINER 13 13 * 22.56 * 23.07
LABORER II 1 1 * 22.19 * 22.19
TOTAL 17 17
*Union negotiated

186
 187

FORESTRY

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION To provide a greener and healthier environment for the citizens of the City of Danbury.

FISCAL YEAR 2011-2012 ♦ Pruning of City parks.

ACCOMPLISHMENTS ♦ Tree removal for drainage and construction projects.
♦ Hazardous tree removal on City streets.

MAJOR OBJECTIVES ♦ Prune City parks and roadways.

2012-2013 ♦ Planting projects in City parks and tree replacement on roadways.
♦ Hangar removal and hazardous tree removal caused by heavy storm damage.
 FORESTRY PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013
Forestry is responsible for the preservation, care and removal of trees within the limits of City highways and on other City property.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-3006 FORESTRY 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5020 Salaries Regular 232,863 206,776 127,755 206,776 209,276 213,810

5030 Overtime Salaries 22,278 57,500 54,398 57,500 16,000 16,000
5243 Worker's Comp Insurance 4,381 4,381 3,551 3,551 4,381 4,381
5260 Storm Meals 1,012 600 117 165 800 600
5315 Communication Services 84 50 0 0 450 250
5320 Training Courses 0 0 0 0 600 400
5323 Subscriptions-Memberships 0 0 0 0 400 0
5334 Outside Services 10,000 11,500 5,380 8,088 10,000 7,500
5501 Maintain Land and Grounds 422 500 220 500 500 500
5508 Maintain Tools-Instrument 146 500 441 441 1,000 500
5601 Office Supplies 117 150 0 150 150 150
5612 Clothing-DryGoods-Linens 2,410 2,500 1,648 2,488 2,800 2,500
5624 Minor Supplies-Hand Tools 958 1,000 923 1,000 1,200 1,000
5633 Agricultural Mtl-Supplies 722 3,000 2,320 3,000 3,500 2,750
5679 Materials-Supplies Other 305 750 415 750 800 750
5702 Agricultural Equipment 790 2,500 1,617 1,617 3,000 2,000
5713 Safety Equipment 399 750 245 245 800 750

TOTAL 276,887 292,457 199,029 286,271 255,657 253,841

188
 189

FORESTRY PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

NUMBER OF POSITIONS 7/1/12

FORESTRY FY 11-12 CHANGE FY 12-13 PRESENT PROPOSED
TABLE OF ORGANIZATION BUDGET (+or-) BUDGET RATES BY MAYOR

LEAD TREE OPERATOR 1 1 *27.32 * 27.93

TREE WORKER/BUCKET OPERATOR 1 1 * 22.79 * 24.00
TREE WORKER/CLIMBER/OPERATOR II 1 1 * 22.79 * 24.00
TREE WORKER/TRUCK DRIVER 1 1 * 22.56 * 23.07
TOTAL 4 4
*Union negotiated
 PUBLIC BUILDINGS

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION The mission of the Public Buildings Division is to implement municipal landlord-tenant relationships in a fair and
equitable manner that guard the public’s interest; and to maintain the municipal and school buildings in a manner
that will insure a comfortable and pleasing environment in which to work, study or conduct the public’s business.

FISCAL YEAR 2011-2012 ♦ Completed $9 million dollar boiler/ heating plant upgrade at various schools.
ACCOMPLISHMENTS ♦ Completed Energy Efficiency Projects at City Hall, Library and decorative street lighting downtown.
♦ Renovated Old Jail at 80 Main Street to preserve this historic building and to accommodate the W.I.C.
program operations.

MAJOR OBJECTIVES ♦ Replace windows at Danbury High School.

2012-2013 ♦ Install Emergency Generator at 41 New Street Shelter.
♦ Finalize energy conservation projects at City buildings completing the approved federal energy grant.

190
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PUBLIC BUILDING MAINTENANCE-REPAIR PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-3010 PUBLIC BLDG MAINT-REPAIR 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5260 Storm Meals 1,378 700 205 302 1,000 700

5328 Office Services 2,640 4,440 3,960 4,440 4,500 4,400
5334 Outside Services 246,035 236,943 167,612 232,986 245,000 236,945
5502 Maintain Bldgs-Structures 366,420 252,509 182,302 252,509 325,000 252,510
5510 Maintain Sewage System 0 2,051 2,050 2,050 2,100 2,100
5513 Maintain Fire Alarms 50,771 50,912 38,828 42,683 50,771 50,900

TOTAL 667,244 547,555 394,958 534,970 628,371 547,555

 EQUIPMENT MAINTENANCE

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION To efficiently monitor and maintain the municipal fleet to ensure the safety of our equipment operators and the
extended life of our equipment.

FISCAL YEAR 2011-2012 ♦ With the use of new diagnostic equipment, we have further reduced cost by minimizing outsourcing.
ACCOMPLISHMENTS ♦ Extended the service life of trucks and heavy equipment.
♦ Recycled vehicle for use in different departments.

MAJOR OBJECTIVES ♦ To continue a comprehensive preventative maintenance program that will ensure vehicle safety and
2012-2013 reliability.
♦ To update the fleet to meet all department needs.
♦ To continue with the Director’s focus of the inter-department cooperation and in-house repairs to control
cost.

192
 193

EQUIPMENT MAINTENANCE PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

Equipment Maintenance maintains the City's fleet (automobiles, truck and heavy equipment) used by the Highway, Public Buildings, Airport, Park Maintenance, &
Forestry, and Police Departments as well as as other City vehicles to insure that the fleet operates efficiently and safely.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-3020 EQUIPMENT MAINTENANCE 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5020 Salaries Regular 352,200 368,873 196,422 317,303 383,873 398,582

5030 Overtime Salaries 28,982 33,000 29,120 33,000 35,000 33,000
5040 Part-Time Salaries 16,616 16,000 0 16,000 2,000 16,500
5243 Worker's Comp Insurance 5,901 5,901 4,783 4,783 5,901 5,901
5320 Training Courses 0 0 0 0 1,000 0
5326 Utility Service 17,676 16,500 8,106 16,500 17,000 17,000
5328 Office Services 0 350 0 0 350 350
5334 Outside Services 7,281 8,000 4,093 8,000 10,000 8,000
5506 Maintain Automotive Eq 346,772 355,830 219,224 355,830 400,000 372,830
5506 4659 Reimb of Expenditures -9,542 0 -1,768 -3,061 0 0
5508 Maintain Tools-Instrument 3,872 4,500 720 798 4,500 4,500
5512 Maintain Spreaders & Plows 69,927 52,000 36,009 52,000 50,000 50,000
5549 Maintenance Other 399 5,250 0 5,250 1,200 750
5601 Office Supplies 160 500 0 0 500 300
5608 Custodial Supplies 520 600 144 222 600 600
5612 Clothing-DryGoods-Linens 2,211 2,600 1,232 2,086 2,800 2,400
5615 Heating Fuel 14,751 26,000 7,445 14,636 26,780 20,034
5620 Motor Fuel 306,013 350,000 205,717 350,000 360,500 419,000
5621 Lubrication Materials 16,849 17,000 9,461 17,000 17,000 17,000
5622 Tires 62,504 68,500 43,830 68,500 70,000 68,500
5624 Minor Supplies-Hand Tools 1,396 1,000 50 116 1,000 1,000
5625 Medical-Chemical Supplies 100 100 99 99 150 100
 EQUIPMENT MAINTENANCE PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-3020 EQUIPMENT MAINTENANCE 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5626 Industrial Chemical-Supplies 1,045 1,000 284 522 1,200 1,000

5709 Garage & Shop Equip 413 500 0 0 550 500
5711 Communication Equip 3,387 3,500 1,821 1,970 3,500 3,000
5713 Safety Equipment 1,511 1,600 660 713 1,600 1,600

TOTAL 1,250,944 1,339,104 767,451 1,262,267 1,397,004 1,442,447

NUMBER OF POSITIONS 7/1/12

EQUIPMENT MAINTENANCE FY 11-12 CHANGE FY 12-13 PRESENT PROPOSED
TABLE OF ORGANIZATION BUDGET (+or-) BUDGET RATES BY MAYOR

HEAD MECHANIC 1 1 * 27.32 * 27.93

EQUIPMENT MECHANIC 5 5 * 26.11 * 26.70
PARTS ATTENDANT 1 1 * 23.95 * 23.95
TOTAL 7 7
*Union negotiated

194
 195

RECYCLING/SOLID WASTE

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION The Public Utilities Department is committed to administering programs that provide Danbury residents with
environmentally sound methods for the management and disposal of solid waste, residential yard waste and
household hazardous waste. The Danbury Public Utilities Department must comply with all Federal and State
regulations pertaining to the operation and maintenance of the active Landfill Gas Collection System as well as
monitoring of the closed Landfill.

FISCAL YEAR 2011-2012

♦ Acquired Stewardship Permit from CT DEEP for long term post closure care of the closed landfill and LFG
ACCOMPLISHMENTS Collection System.
♦ Received CT DEEP approval to revoke Title V Air Permit and replace it with a GPLPE (General Permit to Limit
Potential to Emit) for the closed Landfill.
♦ Hosted Regional Household Hazardous Waste Collection Event and continued Yard Waste Management
Program for Danbury residents.

MAJOR OBJECTIVES
♦ Maintain compliance with GPLPE requirements for Air Pollution Emissions.
2012-2013
♦ Maintain compliance with Stewardship Permit for post closure care at the Landfill.
♦ Continue Yard Waste Management Program and host Regional Household Hazardous Waste Collection
Event.
 RECYCLING/SOLID WASTE PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

Recycling/Solid Waste administers programs that provide Danbury residents with environmentally sound methods for the management of solid wastes. It administers
a yard waste management program and hosts the regional household hazardous waste collection event.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-3030 RECYCLING/SOLID WASTE 2009-2010 2010-2011 02/28/11 2010-2011 2011-2012 2011-2012

5311 Professional Services 124,012 85,000 37,200 85,000 80,000 80,000

5326 Utility Service 27,910 27,000 13,551 27,000 27,000 27,000
5334 Outside Services 127,033 178,000 67,336 165,000 178,000 168,000
5549 Maintenance Other 17,658 9,982 0 9,982 14,982 14,982
5805 Lieu of Taxes-Assessments 3,206 8,098 2,723 8,098 8,098 8,098

TOTAL 299,819 308,080 120,810 295,080 308,080 298,080

196
 197

ENGINEERING DEPARTMENT

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION To provide efficient, cost-effective engineering services to the City by ensuring the proper design of municipal
infrastructure improvements and the proper construction of utilities by private developers for future City ownership.

FISCAL YEAR 2011-2012 ♦ Supervised preparation of plans to demolish former Immanuel Lutheran School and the design and
ACCOMPLISHMENTS preparation of construction documents for Head Start School. Supervised design and preparation of
construction documents for windows and doors at Danbury High School and boiler replacements at various
schools. Worked with State DOT on designs of traffic signals for Lake Avenue/Shannon Ridge Road/Ridge
Road intersection and Osborne Street/Fifth Avenue intersection.
♦ Administered design for the Crosby St. Bridge. Completed (in-house) design/construction documents for
Spring St. sidewalk improvements, Germantown Rd./Hospital Ave. intersection, and Long Ridge Rd. culvert.
♦ Reviewed site development plans and oversaw construction by private developers of sanitary sewer mains,
water lines, new roads, and storm drainage improvements; issued 187 water and sanitary sewer permits.

MAJOR OBJECTIVES ♦ Complete construction of new Head Start School building, installation of windows and doors at Danbury
2012-2013 High School, construct Backus Avenue Traffic Signal Coordination project, install traffic signals at Lake
Avenue/Shannon Ridge Road/Ridge Road and Osborne Street/Fifth Avenue intersections, participate in DOT
Route 806 corridor improvements study.
♦ Complete design, administer and bid capital projects including Morris Street School roof replacement,
Spring Street sidewalk improvements, Crosby Street Bridge, Long Ridge Road Bridge and Middle River
Road Bridge. Relocation of sanitary sewer line under East Franklin Street Bridge.
♦ Perform in-house design, inspection and conduct surveys for sanitary sewer and water main assessment
projects.
 ENGINEERING DEPARTMENT PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013
Engineering Department administers public works, schools, parks and recreation and other city construction projects, reviews and approves designs for sanitary
sewer and water main extension and roadway work by the City and by private developers. The staff provides technical reviews for the Common Council, Planning
Commission, Planning Department, Zoning Commission and other agencies. It issues sanitary sewer and water connection permits and maintains the Citywide
traffic signal system.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-3040 ENGINEERING DEPARTMENT 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5020 Salaries Regular 636,177 709,155 392,195 640,059 709,155 725,151

5020 001 Personnel Salary Savings 0 -70,001 0 0 0 -70,001
5020 4659 Reimb of Expenditures -12,513 0 -560 -1,175 0 0
5040 Part-Time Salaries 43,637 47,160 25,350 42,629 47,160 47,160
5040 4659 Reimb of Expenditures -637 0 0 0 0 0
5243 Worker's Comp Insurance 5,887 5,887 4,772 5,887 5,887 5,887
5311 Professional Services 14,308 35,000 29,338 35,000 71,400 35,000
5315 Communication Services 697 750 373 566 1,000 750
5318 Postage 912 878 360 589 2,000 1,500
5319 4659 Reimb of Expenditures -39 0 0 0 0 0
5320 Training Courses 1,486 1,000 408 585 13,700 1,500
5323 Subscriptions-Memberships 3,124 2,933 2,932 2,933 6,000 3,000
5326 Utility Service 160,951 183,638 76,839 183,638 350,000 180,000
5326 4659 Reimb of Expenditures -17,325 0 -5,550 -5,550 0 0
5330 Leased Equipment 1,836 1,824 912 1,824 2,824 2,824
5507 Maintain Office Eq-Frntur 220 937 122 163 3,250 1,250
5601 Office Supplies 4,187 4,068 2,033 3,348 10,000 5,000

198
 199

ENGINEERING DEPARTMENT PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-3040 ENGINEERING DEPARTMENT 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5624 Minor Supplies-Hand Tools 218 121 54 58 500 400

5701 Office Equipment 6,700 13,601 9,601 13,600 3,500 2,000
5713 Safety Equipment 1,751 2,000 204 1,156 4,000 2,000

TOTAL 851,575 938,951 539,380 925,310 1,230,376 943,421

NUMBER OF POSITIONS 07/01/12

ENGINEERING DEPARTMENT FY 11-12 CHANGE FY 12-13 PRESENT PROPOSED
TABLE OF ORGANIZATION BUDGET (+or-) BUDGET RATES BY MAYOR

CITY ENGINEER 1 1 107,182 107,182

TRAFFIC ENGINEER 1 1 84,158 84,158
ENGINEER I 3 3 60,849-71,926 60,849-71,926
STAFF ENGINEER 1 1 47,625 47,652
SURVEY CREW CHIEF 1 1 * 32.24 * 32.97
TRAFFIC ENGINEER TECHNICIAN 2 2 * 28.23 * 28.87
SECRETARY 1 1 * 26.18 * 26.77
DRAFTSPERSON 1 1 * 24.17 * 24.71
TOTAL 11 11
*Union negotiated
 CONSTRUCTION SERVICES DIVISION

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION To administrate and assist in the development of capital projects and incidental construction projects resulting in a
significant savings to the City of Danbury and its taxpayers. Accomplish this goal through constructability reviews
during design, design build projects and project administration and construction management. Also, administration
of incidental construction projects using in house staff, engineering and construction personnel. Assist with City
bids for material and equipment rental.

FISCAL YEAR 2011-2012 ♦ Replacement of the artificial turf field at Danbury High School completed in five weeks on time within
ACCOMPLISHMENTS budget. Construction Services performed the construction administration reducing the project cost.
♦ Widening of White Street at the Locust Avenue intersection. Eliminating the bottleneck widening the
shoulder allowing for two continuous lanes of traffic east bound on White Street. This was funded by
Construction Services reallocating ARRA funds from the original project at no cost to the City.
♦ Stadley Rough School Roofing Project: This project was administered by Construction Service the project
was completed on time and within budget. By Construction Services performing the contract administration
the Architectural fees were significantly reduced.

MAJOR OBJECTIVES ♦ Increase the construction management and inspection of City construction projects by the Construction
2012-2013 Services Division. Further reducing dependence on outside consultants resulting in a significant cost
savings to the City of Danbury and its taxpayers.
♦ To implement a Bridge Maintenance and Pavement Preservation Program. Infrastructure is one of the City of
Danbury largest assets. By implementing these two programs the City will add longevity to the
infrastructure reducing capital expenditures. Reducing the capital expenditures results in a savings to the
City of Danbury and its taxpayers.
♦ Continue to develop the Construction Services staff through available programs and training.

200
 201

CONSTRUCTION SERVICES PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

Construction Services administers and assists in the development of capital projects and incidental construction projects resulting in a significant savings to the City
and its taxpayers. It accomplishes this goal through constructability reviews during desing, design build projects and project administration. Also included is
administration of incidental construction projects using in-house staff engineering and construction personnel.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-3041 CONSTRUCTION SERVICES 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5020 Salaries Regular 208,776 207,916 129,097 207,916 207,916 213,618

5020 4659 Reimb of Expenditures -45,516 0 -3,455 -4,783 0 0
5243 Worker's Comp Insurance 1,638 1,638 1,328 1,328 1,638 1,638
5311 Professional Services 196 5,000 0 5,000 5,000 5,000
5318 Postage 80 150 14 27 150 150
5319 Travel/Mileage 0 100 0 0 0 0
5320 Training Courses 825 1,000 300 825 2,000 1,000
5324 Printing & Binding 30 0 0 0 0 0
5334 Outside Services 562 1,710 0 1,710 75,000 1,710
5334 001 Outside Services-BMS Oil Spill 995 0 0 0 0 0
5508 Maintain Tools-Instrument 0 600 96 412 600 250
5601 Office Supplies 911 500 142 500 500 500
5624 Minor Supplies-Hand Tools 232 500 217 500 500 250
5701 Office Equipment 1,500 500 414 500 1,500 500
5713 Safety Equipment 371 500 93 500 1,000 500

TOTAL 170,600 220,114 128,245 214,435 295,804 225,116

 CONSTRUCTION SERVICES PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

NUMBER OF POSITIONS 07/01/12

CONSTRUCTION SERVICES FY 11-12 CHANGE FY 12-13 PRESENT PROPOSED
TABLE OF ORGANIZATION BUDGET (+or-) BUDGET RATES BY MAYOR

CONSTRUCTION SUPERINTENDENT 1 1 84,158 84,158

CONSTRUCTION MANAGER 1 1 69,829 69,829
ASST. CONSTRUCTION MGR. 1 1 59,076 59,076
TOTAL 3 3

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS PUBLIC WORKS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-3999 EMPLOYEE SERVICE BENEFIT 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5232 Employees Service Benefit -2,158 0 0 0 0 50,000

TOTAL -2,158 0 0 0 0 50,000

202
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HEALTH AND HUMAN SERVICES

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION The Health & Human Services Department provides our community with model community and School Based health
programs, housing & social services advocacy and other services in a cost effective and comprehensive manner.
Our staff ensures superior programs, advocacy for social services and the provision of emergency shelter for our
residents. The City of Danbury is committed to providing a healthy environment for the community.

FISCAL YEAR 2011-2012

♦ 1353 Tuberculosis clinic visits, includes school aged children with the Danbury Hospital & School Nurses;
ACCOMPLISHMENTS provided 465 clinic visits to high risk populations for Sexually Transmitted Diseases and 205 outreach visits
with the Aids Project Greater Danbury. Supported the Housing Partnership & 10-Plan to End Homelessness.
♦ Implemented Project Homeless Connect; linked over 206 clients with services. Supported the UNIT office;
the “Housing For Hero’s” program helped 13 homeless veterans using the VA Grant Program. The Day
Shelter helped 241 clients and the Night Shelter helped 105 people find shelter and services during the year.
♦ Updated the City’s All Hazards Emergency Response Plans, participated in State drills and trainings,
continued Food Safety Inspections & Land Use permitting programs, Housing Code Inspections, and
continued open space protection through EIC permit review.

MAJOR OBJECTIVES
♦ Provide Tuberculosis screening & prevention treatment through collaborative efforts at the clinic, Danbury
2012-2013 Hospital, School Nurses and VNA; Collaborate with DVNA, as well as identify and treat high risk populations
for Sexually Transmitted Diseases with Aids Project Greater Danbury,
♦ Increase outreach and support for Project Homeless Connect, support the Housing Partnership and
continue to implement of the 10-Year Plan to End Homelessness. Support the UNIT with neighborhood
improvement activities, and continue to provide Food Safety and Housing Safety inspections.
♦ Update the City’s All Hazards Emergency Response Plans, update the Pandemic Flu plans for the City of
Danbury and continue the partnership with DVNA for public vaccinations, participate in State sponsored
drills and trainings and continue open space protection through EIC permit review.
 HEALTH AND HUMAN SERVICES PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013
Health and Human Services Department protects water potability (enforcing strict standards for wells and septic systems), ensures food safety, enforces housing and nuisance
codes, implements lead poisoning prevention, and provides expert guidance to Conservation and Environmental Impact Commissions. It provides information, referral, advocacy
and eviction prevention services to the general population. It also provides emergency prescription assistance and operates an emergency shelter for homeless adults.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-4000 HEALTH AND HUMAN SERVICES 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5020 Salaries Regular 787,631 1,142,409 492,838 807,715 859,108 1,107,061

5020 001 Personnel Salary Savings 0 -239,708 0 0 0 -239,707
5030 Overtime Salaries 6,655 5,000 469 1,515 8,000 5,000
5040 Part-Time Salaries 69,853 78,378 51,034 78,378 79,106 79,106
5243 Worker's Comp Insurance -1,601 2,819 697 2,819 2,819 2,819
5311 Professional Services 27,503 28,000 18,105 27,007 30,000 28,000
5318 Postage 1,905 2,478 559 1,839 3,000 1,500
5320 Training Courses 649 750 445 672 1,000 750
5322 Conferences 96 200 0 0 400 200
5323 Subscriptions-Memberships 600 1,102 561 728 4,000 700
5324 Printing & Binding 193 250 91 533 250 250
5325 Legal & Public Notices 0 980 780 0 500 250
5330 Leased Equipment 502 600 251 413 1,000 1,000
5334 Outside Services 21,860 59,606 27,155 53,194 50,000 50,000
5507 Maintain Office Eq-Frntur 620 900 169 253 1,000 900
5508 Maintain Tools-Instrument 765 1,500 0 1,500 2,675 1,500
5601 Office Supplies 2,749 2,490 2,012 2,490 2,750 2,750
5606 Emergency Prescription Fund 1,664 3,000 1,742 3,000 3,000 3,000
5607 Emergency Aid Network 11,667 10,000 3,587 6,497 10,000 10,000
5609 Supplies 1,344 4,375 2,935 4,376 4,000 3,000

204
 205

HEALTH & HUMAN SERVICES PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-4000 HEALTH AND HUMAN SERVICES 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5626 Industrial Chemical-Supplies 393 0 0 0 0 0

5701 Office Equipment 0 600 0 0 0 600
5711 Communication Equip 0 600 0 0 0 0
5713 Safety Equipment 595 0 0 0 600 0
5855 01 Contribut-Grants CIFC 113,670 102,303 76,727 102,303 113,670 102,303
5855 02 Contribut-Grants DBY Youth Ser 110,025 99,023 74,267 99,023 110,025 94,072
5855 03 Contribut-Grants Women's Ctr 56,732 51,059 38,294 51,059 56,732 48,506

TOTAL 1,216,068 1,358,714 792,719 1,245,314 1,343,635 1,303,560

 HEALTH AND HUMAN SERVICES PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

NUMBER OF POSITIONS 07/01/12

HEALTH AND HUMAN SERVICES FY 11-12 CHANGE FY 12-13 PRESENT PROPOSED
TABLE OF ORGANIZATION BUDGET (+or-) BUDGET RATES BY MAYOR

DIRECTOR OF HEALTH & HUMAN SERVI 1 1 100,687 100,687

COMMUNITY HEALTH COORDINATOR 1 1 71,942 71,942
ASSOCIATE DIRECTOR HEALTH & 1 1 70,898 70,898
HUMAN SERVICES
SOCIAL SERVICES MANAGER 1 1 64,741 64,741
DIRECTOR OF WELFARE 1 1 60,000 60,000
SHELTER PROGRAMS COORDINATOR 1 1 * 34.25 * 34.25
HEALTH PROMOTION COORDINATOR 1 1 * 34.25 * 34.25
SANITARIAN/PUBLIC HEALTH INSP. 1 1 * 33.25 * 33.25
SENIOR HOUSING INSPECTOR 1 1 * 33.25 * 33.25
SHELTER CASE WORKER 1 1 * 33.25 * 33.25
FAIR HOUSING OFFICER/
PUBLIC HEALTH INSPECTOR 1 1 *33.25 * 33.25
MEDICAL CASEWORKER 1 1 * 32.24 * 32.24
CASEWORKER 1 1 * 30.20 * 30.20
PUBLIC HEALTH INSPECTOR 2 2 *30.20 *30.20
ENVIRONMENTAL COMPLIANCE OFF. 1 1 * 30.20 * 30.20
HEALTH SERVICES SECRETARY 1 1 * 28.23 * 28.23
CLERK TYPIST II - WELFARE 1 1 * 23.16 * 23.16
TOTAL 18 18
*Union negotiated

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS HEALTH AND HUMAN SERVICES ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
CODE-4999 EMPLOYEE SERVICE BENEFIT 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5232 Employees Service Benefit 0 52,850 0 52,850 0 20,000

TOTAL 0 52,850 0 52,850 0 20,000

206
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VETERANS ADVISORY CENTER

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION The mission of the Danbury Veterans Advisory Center is to assist all veterans of Danbury and their dependents in
obtaining all federal and state benefits for which they are entitled. We serve Danbury's veterans and their families
with dignity and compassion as their principal advocate to ensure they receive the care, support, and recognition
earned in service to the United States of America.

FISCAL YEAR 2011-2012 ♦ Transported 438 veterans to the Veterans Affairs Medical Centers at no cost to the City of Danbury.
ACCOMPLISHMENTS ♦ Monetary recapitulation from U. S. Veterans Affairs Department of $1,263,729.
♦ Monetary recapitulation from State of CT. Soldier’s, Sailor’s, Marine fund of $53,428.
♦ Maintaining disabled American Veterans Transportation Vehicle.
♦ Seminar presentations at various veterans organizations pertaining to VA benefits.

MAJOR OBJECTIVES ♦ Serving veterans and dependents of Danbury, Bethel, Brookfield, New Fairfield, New Milford, Newtown,
2012-2013 Redding, Roxbury and Sherman with all federal and state benefits.
♦ Obtaining Community Congressmen to meet with veterans’ organizations to periodically explain what our
government is doing for the veterans.
♦ Maintaining “Master” level Director of Veterans Affairs category from Veterans Affairs to practice cases in
front of Veteran’s appeal board.
♦ Continue in obtaining a “work team” out of the unions to support returning veterans “in need” with their
construction needs.
 VETERANS ADVISORY CENTER PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013
Veterans Advisory Center serves Danbury and the surrounding communities by providing knowledge of laws, benefits and rights from the federal and state governments
available to veterans and their dependents. The director interviews veterans to determine eligibility for benefits, prepares and files applications for benefits with appropriate
local, state and federal agencies and provides information, answers inquiries regarding veterans benefits, and files appeals of decisions denying benefits.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-5001 VETERANS ADVISORY CENTER 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5020 Salaries Regular 0 61,588 0 0 0 61,588

5020 001 Personnel Salary Savings 0 -61,588 0 0 0 -61,588
5040 Part-Time Salaries 33,400 30,794 20,439 30,794 30,794 30,794
5243 Worker's Comp Insurance 574 574 465 465 574 574
5318 Postage 341 650 219 353 650 650
5319 Travel/Mileage 0 250 0 0 250 250
5322 Conferences 0 500 0 0 500 500
5323 Subscriptions-Memberships 249 450 259 259 450 450
5328 Office Services 0 200 0 0 200 200
5330 Leased Equipment 383 625 259 446 625 625
5507 Maintain Office Eq-Frntur 0 125 0 0 5,507 125
5601 Office Supplies 150 300 0 0 300 300
5701 Office Equipment 0 100 0 0 100 100
5855 Contributions-Grants - Council of Veterans 22,928 23,000 5,131 23,000 24,500 24,500

TOTAL 58,025 57,568 26,773 55,317 64,450 59,068

NUMBER OF POSITIONS 7/1/12

VETERANS ADVISORY CENTER FY 11-12 CHANGE FY 12-13 PRESENT PROPOSED
TABLE OF ORGANIZATION BUDGET (+or-) BUDGET RATES BY MAYOR

DIRECTOR 1 1 61,588 61,588

208
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DEPARTMENT OF ELDERLY SERVICES

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION To increase the quality of life of Danbury area citizens who are age 60 or older by developing many comprehensive
programs specifically designed to enrich the general well-being of Danbury’s more mature population. With a
special focus on reaching out to those most vulnerable and in need, the Department of Elderly Services provides the
following resource and referral assistance services: the Municipal Agents Office for the Elderly, the Van
Transportation Program and the SeniorNet Computer Learning Center in addition to a warm welcoming recreational
and social environment at the Elmwood Hall Senior Center.

FISCAL YEAR 2011-2012 ♦ Elmwood Hall: 6,042 incoming/outgoing calls (implemented outgoing call tracking in August 2011), Thirty
ACCOMPLISHMENTS regular programs offered with approximately 10 special programs each month. 692 active seniors (those
that have membership cards), 28,746 visits/services. Municipal Agent Office: 3,605 office/lengthy phone
appointments, Van Transportation Program: 103 active seniors, 2,945 one way rides. SeniorNet: 33 classes
offered serving 145 students.
♦ Fundraisers / Donations: The Prime Timers, Inc., Friends of Danbury Seniors: $5,303; Department of Elderly
Services: $11,025
♦ Revenue collected through class fees: $5,177

MAJOR OBJECTIVES ♦ Provide services and resources for area’s aging population with focus on those most in need.
2012-2013 ♦ Elmwood Hall: Remain a dynamic “club,” appealing to both baby boomers as well as long-time members.
♦ Seek outside revenue through grants, donations, class fees and fund-raisers via The Prime Timers Inc.,
Friend of Danbury Seniors and through the department directly.
 ELDERLY SERVICES PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013
The Department of Elderly Services provides social, recreational, educational, physical, spiritual, creative, intergenerational, multicultural and animal/nature programs
for the senior citizens of Danbury. It also provides outreach to the homebound and concrete services such as benefits assistance, rent rebate, Medicare resource
and referral, tax preparation assistance, computer instruction, durable medical equipment and advocacy.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-5002 ELDERLY SERVICES 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5020 Salaries Regular 128,194 182,637 79,078 127,418 182,637 185,874

5020 001 Personnel Salary Savings 0 -54,964 0 0 0 -54,964
5040 Part-Time Salaries 56,857 85,976 37,195 64,168 88,287 82,889
5243 Worker's Comp Insurance 2,039 2,039 1,653 2,039 2,039 2,039
5311 Professional Services 8,460 9,360 4,815 3,712 9,345 9,345
5311 4659 Reimb of Expenditures -4,821 0 -3,066 0 0 0
5315 Communication Services 376 600 555 600 600 600
5318 Postage 7,513 7,000 5,119 5,880 7,000 7,000
5323 Subscriptions-Memberships 225 260 260 260 260 245
5324 Printing & Binding 7,360 8,574 5,400 8,177 8,574 8,574
5325 Legal & Public Notices 0 121 0 121 200 121
5334 Outside Services 0 90 90 90 0 0
5507 Maintain Office Eq-Frntur 419 1,620 192 385 1,620 1,620
5601 Office Supplies 1,667 1,955 1,808 1,955 1,955 1,955
5711 Communication Equip 0 30 30 0 0 0
TOTAL 208,289 245,298 133,129 214,805 302,517 245,298

NUMBER OF POSITIONS 7/1/12

ELDERLY SERVICES FY 11-12 CHANGE FY 12-13 PRESENT PROPOSED
TABLE OF ORGANIZATION BUDGET (+or-) BUDGET RATES BY MAYOR

DIRECTOR 1 1 74,708 74,708

MUNICIPAL AGENT 1 1 * 30.20 * 30.88
PROGRAM COORDINATOR 1 1 * 30.20 * 30.20
TOTAL 3 3
*Union negotiated

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DANBURY HOUSING AUTHORITY - ELDERLY TRANSPORTATION

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION The Danbury Housing Authority strives to provide decent, safe and sanitary housing opportunity to low and
moderate income residents. The objective of this program is to provide free transportation to the poor and elderly
residents of our housing complexes. This service makes it possible for the residents served to avoid having to own
and drive a vehicle for their basic medical, food and religious needs. This program provides benefits to all the
residents of Danbury in reduced traffic congestion, reduced auto emissions and safer drivers on the road.
The City of Danbury currently provides a grant to the Housing Authority to defray a portion of the cost of the van
driver program that provides door to door transportation to residents of Ives Manor, Crosby Manor, Wooster Manor,
Putman Towers and Glen Apartments from their residences to shopping centers, medical appointments and
religious services 52 weeks per year.

FISCAL YEAR 2011-2012 ♦ The program provides each of the five developments with two weekly trips for grocery shopping to stew
ACCOMPLISHMENTS Leonard’s, Stop and Shop, C-Town, Super Food Market and Walmart. Resident are picked up at their homes
and assisted with their packages upon returning home. Also, trips for religious services are performed on
an as requested basis. Additional trips are provided to the polls on election day and to other community
activities/holiday celebrations so that the residents can feel like a complete part of the community. This
service accommodates approximately 50 to 70 riders per week.

MAJOR OBJECTIVES ♦ The Housing Authority of the City of Danbury intends to continue to provide this valuable, necessary and
2012-2013 supportive service that our elderly residents have come to depend on.
 ELDERLY TRANSPORTATION PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

Elderly Transportation program of The Danbury Housing Authority provides free door-to-door transportation to poor and elderly residents of Ives Manor, Crosby Manor,
Wooster Manor, Putnam Towers and Glen Apartments to shopping centers, medical appointments and religious services 52 weeks per year.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-5003 ELDERLY TRANSPORTATION 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5855 Contributions-Grants 12,000 12,000 9,000 12,000 16,046 12,000

TOTAL 12,000 12,000 9,000 12,000 16,046 12,000

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COMMUNITY SERVICES

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION To advance the common good in our local communities – creating opportunities for a good life for all by focusing on
three essentials to a good life: Education that leads to a stable job; Economics aimed at financial viability and
stability that can support a family through retirement; and Health that leads our residents to accessible health care
programs.

The City’s primary goal is to ensure that the needs of the community continue to be sufficiently addressed by
seeking out other organizations within the community who share a common vision and have the unique talent and
expertise to effectively and efficiently address such need.

FISCAL YEAR 2011-2012 ♦ The City of Danbury strives to form partnerships with other organizations such as the Danbury Downtown
ACCOMPLISHMENTS Council, United Way and the Volunteer Center, so we can maximize our collective skills, talent and resources
in the delivery of the municipal services that are results driven in the most efficient and effective way
possible while preserving the cultural, historical and natural resources of the City. These organizations
continue to provide a vital role in providing much needed services for the community that would likely have
to be provided by the City Government.

MAJOR OBJECTIVES ♦ To continue to strengthen our partnerships with the Danbury Downtown Council, United Way and the
2012-2013 Volunteer Center and perhaps other organizations.
♦ To continue to seek out community partners in providing cost effective and measurable results of providing
quality community services.
 DANBURY DOWNTOWN COUNCIL/CITYCENTER DANBURY

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION CityCenter Danbury uses the “National Main Street Four Point approach” to downtown revitalization. Through
ORGANIZATION, PROMOTION, ECONOMIC RESTRUCTURING, and DESIGN, CityCenter Danbury provides a
framework for general operations, goal-setting and work plans; markets downtown’s historic culture, image and arts
calendar; promotes activities that attract/retain businesses encouraging growth & investment; and enhances the
district’s physical assets. CityCenter works to create downtown as the center of community and cultural unity,
prosperity, and health.

FISCAL YEAR 2011-2012 ♦ Economic development and community involvement efforts: Danbury Farmers’ Market Community
ACCOMPLISHMENTS Collaborative (DFMCC) grew by 70% in matched funds with more organizations participating; outdoor art
exhibit at HARTransit Pulse Point in coordination with Housatonic Valley Cultural Alliance (HVCA); co-
sponsor of the Community Garden behind the Hispanic Center; best season attendance to date for Concerts
on the Green and Taste of Greater Danbury; Holiday Lighting program moved to Saturday after Thanksgiving
as start of ‘CityCenter Danbury Holiday Celebration from Light the Lights to First Night’; and continued co-
sponsoring of Chili Winter Warm-Up with the Westerners Collegiate Baseball Team.
♦ Phase II of Museum in the Streets unveiled with thirteen (13) additional panels gracing West Street, Deer Hill
Avenue and Wooster Street.
♦ More consistency and discipline brought to the Architectural Advisory Committee resulting in fine examples
of good sign and façade design for an improved downtown streetscape.

MAJOR OBJECTIVES ♦ Continue active engagement with downtown stakeholders and community leaders to compliment work of
2012-2013 Danbury Main Street Partnership and the Office of Economic Development.
♦ Further integration of higher education students (NVCC and WCSU) into the downtown community and
economy.
♦ Expand calendar of events on the CityCenter Danbury Green to include more cultural festivals other than the
successful Jai-Ho Indian Festival.
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COMMUNITY SERVICES PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

Danbury Downtown Council/CityCenter Danbury is a body politic established in 1988 by its property owners (currently 180) under the provision of State of
Connecticut legislation and City of Danbury ordinance. It implements programs that improve the physical appearance of Danbury's Downtown Business District.
Funds are specifically earmarked for revitalization programs, special services and capital improvement that improves the one square mile district.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-5011 COMMUNITY SERVICES 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

6021 Downtown Council 36,722 33,050 24,788 33,050 33,050 31,398

TOTAL 36,722 33,050 24,788 33,050 33,050 31,398

Annual request for funding to enhance the CityCenter Holiday Lighting Program, including the "Light the Lights" program.

Annual request for funding to offset the CityCenter costs associated with Green Management, i.e. hosting/coordinating events
and festivals on the CityCenter Danbury Green. It covers expenses related to providing a quality venue and consulting service
organizations conducting events. Requested funds are not used for expenses related to the events themselves, but support
salary expense for CityCenter's Program Coordinator/Supervisor and seasonal help.

Annual request for funding to offset CityCenter costs associated with the CityCenter Maintenance Program which employes two
workers responsible for tasks that include but not limited to: daily removal of litter, graffiti, leaves and snow from sidewalks, curbs,
and walkways; refurbishment of garbage containers, railings, planters and benches; delivery and setup of equipment for events.
 UNITED WAY OF WESTERN CONNECTICUT

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION To advance the common good in our local communities – creating opportunities for a good life for all by focusing on
three essentials to a good life: Education that leads to a stable job; Economics aimed at financial viability and
stability that can support a family through retirement; and Health that leads our residents to accessible health care
programs.

FISCAL YEAR 2011-2012 ♦ Distributed over $400,000 via United Way’s allocation process, funds to 24 Danbury non-profit agencies who,
ACCOMPLISHMENTS in turn, directly served 20,193 residents.
♦ The City determined the allocation of available dollars to the following service areas: Education ($101,163),
Health ($141,726), and Income ($161,860).
♦ UWCC recruited and trained 26 City residents to volunteer to review applications for the City. The volunteers
spent several weeks to carefully consider each application, spending a combined total of 520 volunteer
hours – to read agency proposals, listen to agency presentations and through considerable discussion and
debate, arrive at a final funding recommendation, which the City approved.

MAJOR OBJECTIVES ♦ Create long-lasting change by addressing underlying causes of problems in our community in the three main
2012-2013 areas of Education, Economics and Health.
♦ Remain focused on the three targeted areas of need thereby matching our dollars to appropriate needs
through an efficient and effective process.
♦ Maintain regular reporting from United Way of Western Connecticut.

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COMMUNITY SERVICES PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

United Way of Western Connecticut – To advance the common good in our local communities – creating opportunities for a good life for all by focusing on the
elemental components to a good life: education, economics and health. Key priority in Economic Crisis: Partner (and encourage partnership) with other community
organizations to most effectively invest reduced dollars and deliver services.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-5011 COMMUNITY SERVICES 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

6080 United Way 463,500 417,150 315,988 417,150 417,150 396,293

TOTAL 463,500 417,150 315,988 417,150 417,150 396,293

Economics: Promoting financial stability and self-sufficiency – United Way creates opportunities for all people to secure safe and
affordable housing, acquire skills and training to maintain employment and achieve financial stability leading toward independence.
Programs and initiatives funded in this category include supportive housing, affordable housing, employability training, basic needs, and
legal aid.

Education: Helping children, youth and their families achieve their potential – Programs supported in this category include early
childhood education, afterschool care, academic completion programs and parent education programs. Education is the cornerstone of
individual and community success. It’s essential to getting and keeping a job with a livable wage and health benefits. And it’s fundamental
to a community’s economic prosperity; a well-education workforce attracts world-class jobs.

Health: Promoting health and wellness – United Way strives to make health care accessible and affordable in our communities.
Illness can affect individuals and families not only physically, but emotionally and financially. Programs supported in this category include
those that promote healthy lifestyles, provide counseling services, home health care, children’s health clinics and drug and alcohol
rehabilitation services.

United Way Administration Fee

 THE VOLUNTEER CENTER OF UNITED WAY OF WESTERN CONNECTICUT

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION
The Volunteer Center of United Way of Western Connecticut is the community leader in connecting people to
volunteer service and providing resources to support non-profit organizations. We provide Danbury residents with
an opportunity to cultivate a commitment to civic engagement and volunteer service.

FISCAL YEAR 2011-2012 ♦ Administration of the S.A.V.E. (Seniors Adding Valuable Experience) program for the City of Danbury. 46
ACCOMPLISHMENTS seniors completed over 5985 hours of service to 29 Danbury city departments and nonprofits with a total
financial impact of $127,840 (based on Independent Sector formula)
♦ Over 4,000 volunteers were engaged with our organization or referred to help nonprofits across the
community. Of this number, approximately 70% are Danbury residents.
♦ Back-to-School Program helped 326 Danbury school children. Spring Buddy Baskets benefited 1,138 low-
income preschoolers at Head Start and 25 other Danbury social service agencies. Holiday Fruit Baskets
were given to 138 Danbury seniors and at-risk families. Total financial impact: $93,950

MAJOR OBJECTIVES ♦ Increase the number of Danbury seniors participating in the S.A.V.E. program by 20% and develop a service
2012-2013 recognition component
♦ Sustain and enhance The Volunteer Center’s Comprehensive Volunteer Services Program
♦ Strengthen and grow the number of participants and projects of the Youth Volunteer Corps of Western
Connecticut

218
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COMMUNITY SERVICES PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

Volunteer Center connects community resident and businesses to volunteer opportunities throught its Recruitment & Referral Program and Business Volunteer
Council. It provides education and training to non-profit organizations with its management assistance program and provides at-risk, homebound seniors with a
volunteer companion through its Friendly Visitor Program. It also provides court-ordered individuals with appropriate community service placements.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-5011 COMMUNITY SERVICES 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

6081 The Volunteer Center 6,750 6,075 4,556 6,075 7,500 5,771
TOTAL 6,750 6,075 4,556 6,075 7,500 5,771

The Volunteer Center of United Way Western Connecticut continues its collaborative partnership with the City of Danbury as the
administrator of Danbury's S.A.V.E. (Seniors Adding Valuable Experience) Program. S.A.V.E. connects seniors to volunteer
service in City departments and nonprofit agencies. Financially qualifying seniors completing 100 hours of service are eligible to
receive up to $600 in property tax credits per household. For 2011-2012 year, 51 S.A.V.E. participants will contribute over
4,800 hours to the Danbury community.

Based upon the national average for estimated value of a volunteer's time, the total financial project impact of this year's
participants will be a minimum of $127,840. Overall, the cost-effective S.A.V.E. Program is a wonderful success.
Danbury senior homeowners are eligible for a tax reduction, and the City departments and nonprofits have the benefit
of the seniors' skills as volunteers.
 DANBURY PUBLIC LIBRARY

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION The Danbury Library is committed to being:

♦ A welcoming destination
♦ A convenient gateway to the best sources of information, cultural enrichment and possibility
♦ Responsive to the varied needs of our city’s diverse population

FISCAL YEAR 2011-2012 ♦ Completed successful community survey with results being used for budgeting and long-range planning.
ACCOMPLISHMENTS ♦ Increased number of and attendance at library programs for children, teens and adults (+8%).
♦ Increased number of questions asked in person, by phone or via email (+10%).
♦ With Western CT State University, Danbury High School and Wooster School, offered fourth annual city-
wide reading program, One Book, One Community.

MAJOR OBJECTIVES ♦ Put together a plan to use additional space within Union Savings Bank building.
2012-2013 ♦ Add downloadable eBook service for Danbury Library cardholders.
♦ Increase item circulation.

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DANBURY PUBLIC LIBRARY PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

Danbury Public Library’s mission statement reads “Danbury Library will be the best public library in Connecticut—your information, inspiration and and imagination destination.”
A Danbury Library card opens the door to thousands of books, videos, DVDs, books on CD, magazines and newspapers for children and adults. It connects to on-line databases
and high speed Internet. The Library is committed to offering programs and workshops in which community residents are able to expand their knowledge and enjoyment of
particular topics.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-7000 DANBURY PUBLIC LIBRARY 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5020 Salaries Regular 1,226,176 1,368,387 648,424 1,051,160 1,421,898 1,347,100

5020 001 Personnel Salary Savings 0 -166,839 0 0 0 -194,887
5030 Overtime Salaries 55 473 473 473 0 0
5040 Part-Time Salaries 260,600 276,092 185,229 276,092 276,092 276,092
5243 Worker's Comp Insurance 14,616 14,616 11,847 14,616 14,616 14,616
5311 Professional Services 49,716 27,268 23,367 24,994 15,866 15,866
5318 Postage 3,954 4,200 2,901 4,200 4,000 4,000
5324 Printing & Binding 6,752 6,015 747 2,212 5,100 5,100
5325 Legal & Public Notices 2,000 1,500 0 0 1,750 1,750
5330 Leased Equipment 24,152 17,138 12,487 16,674 14,110 21,610
5334 Outside Services 100,771 117,532 63,455 117,532 137,335 137,335
5507 Maintain Office Eq-Frntur 37,852 47,735 43,739 45,582 50,116 50,116
5601 Office Supplies 28,592 26,494 7,735 18,133 23,000 23,000
5660 Books-Children Dept 26,225 23,323 17,607 23,323 23,300 23,300
5661 Books 68,749 68,339 58,801 68,339 59,913 59,913
5662 Magazines 15,184 15,538 12,742 14,987 15,665 15,665
5663 Recordings 1,917 1,925 1,378 1,925 1,500 1,500
5664 Films 13,055 10,885 7,109 9,853 9,720 9,720
 DANBURY PUBLIC LIBRARY PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-7000 DANBURY PUBLIC LIBRARY 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5667 Audiobooks 16,824 11,900 4,540 7,582 10,350 10,350

5701 Office Equipment 941 33,532 29,868 33,460 7,500 25,000

TOTAL 1,898,131 1,906,053 1,132,447 1,731,139 2,091,831 1,847,146

NUMBER OF POSITIONS 7/1/12

LIBRARY FY 11-12 CHANGE FY 12-13 PRESENT PROPOSED
TABLE OF ORGANIZATION BUDGET (+or-) BUDGET RATES BY MAYOR

LIBRARY DIRECTOR 1 1 101,019 101,019

ASSISTANT LIBRARY DIRECTOR 1 1 67,000 67,000
EXECUTIVE SECRETARY 1 1 54,558 54,558
LANGUAGE CENTER LIBRARIAN 1 1 * 34.25 * 34.25
JUNIOR SERVICES LIBRARIAN 1 1 * 34.25 * 30.88
REFERENCE SERVICES LIBRARIAN 1 1 * 34.25 * 35.02
SENIOR COMPUTER TECHNICIAN 1 1 * 34.25 *35.02
TECHNICAL SERVICES LIBRARIAN 1 1 * 34.25 * 35.02
WEBMASTER 1 -1 0 * 33.25 0
TECHNICAL ASST. III COMM. RELATIONS 1 1 * 32.24 * 32.97
LIBRARY TECHNICAL ASSISTANT III ADULT 1 1 * 32.24 * 32.97
LIBRARIAN I 5 5 * 30.20-30.88 * 30.88-32.10
CHILDREN'S PROGRAM COORDINATOR 1 1 * 28.23 * 28.23
LIBRARY TECHNICAL ASSISTANT I 2 2 * 26.18 * 26.77
COMPUTER TECHNICIAN 1 1 * 26.18 * 26.77
CLERK TYPIST II - COMM. RELATIONS 1 -1 0 * 24.17 0
CLERK TYPIST II 5 5 * 21.16 * 23.68
TOTAL 26 24
*Union negotiated

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LONG RIDGE LIBRARY

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION The Long Ridge Library is a historical community center, serving the Long Ridge and surrounding neighborhoods
since 1916. The library houses invaluable collections of local history, biographies and theatre, as well as books and
materials that have been donated over the years by prominent Long Ridge authors and artists. We also offer a wide
variety of books, audiotapes and videos representing new works and the classics for adults and children. Our
purpose is to provide a community gathering place for the Long Ridge/Danbury area residents.

FISCAL YEAR 2011-2012 ♦ The Library is now run entirely by 3-4 volunteers who do not get paid for their services due to the cut in
ACCOMPLISHMENTS grants. We managed to run the library on a shoe string budget last year.
♦ Increased membership and book circulation. We now serve 170 families in the neighborhood.
♦ Held monthly Book-Club meetings, Children’s Story Hour every Saturday, and Holiday activities for families
with children.
♦ Distributed newsletter in the fall along with fund-raising request that brought in some donations.
♦

MAJOR OBJECTIVES
2012-2013 ♦ To stay financially sound to continue providing service to the community especially to the children of the
neighborhood.
♦ To encourage more local volunteer involvement in the activities of the library.
♦ To continue building and preserve the historical archives of the local area.
 LONG RIDGE LIBRARY PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

Long Ridge Library serves as a community resource for the Long Ridge area of Danbury. It provides a wide variety of books, books on tape and videos for adults
and children. Its historical archives are important to the local history of the Long Ridge area.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-7001 LONG RIDGE LIBRARY 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5855 Contributions-Grants 4,860 4,860 3,645 4,860 6,159 4,860

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DEPARTMENT OF RECREATION

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION The Danbury Recreation Department is committed to providing high quality and diverse recreational programs and
services while working in cooperation with Danbury’s youth and adult athletic organizations as well as City
agencies.
We will constantly seek new opportunities to expand our offerings as we try to meet the varied needs of our ever
changing community as well as making improvements where needed.

FISCAL YEAR 2011-2012 ♦ Expanded Summer Movie Program

ACCOMPLISHMENTS ♦ Paved Hatter’s Park Parking Lot
♦ Repaired playing surface at Rogers Park Tennis courts

MAJOR OBJECTIVES ♦ Open Kenosia Spray Park

2012-2013 ♦ Open Danbury Dog Park
♦ Increase Parking area at Hatter’s Park
♦ Construct Seasonal Ice Skating Area at Rogers Park
 RECREATION DEPARTMENT PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

Recreation Department offers citizens of all age groups a variety of public recreation programs.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-7002 RECREATION DEPARTMENT 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5020 Salaries Regular 132,176 115,004 47,429 77,933 121,533 120,851

5040 Part-Time Salaries 157,956 180,000 129,231 180,000 180,000 165,000
5243 Worker's Comp Insurance 1,038 1,038 841 1,038 1,038 1,038
5311 Professional Services 31,453 36,250 3,276 35,392 35,500 35,407
5315 Communication Services 681 600 293 509 550 550
5318 Postage 25 88 6 88 88 88
5319 Travel/Mileage 702 650 427 427 650 650
5323 Subscriptions-Memberships 235 300 150 300 300 300
5324 Printing & Binding 819 1,000 0 300 900 900
5325 Legal & Public Notices 0 400 0 0 350 350
5334 Outside Services 27,354 19,000 4,830 19,000 18,500 16,000
5507 Maintain Office Eq-Frntur -50 550 17 25 500 500
5601 Office Supplies 489 400 179 400 350 350
5608 Custodial Supplies 716 750 379 492 700 750
5625 Medical-Chemical Supplies 297 300 238 300 300 300
5627 Recreational Supplies 9,158 15,000 8,136 15,000 6,500 20,000
5855 04 Contribut-Grants Westerners 12,600 11,340 8,040 0 10,500 10,225
5855 Contribut-Grants Save Sports 0 58,000 58,000 69,340 0 0

TOTAL 375,648 440,670 261,472 400,544 378,259 373,259

226
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RECREATION DEPARTMENT PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

NUMBER OF POSITIONS 7/1/12

RECREATION DEPARTMENT FY 11-12 CHANGE FY 12-13 PRESENT PROPOSED
TABLE OF ORGANIZATION BUDGET (+or-) BUDGET RATES BY MAYOR

DIRECTOR OF RECREATION 1 1 74,485 74,485

SECRETARY 1 1 * 26.18 * 24.71
TOTAL 2 2
 TARRYWILE PARK AUTHORITY

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION The City of Danbury purchased the property now known as Tarrywile Park in 1985. The Tarrywile Park Authority was
created by an ordinance of the Common Council on May 1, 1989. The 722 acre land and building preserve is
managed for the City of Danbury by the Tarrywile Park Authority to provide appropriate community activities,
passive recreation, environmental education, wildlife management, watershed protection, scenic views, agriculture
and forestry while maintaining a sustained balance of historic preservation.

FISCAL YEAR 2011-2012 ♦ Worked to identify grant funding for projects, programs and equipment necessary to the day to day
ACCOMPLISHMENTS operations of the Park.
♦ Worked with several Eagle Scouts to enhance the Parks offerings of mapsheds, benches, camp sites and
other amenities for public use.
♦ Continued to look for ways to reduce our operating budget without reducing services.

MAJOR OBJECTIVES ♦ Continue to work with the City of Danbury to complete renovations and projects funded by LoCIP funds.
2012-2013 ♦ Continue to clear access ways in several areas of the Park for ease in rescue operations.
♦ Continue to work with the Volunteer Center to construct a wetlands boardwalk.

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TARRYWILE PARK AUTHORITY PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

Tarrywile Park Authority provides passive recreational opportunities for the citizens of the City of Danbury. If also provides education programming and activities. The
Authority maintains 18 buildings and 722 acres of land, which includes 21 miles of hiking trails. It manages Tarrywile Mansion as a community center to provide space for
weddings, meetings and parties.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-7003 TARRYWILE PARK AUTHORITY 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5334 Outside Services 255,150 229,635 172,226 229,635 245,591 218,153

TOTAL 255,150 229,635 172,226 229,635 245,591 218,153

 DANBURY CULTURAL COMMISSION

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION The mission of the Danbury Cultural Commission is to provide cultural and arts activities to enrich the lives of our
community. We foster and encourage learning and performing opportunities for citizens of all ages, and assist in
providing attendance opportunities at events resulting from these efforts, at little or no cost.

FISCAL YEAR 2011-2012 ♦ The programs and events sponsored or co-sponsored by the commission have been very successful this
ACCOMPLISHMENTS year. With our help and assistance:
♦ Richter Arts Assn. has provided a variety of successful arts, music, and art/photo exhibits. The Danbury
Music Centre has presented musical concerts and the popular Nutcracker Ballet. The CT Ballet performed
workshops in the Danbury schools. The City Center Concerts/Events and the Charles Ives Performing Arts
presented diverse programs as did the First Night Danbury celebrations bringing families to Downtown
Danbury. Cultural festivals have benefited from our assistance such as Danbury Concert Assn., the
Harambee Center and the Literacy Volunteer program.

MAJOR OBJECTIVES ♦ To continue improving and expanding arts and cultural activities through efforts that will not require
2012-2013 increased budgets.
♦ To continue our efforts in assisting arts and music organizations through better publicity and
communications.
♦ To improve efforts to bring arts activities to our youths, adults and senior citizens as well as to the
underprivileged in our Danbury community.

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CULTURAL COMMISSION PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

Cultural Commission provides culture and arts activities for the citizens of Danbury. It encourages learning and performing opportunities for all ages and assists
in providing attendance opportunities at events at little or no cost.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-7005 CULTURAL COMMISSION 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5855 Contributions-Grants 84,861 76,545 43,053 76,545 90,000 72,718

TOTAL 84,861 76,545 43,053 76,545 90,000 72,718
 LAKE KENOSIA COMMISSION

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION The Lake Kenosia Commission is dedicated to improve the quality of life for Danbury citizens by ensuring the
long-term protection of Lake Kenosia as one of the City’s important natural resources and an important element
of the City water supply. The long-term preservation of the environmental quality of the lake aims to maintain and
improve its integrity, through pro-active planning, sound management, and public education.

FISCAL YEAR 2011-2012 ♦ Facilitated the completion of the Kenosia “vegetated buffer” and rain gardens at the Kenosia Town Park;
ACCOMPLISHMENTS Inspected and maintained the Phase 1 and Phase 2 planting plots. Inspected the Phase 3 plantings,
overseeing the work of the contractor to complete the project. Planned and organized the “grand opening
celebration” of the Lake Buffer gardens (scheduled 6/ 2012). Collaborated with the Danbury garden Club in
preparing a Meserve Grant proposal for public outreach for the vegetated buffer grand opening.
♦ Worked with the Danbury Public Utilities Department to establish a “Supplemental Environmental Project”
(SEP) at the Lake Kenosia Town Park. The project (to be implemented in 2012) will create a riparian buffer to
the wetlands at the Town Park.
♦ Directed the suction harvesting to remove weeds at the Kenosia Town Park for the Summer 2011 swimming
season.

MAJOR OBJECTIVES ♦ Establish the buffer gardens as an “outdoor learning center” for the Danbury Public schools and conduct
2012-2013 public outreach programs to establish support and solicit donations to maintain the vegetated buffer
gardens.
♦ Facilitate “suction harvesting” at Kenosia Town Park for summer 2013 swimming season.
♦ Conduct environmental programs on Lake Kenosia for Danbury Schools and continue public outreach.

232
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LAKE KENOSIA COMMISSION PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

Lake Kenosia Commission strives to provide long-term preservation of the environmental quality of Lake Kenosia through pro-active environmental planning,
sound environmental management and public education.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-7006 LAKE KENOSIA COMMISSION 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5311 Professional Services 15,799 16,038 5,936 16,038 17,000 15,236

TOTAL 15,799 16,038 5,936 16,038 17,000 15,236

 CHARLES IVES AUTHORITY FOR THE PERFORMING ARTS

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

The Charles Ives Center for the Arts, a nationally recognized forum for the performing and creative arts, was
STATEMENT OF MISSION
founded in 1974 to honor the memory of Danbury native Charles Edward Ives, one of America’s greatest composers.
In 2007, Danbury created the Charles Ives Authority for the Performing Arts to preserve and protect the Ives Center's
founders' vision. The Ives Authority governs Ives Concert Park, a unique 5,500 seat outdoor amphitheatre situated
on a beautiful parcel of 40 wooded acres, a pond, breathtaking gardens and public hiking trails that provides a venue
for many community programs including the Ives Festival Orchestra, a Celebrity Series, a Fine Arts & Family Series,
the Greater Danbury Irish Festival, Ecuadorian Festival and Latin Music Festival. The Ives is an invaluable
investment in our community, enhancing our quality of life while advancing the arts, culture and educational
programs that have a positive impact on the Greater Danbury area.

FISCAL YEAR 2011-2012 ♦ Launched cloud technology systems for secure, standards based information share platform to improve
ACCOMPLISHMENTS financial reporting capability and maximize capacity building and fundraising efforts.
♦ Received letter of determination for 501 C 3 Friends of Ives Fundraising Arm.
♦ Developed collaborative community program with Henry Abbott Technical High School - "Illuminating
Education Through the Arts", presenting two scholarship awards of $500 each to students who exemplified
the pursuit of excellence.

MAJOR OBJECTIVES ♦ Enhance Friends of Ives’ Annual Support funding for operations, programs and capital improvements.
2012-2013 ♦ Develop ‘Garden Series” program offering free lectures, intimate multicultural performances and naming
opportunities for additional revenue streams.
♦ Plan and organize October Fest annual fall harvest festival.

234
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IVES AUTHORITY FOR THE PERFORMING ARTS PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

Ives Authority for the Performing Arts governs the Ives Concert Park and utilizes City funds to administer the production of the highest quality music and other arts related
programming.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS IVES AUTHORITY FOR THE ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-7007 PERFORMING ARTS 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5334 Outside Services 64,800 58,320 43,740 58,320 58,320 55,404

TOTAL 64,800 58,320 43,740 58,320 58,320 55,404

 DANBURY MUSEUM & HISTORICAL SOCIETY AUTHORITY

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION The mission of the Danbury Museum & Historical Society Authority is to acquire, preserve, exhibit and interpret the
cultural heritage and history of the City of Danbury for the purpose of education, information and research.

FISCAL YEAR 2011-2012 ♦ Utilized a separate 501 (c) 3, Friends of the Danbury Museum and Historical Society Authority, Inc. to
ACCOMPLISHMENTS facilitate fundraising and grant writing.
♦ Expanded and funded, through grant initiatives, our 3rd grade and 5th grade programs. DMHSA will provide
educational outreach to more than 2000 students this year.
♦ Following a new exhibit model, the museum created a highly engaging and popular exhibit: Magnificent
Millinery. Our audience directed the creation of the next two exhibits in FY 2012-2013.

MAJOR OBJECTIVES ♦ Continue to rework all marketing initiatives concentrating on utilizing social media sources to provide more
2012-2013 information to an ever growing audience. Collaborate with myriad local groups to facilitate better exhibits,
programs and events.
♦ Concentrate museum resources on completing the multi-year re-cataloguing efforts.
♦ Focus museum efforts on sustaining the basic maintenance of the historic structures while planning begins
for major restoration efforts in 2013.

236
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DANBURY MUSEUM & HISTORIAL SOCIETY AUTHORITY PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

Danbury Scott Fanton Museum and Historical Society is committed to the preservation of all aspects of local history and the promotion and education of the
Danbury community concerning that history. It creates educational opportunities through interaction with the local school systems, public programming on a variety
of topics for adults and children, permanent and temporary exhibits and a working research library available for reference to members of the public.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-7008 DANBURY MUSEUM & HISTORICAL SOCIETY 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5334 Outside Services 76,950 69,255 69,255 69,255 69,255 65,792

TOTAL 76,950 69,255 69,255 69,255 69,255 65,792

 RISK MANAGEMENT

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION Risk Management’s mission is to protect the City’s assets by promoting the safety and health of City employees,
minimizing damage and injury claims, promoting public safety, and to efficiently and effectively administer
affordable employee benefits.

FISCAL YEAR 2011-2012 ♦ Participated in the Medicare d reimbursement program, returning another $165,000 to the City for retiree
ACCOMPLISHMENTS medical expenses.
♦ Changed health insurance carrier realizing a savings of $951,000 over the previous year’s premiums.
♦ Created electronic copies of workers compensation documents that has helped departments report
incidents more efficiently.

MAJOR OBJECTIVES ♦ Implement an education program on employee wellness and benefit options.
2012-2013 ♦ Implement on-line claims reporting portal.
♦ Increase safety training.

238
 239

RECURRING COSTS PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

Recurring Costs are expenditures occurring on an annual basis. Included in this category are FICA taxes, Insurance, Pension Benefits, Worker’s Compensation,
State Unemployment Compensation, Employee Service Benefit, Employee Health and Life Insurance and Union Welfare.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT RECURRING COSTS 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

8001 FICA
5220 FICA 1,436,292 1,600,000 881,106 1,600,000 1,675,000 1,600,000
TOTAL 1,436,292 1,600,000 881,106 1,600,000 1,675,000 1,600,000

8002 PENSION EXPENSE

5240 Pension Expense 5,301,752 7,677,000 1,416 7,677,000 9,460,000 9,460,000
TOTAL 5,301,752 7,677,000 1,416 7,677,000 9,460,000 9,460,000
8003 EMPLOYEE SERVICE BENEFIT
5232 Employees Service Benefit 145,415 200,000 143,365 200,000 225,000 200,000
TOTAL 145,415 200,000 143,365 200,000 225,000 200,000
8004 WORKER'S COMPENSATION
5242 Worker's Comp Claim-Uninsured 814,089 1,051,950 509,488 1,051,950 1,007,262 1,051,950
TOTAL 814,089 1,051,950 509,488 1,051,950 1,007,262 1,051,950
8005 STATE UNEMPLOYMENT COMP
5245 Payments-Civil Divisions 33,872 45,000 39,459 45,000 65,000 65,000
TOTAL 33,872 45,000 39,459 45,000 65,000 65,000
 RECURRING COSTS PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

Recurring Costs are expenditures occurring on an annual basis. Included in this category are FICA taxes, Insurance, Pension Benefits, Worker’s Compensation,
State Unemployment Compensation, Employee Service Benefit, Employee Health and Life Insurance and Union Welfare.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT RECURRING COSTS 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

8006 EMP HEALTH & LIFE INS

5230 Employees Life Insurance 90,784 93,000 53,364 92,286 93,000 95,000
5233 Cont to Emp Group Insurance 7,488,618 7,517,646 3,604,531 7,516,376 7,517,646 6,176,602
5233 Reimb of Expenditures -29,774 0 -1,983 0 0 0
5234 Dental Insurance 429,727 525,000 244,254 513,281 525,000 538,000
5235 Prescription Drug Coverage 1,773,948 1,700,000 1,054,585 1,697,242 1,700,000 1,711,000
5236 Retiree Benefits 5,257,573 5,580,500 3,252,867 5,580,500 5,580,500 6,203,800

TOTAL 15,010,876 15,416,146 8,207,620 15,399,685 15,416,146 14,724,402

8007 UNION WELFARE

5231 Union Welfare Contribution 1,170,532 1,200,000 679,625 1,200,000 1,450,000 1,325,000

TOTAL 1,170,532 1,200,000 679,625 1,200,000 1,450,000 1,325,000

240
 241

RISK MANAGEMENT PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

Risk Management administers the property, liability and worker's compensation insurance for the City and Board of Education. The department coordinates the safety
program for the City to provide for the safety and health of City employees. The department administers health, life and disability insurance for City employees, as
well as the Heart & Hypertension Act for police officers and fire fighters.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

EXPENSE ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
CODE-8008 RISK MANAGEMENT 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

8008 INS & OFFICIAL BOND PREM

5020 Salaries Regular 69,456 95,295 29,322 47,647 95,295 95,295
5030 Overtime Salaries 0 500 422 485 0 500
5243 Worker's Comp Insurance -94,560 0 -101,014 0 0 0
5244 Disability Insurance 23,812 24,250 13,240 24,203 24,250 24,250
5311 Professional Services 60,000 70,000 35,000 70,000 145,000 116,487
5318 Postage 364 1,050 729 675 500 500
5319 Travel/Mileage 248 350 0 300 350 350
5320 Training Courses 60 300 0 300 300 300
5323 Subscriptions-Memberships 0 300 0 300 300 300
5325 Legal & Public Notices 0 200 0 200 200 200
5330 Leased Equipment 1,336 1,700 668 1,700 1,700 1,700
5601 Office Supplies 0 300 0 300 300 300
5713 Safety Equipment 0 100 0 100 100 100
5806 Bond Premium-Position 0 9,506 2,600 9,506 95,806 9,506
5807 Bond Premium-Blanket 2,450 2,500 2,450 2,500 2,500 2,500
5808 Automobile Insurance 81,336 90,000 59,970 89,960 90,000 90,000
 RISK MANAGEMENT PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT - 8008 RISK MANAGEMENT 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5810 Public Liability 340,469 273,000 268,339 272,998 273,000 378,020

5811 Fire Insurance 59,615 65,000 47,820 63,560 65,000 69,902
5815 Auto Insurance Deductible Exp. 179,842 200,000 45,159 198,000 200,000 200,000
5817 Workers Comp Deductible Exp 1,187,181 1,200,000 430,389 1,180,000 1,200,000 1,200,000
5819 Pub Liability Deductible Exp -69,390 500,000 118,693 495,000 500,000 500,000

TOTAL 1,842,220 2,534,351 953,787 2,457,734 2,694,601 2,690,210

NUMBER OF POSITIONS 7/1/12

RISK MANAGEMENT FY 11-12 CHANGE FY 12-13 PRESENT PROPOSED
TABLE OF ORGANIZATION BUDGET (+or-) BUDGET RATES BY MAYOR

CLAIMS PROCESSOR 2 2 * 26.18 * 24.71-26.77

*Union Negotiated

242
 243

DEBT SERVICE PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

Debt Service represents money placed in the operating budget to pay principal and interest on outstanding debt in full and on schedule.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT DEBT SERVICE 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

9000 INTEREST ON DEBT

5901 Interest on Bonds 4,178,954 5,036,496 4,614,167 5,036,496 5,063,033 5,082,481
5902 Interest on Notes 57,796 75,000 56,062 75,000 75,000 75,000

TOTAL 4,236,750 5,111,496 4,670,229 5,111,496 5,138,033 5,157,481

9001 INTEREST ON DEBT-SCHOOL

5901 Interest on Bonds 774,372 854,554 782,121 854,554 747,062 750,115

TOTAL 774,372 854,554 782,121 854,554 747,062 750,115

9002 REDEMPTION OF DEBT

5903 Redemption of Bonds 5,783,112 7,518,600 7,091,250 7,518,600 8,014,292 8,014,292

5905 Redemption of Notes 0 500,000 400,000 500,000 500,000 250,000

TOTAL 5,783,112 8,018,600 7,491,250 8,018,600 8,514,292 8,264,292

9003 REDEMPTION OF DEBT-SCHOOL

5903 Redemption of Bonds 2,630,238 2,663,000 2,438,000 2,663,000 2,852,278 2,852,278

TOTAL 2,630,238 2,663,000 2,438,000 2,663,000 2,852,278 2,852,278

 CAPITAL PROJECTS PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-9100 CAPITAL PROJECTS 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

CAPITAL PROJECTS
6601 Capital Outlay - Lap Lease Act 657,717 0 0 0 0 0
7000 413/423 Replace Fire Apparatus - 2 Pumpers 155,575 165,245 116,620 165,245 155,820 155,820
7000 416/424 BOE Energy Efficiency/Boilers, Windows 49,450 700,550 42,608 700,550 727,527 727,527
7000 Replace Fire Apparatus - 1 ladder truck 0 0 0 0 115,000 115,000
7000 CRM/ERP Project 0 0 0 0 520,022 520,022
7000 Roof Condition Survey of City Buildings 0 0 0 0 75,000 75,000
7000 412/422 Replace and Outfit PD Vehicles 284,457 364,723 0 364,723 674,954 400,000
7000 414/425 Replace Fire Apparatus - Airpacs 96,315 153,685 96,315 153,685 100,000 100,000
7000 415 OSHA Mandated UST Replacement 20,628 59,372 6,374 59,372 0 0
7000 202 Still River Greenway 4,733 314,925 0 314,925 0 0
7000 427 New Septic Airport 0 70,000 0 70,000 0 0
7000 428 Roberts Ave Environmental Testing 0 25,000 0 25,000 0 0
7000 456 School Facilities Study 2020 0 100,000 0 100,000 0 0

TOTAL 1,268,875 1,953,500 261,917 1,953,500 2,368,323 2,093,369

244
 245

AIRPORT

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION Danbury Municipal Airport’s mission is to provide a safe, secure, efficient, environmentally sensitive, and
economically self-sustaining general aviation facility, while remaining responsive to the community’s needs.

FISCAL YEAR 2011-2012 ♦ Snow blower arrived 04/01/11.

ACCOMPLISHMENTS ♦ Partial Rehabilitation of Taxiway “B”.
♦ Partial Rehabilitation of Taxiway “C”.

MAJOR OBJECTIVES ♦ Rehabilitation of Airport Hazard Beacons.

2012-2013 ♦ Rehabilitation of Airport Rotating Beacon.
♦ Review Minimum Standards for use of the Danbury Municipal Airport.
 AIRPORT PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

Airport staff has the responsibility to run a safe and efficient airport at all times. Staff is under the direction of the airport administrator to plow snow and cut grass, repair
runway and taxiway lighting systems (including bulb replacement), and ensure grounds are clear of all foreign objects, especially on the runways and taxiways.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
CODE-9200 AIRPORT 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5020 Salaries Regular 301,398 301,339 187,955 300,207 301,669 311,034

5030 Overtime Salaries 11,331 9,000 5,776 7,980 10,000 9,300
5040 Part-Time Salaries 68,799 53,200 34,737 53,200 53,500 53,200
5243 Worker's Comp Insurance 6,196 6,196 5,022 6,196 6,196 6,196
5315 Communication Services 1,975 1,800 1,455 1,800 1,800 1,800
5318 Postage 1,139 1,000 727 942 1,000 1,000
5319 Travel/Mileage 0 3,000 1,865 3,000 3,000 2,000
5320 Training Courses 0 0 0 0 0 0
5323 Subscriptions-Memberships 273 400 174 218 750 400
5326 Utility Service 33,943 41,000 19,208 36,567 42,000 38,500
5330 Leased Equipment 5,511 5,700 3,098 5,374 5,700 5,700
5334 Outside Services 7,544 8,000 976 3,634 15,000 8,000
5502 Maintain Bldgs-Structures 6,710 7,900 1,462 4,562 7,900 7,900
5511 Maintain Airport Field 27,190 28,884 11,563 24,965 35,000 28,884
5549 Maintenance Other 100 1,500 0 0 1,500 1,000
5549 4659 Reimb of Expenditures -3,268 0 0 0 0 0

246
 247

AIRPORT PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-9200 AIRPORT 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5601 Office Supplies 646 800 0 800 1,000 800

5612 Clothing-DryGoods-Linens 489 800 279 465 800 800
5615 Heating Fuel 18,632 26,000 11,520 22,339 26,000 26,000
5620 Motor Fuel 10,124 11,500 7,527 11,500 10,500 13,250
5626 Industrial Chemical-Supplies 815 500 100 174 1,250 500
5634 Airport Materials 0 739 330 330 1,300 500
5711 Communication Equip 937 750 111 638 1,000 750
5713 Safety Equipment 367 350 302 350 350 350
5715 Equipment Other 8,810 1,500 664 1,405 4,500 1,500

TOTAL 509,660 511,858 294,850 486,646 531,715 519,364

NUMBER OF POSITIONS 07/011/12

AIRPORT FY 11-12 CHANGE FY 11-12 PRESENT PROPOSED
TABLE OF ORGANIZATION BUDGET (+or-) BUDGET RATES BY MAYOR

AIRPORT ADMIN. & DIR CIVIL PREP 1 1 88,842 88,842

ASST. TO AIRPORT ADMINISTRATOR 1 1 * 30.20 * 32.10
EXECUTIVE SECRETARY - AIRPORT 1 1 * 30.20 * 30.88
AIRPORT EQUIPMENT OPERATOR III 1 1 * 24.34 * 24.89
AIRPORT EQUIPMENT OPERATOR II 1 1 * 23.47 * 24.00
TOTAL 5 5
*Union negotiated
 HOUSATONIC AREA REGIONAL TRANSIT

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION To serve the mobility needs of the residents of the Housatonic Region in a safe, reliable, and efficient manner.

FISCAL YEAR 2011-2012 ♦ Completed Danbury on-demand transportation study

ACCOMPLISHMENTS ♦ Completed redesign of agency logo/brand and route maps
♦ Purchased state of the art validating fareboxes and developed new electronic pass system.

MAJOR OBJECTIVES ♦ Replace Trolley and 12 small buses

2012-2013 ♦ Begin rehab of Pulse Point
♦ Replace 12 transit buses

248
 249

HART PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

HART (Housatonic Area Regional Transit) is Greater Danbury’s public transportation provider. It currently operates a 15-route public bus system and the SweetHart
Dial-a-Ride service for seniors and persons with disabilities. HART serves 10 municipalities in Connecticut and three in New York.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-9201 HART 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5855 Contributions-Grants 733,080 733,080 525,115 733,080 747,485 733,080

TOTAL 733,080 733,080 525,115 733,080 747,485 733,080

FY12 FY13
HART Fixed Route
Bus Service 274,525 280,085
SweetHART
Transportation 418,000 426,000
Trolley Service 60,000 41,400
752,525 747,485
 CONTINGENCY PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

Contingency is an amount set aside for annual operating budget to provide for unforeseen expenditures or for anticipated expenditures for uncertain amounts.

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-9300 CONTINGENCY 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5852 Appro City Depts-Conting 0 149,000 0 347,200 450,524 450,524

5861 Operating Transfers Out - Animal Fund 758,413 258,428 258,428 258,452 266,352 266,352

TOTAL 758,413 407,428 258,428 605,652 716,876 716,876

250
 CITY OF DANBURY EMS AMBULANCE FUND

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION The mission of Danbury Emergency Medical Services is to provide prompt, courteous and professional pre-
hospital care service excellence while supporting the collaborative objectives of public safety and health in the
community.

FISCAL YEAR 2011-2012 ♦ Enhanced Danbury MCI incident preparedness – Grant funded Pediatric Disaster Life Support training and
exercise.
ACCOMPLISHMENTS
♦ Increased EMS coverage model to capture peak call volume – additional ambulance staffed.
♦ IT integration – emergency medical data and billing interface through Envision reporting/access.
♦ Execution of paramedic intercept bundle billing agreements with area EMS service providers.
♦ Community CPR and Emergency Preparedness Initiative with Danbury High School.

MAJOR OBJECTIVES ♦ Collaborate further with first responder program/cost sharing and expense reporting design model.

2012-2013 ♦ Explore and assess feasibility of developing a community paramedicine model/community risk reduction.
♦ Actively participate in public safety data software platform implementation, realizing system efficiencies
and operational enhancement.

251
 252

SUMMARY OF REVENUES, EXPENSES AND CHANGES IN AMBULANCE FUND NET ASSETS

FISCAL YEARS 2010-2011 TO 2012-13

2010-2011 2011-2012 2012-2013

OPERATING REVENUES ACTUAL BUDGET BUDGET
Charges for Services $ 2,839,726 $ 2,950,000 2,997,631
TOTAL OPERATING REVENUES 2,839,726 2,950,000 2,997,631

OPERATING EXPENSES
Salaries, benefits and claims 1,534,439 1,688,932 1,739,598
Materials and supplies 79,243 81,138 48,000
Depreciation 16,233 23,433 39,233
Interfund Services 450,000 750,000 445,000
Administrative and operating 473,504 551,262 551,300
TOTAL OPERATING EXPENSES 2,553,419 3,094,765 2,823,131

TOTAL OPERATING INCOME 286,307 (144,765) 174,500

NONOPERATING REVENUES (EXPENSES)

T ransfers in 2,308,452 - -
T ransfers out
Interest income 446 750 500
Interest expense - - -
TOTAL NONOPERATING REVENUES (EXPENSES) 2,308,898 750 500

NET INCOME BEFORE CAPITAL CONTRIBUTIONS 2,595,205 (144,015) 175,000

Capital Outlay (56,764) (180,000) (175,000)

Special Item* 105,887 - -

CHANGE IN NET ASSETS 2,644,328 (324,015) -

NET ASSETS, beginning $ - $ 2,644,328 $ 2,320,313

NET ASSETS, ending $ 2,644,328 $ 2,320,313 $ 2,320,313

*As of FY 10-11, the Ambulance Fund was created as an enterprise fund and will follow the accrual basis of accounting. Operations were previously
formally reported in a special revenue fund under the same name on the modified accrual basis of accounting and, therefore, resulted in a special item In
the Ambulance Fund of approximately $106,000, which primiarly represents the transfer of capital and accounts receivable.
 CITY OF DANBURY
AMBULANCE FUND
2012-2013 PROPOSED OPERATING BUDGET

EXPENSES REVENUES

Interfund Operating
Services Revenue
Capital & 14.53% Interest 0.00%
Other 0.02%
7.84%

Non Salary
20.83% Salaries &
Benefits
56.80% User Fees
99.98%

Salaries & Benefits $1,739,598 User Fees $3,062,131

Non Salary 638,033 Interest 500
Capital & Other 240,000 City Subsidy 0
Interfund Services 445,000 Operating Revenue 0
Total $3,062,631 Total $3,062,631

Salaries & Benefits = Regular Salaries & Fringe Benefits

Capital = Medical Transport, Auto & Communications Equipment
Non-Salary = Annual Audit, Billing Fees, Fuel, Communications, Contingency and Other Miscellaneous Services
Interfund Services = 1st Responders (Fire and Police Departments) and other City administrative charge-back.
253
 
 254

CITY OF DANBURY, CONNECTICUT

AMBULANCE FUND
2012-2013 PROPOSED OPERATING BUDGET

EXPENSES

SALARIES & BENEFITS $1,739,598

NON-SALARY 266,300
FUEL 38,000
COMMUNICATION SERVICES 47,500
PURCHASED EQUIPMENT 240,000
CONTINGENCY 36,233
INTERFUND SERVICES CHARGE-BACK 445,000
BILLING AND COLLECTION SERVICES 250,000

TOTAL $3,062,631

REVENUES

USER FEES $3,062,131

INTEREST 500
CITY SUBSIDY 0
OPERATING REVENUE 0

TOTAL $3,062,631
 AMBULANCE REVENUE PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

AMENDED RECEIPTS PROPOSED

BUSINESS ACTUAL BUDGET AS OF BY MAYOR
UNIT-50000 AMBULANCE 2010-2011 2011-2012 02/29/12 2012-2013

4402 Interest on Accounts 446 750 229 500

4609 Sale of Assets 3,268 0 0 0
4656 User Fees-Ambulance 3,276,086 3,400,000 1,993,052 3,550,000
4656 Ambulance Bundle Fees 0 0 850 0
4660 Previously Recorded Uncoll -439,628 -450,000 -327,744 -487,869
4861 Operating Transfers In 105,887 0 0 0
4904 Operating Revenue 0 324,015 0 0

TOTAL 2,946,058 3,274,765 1,666,388 3,062,631

255
 256

AMBULANCE PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

AMENDED EXPENSES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENSES BY DEPT BY MAYOR
UNIT-50000 AMBULANCE 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

5020 Salaries Regular 1,112,114 1,279,494 602,827 1,255,259 1,317,878 1,317,878

5052 Spec. Services (1st responders) 0 0 0 395,000 395,000 395,000
5210 Fringe Benefits 422,325 409,438 227,680 404,147 421,720 421,720
5311 Prof. Serv.(City Admin. Charges) 0 0 0 50,000 50,000 50,000
5312 Independent Acctg-Audit 9,800 15,000 11,950 12,747 14,000 14,000
5315 Communication Services 35,146 37,500 23,194 36,041 47,500 47,500
5330 Leased Equipment 42,955 35,138 29,311 44,934 0 0
5338 Other Misc Services 279,767 233,650 154,820 254,059 238,500 238,500
5349 Billing Fees 197,942 263,219 132,751 234,964 250,000 250,000
5506 4659 Reimb of Expenditures 0 0 -2,874 0 0 0
5620 Motor Fuel 23,839 36,000 19,578 34,574 38,000 38,000
5625 Medical-Chemical Supplies 12,449 10,000 5,940 9,314 10,000 10,000
5707 Automotive Equipment 36,289 0 0 0 0 0
5713 Safety Equipment 10,000 20,000 18,855 18,855 0 0
5715 Equipment Other 10,475 160,000 134,269 146,024 240,000 240,000
5810 Public Liability 5,072 5,326 3,804 5,326 3,800 3,800
5820 Loss on Disposal of Asset 2,200 0 0 0 0 0
5853 Contingency 0 20,000 0 20,000 36,233 36,233
5861 Operating Transfers Out 450,000 750,000 0 0 0 0
8026 Depreciation Expense 0 0 0 0 0 0

TOTAL 2,650,374 3,274,765 1,362,105 2,921,244 3,062,631 3,062,631

 DANBURY HEALTH CARE AFFILIATES - EMERGENCY MEDICAL SERVICES
CITY OF DANBURY EMS VEHICLE INVENTORY
AS OF MARCH 31, 2012

PURCHASE REPLACEMENT SCHEDULE AND COST

VEHICLE STATUS USE MILEAGE FY 12-13 FY13-14 FY 14-15 FY 16-17 FY 17-18 FY 19-20 FY 20-21
2001 Ford Crown Victoria Purchased in full City EMS Paramedic Response 81,211 55,000
2005 Ford E350 Purchased in full City Paramedic Ambulance 91,327 115,000
2005 Ford E350 Purchased in full City Paramedic Ambulance 89,344 125,000
2007 Ford Expedition XLT Purchased in full City Paramedic/Supervisor 32,522 70,000
2007 American AF8516TA2 Purchased in full City MCI Trailer n/a
Hauler
2008 Ford Expedition XLT Purchased in full City EMS Paramedic Response 24,851 55,000
2009 Ford E350 Purchased in full City Paramedic Ambulance 32,444 154,000
2009 Ford E350 Super Duty Purchased in full City Paramedic Ambulance 32,720 160,000
2011 Ford Expedition XLT Purchased in full City EMS Director/Response 2,422 NEW
2011 Ford E350 Purchased in full City Paramedic Ambulance 2,894 NEW
NON-VEHICLE
Cardiac/Defibrillator
Unit Upgrade & Chest Compression
Compression Systems Purchased in full City EMS Paramedic Response NEW 125,000
TOTAL 240,000 125,000 70,000 55,000 154,000 160,000 55,000

257
 ANIMAL CONTROL

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION The mission of Animal Control is to provide a superior quality of life for the people of Danbury by providing the best
possible animal control services. In partnership with the community, we strive to eliminate animal cruelty through
education and enforcement. Respect, partnership, and high ethical standards shall form the foundation for delivering
our services.

FISCAL YEAR 2011-2012 ♦ New floors and shelving for the lobby area.

ACCOMPLISHMENTS ♦ New individual Mobile Air Circulator for the kennel area.
♦ Since January 1st, matched (50) fifty pets to suitable families.

MAJOR OBJECTIVES ♦ Continue to upgrade facility.

2012-2013 ♦ Continue efforts to increase adoptions to suitable families.

♦ Install a surveillance camera system.

258
 259

SUMMARY OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE

ANIMAL CONTROL FUND

FISCAL YEAR 2007-2008 TO 2012-2013

2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 2011-2012 2012-2013

ACTUAL ACTUAL ACTUAL ACTUAL BUDGET PROJECTED BUDGET
REVENUES
Licenses & Permits $ 7,705 $ 11,205 $ 12,021 $ 13,454 $ 12,000 $ 12,750 $ 12,250
Interest Income & Misc. 4,505 3,226 2,202 2,419 2,050 2,350 2,175
TOTAL REVENUES 12,210 14,431 14,223 15,873 14,050 15,100 14,425

EXPENDITURES
Public Safety 227,218 253,663 253,103 260,364 272,478 266,876 280,777
TOTAL EXPENDITURES 227,218 253,663 253,103 260,364 272,478 266,876 280,777

Excess (Deficiency) of Revenues over Expenditures $ (215,008) $ (239,232) $ (238,880) $ (244,491) $ (258,428) $ (251,776) $ (266,352)

OTHER FINANCING SOURCES

Operating T ransfer in - General Fund Subsidy 221,184 244,048 249,361 258,452 258,428 258,428 266,352
Operating Revenue - -
TOTAL OTHER FINANCING SOURCES 221,184 244,048 249,361 258,452 258,428 258,428 266,352

Excess (Deficiency) of Revenues over Expenditures

and Other Financing Sources $ 6,176 $ 4,816 $ 10,481 $ 13,961 $ - $ 6,652 $ -

Beginning Fund Balance $ 54,949 $ 61,125 $ 65,941 $ 76,422 $ 90,383 $ 90,383 $ 97,035

Ending Fund Balance $ 61,125 $ 65,941 $ 76,422 $ 90,383 $ 90,383 $ 97,035 $ 97,035
  
 

CITY OF DANBURY
ANIMAL CONTROL FUND
2012-2013 PROPOSED OPERATING BUDGET

EXPENDITURES REVENUES

Contributions/ Professional
Grants Services Other
1.40% 2.85% 6.43%
Licenses &
Fuel & Utility Other
7.03% 5.14%
Capital
Reserve
5.14%
State of
Connecticut
2.24% Staffing
Costs City Subsidy
74.91% 94.86%

Staffing Costs $210,297 City Subsidy $266,352

State of Connecticut 6,300 Licenses & Other 14,425
Capital Reserve 14,425 Total $280,777
Fuel & Utility 19,750
Contributions/Grants 3,940
Professional Services 8,000
Other 18,065
Total $280,777

260
 
 261

CITY OF DANBURY, CONNECTICUT

ANIMAL CONTROL FUND
2012-2013 PROPOSED OPERATING BUDGET

AMENDED PROPOSED
ACTUAL BUDGET BUDGET
2010-2011 2011-2012 2012-2013
REVENUES

CITY CONTRIBUTION $258,452 $258,428 $266,352

TOWN CLERK'S FEES 13,454 12,000 12,250

MISCELLANEOUS INCOME 2,419 2,050 2,175

OTHER RESOURCES

FUND BALANCE 0 0 0

TOTAL $274,325 $272,478 $280,777

EXPENSES

SALARIES $203,634 $198,981 $210,297

ST OF CT ANIMAL FEES 4,932 6,500 6,300

OTHER 51,798 66,997 64,180

TOTAL $260,364 $272,478 $280,777

 ANIMAL CONTROL REVENUE PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

AMENDED RECEIPTS PROPOSED

BUSINESS ACTUAL BUDGET AS OF BY MAYOR
UNIT-60000 ANIMAL CONTROL 2010-2011 2011-2012 02/29/12 2012-2013

4204 Town Clerks Fees 13,454 12,000 5,744 12,250

4401 Interest on Investments 64 50 33 50
4654 Misc. Charges and Services 2,355 2,000 1,440 2,125
4861 Operating Transfers In 258,452 258,428 258,428 266,352

TOTAL 274,325 272,478 265,645 280,777

262
 263

ANIMAL CONTROL PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT-60000 ANIMAL CONTROL FUND 2010-2011 2011-2012 02/29/11 2011-2012 2012-2013 2012-2013

5020 Salaries Regular 151,008 150,682 95,098 152,607 152,140 154,112

5030 Overtime Salaries 29,045 23,400 17,168 28,619 23,400 23,400
5040 Part-Time Salaries 18,499 19,816 11,691 19,051 19,816 19,812
5051 Holiday-Police-Fire 5,082 5,083 5,082 5,082 5,082 5,196
5243 Worker's Comp Insurance 3,590 3,877 0 3,877 3,877 3,877
5250 Uniform Allowance 3,400 3,400 3,400 3,400 3,900 3,900
5311 Professional Services 3,656 8,400 1,519 3,721 8,400 8,000
5315 Communication Services 1,749 1,441 1,031 1,737 1,441 1,441
5320 Training Courses 759 3,000 0 0 3,000 3,000
5321 State of CT - Animal Fees 4,932 6,500 0 5,500 6,500 6,300
5325 Legal & Public Notices 1,719 1,200 1,077 2,372 1,200 1,200
5326 Utility Service 4,815 4,800 3,228 5,297 4,800 5,000
5330 Leased Equipment 10,460 8,466 6,973 10,460 0 0
5502 Maintain Bldgs-Structures 939 4,000 93 287 4,000 3,750
5601 Office Supplies 972 1,049 571 795 2,050 1,050
5609 Supplies 4,207 3,800 3,474 5,022 4,000 4,000
5615 Heating Fuel 3,643 6,500 1,477 3,177 6,500 5,000
5620 Motor Fuel 6,865 10,000 4,318 9,299 10,000 9,750
5701 Office Equipment 0 750 0 750 750 750
5715 Equipment Other 253 1,500 775 1,551 2,140 2,000
5810 Public Liability 832 874 624 874 874 874
5855 Contributions-Grants 3,940 3,940 2,955 3,940 3,940 3,940
5866 Equipment Capital Reserve Account 0 0 0 0 7,000 7,000
5867 Bldg.& Structures Cap. Reserve Acct. 0 0 0 0 7,425 7,425

TOTAL 260,364 272,478 160,554 267,418 282,235 280,777

 ANIMAL CONTROL PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

NUMBER OF POSITIONS 7/1/12

ANIMAL CONTROL FY 11-12 CHANGE 41,256 PRESENT PROPOSED
TABLE OF ORGANIZATION BUDGET (+or-) BUDGET RATES BY MAYOR

ANIMAL CONTROL OFFICER 1 1 * 56,657 * 57,932

ASSISTANT ANIMAL
CONTROL OFFICER 1 1 * 53,454 * 54,657
CLERK TYPIST II 1 1 * 21.16 * 21.64
TOTAL 3 3
*Union negotiated

264
 DANBURY PUBLIC SCHOOLS
A Community of Learners in Danbury, Connecticut

The Danbury School District and the local community supports and values educational equity and excellence for all of
its 10,300 students. We strive to foster the joy of learning while we prepare our students for their future challenges
through a standard based curriculm, committed faculty, staff and Board of Education.

Dr. Sal V. Pascarella, Superintendent of Schools

Dr. William R. Glass, Deputy Superintendent

BOARD OF EDUCATION MEMBERS

NAME TERM BEGINS TERM ENDS

Ellen W. Alberts (R) 12/1/2009 12/3/2013
Shirley A. Chilian (D) 12/1/2011 12/1/2015
Gladys B. Cooper* (D) 12/1/2011 12/1/2015
Gary A. Falkenthal (R) 12/1/2011 12/2/2013
Annrose Fluskey-Lattin (R) 12/1/2011 12/1/2015
Richard J. Hawley (R) 12/1/2011 12/3/2015
Richard M. Janelli (R) 12/1/2009 12/3/2013
Kathleen M. Molinaro (D) 12/1/2009 12/3/2013
Sandy B. Steichen (R) 12/3/2011 12/1/2015
Robert J. Taborsak (D) 12/3/2009 12/1/2013
Phyllis Tranzillo (D) 12/1/2011 12/3/2015

*Chairperson

Consists of eleven resident electors of the City. Alternately, at each biennal election, there shall be elected five
members and then six members who shall hold office for a term of four years to succeed those whose terms expire.

265
 266

CITY OF DANBURY
BOARD OF EDUCATION
2012-2013 PROPOSED OPERATING BUDGET

2011-2012 Adopted Budget $114,895,291

2012-2013 Proposed Operating Budget $115,795,291

General Fund Increase $900,000 .008%

AMENDED EXPENDITURES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENDITURES BY DEPT BY MAYOR
UNIT BOARD OF EDUCATION 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

6000 SCHOOLS-REGULAR

5852 Appro City Depts-Conting 109,446,760 114,895,291 70,129,653 114,895,291 120,745,303 115,795,291
TOTAL 109,446,760 114,895,291 70,129,653 114,895,291 120,745,303 115,795,291

6001 SCHOOLS-HEALTH & WELFARE

5852 Appro City Depts-Conting 208,575 208,575 0 208,575 208,575 208,575

TOTAL 208,575 208,575 0 208,575 208,575 208,575

GRAND TOTAL 109,655,335 115,103,866 70,129,653 115,103,866 120,953,878 116,003,866

 BOARD OF EDUCATION
STATE AND FEDERAL PROJECTS
EXPENDITURE HISTORY
`

BD OF EDUCATION INCREASE % STATE & FEDERAL INCREASE % INCREASE OVERALL %

YEAR EXPENDITURES (DECREASE) INCREASE EXPENDITURES (DECREASE) DECREASE INCREASE INCREASE

2001-02 77,294,865 12,481,296 681,700 681,700

2002-03 81,711,614 4,416,749 5.71% 12,339,257 -142,039 -1.14% 4,274,710 4.76%
2003-04 85,503,104 3,791,490 4.64% 12,996,535 657,278 5.33% 4,448,768 4.73%
2004-05 90,485,763 4,982,659 5.83% 14,359,377 1,362,842 10.49% 6,345,501 6.44%
2005-06 94,932,481 4,446,718 4.91% 14,173,486 -185,891 -1.29% 4,260,827 4.06%
2006-07 98,961,096 4,028,615 4.24% 15,229,056 1,055,570 7.45% 5,084,185 4.66%
2007-08 105,988,438 7,027,342 7.10% 17,535,822 2,306,766 15.15% 9,334,108 8.17%
2008-09 111,665,634 5,677,196 5.36% 17,106,072 -429,750 -2.45% 5,247,446 4.25%
2009-10 108,089,155 * -3,576,479 -3.20% 18,332,417 * 1,226,345 7.17% -2,350,134 -1.83%
2010-11 109,446,760 * 1,357,605 1.26% 18,607,987 * 275,570 1.50% 1,633,175 1.29%
2011-12 114,895,291 A 5,448,531 4.98% 16,860,597 -1,747,390 -9.39% 3,701,141 2.89%
2012-13 115,795,291 B 900,000 0.78% 16,860,597 0 0.00% 900,000 0.68%

A
ADOPTED BUDGET
B
MAYOR'S PROPOSED BUDGET
*Excludes ARRA stabilization funds of $3,261,030.

267
 268

EDUCATION
STATE AID/LOCAL SHARE

Ed. Equalization
Spec. Ed. Place
Elem-HS Trans
Non-Public Trans Percent
3
Expenditures State Funds Local Share Local Share

2001-02 77,294,865 15,573,134 61,721,731 79.9%

2002-03 81,711,614 16,318,551 65,393,063 80.0%
2003-04 85,503,104 16,629,529 68,873,575 80.6%
2004-05 90,485,763 17,726,957 72,758,806 80.4%
2005-06 94,932,481 19,016,253 75,916,228 80.0%
2006-07 98,961,096 20,592,765 78,368,331 79.2%
2007-08 105,988,438 23,856,663 82,131,775 77.5%
2008-09 111,665,634 23,884,076 87,781,558 78.6%
2009-10 * 111,350,185 24,501,150 86,849,035 78.0%
2010-11 113,895,291 24,368,184 89,527,107 78.6%
2011-12 1 114,895,291 24,996,589 89,898,702 78.2%
2012-13 2 115,795,291 25,051,436 90,743,855 78.4%

1
Adopted Budget
2
Proposed Operating Budget
3
Does not include reimbursement from the State for school construction projects.
*ARRA stabilization funding of $3,261,030 has been added.

Recently, Governor Malloy introduced an education reform package (S.B. 24) designating certain qualifying school districts as
" Conditional Funding Districts". Although the City's ECS funding has been flat funded for FY 12-13, eligible school districts
such as Danbury's BOE District would be allowed to apply for an additional $2,240,891 of ECS grants under the Governor's
proposed program. However, such funds would be paid directly to the Danbury BOE and are not included in the
FY 2012-2013 Proposed Budget.
 DANBURY PUBLIC SCHOOLS
STAFFING HISTORY
REGULAR BUDGET

DESCRIPTIONS 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13

Teachers 539.35 552.85 534.15 503.60 514.00 529.80

Special Education Teachers 83.35 83.35 86.45 82.45 86.65 87.55
Remedial & ESL/Bilingual 49.30 49.30 43.80 43.50 43.50 38.50
Subtotal 672.00 685.50 664.40 629.55 644.15 655.85

Paraprofessionals 31.50 31.50 29.00 29.00 31.00 32.00

Special Ed Paraprofessionals 44.00 48.00 45.00 28.50 28.50 29.00
Subtotal 75.50 79.50 74.00 57.50 59.50 61.00

Clerical 64.65 64.65 63.15 59.55 59.65 59.65

Custodial/Maintenance 76.00 77.00 74.00 66.50 66.50 67.50

Administration:
Superintendent, Assistant
Superintendent, Principals &
Assistant Principals 31.00 31.00 28.90 26.00 26.00 26.00

Directors/Coordinators 24.65 24.65 19.75 16.75 16.75 17.75

All Other 116.80 118.30 116.24 109.95 111.85 108.50

Subtotal 313.10 315.60 302.04 278.75 280.75 279.40

ERIP (90% Replacement) -7.00

TOTALS 1,060.60 1,080.60 1,033.44 965.80 984.40 996.25

Increase/Decrease 20.00 -47.16 -67.64 18.60 11.85

Source: Board of Education

269
 270

DANBURY PUBLIC SCHOOLS

ENROLLMENT HISTORY

Increase
1
Year Pre-K-5 6-8 9-12 Total Decrease

2002-03 4,726 2,201 2,844 9,771

2003-04 4,745 2,177 2,886 9,808 37
2004-05 4,752 2,093 2,936 9,781 (27)
2005-06 4,787 2,123 2,994 9,904 123
2006-07 4,895 2,122 2,966 9,983 79
2007-08 5,013 2,175 2,931 10,119 136
2008-09 5,228 2,125 2,926 10,279 160
2009-10 5,407 2,146 2,944 10,497 218
2010-11 5,407 2,146 2,081 9,634 (349)
2011-12 5,624 2,229 2,972 10,825 706

Projected2
2012-2013 5,234 2,320 2,954 10,508 874

1
Historical - Superintendent's Office
2
Connecticut State Department of Education
 SEWER FUND

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION The mission of the Danbury Public Utilities Department is to operate and maintain a sanitary sewer utility
infrastructure that will serve the existing and future demands of the City of Danbury as well as the demands of
neighboring towns in accordance with established inter-municipal agreements. The Public Utilities Department is
committed to meeting or exceeding the regulations established by the US EPA and the CT DEP for the operation of
the Danbury Water Pollution Control Plant and associated wastewater collection system. The City of Danbury and
the neighboring Region will be provided with sound disposal and treatment methods for wastewater and septic
system wastes to ensure the protection of human health and the preservation of the environment.

FISCAL YEAR 2011-2012 ♦ Completed construction of West Side Sewer Interceptor – Phase I.
ACCOMPLISHMENTS ♦ Completed WPCP Nutrient Reduction Facilities Plan associated with long term nitrogen and phosphorus
removal requirements and plant upgrade needs.
♦ Initiated educational program for sewer customers regarding the costly negative impact of pouring fats, oils,
and grease (FOG) into sewer services in order to help prevent grease related sewer blockages and sewer
system overflow events.

MAJOR OBJECTIVES ♦ Perform roof replacement/repair at WPCP Vehicle Storage, Operations, Nitrification and Digester Buildings.
2012-2013 ♦ Convert Sulfur Dioxide Gas Dechlorination System at WPCP to a Liquid Dechlorination System.
♦ Continued implementation of CMOM (Capacity, Management, Operation, and Maintenance) Corrective Action
Plan to improve sewer collection system operations.

271
 272

CITY OF DANBURY
SEWER FUND
2012-2013 PROPOSED OPERATING BUDGET

Capital
Reserve Indirect
3.47% Revenue
22.62%

Debt Service
36.18%

Treatment
53.45%

Charges to
Collection & Users
Maintenance Administration 77.38%
3.84% 3.06%

Capital Reserve $400,000 Indirect Revenue $2,611,000

Debt Service 4,176,234 Charges to Users 8,932,090
Administration 353,500 Total $11,543,090
Collection & Maintenance 443,594
Treatment 6,169,762
Total $11,543,090
 SUMMARY OF REVENUES, EXPENSES AND CHANGES IN SEWER FUND NET ASSETS
FISCAL YEARS 2008-09 TO 2012-13

2008-2009 2009-2010 2010-2011 2011-2012 2012-2013

OPERATING REVENUES ACTUAL ACTUAL ACTUAL BUDGET BUDGET
Charges for Services $ 9,542,311 $ 11,136,857 $ 10,359,416 9,406,582 10,268,090
Septic and connection fees 951,018 976,442 993,426 1,059,500 1,000,000
TOTAL OPERATING REVENUES 10,493,329 12,113,299 11,352,842 10,466,082 11,268,090

OPERATING EXPENSES
Depreciation 3,407,879 2,776,480 2,779,823 3,423,098 3,564,864
Administrative and operating 6,203,927 6,507,381 6,997,240 6,690,156 6,966,856
TOTAL OPERATING EXPENSES 9,611,806 9,283,861 9,777,063 10,113,254 10,531,720

TOTAL OPERATING INCOME 881,523 2,829,438 1,575,779 352,828 736,370

NONOPERATING REVENUES (EXPENSES)

Interest income $ 309,137 340,916 309,360 285,000 275,000
Contribution to Capital Reserve $ - - - - (400,000)
Interest expense (521,536) (520,146) (440,207) (637,828) (611,370)
TOTAL NONOPERATING REVENUES (EXPENSES) (212,399) (179,230) (130,847) (352,828) (736,370)

NET INCOME BEFORE CAPITAL CONTRIBUTIONS 669,124 2,650,208 1,444,932 - -

Capital Contributions 296,344 476,174 359,239 - -

CHANGE IN NET ASSETS 965,468 3,126,382 1,804,171 - -

NET ASSETS, beginning $ 59,641,612 $ 60,607,080 $ 63,733,462 $ 65,537,633 $ 65,574,409

NET ASSETS, ending $ 60,607,080 $ 63,733,462 $ 65,537,633 $ 65,537,633 $ 65,574,409

273
 274

SEWER FUND REVENUE PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

AMENDED RECEIPTS PROPOSED

REVENUE ACTUAL BUDGET AS OF BY MAYOR
CODE-9500 SEWER FUND 2010-2011 2011-2012 02/29/11 2012-2013

4130 Interest & Liens 305,965 275,000 208,418 275,000

4401 Interest on Investments 3,395 10,000 15 0
4626 Septic Waste 993,426 1,009,500 627,972 1,000,000
4626 Sewer Use Charges 8,497,324 8,165,382 2,976,109 8,932,090
4627 Connection Charges 161,505 50,000 231,450 175,000
4628 Bethel Sewer 672,038 887,000 812,153 822,000
4629 Brookfield Sewer 308,396 222,000 133,291 206,000
4630 Newtown Sewer 13,688 15,000 12,250 14,000
4640 Tax Lien Adm Fee 3 0 6 0
4655 Misc. Charges and Services 18,769 0 19,449 0
4659 Permit Fees 28,025 31,100 11,700 30,000
4665 Water Plant Residuals 84,410 86,100 86,100 89,000
4678 Electric Interruption 0 0 1,656 0
4903 Premium on Bonds/Bans 45,078 0 39,244 0
4659 Other Revenues 500,004 0 0 0
4676 Contributed Capitals Revenue 370,563 0 0 0
4801 Premium Revenue 75,255 0 0 0
4904 Operating Revenue 0 138,917 0 0

TOTAL 12,077,844 10,889,999 5,159,813 11,543,090

 SEWER FUND PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

AMENDED EXPENSES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENSES BY DEPT BY MAYOR
UNIT-9500 SEWER FUND 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

9501 SEWAGE TREATMENT

5311 Professional Services 96,579 242,152 61,723 257,152 252,472 252,472
5334 Outside Services 5,339,404 5,687,710 3,922,668 5,687,710 5,742,290 5,742,290
5805 Lieu of Taxes-Assessments 1,108,335 150,000 107,122 170,000 175,000 175,000

SUBTOTAL 6,544,319 6,079,862 4,091,513 6,114,862 6,169,762 6,169,762

9502 SEWAGE COLLECTION & MAINT

5311 Professional Services 132,000 135,000 135,000 135,000 269,594 269,594
5326 Utility Service 17,611 28,000 5,648 27,815 31,000 31,000
5508 Maintain Tools-Instrument 296 1,000 160 1,000 2,000 2,000
5510 Maintain Sewage System 55,610 98,000 45,890 63,000 129,000 129,000
5712 Sewer Equipment 1,906 10,000 919 10,000 11,000 11,000
5713 Safety Equipment 295 750 0 750 1,000 1,000

SUBTOTAL 207,718 272,750 187,617 237,565 443,594 443,594

9503 SEWER ADMINISTRATION

5311 Professional Services 120,000 129,168 129,168 129,168 130,000 130,000

5311 1080 Finance Services 13,658 15,000 0 15,000 15,000 15,000
5311 1140 Purchasing Services 2,597 3,000 0 3,000 3,000 3,000
5312 Independent Acctg-Audit 12,370 20,000 10,969 20,000 20,000 20,000
5315 Communication Services 3,837 5,000 2,388 5,000 6,000 6,000
5318 Postage 10,602 11,000 8,838 11,000 11,000 11,000
5324 Printing & Binding 0 300 0 300 300 300
5601 Office Supplies 387 500 490 500 500 500

275
 276

SEWER FUND PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

AMENDED EXPENSES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENSES BY DEPT BY MAYOR
UNIT-9500 SEWER FUND 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

9503 SEWER ADMINISTRATION

5808 Automobile Insurance 2,572 2,700 1,929 2,700 2,700 2,700
5810 Public Liability 21,035 22,100 15,777 22,100 23,000 23,000
5811 Fire Insurance 48,577 52,000 36,433 52,000 52,000 52,000
5819 Pub Liability Deductible Exp 15,124 40,000 0 40,000 40,000 40,000
SUBTOTAL 250,761 300,768 205,993 300,768 303,500 303,500

9504 CONTINGENCY
5853 Contingency 0 50,000 0 50,000 50,000 50,000
SUBTOTAL 0 50,000 0 50,000 50,000 50,000

9505 SEWER DEBT

5901 Interest on Bonds 356,198 507,828 360,383 507,828 481,370 481,370

5902 Interest on Notes 177,713 130,000 98,432 130,000 130,000 130,000
5903 Redemption of Bonds 0 900,000 880,000 900,000 850,680 850,680
5905 Redemption of Notes 0 2,612,015 1,726,394 2,612,015 2,714,184 2,714,184
5002 Gain Income 34,838 0 0 0 0 0
5901 Interest on Bonds 33,365 0 0 0 0 0
5902 Interest on Notes -123,393 0 0 0 0 0
8026 Depreciation Expense 2,779,823 0 0 0 0 0
9010 Issuance Costs 4,685 0 0 0 0 0
SUBTOTAL 3,263,229 4,149,843 3,065,209 4,149,843 4,176,234 4,176,234
 SEWER FUND PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

AMENDED EXPENSES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENSES BY DEPT BY MAYOR
UNIT-9500 SEWER FUND 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

9506 SEWER CAPITAL

5868 Contribution to Capital Reserve 0 0 0 0 400,000 400,000
SUBTOTAL 0 0 0 0 400,000 400,000

9508 SEWER OTHER

7001 Discounts-Sewer -3,676 0 0 0 0 0

SUBTOTAL -3,676 0 0 0 0 0

TOTAL 10,262,351 10,853,223 7,550,332 10,853,039 11,543,090 11,543,090

277
 278

COMBINED SCHEDULE OF BONDED DEBT THROUGH MATURITY

SEWER FUND
AS OF MARCH 31, 2012

Fiscal Principal Interest Total Debt

Year Payments Payments Service

2011-2012 672,205 27,413 699,618

2012-2013 3,464,865 531,833 3,996,698
2013-2014 1,288,798 458,443 1,747,241
2014-2015 967,956 411,105 1,379,061
2015-2016 892,833 368,327 1,261,160
2016-2017 771,987 331,386 1,103,373
2017-2018 772,384 297,982 1,070,366
2018-2019 777,830 264,973 1,042,803
2019-2020 785,325 231,549 1,016,874
2020-2021 707,653 200,590 908,243
2021-2022 710,250 175,549 885,799
2022-2023 691,899 150,391 842,290
2023-2024 691,602 121,782 813,384
2024-2025 697,359 93,977 791,336
2025-2026 643,172 67,744 710,916
2026-2027 647,041 42,933 689,974
2027-2028 469,969 22,314 492,283
2028-2029 293,956 9,280 303,236
2029-2030 90,213 2,911 93,124
2030-2031 45,000 900 45,900

Total 16,082,297 3,811,382 19,893,679

 WATER FUND

STATEMENT OF MISSION, ACCOMPLISHMENTS AND MAJOR OBJECTIVES

STATEMENT OF MISSION The mission of the Danbury Water Department (DWD) is to provide our customers with adequate quantities of
high quality water that meets or exceeds the standards established for the protection of Public Health. The DWD
is committed to operating and maintaining a water utility infrastructure that will serve the demands of homes and
businesses as well as provide sufficient fire flows for the protection of public and private property both now and
in the future.

FISCAL YEAR 2011-2012 ♦ Continued Fire Hydrant Replacement Program.

ACCOMPLISHMENTS ♦ Submitted application to CT DEEP for the approval to operate the Kenosia Well Field year round in order to
increase the safe yield of Danbury’s water supply.
♦ Updated Danbury’s Water Supply Plan and submitted to State DPH for approval.

MAJOR OBJECTIVES ♦ Complete the replacement of all “out of service” City Fire Hydrants.
2012-2013 ♦ Complete Water Meter Replacement Program.
♦ Upgrade Kenosia Well Fields and treatment facilities for active year round operation.

279
 280

CITY OF DANBURY
WATER FUND
2012-2013 PROPOSED OPERATING BUDGET

EXPENSES REVENUES

Debt Service & Interest &

Misc. Services to
Trans. & Dist. Capital Taxes Sewer Dept.
Reserve 25.84% 5.29%
16.04% 1.75%
3.49%

Operation &
Other
29.03% Utility Plant
3.45%

Administrative Charges to
22.13% Users
92.97%

Debt Service & Taxes $2,218,769 Charges to Users $7,981,000

Utility Plant 296,500 Interest & Misc. 453,925
Administrative 1,899,967 Fund Balance 0
Operation & Other 2,492,246 Services to Sewer Dept. 150,000
Trans. & Dist. 1,377,443 Total $8,584,925
Capital Reserve 300,000
Total $8,584,925
 SUMMARY OF REVENUES, EXPENSES AND CHANGES IN WATER FUND NET ASSETS
FISCAL YEARS 2008-09 TO 2012-13

2008-2009 2009-2010 2010-2011 2011-2012 2012-2013

OPERATING REVENUES ACTUAL ACTUAL ACTUAL BUDGET BUDGET
Charges for Services $ 8,104,719 $ 7,757,354 $ 8,842,620 7,816,381 8,414,900
TOTAL OPERATING REVENUES 8,104,719 7,757,354 8,842,620 7,816,381 8,414,900

OPERATING EXPENSES
Salaries, benefits and claims 2,792,046 2,946,537 3,142,858 3,147,828 3,424,356
Materials and supplies 659,009 658,540 634,454 894,918 946,100
Depreciation 1,378,080 1,346,859 1,360,094 1,624,400 1,622,750
Utilities 605,931 493,267 614,567 757,285 716,800
Administrative and operating 807,493 1,098,591 885,349 906,950 978,900
TOTAL OPERATING EXPENSES 6,242,559 6,543,794 6,637,322 7,331,381 7,688,906

TOTAL OPERATING INCOME 1,862,160 1,213,560 2,205,298 485,000 725,994

NONOPERATING REVENUES (EXPENSES)

Interest income $ 283,490 257,771 187,045 190,000 170,025
Contribution to Capital Reserve $ - - - - (300,000)
Interest expense (694,315) (712,778) (590,479) (675,000) (596,019)
TOTAL NONOPERATING REVENUES (EXPENSES) (410,825) (455,007) (403,434) (485,000) (725,994)

NET INCOME BEFORE CAPITAL CONTRIBUTIONS 1,451,335 758,553 1,801,864 - -

Capital Contributions 338,795 403,578 826,885 - -

CHANGE IN NET ASSETS 1,790,130 1,162,131 2,628,749 - -

NET ASSETS, beginning $ 65,887,857 $ 67,677,987 $ 68,840,118 $ 71,468,867 $ 71,468,867

NET ASSETS, ending $ 67,677,987 $ 68,840,118 $ 71,468,867 $ 71,468,867 $ 71,468,867

281
 282

WATER DEPARTMENT REVENUE PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

AMENDED RECEIPTS PROPOSED

REVENUE ACTUAL BUDGET AS OF BY MAYOR
CODE-9800 WATER DEPARTMENT 2010-2011 2011-2012 02/29/12 2012-2013

4130 Interest & Liens 166,448 170,000 100,798 160,025

4401 Interest on Investments 20,597 20,000 7,535 10,000
4627 Connection Charges 201,970 150,000 216,850 150,000
4640 Tax Lien Adm Fee 3 0 6 0
4658 Metered Sales 8,231,147 7,296,348 5,906,829 7,981,000
4659 Other Revenues 211,790 250,000 187,563 243,900
4659 Permit Fees 26,175 22,180 23,265 30,000
4667 Meter Deposits 15,447 20,000 8,541 10,000
4679 Refund - Prior Yr Exp 3,489 0 5,492 0
4903 Premium on Bonds/Bans 21,005 0 2,548 0
4904 Operating Revenue 0 77,853 0 0
4676 Contributed Capitals Revenue 826,885 0 0 0
4801 Premium Revenue 150,699 0 0 0

TOTAL 9,875,655 8,006,381 6,459,427 8,584,925

 WATER DEPARTMENT PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

Water Department is responsible for managing, operating and monitoring the water utility to insure quality drinking water for Danbury citizens. It also ensure that
there are adequate quantities of water for fire protection, inspects the City's watershed to protect its reservoirs, and inspects commercial and industrial facilities
to insure that contaminants do not enter the City's drinking water supply.

AMENDED EXPENSES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENSES BY DEPT BY MAYOR
UNIT-9800 WATER DEPARTMENT 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

9801 LONG TERM DEBT-BONDS

5901 Interest on Bonds 666,119 675,000 611,366 611,939 675,000 596,019
5904 Redemption of Debt 1,512,690 1,624,400 1,595,750 1,624,400 1,622,750 1,622,750

SUBTOTAL 2,178,809 2,299,400 2,207,116 2,236,339 2,297,750 2,218,769

9802 UTILITY PLANT

8005 Impounding Reservoir 3,753 3,500 506 156 5,300 5,300
8007 Structures & Improvements-Pump 7,629 8,000 142 143 15,900 15,900
8008 Electric Pumping Equipment 11,767 24,000 15,194 30,000 31,700 31,700
8010 Water Treatment Equipment 8,500 19,000 1,224 21,000 31,700 31,700
8013 Distribution,Res., Standpipes 1,195 6,500 820 3,000 5,300 5,300
8014 Transmission & Distribution -2,199 20,000 6,776 18,821 21,200 21,200
8015 Services-T & D Mains 1,751 1,000 0 1,000 2,200 2,200
8016 Meters 55,248 51,072 40,554 58,000 10,000 10,000
8017 Hydrants 12,054 20,532 8,532 8,000 21,200 21,200
8019 Office Furniture & Equipment 516 500 0 500 700 700
8020 Transportation Equipment 0 25,000 23,825 2,000 75,000 75,000
8021 Stores Equipment 351 500 0 500 700 700
8022 Tools, Shop, Garage Equipment 1,592 2,000 1,420 2,000 2,200 2,200
8023 Laboratory Equipment 2,980 8,000 5,108 10,000 15,900 15,900
8024 Power Operated Equipment 19,439 12,500 3,854 25,000 15,000 15,000

SUBTOTAL 124,577 202,104 107,955 180,120 254,000 254,000

283
 284

WATER DEPARTMENT PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

AMENDED EXPENSES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENSES BY DEPT BY MAYOR
UNIT-9800 WATER DEPARTMENT 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

9803 UTILITY PLANT-OPERATION

5862 Taxes other than Income 39,464 41,000 40,618 40,618 42,500 42,500
SUBTOTAL 39,464 41,000 40,618 40,618 42,500 42,500

9804 SOURCE OF SUPPLY

5339 Oper,Super, Engineering-Source 87,130 262,500 36,221 300,000 170,000 170,000

SUBTOTAL 87,130 262,500 36,221 300,000 170,000 170,000

9805 PUMPING OPERATION
5326 Utility Service 203,998 165,250 66,356 117,267 130,300 130,300
5552 Maint Structures & Imp-Pumping 7,091 7,000 3,546 7,500 8,000 8,000
5553 Maint Pumping Equipment 10,612 10,000 56 108 21,200 21,200
SUBTOTAL 221,701 182,250 69,958 124,875 159,500 159,500
9806 WATER TREATMENT OPERATION
5025 Operation Labor-Water Treatmen 623,831 607,925 412,002 653,229 641,602 641,602
5032 Overtime Services-Water Treatm 88,562 65,000 57,583 75,000 41,400 41,400
5326 Utility Service 264,475 395,500 136,425 298,670 400,000 400,000
5554 Maint Structures & Imp-Water T 7,977 18,000 12,299 20,727 34,200 34,200
5555 Maintain Water Treatment Equip 31,025 38,000 13,067 20,180 37,000 37,000
5682 Operation Expenses-Water Treat 178,133 190,000 142,183 186,218 200,000 200,000
5683 Misc Expenses-Water Treatment 6,835 10,000 5,183 7,277 5,300 5,300
5689 Chemicals 359,581 422,000 242,536 375,000 550,000 550,000
5713 Safety Equipment 394 2,000 1,394 1,945 2,200 2,200
SUBTOTAL 1,560,815 1,748,425 1,022,672 1,638,246 1,911,702 1,911,702
 WATER DEPARTMENT PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-2013

AMENDED EXPENSES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENSES BY DEPT BY MAYOR
UNIT WATER DEPARTMENT 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

9807 TRANS & DIST OPERATION

5026 Operation Labor-T & D 689,399 765,558 431,425 696,281 930,255 930,255
5027 Operation Labor-Meter 148,430 148,973 94,625 147,667 149,303 152,402
5033 Overtime Services-T & D 183,842 102,000 98,745 139,368 60,000 60,000
5034 Overtime-Meters 6,042 4,000 2,536 6,000 1,700 1,700
5040 Part-Time Salaries 77,997 24,986 20,086 31,949 37,486 37,486
5326 Utility Service 30,369 38,931 16,636 27,906 39,900 39,900
5344 Customer Installation Expense 797 1,000 705 891 1,100 1,100
5556 Maintain Structures-T & D 24,840 39,350 26,526 18,000 14,900 14,900
5557 Maintain Distribution, Res, St 6,180 6,000 3,572 6,626 8,500 8,500
5558 Maintain Meters 11,553 19,800 13,585 16,485 24,000 24,000
5559 Maintain Hydrants 4,184 21,000 15,391 19,430 5,300 5,300
5559 4659 Reimb of Expenditures -10,165 0 -200 -587 0 0
5684 T & D Expenses - Materials 37,368 43,799 25,468 40,000 63,400 63,400
5685 Meter Materials 5,675 2,000 1,667 3,000 2,200 2,200
5686 Misc Expense-T & D 18,702 20,000 7,582 11,066 33,000 33,000
5713 Safety Equipment 6,156 6,750 2,986 3,000 3,300 3,300
SUBTOTAL 1,241,368 1,244,147 761,336 1,167,082 1,374,344 1,377,443

9809 CUSTOMER ACCTS OPERATION

5028 Customer Records Labor 111,652 117,044 111,652 113,253 117,044 117,044
5311 1080 Finance Services 87,515 81,000 0 81,000 81,000 81,000
5311 1140 Purchasing Services 25,971 23,000 0 23,000 23,000 23,000
5688 Misc Customer Acct Expenses 38,955 38,869 33,973 38,000 30,000 30,000
SUBTOTAL 264,093 259,913 145,625 255,253 251,044 251,044

285
 286

WATER DEPARTMENT PROPOSED OPERATING BUDGET

FISCAL YEAR 2012-2013

AMENDED EXPENSES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENSES BY DEPT BY MAYOR
UNIT WATER DEPARTMENT 2010-2011 2011-2012 02/29/12 2011-2012 2012-2013 2012-2013

9810 ADM & GENERAL OPERATION

5029 Administrative Salaries 272,869 271,153 168,917 261,116 272,032 278,418
5035 Overtime-Administrative 534 1,000 689 1,069 500 500
5220 FICA 162,688 170,000 103,313 163,882 180,307 180,307
5231 Union Welfare Contribution 401,869 430,000 244,899 415,569 496,433 533,832
5233 Cont to Emp Group Insurance 209,177 247,851 139,759 232,033 247,851 247,851
5241 Unemployment Compensation 1,098 9,882 9,882 19,764 0 14,823
5243 Worker's Comp Insurance 20,348 24,208 16,024 21,365 24,208 24,208
5312 Independent Acctg-Audit 12,376 15,000 10,969 15,000 15,000 15,000
5334 Outside Services 16,492 18,200 11,580 19,874 15,100 15,100
5506 Maintain Automotive Eq 44,083 60,000 34,318 57,495 50,800 50,800
5601 Office Supplies 5,587 5,000 2,549 4,393 7,500 7,500
5620 Motor Fuel 62,545 75,000 46,244 82,825 73,900 73,900
5622 Tires 5,526 7,000 5,074 8,674 5,300 5,300
5687 Misc Expense-Administration 12,876 17,100 13,930 22,318 17,900 17,900
5813 Property Insurance 151,887 152,000 113,915 152,000 152,000 152,000
5817 Workers Comp Deductible Exp 78,250 80,000 13,966 25,647 80,000 80,000
5819 Pub Liability Deductible Exp 588 15,000 2,848 15,000 15,000 15,000
5853 Contingency 0 25,000 0 0 25,000 40,000

SUBTOTAL 1,458,793 1,623,394 938,876 1,518,024 1,678,831 1,752,439

 WATER DEPARTMENT PROPOSED OPERATING BUDGET
FISCAL YEAR 2012-13

AMENDED EXPENSES PROJECTED PROPOSED PROPOSED

BUSINESS ACTUAL BUDGET AS OF EXPENSES BY DEPT BY MAYOR
UNIT WATER DEPARTMENT 2009-2010 2010-2011 02/28/11 2010-2011 2011-2012 2011-2012

9811 DISCOUNTS
7001 Discounts - Water -399 0 0 0 0 0

SUBTOTAL -399 0 0 0 0 0

9812 ADMINISTRATIVE SALARIES

5029 Administrative Salaries 143,932 143,248 88,972 141,948 143,604 147,528

SUBTOTAL 143,932 143,248 88,972 141,948 143,604 147,528

9814 CAPITAL RESERVE

5868 Contribution to Capital Reserve 0 0 0 0 300,000 300,000
SUBTOTAL 0 0 0 0 300,000 300,000

GRAND TOTAL 7,320,283 8,006,381 5,206,857 7,602,506 7,902,506 8,584,925

287
 288

WATER DEPARTMENT PROPOSED OPERATING BUDGET

FISCAL YEAR 2011-2012

NUMBER OF POSITIONS 7/1/12

WATER DEPARTMENT FY 11-12 CHANGE FY 12-13 PRESENT PROPOSED
TABLE OF ORGANIZATION BUDGET (+or-) BUDGET RATES BY MAYOR

SUPERINTENDENT OF PUBLIC UTILITIES 1 1 104,608 104,608

CHIEF OF OPERATIONS 1 1 85,899 85,899
CHIEF OF WATER QUALITY & TECH. SER. 1 1 74,719 74,719
ENGINEER I 2 2 71,926 71,926
ADMINISTRATIVE MANAGER 1 1 69,538 69,538
FOREMAN/MAINTENANCE 1 1 66,788 66,788
SECRETARY 1 1 * 26.18 * 26.77
EQUIPMENT MECHANIC 1 1 * 26.11 * 26.70
UTILITY MECHANIC 1 1 * 26.11 * 26.70
PIPE INSTALLER 8 8 * 25.36 * 25.93
LAB TECHNICIAN 1 1 * 25.04 * 25.60
OPERATOR REPAIRPERSON 2 2 * 24.61 * 25.16
PARTS ATTENDANT 1 1 * 23.95 * 24.49
CROSS CONNECTOR 1 1 * 23.36 * 22.08
CLERK TYPIST II - PUBLIC UTILITIES 1 1 * 23.16 * 23.68
OPERATOR 6 6 * 22.03 * 22.53
PUBLIC UTILITIES TECHNICIAN 2 2 * 22.03 * 22.53
METER READER/INSTALLER 1 1 * 21.83 * 22.32
LABORER 5 5 * 21.59 * 22.08
TOTAL 38 38
*Union Negotiated
 COMBINED SCHEDULE OF BONDED DEBT THROUGH MATURITY
WATER FUND
AS OF MARCH 31, 2012

Fiscal Principal Interest Total Debt

Year Payments Payments Service
2011-2012 28,650 573 29,223
2012-2013 1,622,750 571,019 2,193,769
2013-2014 1,631,750 494,929 2,126,679
2014-2015 1,473,750 415,795 1,889,545
2015-2016 1,368,492 342,889 1,711,381
2016-2017 1,374,407 276,624 1,651,031
2017-2018 1,366,407 216,828 1,583,235
2018-2019 1,041,407 167,760 1,209,167
2019-2020 431,407 135,854 567,261
2020-2021 382,750 116,784 499,534
2021-2022 382,750 101,482 484,232
2022-2023 353,750 86,600 440,350
2023-2024 357,750 69,624 427,374
2024-2025 356,750 52,967 409,717
2025-2026 357,750 36,474 394,224
2026-2027 335,750 21,024 356,774
2027-2028 150,750 10,687 161,437
2028-2029 95,750 5,505 101,255
2029-2030 65,750 2,138 67,888
2030-2031 19,750 395 20,145

Total 13,198,270 3,125,951 16,324,221

289
 INTRODUCTION

The Capital Budget is the City’s plan of capital projects and the means of financing them for a given fiscal year. The Planning Commission adopts a six-year
capital improvement program and the City Council approves authorization for the first year of the program. The following section contains a summary of the
City’s Capital Budget and includes an explanation of the capital budget process, its relationship to the operating budget, and a brief description of the
approved capital projects for 2012-13. This section also contains information on capital budget financing and debt administration in the City.

Capital Budget Overview

Capital improvement programming and budgeting involves the development of a long-term plan for capital expenditures of the City. Capital expenditures
include costs for buildings, land, major maintenance items, equipment, and other commodities that are of significant value and have a useful life of many
years.

The FY 12-13 Proposed Capital Budget Plan provides for making investments in public safety, City buildings and infrastructure in addition to funding
technology improvements and energy efficiency projects through lease/purchase financing. The FY 12-13 Proposed Capital Budget includes funding for the
following: Schools – for energy efficiency projects, such as: replacement of boilers, windows and lighting upgrades in various buildings (Danbury HS,
Broadview, Stadley Rough, King Street, etc.); Public Safety – additional funds have been provided for the Police Department for the annual
Patrol/Detective Vehicle Replacement Program while the Fire Department will continue to receive funding for their Air Pac Replacement Program, the
lease/purchase of the two pumpers purchased last year, and the lease/purchase of an aerial ladder truck for $1,054,000 as a replacement of a 2000 aerial
ladder truck; Public Buildings – replacement of roofs, HVAC and elevator; Infrastructure – paving, drainage, road improvement, highway equipment,
airport taxiway rehabilitation, bridge improvements; and General Government – The Capital Budget includes funding of a $2,500,000 lease/purchase
technology infrastructure plan to implement a Constituent Relationship Management (CRM) System, which will provide for significant upgrades to the City’s
technology infrastructure, including the replacement of core business software systems, hardware and related devices. By implementing a CRM system,
cost savings and cost avoidance will be realized by significantly improving efficiency and effectiveness via paperless and electronic work flow processes and
better internal/external (with the public) communication with the central data warehouse concept.

The total FY 12-13 Proposed Capital Budget is $10,940,769 to be funded as follows: General Fund ($2,093,369), Borrowing – Bonds/BANS ($3,000,000),
Federal/State grants ($5,322,625), and LoCIP ($525,000).

The City’s Capital Improvement Program (CIP) lists proposed capital items to be undertaken over a six-year period, beginning with the ensuing fiscal year,
and projecting expenditures for the following five years. The CIP offers a listing of capital projects of capital activity as proposed by departments to the
Planning Commission. Possible future financial requirements, including bonds to be issued, grants to be secured, and general operating funds to be
committed are determined upon the citywide priority of needs, goals and objectives.

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The annual Capital Budget is based on the CIP, though it may vary from the actual amount programmed in response to unanticipated revenue gains or
losses. In either case, the CIP must be updated after the adoption of the Capital Budget to (1) make necessary adjustments in future programs resulting
from changes in the current amount funded, and (2) add a year of programming to replace the current fiscal year.

The distinction between capital and operating items are determined by two criteria - cost and frequency. The minimum for any one item to be included on
the CIP is set at $25,000. In addition, items that occur every year (e.g. salaries, office supplies), regardless of cost, are not included.

Capital Budget Process

November – During the month of November, the Director of Planning distributes Capital Budget forms and guidelines to City departments and authorities.

December – January – During the month of December, the capital budget requests are returned to the Director of Planning. Departments are required to
prioritize the projects in their requests through the use of a numbering system. The highest priority project is given a number one (1). In addition, projects
may be given additional priority by ranking them as either “urgent” or “necessary”. Projects identified as “urgent” signifies that from a department’s
perspective, operations may be impacted if not executed. Projects identified as “necessary” indicates that the project should be addressed at some point
during the term of the capital improvement plan. The Planning Director meets with various City departments to review their requests and priorities. The
Planning Director also meets with the Mayor and the Finance Director to review budget submissions. The Planning Director submits a proposed CIP to the
Planning Commission for its consideration.

February – On or before February 15th, the Planning Commission forwards its recommended CIP to the Mayor.

March - The Mayor reviews the recommended CIP. During this phase, the Mayor may reduce or eliminate any department requests.

On or before April 7th – The Mayor transmits his recommended Capital Budget to the City Council.

April – The City Council may approve, reject or reduce any item in the Capital Budget by an affirmative vote of two-thirds of all the members of the City
Council. Not later than May 1st, the City Council shall hold one or more public hearings, at which any taxpayer may have an opportunity to be heard
regarding appropriations for the ensuing fiscal year.

May - Not later than May 15th, the City Council shall adopt the Capital Budget.
 CAPITAL BUDGET FINANCING

Capital Budget financing for projects may include the use of Bond Anticipation Notes (BANS), General Obligation Bonds, and Lease/Purchase agreements.
BANS will be used during the course of construction to provide the necessary cash to complete the projects. Funding for BAN interest is included in the
referendum and is not paid out of the General Fund. Upon project completion, the BANS are permanently financed as General Obligation Bonds, and the
long-term debt service is included in the General Fund budget. If terms and conditions are more advantageous, the City Council may authorize the
utilization of lease/purchase arrangements on such capital needs for fire apparatus, citywide technology improvements and energy efficiency projects.
Lease/purchase financing can be more cost effective for projects with less than ten years of useful life. By utilizing, these financing strategies, the City is
better able to plan for the future and to stabilize annual debt service costs. A combination of 10- and 20-year bonds is used to ensure that debt does not
exceed the useful life of the improvement.

Bonding
Section 7-10 of the Danbury City Charter gives the City Council the power to authorize indebtedness through the issuance of bonds or notes by an
affirmative vote of at least two-thirds of the entire membership of the Council. Bonds shall not be issued for terms longer than the estimated life of the
improvement for which they are issued, and in no event, for a term longer than twenty years.

Bond Anticipation Notes

The capital budget may require financing through Bond Anticipation Notes. Notes are typically used to fund small, low cost projects that can be completed
within 18-24 months. The BANS are never permanently financed and are paid down each year in the General Fund. Short-term interest on the BANS is
included in the General Fund. This financing strategy allows for the completion of smaller projects without contributing to long-term debt service costs.

Local Capital Improvement Program (LOCIP)

The State of Connecticut’s LOCIP program provides financial assistance to municipalities for eligible projects in the form of entitlement grants funded with
State general obligation bonds. Eligible projects include road and sidewalk repairs, sewer and water projects, renovations to public buildings, bridges,
dams, solid waste facilities and public housing, public park improvements, emergency communications systems, and the purchase of thermal imaging
systems and defibrillators. The City of Danbury incorporates LOCIP funding into its Capital Budget to fund eligible projects. The use of LOCIP funds
reduces the City’s reliance on short and long-term debt.

Community Development Block Grant Funds (CDBG)

Each year the City of Danbury receives an entitlement grant from the CDBG program financed through the Federal Department of Housing and Urban
Development. A portion of these funds can be used for public improvement projects that are either located in low to moderate-income neighborhoods or
serve low to moderate-income persons. City projects that meet either of these criteria are included in the Capital Budget and reduce the City’s reliance on
short and long-term debt.

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CITY INDEBTEDNESS AND DEBT LIMITS

Under Connecticut General Statutes, municipalities shall not incur indebtedness through the issuance of bonds that will cause aggregate indebtedness by
class to exceed the following:

- General Purposes – 2.25 times annual receipts from taxation

- School Purposes – 4.5 times annual receipts from taxation
- Sewer Purposes – 3.75 times annual receipts from taxation
- Urban Renewal Purposes – 3.25 times annual receipts from taxation
- Unfunded Pension Liabilities – 3.0 times annual receipts from taxation

In no case, however, shall the total indebtedness exceed seven times the base.

The following schedule shows the computation of the statutory debt limit of the City of Danbury and the debt-incurring margin as of March 31, 2012.
 CITY OF DANBURY
STATEMENT OF DEBT LIMITATION
MARCH 31, 2012
Total Tax Collections (including interest and lien fees)
For the year ended June 30, 2011 …………………………………………………………………………………………………………………….. $ 163,139,816
Reimbursement for Revenue Loss On:
Tax Relief for Elderly ………………………………………………………………………………………………………………………………………. $ 410,781
BASE …………………………………………………………………………………………………………………………………………………………………….. $ 163,550,597

General Urban Unfunded

Purpose Schools Sewers Renewal Pension
Debt Limitation
2 1/4 times base……………… $ 367,988,843 $ $ $ $
4 1/2 times base…………….. 735,977,687
3 3/4 times base………………… 613,314,739
3 1/4 times base……………….. 531,539,440
3 times base………………….. 490,651,791
Total Debt Limitation………… $ 367,988,843 $ 735,977,687 $ 613,314,739 $ 531,539,440 $ 490,651,791

Indebtedness
Outstanding Debt:
Bonds Payable (1) 116,473,823 18,314,946 5,364,272 950,000
Bonds Authorized But Unissued 24,142,907 7,849,651 1,839,585
Short-Term Notes Payable - 1,575,000 75,000
Total Indebtedness 140,616,730 27,739,597 7,278,857 950,000 -

DEBT LIMITATION IN EXCESS

OF INDEBTEDNESS $ 227,372,113 $ 708,238,090 $ 606,035,882 $ 530,589,440 $ 490,651,791

(1) Water debt and sewer assessment debt are excludable from the calculation of debt limitation as allowed by Connecticut General Statutes. Excluded from above is $13,198,270 outstanding water bonds, $649,494 outstanding water
assessment bonds, no water assessment notes, $350,000 water notes, $1,744,000 water assessment debt authorized but unissued, $10,718,020,outstanding sewer assessment bonds,no outstanding sewer
assessment notes, $3,398,320 sewer assessment debt authorized but unissued, $1,839,585 sewer debt authorized but unissued, and $75,000 of outstanding sewer notes.

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Debt Limitation vs. Actual Debt Issued

800,000,000
700,000,000
600,000,000
500,000,000
400,000,000
300,000,000
200,000,000
100,000,000
0
General Schools Sewers Urban Renewal Unfunded
Purpose Pension

Debt Limitation 367,988,843 735,977,687 613,314,739 531,539,440 490,651,791

Total Debt Authorized 140,616.730 27,739,597 7,278,857 950,000 0
 SUMMARY OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
CAPITAL PROJECTS FUND

FISCAL YEARS 2006-07 TO 2010-2011

2006-2007 2007-2008 2008-2009 2009-2010 2010-2011

REVENUES
Federal & State Governments $ 5,546,172 $ 4,004,778 $ 4,699,749 $ 2,113,564 $ 110,105
Other - - - -
TOTAL REVENUES 5,546,172 4,004,778 4,699,749 2,113,564 110,105

EXPENDITURES
Capital Outlay 27,034,110 37,579,020 35,668,792 7,384,661 7,175,116
TOTAL EXPENDITURES 27,034,110 37,579,020 35,668,792 7,384,661 7,175,116

Excess (Deficiency) of Revenues over Expenditures $ (21,487,938) $ (33,574,242) $ (30,969,043) $ (5,271,097) $ (7,065,011)

OTHER FINANCING SOURCES

Bond/Note Proceeds 27,009,500 11,528,000 4,272,500 21,492,221 27,241,572
Transfers In 432,500 500,000 500,000 100,000 500,000
TOTAL OTHER FINANCING SOURCES 27,442,000 12,028,000 4,772,500 21,592,221 27,741,572

Excess (Deficiency) of Revenues over Expenditures

and Other Financing Sources $ 5,954,062 $ (21,546,242) $ (26,196,543) $ 16,321,124 $ 20,676,561

Beginning Fund Balance $ 27,150,908 $ 33,104,970 $ 11,558,728 $ (14,637,815) $ 1,683,309

Ending Fund Balance $ 33,104,970 $ 11,558,728 $ (14,637,815) $ 1,683,309 $ 22,359,870

Note: This schedule only shows fiscal years ending 2007-2011 because the City does not yet have actuals for 2012. The City does not make projections for its
capital budget fund balance; therefore, fiscal year ending 2012 is not shown.

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COMBINED SCHEDULE OF BONDED DEBT THROUGH MATURITY

AS OF MARCH 31, 2012
Total Debt
Fiscal SCHOOLS PUBLIC IMPROVEMENT Service
Year Principal Interest Total Principal Interest Total Per Year

2011-2012 225,000 4,500 229,500 427,350 17,094 444,444 673,944

2012-2013 2,852,278 747,062 3,599,340 8,014,292 4,763,033 12,777,325 16,376,665
2013-2014 2,078,000 640,221 2,718,221 8,257,250 4,442,850 12,700,100 15,418,321
2014-2015 1,202,000 552,271 1,754,271 8,302,250 4,102,486 12,404,736 14,159,007
2015-2016 1,198,948 500,032 1,698,980 8,231,147 3,733,283 11,964,430 13,663,410
2016-2017 1,064,930 450,200 1,515,130 7,802,446 3,365,891 11,168,337 12,683,467
2017-2018 1,052,930 403,413 1,456,343 7,764,446 3,016,281 10,780,727 12,237,070
2018-2019 1,051,930 354,934 1,406,864 7,417,446 2,671,616 10,089,062 11,495,926
2019-2020 1,048,930 305,093 1,354,023 6,935,446 2,339,880 9,275,326 10,629,349
2020-2021 1,048,000 257,571 1,305,571 6,785,250 2,033,172 8,818,422 10,123,993
2021-2022 1,041,000 213,746 1,254,746 6,607,250 1,771,489 8,378,739 9,633,485
2022-2023 817,000 173,250 990,250 5,981,250 1,528,845 7,510,095 8,500,345
2023-2024 875,000 134,191 1,009,191 5,952,250 1,271,836 7,224,086 8,233,277
2024-2025 584,000 101,916 685,916 5,726,250 1,027,085 6,753,335 7,439,251
2025-2026 567,000 77,165 644,165 5,594,250 791,975 6,386,225 7,030,390
2026-2027 569,000 53,318 622,318 5,238,250 568,185 5,806,435 6,428,753
2027-2028 319,000 35,486 354,486 4,303,250 374,164 4,677,414 5,031,900
2028-2029 303,000 23,184 326,184 3,248,250 220,679 3,468,929 3,795,113
2029-2030 303,000 10,854 313,854 2,364,250 107,737 2,471,987 2,785,841
2030-2031 114,000 2,280 116,280 1,524,250 30,425 1,554,675 1,670,955
Total 18,314,946 5,040,687 23,355,633 116,476,823 38,178,006 153,100,154 176,339,507
 OUTSTANDING SHORT TERM DEBT
BOND ANTICIPATION NOTES ALL FUNDS AS OF 03/31/2012
FUND ISSUED AMOUNT EST INT TOTAL DUE DUE DATE

CAP PROJ SEWER STUDY 07/28/11 75,000 188 75,188 7/27/12

Total 75,000 188 75,188

21st CENTURY DANBURY WATER 07/28/11 250,000 625 250,625 7/27/12

Total 250,000 625 250,625

HEAD START 07/28/11 1,575,000 3,938 1,578,938 7/27/12

Total 1,575,000 3,938 1,578,938

DANBURY NEIGHBORHOOD WATER 07/28/11 100,000 250 100,250 7/27/12

Total 100,000 250 100,250

TOTAL 2,000,000 5,000 2,005,000

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RATIO OF DEBT SERVICE EXPENDITURES FOR GENERAL BONDED DEBT TO TOTAL GENERAL FUND EXPENDITURES

Total Ratio of
Fiscal Year General Total Debt
Ended Fund Long-Term Debt Service Service
6/30 Expenditures Principal Interest Total To Total Expenditures

** 2013 220,100,000 11,116,570 5,907,596 17,024,166 7.7%

*2012 215,919,397 10,681,600 5,966,050 16,647,650 7.7%

2011 203,460,399 8,413,350 5,011,122 13,424,472 6.6%

2010 199,057,435 8,671,800 4,909,676 13,581,476 6.8%

2009 196,252,594 7,810,350 4,433,890 12,244,240 6.2%

2008 188,438,411 6,599,850 3,848,693 10,448,543 5.5%

2007 176,991,658 5,672,350 3,233,035 8,905,385 5.0%

2006 168,908,696 6,005,611 2,668,668 8,674,279 5.1%

2005 162,723,003 5,769,462 2,864,415 8,633,877 5.6%

2004 153,819,699 5,576,706 2,219,285 7,795,991 5.1%

2003 149,317,470 5,624,462 2,668,995 8,293,457 5.6%

2002 141,173,874 4,972,112 2,445,012 7,417,124 5.3%

2001 151,243,163 5,307,112 2,757,677 8,064,789 5.3%

* Based upon the 11-12 Adopted Budget

** Based upon the 12-13 Proposed Budget
 CITY OF DANBURY
DEBT SERVICE AS A PERCENTAGE OF GENERAL FUND EXPENDITURES
ACTUAL AND PROJECTED

10.0%

8.0% 7.7% 7.7%

DEBT SERVICE AS A % OF EXPENDITURES

6.8%
6.5%
6.2%
6.0% 5.6% 5.6% 5.5%
5.1% 5.1% 5.0%

4.0%

2.0%

0.0%
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

FISCAL YEAR ENDED JUNE 30

Fiscal 2012 and 2013 are projected
300
 301

RATIO OF GENERAL BONDED DEBT TO ASSESSED VALUE AND PER CAPITA

10 YEAR HISTORY
AS OF MARCH 31, 2012

Ratio of Net
Bonded
Net Debt to
Bonded Assessed Assessed Debt Per
Fiscal Year Debt Value Value Population Capita

*2012-13 123,269,849 8,530,923,627 1.44% 81,056 1,521

2011-12 134,136,419 8,514,374,692 1.58% 80,893 1,658

2010-11 127,439,350 8,525,323,368 1.49% 79,226 1,609

2009-10 114,147,700 8,461,397,783 1.35% 79,226 1,441

2008-09** 108,585,550 8,460,051,938 1.28% 79,285 1,370

2007-08 96,052,400 6,253,567,030 1.54% 78,221 1,228

2006-07 79,652,250 6,104,521,750 1.30% 77,353 1,030

2005-06 60,967,100 5,935,250,735 1.03% 77,353 788

2004-05 56,009,450 5,781,670,760 0.97% 77,353 724

2003-04** 58,126,800 5,749,988,950 1.01% 74,848 777

* Projected - based on FY12-13 Proposed Budget, which assumes additional debt of $17,500,000 to be sold in July 2012.
** Property Revaluation Dates 10/1/02 & 10/1/07
 CITY OF DANBURY
CAPITAL LEASE SCHEDULE

Original As of
Lease 3/31/2012 6/30/2013 6/30/2014 6/30/2015 6/30/2016 Remainder Total
Leases Amount Rate Payments Payments Payments Payments Payments Payments Payments Expired

General Fund Capital Projects

Library - Computers - 32 Dell Desktops 12,008 3.20% 2,058 8,231 2,058 - - - 12,347 7/2013
CRM/ERP Projects (various depts) 2,500,000 1.59% - 520,022 520,022 520,022 520,022 520,022 2,600,111 7/2019
Fire - Voice Recording System 6,454 3.54% - 6,682 - - - - 6,682 7/2013
Fire - 2 Pierce Pumpers 736,896 3.88% 38,955 155,820 155,820 155,820 155,820 155,820 818,055 4/2020
Copier -IKON various dept. 26,854 5,563 10,207 6,511 3,892 681 - 26,854 9/2015
Sub-total 3,282,212 46,576 700,963 684,411 679,734 676,523 675,842 3,464,049
School Facilities - Capital Projects
BOE - Energy Conservation Project 4,248,835 3.60% 110,000 392,965 392,965 392,965 392,965 3,929,646 5,611,505 2/2022
BOE - Energy Cons Project (QECB) 7,251,165 5.04% 382,136 837,671 821,316 804,674 787,740 6,878,266 10,511,803 2/2022
BOE - Energy Cons Proj (QECB - Inter Subsidy) -3.53% (255,821) (251,768) (235,412) (218,770) (201,837) (1,019,227) (2,182,833) 2/2022
Sub-total 11,500,000 236,315 978,869 978,869 978,869 978,869 9,788,685 13,940,475

Sub-total Lease Projects - General Fund 14,782,212 282,891 1,679,831 1,663,280 1,658,603 1,655,392 10,464,527 17,404,524

BOE Budget - Capital Projects

BOE - Honeywell - Phase III 2,739,507 254,957 501,033 501,033 501,033 501,033 1,002,066 3,261,154 06/2018
BOE - Computer Switches 208,708 61,138 162,979 - - - - 224,116 06/2013
BOE - American Carrera Tech 276,099 2.64% 27,931 67,891 67,891 67,891 67,891 - 299,496 06/2016
BOE - American Carrera Tech 157,350 2.64% 15,918 38,691 38,691 38,691 38,691 - 170,684 06/2016
BOE - American Carrera Tech 120,621 2.64% 12,202 29,660 29,660 29,660 29,660 - 130,843 06/2016
BOE-Solar Projects 696,784 2.86% - 371,226 43,291 43,291 43,291 259,748 760,848 02/2022
Sub-total Lease Projects - BOE 4,199,069 372,146 1,171,480 680,567 680,567 680,567 1,261,814 4,847,141

Total Lease/Purchase Projects 18,981,281 655,038 2,851,311 2,343,846 2,339,170 2,335,959 11,726,341 22,251,665

302
 303

SUMMARY OF CAPITAL PROJECTS BY FUNDING SOURCE

THREE YEAR HISTORY
NOTES GRANTS LOCIP NOTES GRANTS LOCIP NOTES GRANTS LOCIP
PROJECT AMOUNT 2010-11 2010-11 2010-11 2011-12 2011-12 2011-12 2012-13 2012-13 2012-13

2012 PROPERTY REVAL STATE MANDATED 1,100,000 600,000 500,000

PHASE I OBS ANALYSIS EASTWEST APPROACHES 350,000 350,000
CROSBY ST. BRIDGE OVER PADANARAM BROOK 1,576,888 97,721 1,277,279
BACKUS AVENUE BRIDGE REPLACEMENT 653,543 653,543
PAVEMENT PRESERVATION: WHITE ST. 2,175,000 2,175,000
LINCOLN AVE(MILLING,PAVING,DRAINAGE,SIDEWALKS) 150,000 150,000
RTE 53-SOUTH/TRIANGLE/COALPIT HILL INT IMP 2,000,000 2,000,000
RTE 37-NORTH ST.@ I-84 INTERCHANGE IMPS 7,500,000 7,500,000
HEATING & COOLING UNITS AT DEPT HQ. 34,500 34,500
REPLACE HIGHWAY DEPT. EQUIP. (2 DUMP TRUCKS) 310,000 310,000
PAVING, DRAINAGE, AND ROAD IMPROVEMENTS 1,012,967 390,000 622,967
SITE WORK MODIFICATIONS TO PW COMPLEX 48,000 48,000
THERMAL IMAGER FOR PUB BLDGS DEPARTMENT 43,560 43,560
REPLACE EMERGENCY GENERATOR AT SHELTER 56,826 56,826
INSTALL SOLAR AIR HEATER AT MAINT. GARAGE 42,000 42,000
HVAC UPGRADES-OLDER PUBLIC BUILDINGS 353,689 261,107 92,582
INSTALL VARIABLE FAN DRIVES ON AIR HANDLERS 25,824 25,824
LIBRARY HVAC /REPLACE CHILLER/COOLING TOWER 51,824 51,824
RESTORE MURAL 25,000 25,000
INSTALL VARIABLE FAN DRIVE ON HOT WATER PUMP 20,424 20,424
REPLACE BOILER*** 29,000 29,000
ROOF REPLACEMENT-STADLEY ROUGH ELEM. 1,700,000 1,700,000
REPLACE BOILER AND BURNER AT OLD JAIL 41,950 41,950
REPLACE HVAC - MEETING ROOM AT OLD JAIL 36,600 36,600
INSTALL NEW ROOF UNITS AT ELMWOOD HALL 27,000 27,000
INSTALL ROOF OVER GAS SYSTEM EQUIPMENT 28,000 28,000
GREENHOUSE REPAIRS 25,000 25,000
MANSION LOWER PARKING LOT EXPANSION 110,000 110,000
MANSION RENOVATIONS 75,000 75,000
 SUMMARY OF CAPITAL PROJECTS BY FUNDING SOURCE
THREE YEAR HISTORY
NOTES GRANTS LOCIP NOTES GRANTS LOCIP NOTES GRANTS LOCIP
PROJECT AMOUNT 2010-11 2010-11 2010-11 2011-12 2011-12 2011-12 2012-13 2012-13 2012-13
LONG RIDGE ROAD BRIDGE REPLACEMENT 350,000 350,000
BRIDGE MAINTENANCE PROGRAM 150,000 150,000
GERMANTOWN ROAD 35,000 35,000
UST REPLACEMENT AIRPORT/FIRE 580,000 500,000
DHS ARTIFICIAL TURF 620,000 620,000
REPAIRS - ALTERNATIVE SCHOOL 410,000 410,000
AIRPORT TAXIWAY 'C' REHAB 3,545,000 44,312 3,500,688
REPLACE HIGHWAY DEPT. EQUIP. 170,000 170,000
REHAB RUNWAY 8-26 INCLUDING NEW HIRLS 2,390,000 2,360,125 29,875
REHAB RUNWAY 17/35INCLUDING NEW HIRLS 2,000,000 1,975,000 25,000
REHAB TAXIWAY "B" 1,000,000 987,500 12,500
REPAIR/REPLACE CITY OWNED SIDEWALKS 3,000,000 125,000
REPLACE HIGHWAY DEPT VEHICLES 500,000 500,000
PAVING, DRAINAGE, ROAD & BRIDGE IMPS 1,425,000 1,425,000 100,000
CITY OWNED BUILDINGS ROOF REPLACEMENT/REPAIR 1,000,000 1,000,000
OLD LIBRARY ELEVATOR MODERNIZATION 92,400 92,400
HVAC OLD LIBRARY 50,000 50,000
IVES PAVILLION REPAIRS 75,000 75,000

TARRYWILE - SCHOOL BLDG RENOVATION 50,000 50,000

TARRYWILE - CARRIAGE HOUSE/FARMHOUSE ROOF
REPLACEMENT 40,000 40,000

TOTAL 30,398,934 3,000,000 13,387,172 515,568 3,000,000 4,777,967 500,000 3,000,000 5,322,625 524,775

304
 305

CITY OF DANBURY PROPOSED CAPITAL BUDGET

MAYOR RECOMMENDED CITY PROJECTS FY 12-13
FY 12-13
TOTAL Existing Gen. City Capital
PROJECT DESCRIPTION COST Funding Revenue Bonds Fed./State LoCIP Assess. Budget

CITY PROJECTS
AIRPORT
Rehabilitate Runay 8-26 including new HIRLS 2,390,000 2,360,125 29,900 2,390,025
Rehabilitate Runway 17/35 200,000 1,975,000 25,000 2,000,000
Rehabilitate Taxiway "B" 1,000,000 987,500 12,500 1,000,000
ENGINEERING
Repair/Replace City Sidewalks 3,000,000 30,000 125,000 125,000
FIRE
Replacement Fire Apparatus - Airpacs 450,000 250,000 100,000 100,000
Replacement Fire Apparatus-Two Pumpers - (10 year lease/purchase) 951,000 155,820 155,820 155,820
Replacement Fire Apparatus - Aerial Ladder Truck - (10 year lease/purchase) 1,054,000 115,000 115,000
HIGHWAY
Replacement of Highway Dept. Vehicles/Equipment 500,000 500,000 500,000
Paving, Drainage, Road and Bridge Improvements 1,525,000 1,425,000 100,000 1,525,000
INFORMATION TECHNOLOGY
Hardware and Sofware System Upgrades (CRM Project) (5 year lease/purchase) 2,500,000 520,022 520,022
POLICE
Patrol Vehicle Replacement 400,000 400,000 400,000
PUBLIC BUILDINGS
General
City Owned Buildings Roof Replacement/Repair 1,000,000 1,000,000 1,000,000
Roof Status Report and Recommentations 75,000 75,000 75,000
Old Library Elevator Modernization 92,400 92,400 92,400
HVAC at Old Library Buiding 50,000 50,000 50,000
Schools
School Boiler Replacement Program (lease/purchase) 11,500,000 500,000 727,527 727,527
 CITY OF DANBURY PROPOSED CAPITAL BUDGET
MAYOR RECOMMENDED CITY PROJECTS FY 12-13
FY 12-13
TOTAL Existing Gen. City Capital
PROJECT DESCRIPTION COST Funding Revenue Bonds Fed./State LoCIP Assess. Budget

CITY PROJECTS
CHARLES IVES AUTHORITY
Ives Pavillion repairs 75,000 75,000 75,000
TARRYWILE PARK AUTHORITY
School Building Renovation 50,000 50,000 50,000
Carriage House/Farmhouse/Roof Replacement 40,000 40,000 40,000

TOTAL CITY PROJECTS - GENERAL FUND 28,487,400 935,820 2,093,369 3,000,000 5,322,625 525,000 10,940,794

306
 PERCENT BREAKDOWN OF
ADOPTED BUDGETS
LAST FIVE FISCAL YEARS

Total 2008-2009 Board of Education $111,895,291 55.3%

Adopted Budget Education, Health & Welfare 208,575 0.1%
Debt Service-Schools 3,728,213 1.9%
$202,295,259 City 77,100,181 38.1%
Debt Service City 9,362,999 4.6%

Total 2009-2010 Board of Education $111,895,291 55.3%

Adopted Budget Education, Health & Welfare 208,575 0.1%
Debt Service-Schools 3,655,113 1.8%
$202,270,205 City 76,378,032 37.8%
Debt Service City 10,133,194 5.0%

Total 2010-2011 Board of Education 113,895,291 54.4%

Adopted Budget Education, Health & Welfare 208,575 0.1%
Debt Service-Schools 3,460,969 1.7%
$209,248,000 City 81,550,827 39.0%
Debt Service City 10,132,338 4.8%

Total 2011-2012 Board of Education 114,895,291 53.2%

Adopted Budget Education, Health & Welfare 208,575 0.1%
Debt Service-Schools 3,517,554 1.6%
$215,919,397 City 84,167,881 39.0%
Debt Service City 13,130,096 6.1%

Total 2012-2013 Board of Education 115,795,291 52.6%

Proposed Budget Education, Health & Welfare 208,575 0.1%
Debt Service-Schools 3,602,393 1.6%
$220,100,000 City 87,071,968 39.6%
Debt Service City 13,421,773 6.1%

307
 308

BUDGET STATISTICS

Percent
Fiscal Percent Tax Increase/ Percent
Year Budget Increase Increase Rate Increase Decrease Grand List Increase Increase

93-94 113,579,287 18.57 4,377,270,671

94-95 119,783,605 6,204,318 5.5% 19.54 0.97 5.2% 4,389,993,410 12,722,739 0.3%
95-96 122,230,056 2,446,451 2.0% 19.13 -0.41 -2.1% 4,444,257,600 54,264,190 1.2%
96-97 125,151,205 2,921,149 2.4% 19.13 0 0.0% 4,518,020,290 73,762,690 1.7%
97-98 131,033,671 5,882,466 4.7% 19.13 0 0.0% 4,558,194,720 40,174,430 0.9%
98-99 131,896,390 862,719 0.7% 19.13 0 0.0% 4,457,282,240 -100,912,480 -2.2%
99-00 134,739,444 2,843,054 2.2% 20.78 1.65 8.6% 4,667,049,310 209,767,070 4.7%
00-01 139,524,338 4,784,894 3.6% 23.19 2.41 11.6% 4,394,762,120 -272,287,190 -5.8%
01-02 139,164,016 -360,322 -0.3% 24.30 1.11 4.8% 4,468,312,290 73,550,170 1.7%
02-03 149,241,033 10,077,017 7.2% 25.24 0.94 3.9% 4,562,023,370 93,711,080 2.1%
03-04 154,260,763 5,019,730 3.4% 24.29 -0.95 -3.8% 4,892,216,450 * 330,193,080 7.2%
04-05 161,229,195 6,968,432 4.5% 24.86 0.57 2.3% 5,200,457,340 * 308,240,890 6.3%
05-06 169,600,122 8,370,927 5.2% 23.03 -1.83 -7.4% 5,635,804,295 * 435,346,955 8.4%
06-07 178,091,982 8,491,860 5.0% 22.05 -0.98 -4.3% 6,103,223,470 * 467,419,175 8.3%
07-08 191,380,329 13,288,347 7.5% 22.20 0.15 0.7% 6,253,665,720 150,442,250 2.5%
08-09 202,295,259 10,914,930 5.7% 21.35 -0.85 -3.8% 7,146,429,508 * 892,763,788 14.3%
09-10 202,270,205 -25,054 0.0% 21.66 0.31 1.5% 7,137,979,613 * -8,449,895 -0.1%
10-11 209,248,000 6,977,795 3.4% 20.96 -0.7 -3.2% 7,857,688,338 * 719,708,725 10.1%
11-12 215,919,397 6,671,397 3.2% 21.69 0.73 3.5% 7,845,081,982 -12,606,356 -0.2%
12-13 220,100,000 4,180,603 1.9% 22.45 0.76 3.5% 7,890,260,887 45,178,905 0.6%

2001-02 Budget no longer includes State and Federal School Projects.

00-01, 03-04, 08-09, 12-13 are revaluation years

*Reflects phase-in of property revaluation.

 CITY OF DANBURY
TAX COLLECTION RATE – CURRENT AND PRIOR YEAR
ACTUAL VS BUDGET
TEN YEAR HISTORY

102%

101.1%

101% 100.8%
100.7%

100.3% 100.4%
100.3%
100.2%
100.1%
COLLECTION RATE

100%

99.2%
99%
99%

98%

BUDGET

97% ACTUAL
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

FISCAL YEAR ENDED JUNE 30

309
 310

CITY OF DANBURY
ASSESSED VALUE OF TAXABLE PROPERTY AFTER BOARD OF ASSESSMENT APPEALS
(MILLIONS)

$9,000 16.0%
7,858 7,845 7,890
$8,000 14.0%
7,146 7,138

% CHANGE FROM PRIOR YEAR

$7,000 14.3% 12.0%
6,103 6,253
5,636 10.10%
ASSESSED VALUE

$6,000 10.0%
5,200 8.3%
4,892 8.4%
$5,000 8.0%

$4,000 7.2% 6.0%

6.3%
$3,000 4.0%

$2,000 2.0%
2.5%
0.60%
$1,000 0.0%
-0.10% -0.16%
$0 -2.0%
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
FISCAL YEAR ENDED JUNE 30
 CITY OF DANBURY
NET TAXABLE GRAND LIST OF OCTOBER 1, 2011
AFTER BOARD OF ASSESSMENT APPEALS
OCTOBER 1, 2010 OCTOBER 1, 2011 CHANGE INCREASE

REAL ESTATE 7,017,091,189 7,025,008,579 7,917,390 0.11%

PERSONAL PROPERTY 374,469,560 386,144,700 11,675,140 3.12%

MOTOR VEHICLES 453,521,233 479,107,608 25,586,375 5.64%

TOTALS 7,845,081,982 7,890,260,887 45,178,905 0.58%

TEN LARGEST TAXPAYERS

REAL ESTATE, MOTOR VEHICLE AND PERSONAL PROPERTY
TAXABLE PERCENT OF
VALUATION NET TAXABLE
BUSINESS AS OF 10/1/2011 GRAND LIST
1. Danbury Mall Associates Shopping Mall 226,689,880 2.87%
2. Boehringer Ingelheim Research Center 68,607,220 0.87%
3. Avalonbay Communities, Inc. Land Developer 56,112,680 0.71%
4. Connecticut Light & Power Public Utility 56,241,470 0.71%
5. Gera Danbury LLC Real Estate Investor 53,545,520 0.68%
6. Melvyn, Mary & Seymour Powers Industrial Park 45,709,780 0.58%
Danbury Industrial Corp & MMP Realty
7. Bldg 45 Eagle LLC Retail 41,426,540 0.53%
8. Hawley, Ervie, Germantown Plaza Associates Shopping Center & 36,441,580 0.46%
& Germantown Medical Center Land Developer
9. Usrstadt Biddle Properties LLC Retail 30,765,600 0.39%
10. 83 Wooster Heights LLC Office Park 25,155,850 0.32%

TOTAL 640,696,120 8.12%

311
 312 
 

2012‐2013 PROPOSED OPERATING BUDGET
YOUR TAX DOLLAR AT WORK
Public Safety Board of Education
13.5% 47.5%

Debt  All     Recurring Costs 

Service Other 16.6%
9.1% 12.8%
  Public Works 4.8%
  General Govt. 3.9%
  Libraries 1.0%
  Health & Human Services 0.6%
  Capital 1.1%
  Social Services 0.4%
  Contingency 0.4%
  Transportation 0.3%
  Culture and Recreation 0.3%
 CITY OF DANBURY
MILL RATE
TEN YEAR HISTORY

26.00 6.0%

25.00 3.5% 3.5% 4.0%

24.86

24.29
24.00 2.0%

% CHANGE FROM PRIOR YEAR

2.3%
1.5%

23.00 0.0%
23.03
MILL RATE

0.7%
22.45
22.00 22.20 -2.0%
22.05
21.35 21.69
-3.8% 21.66
-3.2%
21.00 -4.0%
-3.8% 20.96
-4.3%

20.00 -6.0%

-7.4%
19.00 -8.0%
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
FISCAL YEAR ENDED JUNE 30

313
 314

CITY OF DANBURY
GENERAL FUND
UNASSIGNED FUND BALANCE AS A PERCENTAGE OF ACTUAL BUDGETARY EXPENDITURES
TEN YEAR HISTORY

12.0% 11.20%
11.10%
10.80%
10.30% 10.20%
9.90%
10.0%
9.00%
FUND BALANCE AS A % OF EXPENDITURES

8.0%
7.30%

6.10%
6.0%
5.00%

4.0%

2.0%

0.0%
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

FISCAL YEAR ENDED JUNE 30

 CITY OF DANBURY
FULL TIME BUDGETED HEADCOUNT
10 YEAR HISTORY
1 YR
FISCAL YEAR 03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11 11/12 12-13 CHANGE

CITY COUNCIL 1 1 1 0 0 0 0 0 0 0 0
MAYOR'S OFFICE 6 6 6 6 6 6 6 5 5 6 1
LEGISLATIVE ASSISTANT 1 1 1 1 1 1 1 1 1 1 0
REGISTRARS 2 2 2 2 2 2 2 2 2 2 0
CITY TREASURER 1 1 1 1 1 1 1 1 1 1 0
DIRECTOR OF FINANCE 12 12 12 12 12 12 12 12 12 11 -1
INFORMATION TECHNOLOGY 4 4 4 4 4 4 4 4 4 5 1
BUREAU OF ASSESSMENTS 7 8 8 8 8 8 8 8 8 8 0
TAX COLLECTOR 11 11 11 11 11 11 10 10 9 8 -1
PURCHASING 3 3 3 3 3 3 3 3 3 3 0
CORPORATION COUNSEL 4 4 4 4 3 3 3 3 3 3 0
TOWN CLERK 7 7 7 7 7 7 6 6 6 6 0
PERMIT COORDINATION 4 6 6 6 6 6 5 5 5 5 0
PLANNING 7 7 7 6 6 6 6 6 6 6 0
ECONOMIC DEVELOPMENT 0 1 1 1 1 1 0 0 0 1 1
HUMAN RESOURCES 3 2 2 2 2 2 2 2 2 2 0
PUBLIC BUILDINGS 13 13 13 13 15 15 14 14 13 13 0
CITY HALL BUILDING 1 1 1 1 1 1 1 1 1 1 0
TOTAL GENERAL GOVERNMENT 87 90 90 88 89 89 84 83 81 82 1

POLICE DEPARTMENT 158 158 158 159.75 159.75 161.75 164.75 164.75 164.75 164 -0.75
ANIMAL CONTROL 2 3 3 3 3 3 3 3 3 3 0
FIRE DEPARTMENT 111 110 111 110.25 120.25 129.25 129.25 129.25 129.25 129 -0.25
BUILDING INSPECTOR 9 7 9 9 9 9 9 9 9 9 0
CIVIL PREPAREDNESS 1 1 0 0 0 0 0 0 0 0 0
CONSUMER PROTECTION 0 0 0 1 1 1 1 1 1 1 0
UNIFORM NEIGH. INSP. TEAM 0 0 1 4 5 5 4 4 3 3 0
TOTAL PUBLIC SAFETY 281 279 282 287 298 309 311 311 310 309 -1

**Included in the 12-13 Budget are 67 vacant positions, which will remain vacant unless decreed absolutely necessary by the Mayor for public safety or financial reasons.
As such, positions have been left open at the department level, however, 29 are unfunded. Some funding may be available at the divisional level that meets the public safety and financial criteria.

315
 316

CITY OF DANBURY
FULL TIME BUDGETED HEADCOUNT
10 YEAR HISTORY
1 YR
FISCAL YEAR 03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11 11/12 12/13 CHANGE

DIR. OF PUBLIC WORKS 0 0 0 0 0 3 2 2 2 2 0

HIGHWAY DEPARTMENT 43 43 43 44 46 43 43 43 42 42 0
PARKS MAINTENANCE 0 24 24 24 22 18 18 18 17 17 0
FORESTRY 0 0 0 0 0 6 4 4 4 4 0
EQUIPMENT MAINTENANCE 7 7 7 7 7 7 7 7 7 7 0
ENGINEERING 14 14 15 14 13 12 11 11 10 9 -1
CONSTRUCTION SERVICES 0 0 0 0 0 3 3 3 3 3 0
TOTAL PUBLIC WORKS 64 88 89 89 88 92 88 88 85 84 -1

HEALTH & HUMAN SERVICES 13 13 13 18 17 17 17 17 15 15 0

TOTAL HEALTH 13 13 13 18 17 17 17 17 15 15 0

WELFARE 6 6 6 0 0 0 0 0 0 0 0
VETERANS ADVISORY 1 1 1 1 1 1 1 0 0 0 0
COMMISSION ON AGING 3 3 3 4 4 4 3 3 3 3 0
TOTAL PUBLIC WELFARE 10 10 10 5 5 5 4 3 3 3 0

LIBRARY 28 28 28 27 27 27 25 26 25 25 0
TOTAL LIBRARIES 28 28 28 27 27 27 25 26 25 25 0

RECREATION 26 2 2 2 2 2 2 2 2 2 0
TOTAL RECREATION 26 2 2 2 2 2 2 2 2 2 0

INSURANCE 1 2 2 2 2 2 2 2 2 2 0
TOTAL RECURRING COSTS 1 2 2 2 2 2 2 2 2 2 0

AIRPORT 4 4 4 5 5 5 5 5 5 5 0
TOTAL TRANSPORTATION 4 4 4 5 5 5 5 5 5 5 0

WATER UTILITY 32 32 31 31 40 40 39 38 37 38 1
TOTAL WATER FUND 32 32 31 31 40 40 39 38 37 38 1

GRAND TOTAL 546 548 551 554 573 588 577 575 565 565 0
 CITY OF DANBURY
FULL TIME BUDGETED HEAD COUNT
10 YEAR HISTORY

600

588
590
FULL TIME BUDGETED HEAD COUNT

580 577
575
573

570
565 565

560
554
551
550 548
546

540

530
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

FISCAL YEAR ENDED JUNE 30

317
 318

CITY OF DANBURY
MISCELLANEOUS STATISTICS

Date of Incorporation: 1889

Form of Government: Mayor/Council
Area: 44 square miles
Present Charter Amended: November 2009

Roads Sewer System Water System

Miles of Streets 242 Capacity 15.5 MGD Reservoirs 9
Number of Street Lights 2,869 Pump Stations 15 Capacity 8.2 MGD

Recreational Areas
Acres of Designated Parks 1,552
Bear Mountain Park 140 acres Joseph Sauer Memorial Park 2 acres Rogers Park Playground 1 acre
Blind Brook Playground .5 acre Kennedy Park 1 acre Rogers Park Pond 7 acres
Danbury Green 1 acre Lake Candlewood Park 11 acres Rowan Street Playground 3 acres
Elmwood Park 2 acres Lake Kenosia Park 25 acres Stephen A. Kaplanis Field 5.5 acres
Farrington Open Space 192 acres Mill Plain Swamp 34 acres Still River Greenway 35 acres
Hatters Community Park 32 acres Old Quarry Nature Center 40 acres Tarrywile Park 722 acres
Highland Playground 8 acres Richter Park 230 acres Tom West Park 1 acre
John Perry Field 3 acres Rogers Park 56 acres

Education* Police Protection Fire Protection

High Schools (Grades 9-12) 1 Number of Stations 1 Number of Stations 17
Students 2,954 Number of Uniformed Officers 155 Number of Employees 128
Middle Schools (Grades 6-8) 2 Nonuniformed Employees 10 Number of Volunteers 110
Students 2,320 Non Uniformed Employees 2
Elementary Schools (Grades PK-5) 12 Pieces of Equipment 29
Students 5,234
Total Students 10,508 Number of Branches 1
Number of Volumes 122,920
Total Staff 996 Residents with Library Cards 26,146

*2012-13 Projected
 Demographic Information Population and Density
Year (1) Population % Increase Density (2)
1950 30,337 8.7 724
1960 39,385 29.8 940
1970 51,066 29.7 1,219
1980 60,470 18.4 1,443
1990 65,585 8.5 1,565
2000 74,848 14.1 1,786
2010 80,893 8.1 1,931
2011 81,056 0.2 1,935
(1)
1950-2010, U.S. Department of Commerce, Bureau of Census
(2)
Population per square mile: 41.89 square miles (land)

30,337 1950
39,385 1960 Population Trend
51,066 1970
90,000 60,470 1980
80,000 65,585 1990
70,000
74,848 2000
80,893 2010
60,000
81,056 2011 Shown to the left is the City of Danbury's
50,000 Population Trend analysis since 1950. The
40,000 population figure from 2011 is provided by the
30,000
State of Connecticut Department of Public
Health.
20,000

10,000

0
1950 1960 1970 1980 1990 2000 2010 2011
30,337 39,385 51,066 60,470 65,585 74,848 80,893 81,056 319 
 
 320

Age Distribution of the Population Educational Attainment

City of Danbury State of Connecticut City of Danbury State of Connecticut

1
2010 Percent 2010 Percent Number Percent Number1 Percent
Under 5 5,409 6.7 202,106 5.7
5-9 4,618 5.7 222,571 6.2 Less than 9th grade 5,605 10.2 111,982 4.6
10 - 14 4,311 5.30 240,265 6.7 9th to 12th grade, no diploma 5,000 9.1 165,538 6.8
15 - 19 5,175 6.4 250,834 7.0 High school graduate (includes equivalency) 16,045 29.2 686,496 28.2
20- 24 6,131 7.6 227,898 6.4 Some college, no degree 8,352 15.2 433,320 17.8
25 - 34 13,301 16.4 420,377 11.8 Associates' degree 3,242 5.9 172,841 7.1
35 - 44 12,432 15.4 484,438 13.6 Bachelor's degree 9,616 17.5 491,745 20.2
45 - 54 11,789 14.6 575,597 16.1 Graduate or professional degree 7,088 12.9 372,461 15.3
55 - 59 4,867 6.0 240,157 6.7 Total 54,948 100.0 2,434,383 100.0
60 - 64 3,882 4.8 203,295 5.7
65 - 74 4,594 5.7 254,944 7.1 Percent of high school graduate or higher 80.7 88.6
75 - 84 2,908 3.6 166,717 4.7 Percent of bachelor's degree or higher 30.2 35.5
85 years and over 1,476 1.8 84,898 2.4
1
Total 80,893 100.0 3,576,107 100.0 Population 25 years and over.

Median Age (yrs.) 35.2 37.4 Source: U.S. Department of Commerce, Bureau of Census, 2010

Source: U.S. Department of Commerce, Bureau of Census, 2010

Income Distribution Income Levels

City of Danbury State of Connecticut City of State of

Families Percent Families Percent Danbury CT
Less than $10,000 1,773 6.0 30,286 3.4
$10,000 to 14,999 502 1.7 20,488 2.3 Per Capita Income, 2010 $ 32,140 $ 35,078
$15,000 to 24,999 2,984 10.1 50,774 5.7
$25,000 to 34,999 1,832 6.2 57,900 6.5 Per Capita Income, 2000 $ 24,500 $ 28,766
$35,000 to 49,999 3,457 11.7 97,094 10.9
$50,000 to 74,999 5,761 19.5 151,431 17.0
$75,000 to 99,999 3,250 11.0 137,179 15.4 Median Family Income, 2010 $ 83,366 $ 108,218
$100,000 to 149,999 6,500 22 176,372 19.8
$150,000 to 199,999 1,714 5.8 77,497 8.7 Source: U.S. Department of Commerce, Bureau of Census, 2010
$200,000 or more 1,773 6.0 91,749 10.3
Total 29,546 100.0 890,770 100.0

Source: U.S. Department of Commerce, Bureau of Census, 2010

 MAJOR EMPLOYERS
Number of
Name Employees
Western Ct Health Network--Danbury Hospital 2,303
Boehringer Ingelheim 1,600
Danbury Public Schools 1,542
Cartus 1,353
G. E. Commercial Finance 700
Pitney Bowes 650 CITY OF DANBURY AND BOARD OF EDUCATION
Goodrich 600 BARGAINING GROUPS
Western CT State University 579 Current Contract
Barden Corporation 510 CITY Positions Expiration Date
City of Danbury 506 Local 891 Council 15 AFSCME Police 142 6/30/2015
DMEA Municipal Employees 84 6/30/2015
Source: Greater Danbury Chamber of Commerce Local 677 T eamsters 98 6/30/2015
Local 801 AFL-CIO Firefighters 111 6/30/2011
Non-bargaining Employees 71 N/A
Total City 506

BOARD OF EDUCATION
Non-Bargaining Employees 35 N/A
DSAA - School Administration 37 6/30/2014
NEA T eachers 809 6/30/2014
Local 677 T eamster Custodians 73 6/30/2012
CSEA Paraprofessionals 419 6/30/2012
School Nurses Assocaition 25 6/30/2013
Local 677 T eamseters School Lunch 68 6/30/2012
Danbury Association of School Secretaries 76 6/30/2012
Total Board of Education 1,542

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EMPLOYMENT DATA
Percentage of Unemployed
Danbury
City of Danbury City of Labor State
Employed Unemployed Danbury Market of CT

Jan 12 42,926 3,295 7.1% 6.9% 8.5%

Annual Averages
2011 42,205 2,987 7.5% 7.2% 8.9% EMPLOYMENT BY INDUSTRY
2010 41,394 3,540 7.8% 7.6% 9.0% City of Danbury State of Connecticut
2009 41,496 3,350 7.5% 7.3% 8.2% Sector Number Percent Number Percent
2008 42,856 2,120 4.7% 4.5% 5.7% Agriculture, Forestry, Fisheries, Mining 285 0.7 7,443 0.4
2007 43,113 1,640 3.7% 3.6% 4.6% Construction 3,345 8.0 95,217 5.5
2006 42,478 1,499 3.4% 3.3% 4.3% Manufacturing 5,329 12.8 188,493 10.9
2005 41,629 1,704 3.9% 3.8% 4.9% Wholesale T rade 459 1.1 43,580 2.5
2004 39,193 1,447 3.6% 3.1% 4.7% Retail T rade 4,642 11.1 187,540 10.8
2003 38,533 1,782 4.4% 3.8% 5.5% T ransportation & Warehousing, Utilities 1,262 3.0 64,696 3.7
Information 1,064 2.5 43,094 2.5
Source: Department of Labor, State of Connecticut Finance, Insurance, Real Estate 2,770 6.6 156,695 9.0
Professional, Scientific, Mgmt Svcs 6,353 15.2 193,794 11.2
Educational, Health, Social Services 8,901 21.3 454,976 26.2
Arts, Entertainment, Recreation 3,250 7.8 150,893 8.7
Other services (ex. Public Admin) 3,053 7.3 82,017 4.7
Public Administration 1,035 2.5 68,008 3.9
T otal Labor Force, Employed 41,748 100.0 1,736,446 100.0

Source: U.S. Department of Commerce, Bureau of the Census, 2010

 BUILDING PERMITS

Calendar Year Residential Commercial Industrial Total

Ending 12/31 No. Value No. Value No. Value No. Value
2011 829 30,801,215 235 45,597,554 11 4,619,000 1,075 81,017,769
2010 823 29,438,911 225 44,204,745 7 10,037,000 1,055 83,680,656
2009 949 59,205,660 165 25,269,316 11 1,450,559 1,125 85,925,535
2008 808 34,115,571 226 20,464,467 10 51,439,000 1,044 106,019,038
2007 1,220 68,757,868 209 73,443,295 17 45,231,176 1,446 187,432,339
2006 1,368 57,171,613 203 69,518,464 12 28,725,755 1,583 155,415,832
2005 1,441 96,350,821 177 44,660,170 4 25,324,000 1,622 166,334,991
2004 1,420 85,958,812 195 37,860,444 5 8,225,886 1,620 132,045,142
2003 1,127 40,166,000 181 24,635,638 9 3,051,936 1,317 67,853,574
2002 1,062 57,004,872 236 32,725,840 33 6,440,498 1,331 96,171,210
Source: Permit Coordination, City of Danbury

HOUSING INVENTORY AGE DISTRIBUTION OF HOUSING

City of Danbury State of Connecticut
Type Units Percent Year Built Units Percent Units Percent
1 unit detached 14,896 44.8 2005 or later 1,439 4.3 44,364 3.0
1-unit, attached 3,188 9.6 2000 to 2004 2,491 7.5 66,775 4.5
2 units 3,061 9.2 1990 to 1999 2,650 8.0 106,593 7.2
3 or 4 units 2,693 8.1 1980 to1989 4,016 12.1 190,703 12.8
5 or 9 units 1,642 4.9 1970 to 1979 5,161 15.5 205,924 13.8
10-19 units 3,062 9.2 1960 to 1969 5,165 15.5 196,651 13.2
20 or more units 4,237 12.7 1950 to 1959 3,998 12.0 227,649 15.3
Mobile home 473 1.4 1940 to 1949 1,500 4.5 99,164 6.7
Total housing units, 2000 33,252 100.0 1939 or earlier 6,832 20.5 350,392 23.5
Total housing units, 2010 33,252 100.0 1,488,215 100.0
Percent Owner Occupied, 2010 60.5

Source, U.S. Department of Commercew, Bureau of Census, 2010 Source: U.S. Department of Commerce, Bureau of Census, 2010

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GLOSSARY

Accrual Basis of Accounting Assessed Valuation

The method of accounting in which transactions are recorded at the time they A valuation set upon real estate or other property by a government as
are earned or incurred, as opposed to when the cash is received or spent. a basis for levying taxes. Pursuant to Connecticut statutes, values are
assessed at seventy percent (70%), except motor vehicles, which are
Actuarial Basis assessed at average trade-in.

A basis used in computing the amount of contributions to be made periodically Audit

to a fund or account so that the total contributions, plus the compounded
earnings thereon, will equal the required payments to be made out of the fund A systematic collection of the sufficient, competent evidential matter needed to
account. attest to the fairness of management’s assertions in the financial statements.
It is also a procedure for evaluating whether management has efficiently and
Adopted Budget effectively carried out its responsibilities. The auditor obtains the evidential
matter through observation, inspection, inquiries and confirmations with third
The annual operating budget for the fiscal year approved by the City Council. parties.
City Charter mandates that the City Council must approve the budget no later
than May 15. Audit Committee

Annual Report Three members of the City Council appointed by the Mayor and having
specific responsibility for addressing all issues related to the independent audit
A non-financial report that outlines the accomplishments and developments of of the City’s financial statements.
the City departments over the past year. The report is published as an insert
in the News-Times. Authority

Appropriation A government or public agency created to perform a single function or a

restricted group of related activities. Usually, such units are financed from
A legal authorization granted by a legislative body to make expenditures and service charges, fees and tolls and may be completely independent of other
to incur obligations for specific purposes. governments or be partially dependent upon other governments for its
financing.

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Balanced Budget Budget Message

The City of Danbury is required to present and maintain a balanced budget, A general discussion of the proposed and adopted budgets as presented in
which occurs when the sum of estimated net revenues and appropriated fund writing by the Mayor to the City Council and the citizens of Danbury.
balance and transfers is equal to appropriations.
CAFR (Comprehensive Annual Financial Report)
BANS (Bond Anticipation Notes)
The Comprehensive Annual Financial Report is the official annual financial
Bond Anticipation Notes are short-term, interest bearing notes issued by a report of a government. It includes introductory material, financial statements,
government in anticipation of bonds to be issued at a later date. and supporting schedules to demonstrate legal compliance and statistical
information.
Basis of Accounting
Capital Project
A term used to refer to when revenues, expenditures, expenses and transfers,
and the related assets and liabilities, are recognized in the accounts and A project which constitutes an expense of a minimum of $25,000 and a useful
reported in the financial statements. life of 5 years or more.

Bonds Authorized and Unissued Charges to Users

Bonds that have been authorized legally but not issued and that can be issued An amount levied against users of a service provided by the City (e.g., sewer
and sold without further authorization. and water charges).

Bond Refunding CIP (Capital Improvement Plan

The payoff and re-issuance of bonds to obtain better interest rates and/or The City’s long range (6 year) plan for proposed capital expenditures to be
bond conditions. incurred each year. It sets forth each project and specifies the estimated
resources available to finance the expenditures. The City Charter mandates a
Budget capital budget for the ensuing year and for the five fiscal years thereafter. The
CIP must be approved by the City’s Planning Commission by February 15.
An annual plan of financial operation embodying an estimate of proposed The Capital Budget is not part of the City’s annual operating budget.
expenditures for the fiscal year and the proposed means of financing them.
City Council Debt Ratios

The legislative body for the City of Danbury. The Council consists of 21 Comparative statistics illustrating the relation between the City’s outstanding
members, 2 from each of 7 wards and 7 at-large, all of whom serve a term of 2 debt and such factors as its tax base, income or population. These ratios
years. often are used as part of the process of determining the credit ratings of an
issue, especially with general obligation bonds.
Collective Bargaining Agreement
Debt Service Fund
A consent between the City of Danbury and the various employee bargaining
groups, which defines working conditions, salary and benefits, and job A separate fund which is the total of principal and interest paid annually on all
categories. the municipality’s long-term bonds, notes and leases. It does not include debt
payments made by Proprietary Fund types.
Community Services
Deferred Assessment
Community Services lists the non-profit organizations that have partnered with
the City in providing much needed services for the community that would likely The City Charter allows a deferral of a tax assessment for up to 7 years for
have been provided by the City Government but at a much higher cost to construction activity that enhances economic development.
taxpayers if such an arrangement did not exist.
Deferred Compensation Plan (457(b))
Contingency
Retirement plan which gives employees the opportunity to defer receipt of a
Monies set aside in the annual operating budget to provide for unforeseen portion of their salary on a pre-tax basis. The Internal Revenue Code
expenditures or for anticipated expenditures of uncertain amounts. authorizes local governments to provide a deferred compensation plan for its
employees. The Hartford is the sole provider for the City’s (457(b)) deferred
Continuing Appropriation compensation plan.

An appropriation that, once established, is automatically renewed without Defined Benefit Plan
further legislative action, until altered or revoked.
A pension plan having terms that specify the amount of pension benefits to be
Credit Rating provided at a future date or after a certain period of time. The amount
specified is usually a function of one or more factors, such as age, years of
A rating set by an independent agency, which reflects an entity’s ability to service, and compensation.
repay debt resulting from the sale of bonds. Moody’s Investor Service,
Standard and Poors Corporation and Fitch Investor Service are the three
major rating agencies in the United States.

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Defined Contribution Plan Exemption

A pension plan having terms that specify how contributions to a plan A deduction to a real or personal property assessment authorized by statute.
member’s account are to be determined, rather than the amount of retirement
income the member is to receive. The amount received will depend on the Expenditure
amount contributed to the member’s account, earnings on investments, and
forfeitures of contributions made for other members that may be allocated to A payment, or an incurred liability to make a payment, for an asset or an
the member’s account. expense.

Delinquent Taxes Fiduciary Funds

Taxes remaining unpaid on and after the date to which a penalty for non- Funds used to report assets held in a trustee or agency capacity for others
payment is attached. which cannot be used to support a government’s own purpose. Funds in this
category include pension (and other employee benefit) trust funds, private
Employee Service Benefits purpose trust funds, and agency funds.

Funds used to pay longevity, salary increases for non-union employees, Fiscal Year
vacant positions, and contractual sick leave payouts.
A 12- month period to which the annual operating budget applies and at the
Encumbrance end of which the City determines its financial position and the results of its
operation. The fiscal year for the City of Danbury is from July 1 to June 30.
Commitment of funds to be used for goods and services not yet delivered.
Funds are usually reserved or set aside upon execution of a contractual Fixed Assets
agreement.
Long-lived tangible assets obtained or controlled as a result of past
Enterprise Funds transactions, events or circumstances. Fixed assets include buildings,
equipment, and significant/permanent improvements other than buildings and
Proprietary fund types used to report an activity for which a fee is charged to land.
external users for goods or service, i.e. Ambulance, Internal Service, Sewer
and Water Funds. Fund Accounting

Exempt Properties An accounting practice which segregates assets and related liabilities and
residual equities for the purpose of carrying on specific activities or attaining
Properties of religious, educational or charitable organizations not subject to certain objectives in accordance with special regulations, restrictions, or
taxation. limitations and which operates as a separate fiscal entity with a self-balancing
set of accounts.
Fund GASB #54

A fiscal and accounting entity with a self-balancing set of accounts. Governmental Accounting Standards Board Statement No. 54 relating to Fund
Balance Reporting and Governmental Fund Type Definitions. The objective of
Fund Balance GASB #54 is to provide clearer fund balance classifications that can be more
consistently applied and clarify the existing governmental fund type definitions.
The difference between assets and fund liabilities of governmental and similar The Statement also provides for additional classifications such as restricted,
trust funds. committed, assigned and unassigned based on the relative strength of the
constraints that control how specific amounts can be spent.
GAAP (Generally Accepted Accounting Principles)
The restricted fund balance includes amounts that can be spent only for the
Uniform minimum standards and guidelines for financial accounting and specific purposes stipulated by constitution, external resource providers or
reporting. through enabling legislation.

GASB (Governmental Accounting Standards Board) The committed fund balance includes amounts that can be used only for the
specific purposes determined by a formal action of the government’s highest
The authoritative accounting and financial reporting standard setting body for level of decision-making authority.
government entities.
The assigned fund balance includes amounts intended to be used by the
GASB #45 government for specific purposes but do not meet the criteria to be classified
as restricted or committed.
Governmental Standard Accounting Board Statement No. 45 relating to Other
Post Employment Benefits. GASB 45 applies the accounting, actuarial, and Unassigned fund balance is the residual classification for the government’s
reporting requirements used for pension funds assets and liabilities to health general fund and includes all spendable amounts not contained in the other
benefits for eligible participants who may be current, former or retired classifications.
employees.
General Fund

The General Fund is the general operating fund of the City government. This
fund accounts for all financial resources except those required to be
accounted for in another fund.

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General Obligation Bonds HVCEO

Bonds for which payment is backed by the full faith and credit of government An acronym for the Housatonic Valley Council of Elected Officials, located in
and is considered payable from taxes and other general revenues. the Old Brookfield Town Hall building. It is a voluntary regional coordinating
body maintained by ten municipalities in western Connecticut. Its mission is to
GFOA (Government Finance Officers Association) make the region a better place in which to live, do business and visit.

A national association of public finance professionals founded in 1906 as the Indirect Revenue
Municipal Finance Officers Association. Its goal is to provide practical
guidance to accounting and auditing professionals serving state and local Any revenues received by the City other than from property tax (tax revenues).
government. The GFOA has played a major role in the development and
promotion of GAAP for state and local government since its inception and has Interfund Transfer
sponsored awards programs for budgeting and financial reporting since 1946.
Payments from one administrative budget to another, which result in the
Grand List (gross) recording of a receipt and an expenditure.

The official list of the total assessed value of real estate, personal property Internal Service Funds
and motor vehicles within City boundaries. The taxes are determined October
1 for the ensuing fiscal year in which they are due. Proprietary fund type that may be used to report any activity that provides
goods or services to other funds, departments or agencies of the primary
Grand List (net) government and its component units, or on a cost reimbursement basis.

The net grand list is the assessed value of all taxable property in a Intergovernmental Revenues
municipality net of exemptions allowed under state statutes as of October 1.
Revenues from other governments in the form of grants, entitlements, shared
Grant Agency revenues or payment in lieu of taxes.

Any private, non-profit agency, which receives funding from the City to provide Line Item
services to its residents.
Also called an account. A specific expenditure or revenue category within a
departmental budget, e.g., postage, electric, travel, or fuel.
LoCIP (Local Capital Improvement Program) Mill Rate

State of Connecticut program which provides funds to municipalities for The mill rate is the rate of taxation levied on property subject to taxation under
eligible local projects, such as road and sidewalk repairs, bridges, dams, Connecticut General Statutes. One mill is equal to 1/1000 of a dollar of
sewer and water projects, public park improvements and renovations to public assessed value. For example, a tax rate of 20 mills is equivalent to $20 per
buildings. $1,000 of assessed value.

Logic Model Miscellaneous Appropriation Adjustment

A learning and improvement tool that will help department heads to focus on Adjustments required under GAAP as part of the City’s year-end closing
what they want to accomplish and how they will reach their goals. procedure.

Long-Term Debt Modified Accrual Accounting

This includes long-term liabilities associated with governmental activities. A basis of accounting in which revenues are recorded when collected and
Items included under the long-term debt category are bonds and notes, for expenditures are recorded when encumbered.
which the municipality has pledged its full faith and credit, and capital lease
obligations. Net Bonded Debt

Mayor’s Capital Plan Gross bonded debt less any cash or other assets available and earmarked for
its retirement and less all self-supporting debt (e.g., revenue bonds).
The capital expenditure plan which is the first year of the City’s Capital
Improvement Plan. OPEB (Other Post Employment Benefits)

Mayor’s Proposed Operating Budget Post employment benefits provided by an employer to plan participants,
beneficiaries and covered dependents through a plan that is separate from a
The operating budget for the ensuing fiscal year presented to the City Council plan to provide retirement income. It includes post employment health care
by the Mayor outlining the financial policy of the City government, providing benefits provided through a public employee retirement system or pension
estimates of revenue and itemized estimates of expenses and the Mayor’s plan.
recommendation for the amounts to be appropriated. City Charter mandates
that the budget be presented no later than April 7.

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Operating Budget Other Financing Sources

A plan of current expenditures and the proposed means of financing them. An increase in the General Fund’s resources not classified as revenues.
The annual operating budget is the primary means by which most of the GAAP limits the use of this category to certain specified situations. A
financing, acquisition, spending and service delivery activities of a government component of OFS is “transfers in”. Transfers In are interfund transactions
are controlled. received by the General Fund from other funds of the municipality.

Operating Result Other Financing Uses

The amount by which actual revenues varied from budgeted revenues and A decrease in the General Fund’s resources not classified as expenditures.
actual expenditures varied from budgeted expenditures, aggregated in total, GAAP limits the use of this category to certain specified situations. A
during a fiscal period. component of OFU is “transfers out”. Transfers Out are interfund transactions
received by other funds of the municipality from the General Fund.
Operating Transfers
Performance Measurement
Legally authorized transfers from a fund receiving revenue to the fund through
which the resources are to be expended. An indication of what a program or service is accomplishing and whether
results are being achieved.
Ordinance
PILOT
A formal legislative enactment by the governing body of a municipality. If it is
not in conflict with any higher form of law, such as a state statute or An acronym for “payment in lieu of taxes”.
constitutional provision, it has the full force and effect of law within the
boundaries of the municipality to which it applies. The difference between an Property Tax
ordinance and a resolution is that the latter requires less legal formality and
has a lower legal status. Ordinarily, the statutes or charter will specify or imply A tax levied on the value of real property set annually by the City Council to
those legislative actions that must be by ordinance and those that may be by fund general government expenditures. The property tax is expressed as a
resolution. Revenue raising measures, such as the imposition of taxes, dollar value per $1,000 of assessed valuation.
special assessments and service charges, universally require ordinances.
Q-Alert S.A.V.E.

A software system used to track the action on requests submitted through City An acronym for “Seniors Adding Valuable Experience”. This program allows
Line 311 or the City’s website. Requests are tracked from submission to seniors to qualify for a property tax credit through community service in
completion. The system also provides data and reports to aid managers in Danbury.
analyzing trends in requests and timeliness and effectiveness of service.
Self-Insurance
Recurring Costs
The retention of a risk of loss arising out of the ownership of property or from
Expenditures occurring on an annual basis. Included in this category are some other case, instead of transferring that risk to an independent third party
FICA taxes, Insurance, Pension Benefits, Worker’s Compensation, State through the purchase of an insurance policy.
Unemployment Compensation, Employee Service Benefit, Employee Health
and Life Insurance and Union Welfare. Special Revenue Fund

Refunding Bonds Special Revenue Funds are used to account for the proceeds of specific
revenue sources that are legally restricted to expenditures for specific
Bonds issued at a lower interest rate to retire higher interest rate bonds purposes.
already outstanding.
Statute
Resolution
A written law enacted by a duly organized and constituted legislative body.
A special temporary order of a legislative body; an order of legislative body
requiring less legal formality than an ordinance or statute. Tax Appeal

Revaluation Taxpayers who disagree with the assessed value of their property can appeal
their assessments to the Board of Assessment and Appeal for relief.
The reappraisal of all real estate in the City to achieve uniformity in property Taxpayers may take their appeals to court if their efforts at the Board of
valuations and ensure all property owners are paying their proportionate share Assessment and Appeal are unsuccessful.
of taxes. Connecticut State Statutes mandate a revaluation every 5 years.
Tax Collection Rate
Risk Management
The amount of taxes collected compared to the total taxes levied in a given
All the ways and means used to avoid accidental loss or to reduce its fiscal year.
consequences if it does occur.

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Tax Levy

The total amount of taxes imposed by a government to finance services

performed for the common benefit.

Tax Liens

Claims governments have upon properties until the taxes levied against them
have been paid. This term is sometimes limited to those delinquent taxes the
government has taken legal action to collect through the filing of liens.

Tax Revenues

Moneys received from the assessment of real estate, personal property, and
motor vehicles within the City of Danbury.

Transfers

Movement of funds from one distinct accounting entity to another.