CITY OF NORWALK

CONNECTICUT

APPROVED OPERATING BUDGET

FISCAL YEAR 2020 - 2021

CITY OF NORWALK

APPROVED OPERATING BUDGET FISCAL YEAR 2020-21

The seal of the City of Norwalk was adopted in 1913 to represent the political entities that merged to form the new consolidation. The bridge symbolizes the end of the navigation of Wall St. in the old City of Norwalk, now known as the First Taxing District. The well stands for the former City of South Norwalk, which was called Old Well, a place where ships could replenish their water, and is now the Second Taxing District. The monument, which is dedicated to Roger Ludlow, is the emblem for East Norwalk, site of the original settlement now known as the Third Taxing District.

City of Norwalk

TABLE OF CONTENTS

I. Budget Message ...... i

II. City Profile ...... 1

III. Budget Overview ...... 9

IV. Financial Summaries ...... 23

V. General Fund Revenue ...... 29

VI. General Fund Expenditures ...... 37

VII. General Government ...... 39 Mayor ...... 39 Legislative ...... 42 Corporation Counsel ...... 44 Town Clerk ...... 47 Human Resources & Personnel ...... 51 Registrar of Voters ...... 54 Chief of Staff ...... 58 City Clerk ...... 61

VIII. Chief Financial Officer ...... 63 Tax Assessor ...... 68 Tax Collector ...... 70 Accounting Treasury ...... 71 Management & Budgets ...... 72 Purchasing ...... 73 Information Technology ...... 74

IX. Public Works ...... 77 Operations ...... 83 Engineering ...... 84 Building Management ...... 85 Recreation & Parks ...... 86

X. Community Service ...... 91

City of Norwalk Human Relations ...... 95 Health ...... 97 Youth Services ...... 101 Early Childhood ...... 102 Library ...... 103

XI. Economic and Community Development ...... 105 Arts Commission ...... 112 Code Enforcement ...... 113 Planning & Zoning ...... 115 Transportation, Mobility and Parking ...... 116 Business Development & Tourism ...... 117

XII. Police ...... 119

XIII. Fire ...... 131

XIV. Education ...... 143

XV. Grants ...... 149

XVI. Operating Charges ...... 153 Debt Service ...... 153 Organizational Memberships ...... 154 Employee Benefits ...... 155 Pensions ...... 156 Contingency ...... 157

XVII. Capital Fund ...... 159

XVIII. Other Funds ...... 173 Parking Authority ...... 173 Water Pollution Control Authority ...... 178 Fleet Services ...... 182

XIX. Appendix ...... 185 Glossary ...... 185

City of Norwalk

MAYOR, CITY OF NORWALK HARRY W. RILLING CHIEF OF STAFF LAOISE KING CHIEF FINANCIAL OFFICER HENRY M. DACHOWITZ CHIEF OF HUMAN RESOURCES & PERSONNEL RAY BURNEY CHIEF OF OPERATIONS AND PUBLIC WORKS ANTHONY CARR CHIEF OF ECONOMIC AND COMMUNITY DEVELOPMENT JESSICA CASEY CHIEF OF COMMUNITY SERVICES LAMOND DANIELS CHIEF OF POLICE THOMAS KULHAWIK FIRE CHIEF GINO GATO

ELECTED AND APPOINTED OFFICIALS November 19, 2020 – November 16, 2021

Stuart Wells III ...... Registrar of Voters Karen Doyle Lyons ...... Registrar of Voters Richard McQuaid ...... Town Clerk

COMMON COUNCIL

Barbara Smyth, Council President At-Large Manny Langella At-Large Greg D. Burnett, Majority Leader At-Large Tom Livingston District E Ernest Dumas District B Kadeem R. Roberts District A David Heuvelman District A Nicholas Saccinelli At-Large Colin Hosten At Large Lisa Shanahan District E Dominique Johnson At-Large George Theodoridis District C Tom Keegan, Minority Leader District D George Tsiranides District D John Kydes District C Darlene Young District B

BOARD OF ESTIMATE AND TAXATION

Ed Camacho, Chairman James Frayer Ed Abrams Troy Jellerette Sheri M. Brown Artie Kassimis

City of Norwalk

DEPARTMENT DIRECTORS AND MANAGEMENT & BUDGETS STAFF

DEPARTMENT DIRECTORS

Lisa Biagiarelli ------Tax Collector Christine Bradley ------Library Director Sabrina Church ------Director of Business Development Mario Coppola ------Corporation Counsel Sharon Connors ------Purchasing Agent Deanna D’Amore ------Director of Health Karen Del Vecchio ------Director, Information Technology William Ford ------Tax Assessor Kathryn Hebert ------Director of Transportation Mobility & Parking William Ireland ------Chief Building Official Praveen John ------Director of Combined Dispatch Donna King ------City Clerk Alan Lo ------Building & Facilities Manager Steven Kleppin ------Director, Planning and Zoning Chitsamay Lam ------Comptroller Nick Roberts ------Director of Recreation & Parks Craig Schmidt ------Risk Manager Christopher Torre ------Superintendent of Operations Vanessa Valadares ------Principal Civil Engineer David Walenczyk ------Director of Youth Services Vacant ------Director of Human Services

MANAGEMENT & BUDGETS OFFICE Angela Fogel Director Simona Maddox Assistant. Director Lola Phillips Executive Secretary

City of Norwalk

INTRODUCTION

This 2020-21 Approved Operating Budget presents The Operating Expenditures Section includes the annual operating expenditures and revenues for detailed expenditure information for the departments the City of Norwalk. The book is divided into nine in the general fund. Each tab contains information on sections. the mission, highlights, goals, performance measures and personnel for the city departments. This section The Budget Message provides an overview of the is grouped into service categories – General FY 2020-21 operating budget. This section describes Government, Finance, Community Services, Police, the major revenue and expenditure assumptions that Fire, Economic and Community Development, guided the budget process; the important issues and Operations and Public Works, Education, Grants, and priorities for the budget year; and key Other Operating Charges. accomplishments over the course of the past fiscal year, as well as goals for the coming year. The Capital Fund Section describes the capital budget process. City Profile gives readers basic information about the city, including a history and a summary of services the The Other Funds Section includes descriptions and city provides to residents. financial information on the city’s two enterprise funds – the Water Pollution Control Authority and the Budget Overview describes the budget process and Parking Authority, as well as the Fleet Services fund. the city’s financial structure and accounting system. Also contained in this section are general fund The Appendix includes a glossary of terms, and a summary schedules and information about the city’s city and board of education fund summary sheet. taxing districts, tax levy and mill rates for the upcoming year. This budget was prepared by the City’s Office of Management and Budgets. If you need further The Financial Summaries and Statistics Section information or have suggestions for improving this contains data on revenues, expenditures, and document please contact: City of Norwalk, Office of personnel for all funds contained in this book. Management and Budgets, P.O. Box 5125, Norwalk, CT. 06856. The 2020-21 approved budget as well as The Operating Revenue Section explains each type a listing of City Offices can be found on the City’s of revenue source for the city as well as any website: www.norwalkct.org. significant changes for the budget year.

City of Norwalk

City of Norwalk

City of Norwalk

CITY OF NORWALK

ANNUAL BUDGET

Budget Message Outline

A. Introduction ...... i

B. Goals and Strategy Implementation ...... ii

C. Economic Overview ...... iii

D. Budget Process ...... iv

E. Budget in Brief ...... vi

F. Budget Assumptions & Summary of Significant Changes ...... ix

G. Management Initiatives and Financial Policy ...... xii

H. Non‐General Fund Activities ...... xiii

I. Conclusions ...... xviii

City of Norwalk

Budget Message

I. Budget Message

August 10, 2020

Harry W. Rilling, Mayor Members of the Board of Estimate and Taxation Members of the Common Council

Citizens of the City:

I am pleased to transmit the approved budget for Fiscal Year that commences on July 1, 2020 and ends on June 30, 2021.

A. INTRODUCTION

The Adopted Operating Budget for the fiscal year 2020-21 represents a balanced budgeting approach with intense focus on fulfilling Mayor Riling’s vision for the city of Norwalk’s growth in critical economic and community development areas. These areas include but are not limited to:

 Preserving Norwalk as a preferred destination for diverse businesses and industries operating locally, within the Northeast Corridor and globally.

 Providing families with exceptional education within a safe, nurturing and healthy environment. A college acceptance rate of 100% in the  Continuous improvement in the timely and cost efficient delivery of government services that meet the 2017-2018 diverse needs of Norwalk residents and taxpayers. school year.

 Long-range capital planning focused on modernizing the city’s infrastructure in an incremental, fiscally responsible manner while also maintaining flexibility and forethought to meet the emergency needs of the city as they arise.

 Recognizing and utilizing macroeconomic forces unique to Northeast Corridor cities by leveraging activities such as transportation upgrades, housing development and reorganization that multiply the additional effects of a growing economy in the greater New York area.

 Implementing fiscal responsibility measures that continue to provide affordable living standards to Norwalk residents through limited and steady taxing that balances needs without sudden and onerous tax increases.

These broad goals inform the entire FY 2020-21 budget process as elected officials, appointed staff and department heads formulate budget priorities that support, implement and achieve the administration’s goals and vision for the city.

City of Norwalk I Budget Message

B. GOALS AND STRATEGY IMPLEMENTATION

The following highlights how departmental budget priorities support the city’s short and long-term goals.  Continuous Improvement in Service Delivery In September, 2019, the Neighborhood Improvement Team  Business Destination was established through the City-wide reorganization. The The Operations and Public Works as well as Economic and team has coordinated efforts of Building Department, Code Community Development departments have implemented Enforcement, Department of Public Works, the Economic infrastructure initiatives that are critical to local business Development Department and the Redevelopment Agency operation and development. In FYE 2019, over 23 tons of to enhance the quality of life for Norwalk residents through solid waste and 123 tons of bulky waste was processed the clean-up of blight and graffiti, neighborhood cleanups, throughout the City. From the start of FYE 2019 to-date, the and streetscape improvements. City has paved more than 24 miles of roads. In FYE 2019, the department closed 94 blight cases. In the Streamlining the permitting process is ongoing. The redesign first six months of FYE 2020, 37 cases have been closed. In will improve accessibility, communication and efficiency of FYE 2019, 175 graffiti cases were closed. In the first six residential and commercial development. In FYE 2019, the months of FYE 2020 the team has closed 130 graffiti cases. City generated $3.69MM in building permit revenue. Since the beginning of FYE 2020, the team has resolved over 200 customer complaints logged through our City Norwalk is improving mobility to make it easier to get around Works computer system. the city through different means of transportation. Whether by foot, bike, bus or train, people have various choices on  Leverage city Functions to Exploit Macroeconomic how they want to explore Norwalk and surrounding areas. Trends The Economic & Community Development department’s These objectives support the city’s Transit Oriented mission is to foster an environment in which local businesses Development (TOD) plan. The Federal Reserve Bank of San and residents can thrive and grow in the community. The Francisco states that TOD provides a critical link between a department will assist companies to promote business community’s people and employers. The city’s TOD plan growth and development in the City of Norwalk by identifying provides employers seeking a home in Norwalk access to a and coordinating efforts that will enhance economic diverse and skilled labor force. opportunities within the city.

 Exceptional Education  Fiscal Responsibility The Norwalk Public School District continue to improve as Departments were directed to keep their FY 2020-21 budget illustrated by measurement programs such as the requests no greater than their FY 2019-20 levels. Connecticut Next Generation Accountability Plan. Norwalk Additionally, staffing levels were stable with only three new achieved a 56 point gain on this scale, the highest of any positions created for FYE 2021. Approved positions included Connecticut city. Achievement is fueled by innovative mission critical functions such as a Chief Information programs such as the middle-grade transition work based on Security Officer, a desktop support technician dedicated to research by Dr. Bill Dagget on improving secondary schools. Police and Fire departments, and a Parking Assistant The program is implemented by the Middle Grades Director. Redesign Committee which is charged with providing advice and advocacy to improve middle grades education.

City of Norwalk II

Budget Message

C. ECONOMIC OVERVIEW

The FYE 2021 Operating Budget takes into account the impact Conference Board’s, Economic Forecast for the US Economy as of national and local economic trends and expectations. Since of June 2020 projects a slow recovery in the second half of 2020 the preparation of the FYE 2021 Recommended Operating but still expects a deep contraction of economic activity with Budget, the national and local economic landscape has seen projected annual GDP falling by 7.2% by the end of the year dramatic changes related to the Covid-19 Pandemic Emergency. As of March 20, 2020, TD Bank’s State Economic Forecast predicted that Connecticut’s economic growth will favorably Chart 1, below, illustrates the state of the employment market absorb the impact from the Covid-19 related shutdown. The after the business shutdown and sheltering in place orders State has a significant manufacturing base and limited exposure related to the Covid-19 emergency. As shown, the rate of US to trade and international tourism. Connecticut’s pre-Covid-19 unemployment has increased from 3.5% in December 2019 to growth rate was just above 1%. Growth is expected to fall to more than 14% as of April 2020. It should be noted however that 0.6% for the second half of 2020 and experience a modest as of July, 2020 that rate has fallen to 10.2%. expansion of 1.3% for FYE 2021. Manufacturing will buoy economic performance, specifically defense industry production. Chart 1: US Unemployment Rates as of April 2020 Bureau of Labor Statistics Likewise, the State’s professional services and healthcare industries are expected to remain healthy throughout the economic recovery. The State’s highly educated workforce provides an important labor force for higher-value jobs in medicine, biotech and technology in general. The State has seen expansions at American Systems, HCL Technologies, and Winstanley Enterprises

Locally, the City of Norwalk was impacted by the sudden closure of businesses. However, because municipalities in Connecticut are not reliant on income tax or sales tax revenues, those closures will not adversely affect City revenues in the short term. The City of Norwalk collects more than 89% of total annual revenue from property taxes. The long term impact on real estate values and property taxes will depend on the shape of the The initial increase is expected to continue to recede as the economic recovery. But, as noted previously, Connecticut towns national and local economies begin to re-open and economic are expected to fare better than other areas of the country. activity resumes to normal levels. As such, there is significant

uncertainty as to the longer term impact on national and local Chart 2: Year‐Over‐Year Wage Growth economies. Q1 2017 to Q1 2020

As Chart 2 to the right details, the current crisis marked the end of the labor market expansion that began in 2017. Year-over- year wage growth as reported by ADP Research Institute, slowed to an annualized rate of 2.7% in the first quarter of 2020. The full impact of the large scale layoffs will not be known until second quarter 2020 payroll data is available.

The Federal Reserve Bank and the US Congress responded to the Covid-19 emergency and resulting economic shutdown with ADP Research Institute, Workforce Vitality Report Q1 2020 unprecedented monetary and fiscal stimulus, respectively. The

City of Norwalk III Budget Message

D. BUDGET PROCESS

The Common Council is the legislative body of the City of Norwalk. approximately six weeks developing their budget submissions. The The City’s Charter gives certain administrative powers exclusively Finance Department compiles these requests before meeting with to the Council and other powers jointly to the Council and Mayor. each entity to review the details of their budget requests. The budget process begins nine months before the start of the fiscal year in September when the Finance Department prepares a The Chief Financial Officer is required under the City Charter to two-year forecast of revenues, expenditures, and the resulting tax transmit the departmental requested budgets together with his rates to continue current government operations. These “pro recommendations to the Board of Estimate and Taxation on the forma” financial projections are then reviewed with the Mayor to second Monday in February (5 months before the start of the new elicit the administration’s goals and guidelines for the upcoming Fiscal Year) and to the Common Council the following Tuesday. budget year. The Finance Department meets with and assists the members of the Common Council who must set a preliminary operating The Board of Estimate and Taxation serves as the city's fiscal budgetary cap on the fourth Tuesday in February. authority and budget-setting body. The powers and duties of the Board of Estimate and Taxation include: Adopt the Annual The Board of Estimate and Taxation (BET) conducts working Operating Budget (subject to the maximum limit on total sessions with each department and agency to develop its appropriations set by the Common Council), levy taxes and set the recommendations. The BET then holds a public hearing on the city's property Tax Rates (mill rates), approve supplemental first Monday in April prior to submitting its recommendations to the appropriations during the course of the fiscal year, and authorize Common Council. The Council reviews the BET’s the financing of the city's Capital Budget and approve all borrowing recommendations and has until the Tuesday immediately following by the city. The body also appoints the city's independent auditor. the fourth Monday in February to set the operating budget cap (ceiling) and may adjust the cap by the third Tuesday in April. The After incorporating the Mayor’s goals into the preliminary budget tentative budget is advertised in a local newspaper and the final projections, the Finance Department sends detailed budget packages budget and tax levy are approved by the BET on the first Monday together with general assumptions and spending guidelines to the in May. The chart on the following page illustrates the major city’s departments and agencies. The departments spend touchpoints throughout the budget process

City of Norwalk IV Budget Message

RESIDENTS BUDGET PROCESSMAYOR & COUNCILS TOUCHPOINTS CITY ADMINISTRATION ▓ Input through: Direct contact NOVEMBER with Mayor, Common Council and Community meetings ▓ CFO Prepares Pro‐Forma financial projections and two MAYOR year forecast. ▓ Mayor reviews pro‐forma DECEMBER financials, goals and objectives ▓ Budget packages are distributed to departments and agencies. To be returned within six weeks. ▓ Office of Management & JANUARY Budgets meets with department heads to review budget requests. ▓ CFO submits the recommended budget to Board of Estimate and Taxation on the second Monday in February. And, to the Common Council the immediately following Tuesday.

▓ Proposed budget published in ▓ Office of Management & FEBRUARY the local newspaper. Budgets publishes the proposed budget in the local newspaper five days prior to the fourth Monday In February. BOARD OF ESTIMATE & TAXATION (BET) ▓ BET commences budget review on the fourth Monday in February

COMMON COUNCIL ▓ Common Council establishes cap on total appropriations.

BOARD OF ESTIMATE & TAXATION (BET) ▓ BET conducts proposed budget MARCH review meetings with city departments and agencies. ▓ The Board of Estimate and ▓ BET holds public hearing no later Taxation hears all public input than the first Monday of April. hdbd ▓ APRIL BET forwards its tentative budget to the Common Council no later than the first Monday of April. COMMON COUNCIL ▓ The Common Council sets its final cap on total appropriations no later than the third Tuesday in April. BOARD OF ESTIMATE & TAXATION (BET) ▓ The BET meets to adjust the budget in accordance with the final cap. ▓ Tentative budget published in ▓ Tentative budget is published in local newspaper. the local newspaper three days before the fourth Wednesday in April. MAY ▓ First Monday in May: BET adopts the final budget and tax rates. FINAL CITY BUDGET ADOPTION AND IMPLIMENTATION .

V

Budget Message

E. BUDGET IN BRIEF

Summary amount of $45,836,784. This is primarily due to a $2,000,000 The Approved FY 2020-21 operating budget includes increase in the expected transfer from Fund Balance between the $385,630,101 of appropriations which is an expenditure increase FYE 2020 Budget and The FYE 2021 Budget with an offset of a of $18,096,858 or 4.9% from the 2019-20 approved budget $367,794 reduction of Non-tax Revenue. expenditures of $367,533,243. The total tax levy necessary to support the Fiscal Year 2020-21 Approved Budget is $351,647,562 As of June 30, 2019, the City’s unallocated fund balance totaled which is an increase of $19,836,436 or 6.0% over the FYE 2020 $69.2MM. During each of the prior five years, the City has budgeted tax levy of $331,811,126. The average mill rate required generated a General Fund surplus that has, on average, added to satisfy the FYE 2021 total tax levy is 2.975% higher than the $7.3MM to the Fund Balance. The chart below shows historical prior year. The FYE 2021 average mill rate increased from 23.185 fund balance additions and the associated unallocated fund in FYE 2020 to 23.875 in FYE 2021 (individual taxing districts balance. Since the City operates a balanced budget, an differ). appropriate use of Fund Balance is tax relief to residents.

Historically, actual expenditures have, on average, increased 2.9% Fund Balance History 2015 - 2019 per annum. The chart below illustrates actual city expenditures for the period between FYE 2010 and FYE 2019.

Actual Expenditure History 2010 - 2019

Tax Adjustments Expected tax adjustments for the FY 2020-21 budget period total $5,100,000 which is comprised of elderly tax relief, tax appeals and other programs. This represents a decrease of $369,311 or 6.8% from tax adjustments in the FYE 2020 Budget. This decrease is based on the historical trend of lower than expected adjustments.

Reserve for tax appeals remains flat at $3.0MM compared to FYE Non-Levy Revenue 2020. Non-Levy Revenue is primarily comprised of Intergovernmental receipts (including grants from the State of CT), Departmental The chart on the following page summarizes the FYE 2021 budget, revenue, Back Tax Collections, Supplemental Auto, and Use of corresponding tax rate, and variance from the FYE 2020 Approved Fund Balance. Total FYE 2021 Approved Budget revenue derived Budget. from all sources other than the current tax levy is $47,468,990 which is an increase of $1,632,206 over the FYE 2020 budgeted

VI

Budget Message

FYE 2020 Budget vs. FYE 2021 Approved Budget Approved Budget Approved Budget Variance FYE 2020 FYE 2021 Favorable / (Unfavorable) Appropriations$ 367,533,243 $ 385,630,101 $ (18,096,858) (4.92%) Less: Non‐Levy Revenue $ 45,836,784 $ 47,468,990 $ 1,632,206 3.56% Net Tax Collections $ 321,696,459 $ 338,161,111 $ 16,464,652 5.12% Plus: Tax Adjustments (Reserve for Uncollected, Tax Relief Programs, and Tax Appeals) $ 10,114,667 $ 13,486,451 $ (3,371,784) (33.34%) Tax Levy $ 331,811,126 $ 351,647,562 $ (19,836,436) (5.98%) Divided by: Net Taxable Grand List 14,311,193,584 14,728,523,380 417,329,796 2.92% Equals: Average Mill Rate (rate per $1000 of assessed value) 23.185 23.875 (0.690) (2.975%) Grand List The 2019 Grand List increased by 2.92% including the initial list years 2013 and 2018. As property values increase, the mill valuation of the SONO Collection Mall property. rate necessary to raise enough revenue to support total appropriations falls. For the FYE 2020 Approved Budget, the In non-revaluation years, on average, the City’s grand list has 2018 grand list also reflected a greater increase in commercial grown by 1% per year. The chart below illustrates the grand list property values as compared to single family residential growth rates for grand list years 2013 to 2018. property. As a result, some properties experienced a fall in their Grand List History property tax bill with the fall in the mill rate for the FYE 2020 Approved Budget. Likewise, for the FYE 2021 Approved Budget, the addition of the SONO Collection property in the 2019 Grand List provided tax bill relief to single family property owners. Mill Rate History

Mill Rate, Tax Levy, and Property Tax The City’s Average Mill Rate increased by 2.975% from 23.185 mills in FYE 2020 to 23.875 mills in FYE 2021. This is in line with the 4.92% increase in total expenditures between the FYE 2020 Increasing expenditures and development growth between FYE Approved Budget and the FYE 2021 Approved Budget which 2015 and FYE 2019 resulted in a five-year compounded annual was offset by an increase in Fund Balance transfer of $2.0MM. growth rate (CAGR) in the mill rate of 1.6%. The chart to the right illustrates mill rate increases in prior years. The City allocates Mill Rates based on geography and the The FYE 2020 mill rate percentage decrease of 11.5% services provided; there are seven district mill rates that, when corresponds to the increase in the 2018 grand list (a revaluation applied to each district’s value, result in the total Tax Levy. The year) shown in the grand list chart above. This is the chart on the next page illustrates the components of each taxing demarcation of development trends that resulted in significant district’s total mill rate. Changes in mill rates between FYE 2020 increases in the value of real property in Norwalk between grand and FYE 2021 by taxing district range from 2.7% for taxing districts one through three to 4.0% for taxing district six.

VII Budget Message

FYE 2021 Budget vs FYE 2020 Budget Taxing District Mill Rates

FYE 2020 Approved Budget vs. Fourth Fifth No FYE 2021 Approved Budget First Downtown Second South Third East Sewered Main Garbage Main % Change Norwalk Norwalk Norwalk Area Area Sixth Tenth MV FYE 2021 FIFTH MILL RATE 21.039 21.039 21.039 21.039 21.039 21.039 FYE 2021 FIRE MILL RATE 2.485 2.485 2.485 2.485 2.485 FYE 2021 GARBAGE MILL RATE 0.431 0.431 0.431 0.431 FYE 2021 LIGHTING MILL RATE 0.081 0.081 FYE 2021 MOTOR VEHICLE MILL RATE 30.383 FYE 2021 6TH DISTRICT MILL RATE 1.213 TOTAL 2021 OBUD 23.956 23.956 23.956 24.037 23.606 22.252 30.383

TOTAL 2020 OBUD 23.315 23.315 23.315 23.364 22.798 21.395 30.543

FYE 2021 vs. FYE 2020 % Change 2.7% 2.7% 2.7% 2.9% 3.5% 4.0% ‐0.5%

The chart below illustrates how service area mill rates translate District to a high of 3.68% in the Sixth Taxing District. The tax into tax bills for the individual taxing districts. The calculation is bill increase for each taxing district is below the 4.9% increase based on the median single-family residential home value in in FYE 2021 appropriations due to (1) the tax relief of a $2MM each district. increase in fund balance transfer; and (2) the inclusion of the SONO Mall revenues that reduce the burden on single family The tax bill increase from FYE 2020 Approved Budget to FYE residential owners. 2021 by district ranges from a low of 2.75% in the Third Taxing

FYE 2020 Tax Bill Variance FYE 2021 Approved Budget vs. FYE 2020 Approved Budget First District Second District Third District Fouth District Fifth District Sixth District Median Home Value‐2018 GL $ 240,170 $ 227,420 $ 304,840 $ 275,550 $ 375,840 $ 764,730 Median Home Value‐2019 GL $ 240,510 $ 227,665 $ 304,840 $ 276,490 $ 375,995 $ 762,310

FYE 2020 APPROVED BUDGET $ 5,600 $ 5,302 $ 7,107 $ 6,438 $ 8,568 $ 16,361 FYE 2021 APPROVED $ 5,762 $ 5,454 $ 7,303 $ 6,646 $ 8,876 $ 16,963 Tax Bill Increase/(Decrease) $ 162 $ 152 $ 195 $ 208 $ 307 $ 602 Tax Bill % Increase/(Decrease) 2.89% 2.86% 2.75% 3.23% 3.59% 3.68%

Calculation of the Common Council Cap The Common Council established an appropriations cap of The City Charter defines the Common Council’s Cap as the $368,763,931 for FYE 2021 operating expenditures. The total maximum limit on total appropriations for the city excluding FYE 2021 appropriations of $385,630,101, net of grants from private, state, or federal sources received after the intergovernmental revenue of $16,866,170, is equal to the adoption of the Cap. The Council Cap is a ceiling on Council’s cap. expenditures less intergovernmental revenues.

VIII

Budget Message

F. BUDGET ASSUMPTIONS AND SUMMARY OF SIGNIFICANT CHANGES

Revenues:

 Current Local Taxes, net of a reserve for uncollectible taxes staff. Beginning FYE 2021, the Parking Authority will be and tax relief programs, increased by $16,464,652 from reimbursing the City an additional $97,748 for the Parking $321,969,459 in FY 2019-20 to $338,161,111 for the FY Assistant Director new hire. Other increases in 2020-21 Approved Budget. This increase is primarily related reimbursements are related to regularly scheduled staff to a total expenditure increase of 4.9% which is offset by an expenditure increases such as wage and step increases. expected $2,000,000 increase in the use of fund balance from $6,000,000 in FYE 2020 to $8,000,000 in FYE 2021.  Interest and Penalties are expected to decrease based on waivers related to the Covid-19 Pandemic emergency.  The FYE 2020 budgeted use of fund balance is consistent Interest and Penalties fall by 12.8% from $1,903,401 in FYE with the City’s fund balance policy. As of FYE June 30, 2019, 2020 to $1,659,648 in FYE 2021. the City’s Comprehensive Annual Financial Report reported a General Fund total balance of $73,519,283. The unassigned  Supplemental Auto and Back Tax Collections, are expected portion of this balance is $69,733,668. This is 20.5% of to remain flat as compared to FYE 2020 budgeted revenues. audited expenditures of $339,437,675. The current fund Actual receipts have exceeded budgeted projections for the balance policy recommends that the City’s unallocated fund last two years. This trend is not expected to continue into FYE balance falls within the range of 7.5% and 15% of annual 2021 due to the economic impact from the Covid-19 crisis. expenditures.  Departmental Receipts are decreasing $509,208 or 4.3%  Miscellaneous revenue is increasing by $122,865 primarily primarily due to slowing permit revenue. This is mainly the due to an expected increase in expenditure reimbursements result of the completion of the mall and occupancy. from the Norwalk Parking Authority to the Operations & Public Works department. The Parking Authority reimburses the City  Intergovernmental revenue is increasing by $262,302 based for shared services such as accounting, budgeting and certain on state budgeted grant programs.

IX

Budget Message

Expenditures:

Approved Approved FYE 2020 vs. FYE 2021 DEPARTMENT Budget Budget Variance FYE 2019‐20 FYE 2020‐21 Favorable / (Unfavorable) Contingency$ 1,103,427 $ 2,788,765 $ (1,685,338) (152.7%) Education$ 198,491,359 $ 208,415,928 $ (9,924,569) (5.0%) Police & Fire$ 46,137,291 $ 45,878,511 $ 258,780 0.6% Employee Benefits$ 33,284,802 $ 33,988,048 $ (703,246) (2.1%) Debt Service$ 29,685,460 $ 32,446,428 $ (2,760,968) (9.3%) Operations & Public Works$ 22,434,022 $ 23,223,684 $ (789,662) (3.5%) Pension Contributions$ 11,861,868 $ 13,172,540 $ (1,310,672) (11.0%) Community Services$ 7,333,336 $ 9,146,000 $ (1,812,664) (24.7%) Economic & Community Development$ 4,496,786 $ 4,374,394 $ 122,392 2.7% Finance Department$ 6,267,358 $ 6,621,281 $ (353,923) (5.6%) General Government$ 4,047,979 $ 4,132,667 $ (84,688) (2.1%) Grants$ 2,282,966 $ 1,357,807 $ 925,159 40.5% Organziational Memberships$ 106,589 $ 84,048 $ 22,541 21.1% GRAND TOTAL$ 367,533,243 $ 385,630,101 $ (18,096,858) (4.9%)

(1) Because FYE 2021 is a union contract negotiation year, all (4) The Employee Benefits budget is expected to have a net estimated salary and step increases are included in increase of 2.1% from $33,284,802 in FYE 2020 to CONTINGENCY, not in individual departments. The $33,988,048. This is the result of increased health insurance Contingency budget increases by $1,685,338 or 152.7%. This expense that was partially offset by a decrease in OPEB increase accounts for the wage increase uncertainty contributions. OPEB contributions are calculated by the City’s surrounding the current labor contract negotiations. actuarial consultant.

(2) The Board of Education’s budget increases by 5.0% from (5) Debt Service increases by $2,760,968 or 9.3%. This reflects $198,491,359 in FYE 2020 to $208,415,928 .This increase the capital investments in new school construction and other represents the city’s investment in the improvement of its major projects in the prior three years’ capital budgets. Board of Education’s delivery of educational services, particularly for English Language Learners (ELL), Special (6) The Public Works budget increases $789,662 or 3.5%. The Education, and efforts to close the achievement gap. primary drivers are a $213,491 increase in the Recreation & Parks; a $259,062 increase in Street Maintenance services; a (3) The Police and Fire combined budgets increase by $258,780 $159,073 increase in disposal services (related to the City’s or 0.6%. The combined staffing budgets for the Police and disposal contract with City Carting); and a $75,782 increase Fire Departments has remained flat since FYE 2017. In 2017 in Other Contractual Services due to increases in the solid total staff for the two departments was 368. The departments waste disposal contract and curbside recycling collection added two full-time staffers since FYE 2017 for a total of 370 contract. employees budgeted for FYE 2021.

X Budget Message

(7) The Pension Contributions budget increases by $1.3MM or Accounting software (MUNIS). Additionally, the information 11% over FYE 2020. Contributions include Police, Fire, and technology department is increasing by $360,492 or 17.52% City plans along with 401A matches for newer employees not over FYE 2020 Approved Budget. This is related to the enrolled in the defined benefit pension plan. The city engaged addition of a Chief Information Security Officer (CISO), its actuary to complete an experience study on its pensions regularly scheduled ordinance increases and the addition of a which pointed to changes that increased the liabilities and desktop support technician. related Actuarially Determined Employer Contribution (ADEC) calculation. (11) The General Government department increases $84,688 or 2.1%, which is comprised of the following departments: a. The contribution to the Fire Pension Fund is increasing by $607,867 to $2,791,766. a. The Chief of Staff department is relatively flat increasing by $27,881 between FYE 2020 and FYE 2021 from b. The contribution to the Police Pension Fund is increasing $753,070 to $780,951. by $427,819 to $4,436,790. b. Corporation Counsel expenditures increase by $21,530 c. The total contribution to the City Employee Pension Fund or 2% from $1.21MM in FYE 2020 to $1.23MM in FYE (which covers both city employees and Board of 2021. Education non-certified staff) is decreasing by $274,986 to $5,943,984. c. The Registrar of Voters expenditures decreases by $8,408 due to the elimination of part-time staff that was (8) Community Services increases by $1,812,664 primarily replaced by two full time FTE’s in the FYE 2021 related to the inclusion of the Headstart program grant, Youth Approved Budget. Employment Program and Senior Center grants from other departments. d. The Town Clerk department increases $5,839 over the FYE 2020 budget due to regularly scheduled increases (9) Economic and Community Development department is in ordinance wages and other inflationary increases. decreasing by $122,392 or 2.72%. The department is comprised of the divisions detailed below. e. Human Resources and Personnel expenditures are increasing by $30,109. This is primarily related to a. Planning & Zoning department expenditures are ordinance step increases. expected to decrease by $144,633 due primarily to the completion of the Plan of Conservation and f. The Mayor’s office expenditures increase by $5,079 Development (POCD) and the elimination of associated which is relatively flat when compared to FYE 2020 consulting fees. expected expenditures increasing by 3.1%.

b. Business Development and Tourism expenditures fell by g. The Legislative departmental budget is increasing by $85,284 primarily related to a $100,000 decrease in $2,658 due to an increase in office supply expenditures. business expense which was offset by other increases. Department expenditures are primarily comprised of stipends for its members and office supplies. c. Transportation, Mobility and Parking expenditures increased by $114,271 for the FYE 2021 Approved (12) The Grants budget decreases by $925,159 due to programs Budget. This is primarily related to the addition of a shifting to the authority of the Chief of Community Services. Director of Parking position which will be reimbursed to The Headstart Program, Summer Youth Employment and the City by the Parking Authority. Senior Center grants are now located in the Community Services Budget. (10) The Finance department increases $353,923 or 5.6%. This is driven by a $119,141 increase in the office of the CFO to fund various city initiatives such as the recent cybersecurity survey and a project to improve the Human Resources and

XI Budget Message

G. MANAGEMENT INITIATIVES AND FINANCIAL POLICY

Norwalk’s heavy reliance on property taxes as its principal source  Debt Service – The city adheres to a debt management policy of revenue is a function of State policy that reserves the other major that targets total indebtedness to no more than 2.0% of the types of taxation (income and sales tax) exclusively to the State. full market value of taxable property in Norwalk; targets per Municipal aid for the State is distributed inversely on the basis of capita debt to no more than $3,500; and targets debt service property wealth, and as a community with a large grand list, as a percent of general fund expenditures to no more than Norwalk receives comparatively little state aid. As a result, the 10%. The city’s debt ratios are expected to remain below the brunt of the budgeted expenditure increases for employee wages established benchmark limits in this coming Fiscal Year 2020- and benefits, health insurance, pension contributions, and other 21. post-employment benefits must be borne by the local property taxpayer.  OPEB Funding Plan –The city established a trust fund for Other Post Employee Benefits (OPEB) in August 2007. With Norwalk formulated its FY 2020-21 budget within the confines of new accounting rules concerning how the city reports its the adopted policies below and a directive from the Mayor to OPEB liabilities on the Government-Wide Financial control spending and limit taxes on residential property owners to Statements, the city elected to transition from paying for its the lowest practical level. OPEB benefits on a pay-as-you-go basis to pre-funded basis, similar to the manner in which the city funds its defined benefit  The Fund Balance Policy: - the city’s policy is to maintain a pensions. The city is fully funding its Actuarial Determined minimum unassigned fund balance of at least 7.5% of total Employer Contribution (ADEC) in this fiscal year. revenues as shown in the Governmental Fuds Statement of Revenues, Expenditures and Changes in Fund Balance report of the city’s annual audit (GAAP revenues), with the objective of maintaining a fund balance at the median level reported by Aaa-rated municipalities in Connecticut, but not more than 15%.

 City Pension Contributions – The city’s required contributions to its four defined benefits pension plans are determined on the basis of actuarial valuations performed by the city’s independent actuary. The city’s FY 2020-21 contributions are based on the valuations of it plans’ assets and liabilities as of July 1, 2019.

XII Budget Message

H. NON-GENERAL FUND ACTIVITIES

WATER POLLUTION CONTROL Approved Approved FYE 2020 vs. FYE 2021 AUTHORITY Budget Budget Variance FYE 2019‐20 FYE 2020‐21 Favorable / (Unfavorable) Charge for Services$ 17,715,161 $ 18,039,648 $ 324,487 1.8% Investment Income $ 110,000 $ 110,000 ‐$ 0.0% Transfer from Fund Balance $ 850,000 $ 850,000 ‐$ 0.0% Total Revenues$ 18,675,161 $ 18,999,648 $ 324,487 1.7% $ ‐ Operating Expenses $ 10,294,322 $ 11,636,828 $ (1,342,506) Debt Service $ 3,492,507 $ 2,648,870 $ 843,637 Replacement Reserve Capital $ 4,888,332 $ 4,713,950 $ 174,382 Total Expenditures$ 18,675,161 $ 18,999,648 $ (324,487) (1.7%)

The Water Pollution Control Authority (WPCA) – The City on a modified accrual basis with repayment of principal added operates its wastewater treatment plant through the Norwalk and depreciation expense omitted from the budget. User rates Water Pollution Control Authority (WPCA) and accounts for this are established such that the operation is expected to break- operation on an enterprise fund basis. The budget is prepared even on a full accrual basis, and generate positive cash flow.

Approved Approved FYE 2020 vs. FYE 2021 Norwalk Parking Authority Budget Budget Variance FYE 2019‐20 FYE 2020‐21 Favorable / (Unfavorable) Charge for Services$ 7,336,393 $ 7,312,830 $ (23,563) (0.3%) Other Revenue $ 8,000 $ 8,000 ‐$ 0.0% Total Revenues$ 7,344,393 $ 7,320,830 $ (23,563) (0.3%) $ ‐ Operating Expenses $ 6,033,865 $ 6,303,437 $ (269,572) Debt Service $ 921,993 $ 841,782 $ 80,211 Reserve $ 388,535 $ 175,611 $ 212,924 Total Expenditures$ 7,344,393 $ 7,320,830 $ 23,563 0.3%

The Norwalk Parking Authority (NPA): The NPA is managed by an advocate for downtown development and commerce, resident volunteers appointed by the Mayor, ratified by the providing economic development resources supporting mobility, Common Council and responsible for the operation and sustainability, growth and improvement while creating easy to maintenance of over 4,000 on and off-street parking spaces park-and-pay options through mobile platforms and wayfinding including those located at the railroad stations. The Authority is systems.

XIII Budget Message

Capital Projects Fund: The city prepares a five-year capital improvement plan, and annually adopts a capital budget that authorizes the expenditures of capital funds for new building construction and major renovations of streets, bridges, sidewalks and storm drainage construction. Additional projects include park improvements, technology upgrades, and other infrastructure improvements. These projects are typically financed through a combination of grants and bond proceeds. The City finances new building construction over a thirty-year period; technology updates over a five-year period; and other capital expenditures over a fifteen-year period. The FYE 2021 Approved Capital Budget allocates $153,832,356 of Gross Appropriations among the departments. The net amount to be bonded after $24,830,400 of offsetting grant revenue is $129,001,956. It is anticipated that only $42MM of new bonding will occur in FYE 2021.

A detailed list of FYE 2021 capital projects is outlined below.

CITY OF NORWALK FYE 2021 APPROVED CAPITAL BUDGET Amount Subtotal

WATER POLUTION CONTROL AUTHORITY PUMP STATION UPGRADE $ 3,000,000 WWTP REHABILITATION $ 750,000 SUBTOTAL WPCA $ 3,750,000

BOARD OF EDUCATION NEW CRANBURY SCHOOL $45,000,000 NORWALK HIGH SCHOOL $50,279,655 CAFETERIA/KITCHEN RENOVATIONS $ 3,500,000 FUEL TANK REPLACEMENT $ 1,250,000 SILVERMINE DRIVEWAY IMPROVEMENTS $ 80,000 AIR CONDITIONING PROGRAM $ 855,000 BOE ASBESTOS ABATEMENT PROGRAM $ 500,000 CURICULUM MATERIALS & TEXTBOOKS $ 450,000 BMHS AIR QUALITY RECOMMENDATIONS $ 100,000 EHNACEMENT TO SCHOOL SECURITY $ 200,000 INSTRUCTIONAL TECHNOLOGY $ 500,000 SUBTOTAL BOARD OF EDUCTION $102,714,655

RECREATION & PARKS SCHOOL & PARK PLAYGROUNDS $ 300,000 BASEKTBALL & TENNIS COURTS $ 575,000 ATHLETIC FIELDS $ 85,000 CRANBURY PARK $ 580,000 CALF PASTURE BEACH $ 325,000 VEHICLES $ 275,000

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Budget Message

WEST ROCKS SOCCER COMPLEX $ 900,000 BROAD RIVER BASKETBALL COMPLEX $ 2,500,000 TURF SOFTBALL $ 1,000,000 BACKSTOPS AND FENCING $ 50,000 TREE PLANTING $ 50,000 OPEN SPACE FUND $ 50,000 SUBTOTAL RECREATION & PARKS $ 6,690,000

POLICE / COMBINED DISPATCH CARS AND VANS $ 624,575 COMMUNICATION CONSOLE $13,500,000 SUBTOTAL POLICE / COMBINED DISPATCH $ 14,124,575

FIRE BATTERY POWERED EXTRICATION EQUIP. $ 110,000 MOBILE RADIO UPGRADE $ 177,402 SCBA AIRPACKS, FACEPIECES $ 48,000 POWER WASHER $ 10,964 TRAINING TOWER $ 19,000 BUILDING REPAIRS VARIOUS STATIONS $ 35,000 UTILITY VEHICLES $ 25,500 SUBTOTAL FIRE $ 425,866

OPERATIONS & PUBLIC WORKS BRIDGE REPAIRS $ 100,000 SRUCTURAL INSPECTION & REPAIR $ 35,000 WEST CEDAR BRIDGE $ 1,800,000 PAVEMENT MGMT PROGRAM $ 5,000,000 SIDEALKS & CURBS $ 2,800,000 FOOTPATH REPLACEMENT $ 100,000 GENERAL DRAINAGE $ 250,000 WATERCOURSE MAINTENANCE $ 4,000,000 NORWALK RIVER FLOOD CONTROL $ 150,000 TREE PLANTING $ 65,000 EAST AVENUE RECONSTRUCTION $ 1,500,000 TEA21 LOCAL MATCH $ 1,983,400 FLEET REPLACEMENT $ 900,000 COMPACTOR REPLACEMENT $ 25,000 CITY HALL REPAIRS & IMPROVEMENT $ 230,000 VARIOUS CITY BLDG REPAIRS $ 50,000 HEALTH DEPARTEMENT $ 90,000

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Budget Message

PUBLIC WORKS CENTER $ 210,000 NATHAN ELY ‐ VARIOUS REPAIRS $ 20,000 NORWALK MUSUEM $ 50,000 VAR BLDGS‐ENVIRNMENTAL $ 20,000 BEN FRANKLIN‐VARIOUS $ 135,000 SIDEWALK & CURB BLDG MGMT $ 50,000 SUBTOTAL OPERATIONS & PUBLIC WORKS $ 19,563,400

ECONOMIC & COMMUNITY DEVELOPMENT SMALL BUSINESS/MAIN ST. PROGRAM $ 150,000 LIBRARY EXPANSION ARCHITECHTURAL $ 1,570,000 SUBTOTAL ECONOMIC & COMMUNITY DEVELOPMENT $ 1,720,000

BUSINESS DEVELOPMENT & TOURISM BUSINESS INCENTIVE ECONOMIC ANALYSIS AND PLAN $ 50,000 TOURISM BRANDING & MARKETING INITIATIVE $ 100,000 BUSINESS OUTREACH & MARKETING STRATEGY $ 50,000 SUBTOTAL BUSINESS DEVELOPMENT & TOURISM $ 200,000

ARTS COMMISSION MLK BLVD ART $ 50,000 SUBTOTAL ARTS COMMISSION $ 50,000

TRANSPORTATION, MOBILITY AND PARKING TRAFFIC SIGNALS $ 550,000 TRANSPORATION MASTER PLAN $ 210,000 PROJECTED CROSSWALKS $ 30,000 SAFE ROUTES TO SCHOOL $ 225,000 FLEET EQUIPMENT $ 40,000 STRIPING & SIGNING $ 150,000 ARTISTIC CROSSWALK SIGNS $ 25,000 NEW SIDEWALK CONSTRUCTION $ 100,000 ROWAYTON AVENUE SIDEWALK $ 30,000 HUNT STREET/WICTCH LANE SIDEWALKS $ 50,000 GEORGE AVE SIDEWALKS $ 40,000 NORWALK RIVER VALLEY TRAIL $ 50,000 PAVEMENTMARKINGS FOR BIKING $ 50,000 SUBTOTAL TRANSPORTATION, MOBILITY AND PARKING $ 1,550,000

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Budget Message

PARKING AUTHORITY PARKING FACILITIES $ 912,000 RESIDENTIAL PARKING PERMITS $ 150,000 PARKING WAYFINDING SIGNAGE $ 100,000 SUBTOTAL PARKING AUTHORITY $ 1,162,000

LIBRARY LAPTOP DISPENSERS $ 70,000 NOREWALK NEWSPAPER DIGITIZATION $ 50,000 AUDITORIUM REFRESH $ 68,000 SUBTOTAL LIBRARY $ 188,000

HISTORICAL COMMISSION ADA ACCESS MILL HILL $ 134,000 LOCKWOOD HOUSE ADA ACCESS $ 314,000 SMITH STREET BUILDINGS $ 21,000 LM MANSION CODE & REPAIRS $ 50,000 MUSEUM COLLECTION ARCHIVE / CATALOGING $ 10,000 SUBTOTAL HISTORICAL COMMISSION $ 529,000

HEALTH DEPARTMENT HEALTH BUILDING UPGRADES $ 31,000 SUBTOTAL HEALTH $ 31,000

REDEVELOPMENT AFFORDABLE HOUSING $ 250,000 FAÇADE IMPROVEMENTS $ 150,000 SUBTOTAL REDEVELOPMENT $ 400,000

PLANNING & ZONING UPDATE OF ZONING REGULATIONS $ 200,000 SUBTOTAL PLANNING & ZONING12 $ 200,000

INFORMATION TECHNOLOGY CITYWIDE TECHNOLOGY PROECTS $ 433,860 SUBTOTAL INFORMATION TECHNOLOGY $ 433,860

HUMAN RELATIONS AND FAIR RENT ADA COMPLIANCE $ 100,000 SUBTOTAL HUMAN RELATIONS AND FAIR RENT $ 100,000

$153,832,356

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Budget Message

I. CONCLUSIONS

The approved budget is a balanced plan of operations designed to provide the resources that the departments and agencies need to serve the public. It also provides us with a base from which to move forward to implement the goals and objectives of the Administration and the Common Council.

With the outbreak of the Coronavirus Pandemic, there is great uncertainty about the extent of the spread of the disease, when and to what degree our community will return to work, and the financial impact of the recession on our residents and community. With this Fiscal Year 2021 budget, we have tried to keep costs down, buffer for ourselves for the unknown financial impact of COVID, as well as keep the increases to our tax rates as low as possible to give relief to our tax payers. Deferring the grace period for paying first half taxes issued on July 1, 2020 to October 1, 2020 with no interest or penalty is one example. As a result, the FYE 2021 Approved Budget provides resources to meet the needs of the City without undue burden on taxpayers.

I would like to thank the heads of each department and agency for their cooperation and input. I would also like to thank the members of the budget staff for their contributions to the development of this budget. And finally, I would like to thank the Mayor, members of the Board of Estimate and taxation, and members of the Common Council for providing me with an opportunity to participate in the progress of this great city.

Respectfully submitted,

Henry M Dachowitz Chief Financial Officer

XVIII

CITY OF NORWALK

ANNUAL BUDGET

DESCRIPTION OF THE CITY

In 1640 for the consideration of “eight fathoms of wampum, sixe apartments, an iPic movie theatre, 22,509 square feet restaurant, coates, tenn hatchets, tenn hoes, tenn knifes, tenn scissors, tenn 3,602 square feet office, a 23,979 square feet fitness center and jewse-harps, tenn fathom tobackoe, three kettles of sixe hands about, 942 spaces parking garage. Construction is scheduled to start on and tenn looking glasses,” Roger Ludlow purchased Norwalke the this new addition to the Norwalk Center streetscape prior to the Country butting on the sea.” In 1651 thirty spirited families end of the year. permanently settled “Norwalke.” The settlement was located in the - In South Norwalk, construction is underway on a new six-story section known today as East Norwalk. Descendants of these mixed use Transit Oriented Development (TOD) development indigenous settlers are still living in Norwalk and in the surrounding with 129 residential units and 3,870 square feet retail. The vicinity. Norwalk became a city in 1913, at which time it consolidated property is located at 121-123 Water Street in the newly with South Norwalk and the East Norwalk Fire District. expanded SoNo Station Design District. Nearby on South Main

Street, the Residence Inn by Marriott has opened 102 extended Norwalk, a diverse Connecticut seaport community uniquely situated stay hotel rooms complete with a new rooftop bar and 106 parking on Long Island Sound is rich in culture and personality - a combination garage spaces. The building has exceptional views of Norwalk of New England tradition and sophistication. Norwalk is in the center Harbor and is close to shopping and restaurants; making it a of the region which US News ranks 24th in the nation for overall living unique urban destination. and 4th for healthcare. Our beaches are the best in Connecticut according to the USA Today. Our retail sector is the fourth largest in - Also in South Norwalk, Spinnaker, the developer of the Ironworks, Connecticut, judged by generation of sales tax revenue. Our tourist received approval for a new 5-6 story, ±122,000 sf Transit oriented sector is very successful due to the Norwalk’s beaches, islands, parks, development (TOD) with 122 residential dwelling units (16 units in historic sites, arts and cultural activities. existing historic building and 106 units in new building), 5,000 GSF ground floor retail and 11,000 square feet office located adjacent Economic diversity distinguishes Norwalk, especially in difficult to the South Norwalk Railroad Station. The existing historic economic times. Norwalk is home to over 3,460 companies providing building has been restored and construction on the new building is more than 45,300 jobs. These companies fall into 19 major North planned to begin later this year. 19 Day Street, a 68 unit mixed use American Industry Classification System (NAICS) codes plus development located a few blocks to the east recently opened and government. The largest number of jobs are in the professional, is working on bringing a new distillery to the historic building at the scientific and technical services, retail trade, and the health care and rear of the site. social assistance sectors. The highest earners are in the finance and - The Curb, a new Commercial Planned Residential development insurance and the management of companies and enterprises sectors. with a total of 761 units in three adjacent buildings, has completed construction on two buildings at 150 and 166 Glover Avenue, all The vast majority of Norwalk companies are small, agile and located just north of the Merritt 7 Railroad Station. This entrepreneurial. No single industry sector dominates the employment development replaces several office buildings, including the former market or the real estate market which enables a community to be U.S. Surgical headquarters, with a new residential village providing resilient in times of economic stress. sought-after residential units in close proximity to prime office space at Merritt 7 Corporate Park and the Danbury Line Rail Among the most significant new developments in 2019 include the station. The Curb’s first building with 235 units opened in 2019 and following: the second building with 232 units has started leasing in 2020. The third building is expected to open in early 2021. - The SoNo Collection; a new 1.1 million square feet luxury mixed - Brim & Crown, a new Transit Oriented Development at the East use retail shopping center located just south of Interstate 95 in Norwalk Railroad Station on the south side of the Metro North South Norwalk, opened for business on October 11, 2019. This railroad tracks is under construction. This exciting development, new high-end shopping center is anchored by Nordstrom and located at 230 East Avenue, will include 276,408 square feet in Bloomingdale’s and located along Interstate 95 with visibility for two new buildings and the rehabilitation and reuse of an existing travelers in both directions; providing great views of Norwalk industrial building. Construction is began in 2019 and occupancy Harbor. The property was developed by Brookfield Retail is expected in fall of 2020. Partners. - A new Innovation Center to complement the office and - The Pinnacle at 497 West Avenue previously owned by Belpointe warehouse uses located at 15 Oakwood Avenue is scheduled to Capital, LLC, was recently sold to Toll Brothers Apartment Living. break ground in 2020. The new 24,000 square foot building will “The Pinnacle” is a new mixed use development with 330 include office and research and development space along with

1 three artist live/work spaces to create an ideal live-work SUMMARY OF SERVICES environment to promote new product development. The City provides a full range of municipal services, including education, - Construction is well underway on a new development by public safety, public works, health and social services, planning and Metropolitan Realty Associates at 1 Bates Court. This new transit development, and recreational/cultural. Provided below is a brief oriented development will consist of a new building with 40 description of the City’s services: residential units and is located steps from the South Norwalk

Railroad Station. Occupancy is planned for summer 2020 and General Government will provide an excellent location for people who commute via The General Government group of departments includes the Mayor's MetroNorth Railroad to jobs in Stamford and New York City. Office, Chief of Staff, Corporation Counsel, Town Clerk, Human - The City is also investing in its schools and cultural facilities. The Resources and Personnel, and Registrar of Voters. This diverse group Maritime Aquarium at 10 North Water St under construction on of departments provides a myriad of services, ranging from maintaining major improvements including a new theater, seal tank and vital statistics (births, deaths, marriages) to conducting elections. A interior renovations to existing Aquarium building. Side by Side number of the departments within the General Government group, School at 85 South Main St has completed construction of a new including Corporation Counsel and Human Resources & Personnel, two-story addition to its Side by Side Charter School and Ponus serve as internal support agencies for the City's departments. Ridge Middle School at 21 Hunters Lane is nearly complete on a major new addition to accommodate its new STEM K-8 program. Finance The Finance Department consists of the following divisions: the Chief Offering more evidence of growth and development: Financial Officer, Tax Assessment, Tax Collection, Accounting and Treasury, Management & Budgets, Information Technology and - The Financial consultancy firm FactSet plans to relocate its global Purchasing. The Department is responsible for overseeing the financial headquarters within Norwalk from the Merritt 7 office complex to affairs of the City. Also included in the Finance Department is the City’s 45 Glover Avenue and will lease 173,000 square feet of the comprehensive program for managing all areas of risk, including health 264,500 square feet building. and life insurance for active and retired employees, workers - MoCA Westport recently celebrated the grand opening of its new compensation, heart and hypertension, property and casualty, general state-of-the-art museum located on the Westport-Norwalk border liability, professional liability, and other exposures such as theft, at 19 Newtown Turnpike. The facility relocated from its former performance and surety. location in Westport to allow it to expand its offerings. The facility now occupies an historic 1929 building formerly home to Martha Community Services Stewart Studios and plans on attracting nationally recognized The newly created Community Services department was the final phase artists, musicians and speakers to its new and expanded location. of the FYE 2019 reorganization. The department is comprised of the Health Department, Human Relations & Fair Rent, Youth Services, and - Reed Exhibitions, one of the world’s largest organizers of the Library. business-to-business events recently completed its expansion at 201 Merritt 7 in Norwalk, where it now occupies 131,000 square The Health Department vision is “Excellence with Efficiency”. The feet of space. Each year the company plans and executes more mission is to prevent disease, assure a healthy environment and than 50 events in the United States and Canada and serves 25 promote the highest quality of life within the community. Program different industries and a half million professionals. Another areas include of health promotion, preventable diseases, Norwalk firm, OperationsInc, which helps employers establish environmental and laboratory services, and public health human resources policies and training programs, is moving its emergency preparedness. Among the many services provided are headquarters, relocated from its former space on Connecticut a voluntary healthy menu project with area food establishments, Fit Avenue to the former Reed Exhibition space at MerrittView, and Kids, a series of physical activity and nutrition education sessions is now located at 383 Main Avenue. with a variety of after school programs the provision of childhood and adult immunizations, WIC, HIV education and testing, Demonstrating sustained evidence of development, the Norwalk treatment of sexually transmitted diseases and follow up on Planning and Zoning Office issued over 2,000 permits in 2019 tuberculosis and other communicable diseases. Environmental exceeding the number of permits issued the prior year. services include inspection of all food establishments, review and approval of private sewage disposal systems, and enforcement of the city’s housing code.

2 The department of Human Relations & Fair Rent receives and following areas: animal control, crime prevention, traffic and safety, investigates complaints of discrimination with regard to housing, complaint bureau, property room and prisoner holding facility. The public accommodations and employment. Through their fair rent Police Department is also a first responder for medical services the department also receives complaints related to unjust emergencies. The Combined Dispatch Department is responsible increases in rent, unjustified changes to utility charges or unsafe for police and fire dispatch functions. The objective is to provide living conditions. the highest quality of command, control and information services for public safety agencies. The Youth Services department plans and implements prevention and treatment services for at risk youth. The department offers Fire Department counseling and referral services on a voluntary, confidential, no- The City provides complete fire prevention and suppression services cost basis to young people and their families. Counseling services through its professional full-time Fire Department, which consists of are available to youth, ages 11 to 18 and their families who reside 143 sworn fire personnel, supplemented by six civilian in Norwalk. employees. The Department operates out of five fire stations strategically located throughout the community and maintains a The Norwalk Public Library system operates two branches housing rotating fire apparatus replacement schedule through their capital over 250,000 items for public circulation. These include physical budget. In addition to fire suppression services the Department is a items such as CDs, DVDs, EBooks, print books, and magazines key resource for the Regional Hazardous Materials Response as well an extensive selection of over 30 online database Team. The Department also collaborates with the Norwalk Police resources that can be accessed within the library or through the Department in Arson Investigations and with the Marine Division. The Library’s website. The Library provides numerous services to the Fire Prevention Division is responsible for the enforcement of the State city some of which are a teen room, children’s rooms, and adult Life Safety and Fire Codes with a staff of nine employees. The Office programs that provide career assistance and technology of Emergency Management is a division within the Fire instruction. Additionally, the Library has recently embarked on a Department. This division is responsible for emergency preparedness project to digitize issues of the local newspaper, The Hour, from its planning as well as the operation and maintenance of an Emergency inception in 1872 to 1961. Operations Center for local and national emergencies. The Fire Department is also a first responder for medical emergencies. Police Department and Combined Dispatch The City provides around-the-clock police protection to Norwalk's Economic and Community Development 89,047residents with an authorized and funded force of 180 sworn This department was created during the City reorganization that was officers and 41 civilians including those assigned to Combined implemented in FYE 2019. The department is composed of the Office Dispatch, utilizing 143 marked and unmarked police vehicles, four of the Chief of Economic and Community Development, Planning & motorcycles and three marine vessels. The police department is Zoning, Code Enforcement, Transportation, Mobility and Parking and accredited by both the Commission on Accreditation of Law Business Development and Tourism. Planning & Zoning along with Enforcement Agencies (CALEA) as well as the State of Code Enforcement are responsible for planning and coordinating the Connecticut Police Officers Standards and Training physical development of the City, as well as overseeing the adoption Council. POST-C). In addition to routine police patrol, the and enforcement of zoning, subdivision and building codes. The Department maintains specialized units in the following areas: Planning and Zoning Department prepares, adopts and implements Internal Affairs, Training and Recruitment, Planning and Research, the City’s plan of development once every ten years. This department Marine Division, Detective Bureau, Special Services (vice, also oversees the operations of the Conservation Commission staff, gambling, and narcotics), Identification & Crime Scene Unit, which is responsible for protecting the City’s inland wetlands and Emergency Services Unit as well as a Community Policing Unit, water courses. Code Enforcement conducts required inspections of which works closely with residents within their target districts. The buildings and sites for code compliance, and issues all building and Community Services Unit provides a Drug Abuse Resistance related trade permits. The Transportation, Mobility and Parking Education (D.A.R.E.) program for Norwalk school children in department is a newly created function conjunction with the Norwalk Public Schools and supervises school crossing guards. The Special Victims Unit includes specially Operations & Public Works trained Detectives working in conjunction with the Internet Crimes This diverse department is responsible for the maintenance and Against Children Task Force and maintains a School Resource repair of most of the physical facilities and infrastructure owned and officer program within the city’s high schools and middle schools in operated by the City of Norwalk. The Department accomplishes addition to investigating all crimes involving youth and special street and highway maintenance; stormwater management; needs populations. The Department also operates a Community engineering; capital construction; solid waste collection and disposal; Services Program and Support Services, which encompass the recycling; traffic management; wastewater collection and treatment;

3 parking facilities and services; tree management and building In FY 2002-03 the City moved the operations of the wastewater and management functions. Public Works and Operations is authorized parking systems into enterprise funds and created the Water 100 positions, in addition of two Parking Enforcement officers, four Pollution Control Authority and Parking Authority to oversee the use Wastewater Systems personnel and 10 Fleet Services employees of these funds. who are paid by the Parking Authority, Water Pollution Control Authority and Central Fleet, respectively, but are ultimately managed As part of the recent City reorganization, the City's Recreation and by Public Works to maintain the City's infrastructure, which includes Parks Division now resides under the Operations & Public Works 255 miles (625 lane miles) of streets, 18 bridges, 140 miles of umbrella. The department maintains over 1,050 acres of public park sidewalk, 45 miles of footpath, nearly 300 miles of storm drainage, land, including two public beaches on Long Island Sound, 238 acres 182 miles of sanitary sewer lines, an 18 million gallons per day of open space at Cranbury Park, 70 acres of waterfront park land at treatment plant, 22 sanitary sewer pump stations, three stormwater Veteran's Park and Calf Pasture Beach, Mathews Park, Heritage pump stations, 90 traffic signals, nearly 30,000 public trees and 3,829 Park and many neighborhood parks. The Department also municipal parking spaces including 386 on-street spaces and 3,443 maintains numerous athletic fields, tennis and basketball courts, off-street spaces encompassed in three parking structures and and playgrounds located throughout the community, including all multiple surface lots. school properties. The Department's Recreation Division sponsors a full complement of active and passive recreational programs for In the late 1990s, the City purchased the land abutting the all age groups. wastewater treatment plant and created the Public Works Center. This facility has enabled the City to consolidate the The Operations & Public Works department also provides building operations of Street Maintenance, Sanitation, Sewer Operation and management services through an outside contractor. Under the Maintenance and Fleet Management. This location is also used for supervision of a Buildings and Facilities Manager in the Department of the storage of all winter road salt and provides a yard debris collection Public Works, the management firm oversees the operation and center for residents. The Department operates a transfer station maintenance of all City buildings with the exception of schools and located separately. historic structures. The scope of services encompasses more than 780,000 square feet of building space among 13 City facilities. In From 1983 through 2008, the City was party to a long-term contract addition to repairs and replacement, comprehensive preventive with the Connecticut Resources Recovery Authority (CRRA) for maintenance and energy efficiency programs have been implemented. operation of the transfer station and for transportation and disposal of municipal solid waste (MSW). That contract expired in December Education of 2008 and the City contracted with City Carting, Inc. for transfer At Norwalk Public Schools, our mission is to create a student-focused station operation, transport and disposal of the City’s 30,000 tons of culture that motivates, challenges and supports each individual annual MSW. Under that contract, transfer station operation student to his or her highest levels of achievement. Over 1,000 improved and the City saved on transportation and disposal of dedicated professionals work closely with more than 11,000 students MSW. The City’s highly successful recycling collection and disposal in 19 schools. service directs mixed paper, metal containers, glass, plastics #1 through #7, and corrugated cardboard to a recycling contractor who The Norwalk Public Schools district is made up of 12 elementary pays the City for the recyclable materials. The City implemented schools, four middle schools, two high schools, and one alternative single-stream recycling on July 1, 2013; in its first month, curbside high-school program. Norwalk offers two magnet schools at the recycling increased by 65% and continues at a significantly improved elementary level, Columbus Magnet School and Jefferson Science separation rate. Leaf and yard waste are also collected and disposed Magnet School, which was named a 2014 National Blue Ribbon by the City. School for its work in closing the achievement gap. Silvermine Elementary School is home to Mano-a-Mano, our dual language Through September 30, 2012, solid waste collection was (English/Spanish) immersion program. Norwalk is also home to the accomplished using City employees. Since October 1, 2012, solid Center for Global Studies, an inter-district high school magnet waste collection has been done by contract. This move has shifted program housed at Brien McMahon High School, as well as Norwalk the Worker Compensation risk (high among sanitation employees) Early College Academy, the State’s first early college, P-TECH model away from the City, saved the City $1 million per year in direct costs program in partnership with IBM and the State of Connecticut. and improved collection service to residents. The City has since entered into 10-year contracts with City Carting; these contracts Our district’s rich diversity is a key part of our strength. Norwalk provide known and very competitive pricing. students come from a variety of backgrounds, with more than 38% of students speaking a second language at home. The Norwalk Public School system delivers a learning experience that is rich in cultural

4 diversity, as well as one that is reflective of the global society in which Programs like the Center for Youth Leadership, and the Norwalk High our graduates will work and live. Our vision is that all students will School and Brien McMahon Marching Bands, have received national graduate prepared to reach their highest potential for college, career recognition. and life-long success in a globally competitive society. At Norwalk Public Schools, we believe that “The World Starts Here.” Grants The City provides grants to outside agencies that offer various services to Norwalk Public Schools provides comprehensive special education residents. These services include poverty relief through the Emergency and bilingual education programs, full day Kindergarten, and Shelter and Family and Children’s Agency, senior activities through the expanded Pre-K opportunities. Before and after-school programs are Senior Center and Elderhouse, children and high school age support available throughout the city for both elementary and secondary programs through Children’s Connection and School Based Health students. Students can also take advantage of a full array of Centers, and Head Start services through a grant to the Connecticut interscholastic athletics and extra-curricular activities that cover a full Institute For Communities. range of interests, from computers to chess to community service.

5 CITY OF NORWALK SUPPLEMENTAL DATA

.

Demographics (US Census Quickfacts, July 1, 2018) City of Norwalk (City) Population: 89,047 City per capita money income in the past 12 months (2018 dollars) $47,322

Connecticut Department of Labor (November 2019) City unemployment 3.0%

City Facts Area of City (including Norwalk Islands): 36.3 square miles (13 are water surface) City Settled: September 11, 1651 Date of City and Town Consolidation: July 1913 City Motto: “The Sound of Connecticut”

Culture and Recreation Acres of Public Park Lands: ...... 1,050 Municipal Golf Courses (18 Holes): ...... 1 Public Beaches: ...... 2 Senior Centers: ...... 1 Boat Launching Areas: ...... 2 Library Branches: ...... 2 Municipal Marinas: ...... 2 Library Volumes: ...... 250,000+ Athletic Diamonds: ...... 41 Public Museums (8 Buildings): ...... 3 Local Newspapers: ...... 3

Election Information

Total Registered Total Checked as Voter Turnout Norwalk Voters Voting Percentage 2018 Midterm Election 53,575 32,762 61.15% 2017 Municipal Election 50,694 14,502 28.61% 2016 Presidential Election 49,487 38,885 78.58% 2015 Municipal Election 44,346 13,413 30.25%

6

CITY OF NORWALK – LARGEST EMPLOYERS

As of March 2019, Norwalk’s total labor force of 50,597 is 96% employed. The market is broad and diversified and not dominated by a single comparatively large company or business sector. Among Norwalk’s largest companies are the following:

Name Nature of Business Employees Western Connecticut Health Network (Norwalk Hospital) Hospital/Health Services 1,504 General Electric Company, Inc. Diversified Manufacturing 1,400 Altice USA Telecommunications and Media 1,180 Stew Leonard’s Retail Dairy Store/Grocery 900 MBI Direct Mail Marketing 800 Diageo Premium Beverage Manufacturer 700 Datto, Inc. Data Protection Services 650 Aon Hewitt Business Management Consultants 600 Pepperidge Farm, Inc. Baked Goods 450 Reed Exhibition Company Trade Show/Publisher 450 FactSet Research Research Systems 400 Act Media, Inc. In-Store Advertising 350 Frontier Communications Corporation Voice & Internet Service Provider 307 United Parcel Service, Inc. Package Delivery & Supply Chain Management 300 Priceline.com Internet Marketing 300 Vertrue Internet Marketing and Advertising 300 Information Resources Consumer Products Manufacturing 250 Norwalk Community College Education 238 Xerox Office equipment 236 Crius Energy Energy Resale 200 Combustion Engineering Engineering Services 200 Klaff’s Lighting & Plumbing Supplies 200 Octogon Marketing Branding & Marketing 200 King Industries, Inc. Chemical Manufacturing 195 Carlson Marketing Group Marketing Consultant 175 R.T. Vanderbilt Holding Co., Inc. Chemical Manufacturing, Mining 170 Financial Accounting Foundation Accounting Standards Regulation 171 ShopRite Grocery 150 Stop & Shop Grocery 150 Maritime Aquarium Educational Entertainment 133 Bridgewater Associates Global Investment Management 175 Marsh USA Inc Insurance 125 Omega Engineering Engineering Services 120 LogicSource Sourcing and Procurement Services 110 Callanen International Watches 105 In Marketing Services Marketing Consultant 100 Dooney & Bourke Leather Good Specialist 100

Source: Norwalk Redevelopment Agency

7

CITY OF NORWALK

ANNUAL BUDGET

8

CITY OF NORWALK

ANNUAL BUDGET

9

BUDGET PROCESS

RESIDENTS MAYOR & COUNCILS CITY ADMINISTRATION ▓ Input through: Direct contact ▓ CFO Prepares Pro-Forma NOVEMBER with Mayor, Common Council financial projections and two and Community meetings year forecast. MAYOR ▓ Mayor reviews pro-forma financials, goals and objectives ▓ Budget packages are DECEMBER distributed to departments and agencies. To be returned within six weeks. ▓ Office of Management & JANUARY Budgets meets with department heads to review budget requests. ▓ CFO submits the recommended budget to Board of Estimate and Taxation on the second Monday in February. And, to the Common Council the immediately following Tuesday.

▓ Proposed budget published in ▓ Office of Management & FEBRUARY the local newspaper. Budgets publishes the proposed budget in the local newspaper five days prior to the fourth Monday In February. BOARD OF ESTIMATE & TAXATION (BET) ▓ BET commences budget review on the fourth Monday in February

COMMON COUNCIL ▓ Common Council establishes preliminary cap on total appropriations.

BOARD OF ESTIMATE & TAXATION (BET) ▓ BET conducts proposed budget MARCH review meetings with city departments and agencies. ▓ The Board of Estimate and ▓ BET holds public hearing no later Taxation hears all public input than the first Monday of April. ▓ APRIL BET forwards its tentative budget to the Common Council no later than the first Monday of April. COMMON COUNCIL ▓ The Common Council may amend the cap on total appropriations with a 2/3 affirmative vote no later than the third Tuesday in April. BOARD OF ESTIMATE & TAXATION (BET) ▓ The BET meets to adjust the budget in accordance with the final cap. ▓ Tentative budget published in ▓ Tentative budget is published in local newspaper. the local newspaper three days before the fourth Wednesday in April. MAY ▓ First Monday in May: BET adopts the final budget and tax rates. FINAL CITY BUDGET ADOPTION AND IMPLEMENTATION

The City’s annual budget is prepared for a July 1st through June 30th fiscal year. Below is the budget calendar with a description of the major steps in the budget preparation process under each box.

10

NOVEMBER

Pro Forma Budget Prepared

The Management and Budgets Division begins collecting information for preliminary budget development. The Division prepares a “pro forma” financial projection, which consists of two-year forecast of revenues and expenditures and the resulting tax rate with the objective of maintaining current levels of service. This projection is reviewed with the Mayor to elicit the administration’s goals and objectives and the appropriate changes are made.

DECEMBER - JANUARY

Submission and Review of Departmental Requests

Budget packages, containing general budget assumptions and spending guidelines are distributed to departments and agencies. All responses are submitted to the Management and Budgets Division within six weeks. These requests include line item details of revenues and expenditures accompanied by departmental goals and objectives for the next fiscal year. The Management and Budget Division’s staff meet with the departments and agencies to review requests and how they fit with their goals and objectives.

FEBRUARY

Requested Budget Presentation and Board of Estimate and Taxation Review

The Chief Financial Officer submits the Departments’ proposed budgets, along with any criticisms or recommendations he may deem appropriate, to the Board of Estimate and Taxation on the second Monday in February and to the Common Council on the immediately following Tuesday. The Management and Budgets Division publishes the proposed budget and tax levy in the local newspaper five days prior to the fourth Monday in February. On the fourth Monday in February the Board of Estimate and Taxation commences budget review. On the immediately following Tuesday in February the Common Council establishes a cap on total appropriations for the next fiscal year, after which time the Board of Estimate and Taxation conducts meetings with City departments and agencies to review the Proposed Budget.

MARCH – MAY

Adoption of the Operating Budget

The Board of Estimate and Taxation completes its review of the budget and makes any necessary changes to the proposed budget. The proposed changes are forwarded to the Common Council on the first Monday in April. The Common Council has until the third Tuesday in April to amend the total cap on appropriations. The Board of Estimate and Taxation meets to adjust the budget in accordance with the Council’s cap. The tentative budget is published in the local newspaper three days before the fourth Wednesday in April. On the first Monday in May the Board of Estimate and Taxation adopts the final budget and tax rates

11 BUDGET AMENDMENT PROCESS

Once the Board of Estimate and Taxation adopts the budget, the Finance Director is empowered, by the Board, to approve transfers of up to $5,000 between line items. Transfers in excess of $5,000 require the approval of the Board of Estimate and Taxation. Additional appropriations, pursuant to the City Code, require the approval of the Board of Estimate and Taxation and the Common Council.

BUDGET ADOPTION CALENDAR

DATE ACTION

On or before the 15th day of January Finance Director receives requests from departments, agencies and taxing districts

On the 2nd Monday of February Finance Director submits Department’s Proposed Budget together with his criticisms and recommendations to the Board of Estimate & Taxation

On the immediately following Tuesday Finance Director submits Department’s Proposed Budget together with his criticisms and recommendations to the Common Council

At least five days before the 4th Monday Finance Director publishes the Proposed Budget of February local newspaper

On the immediately following Tuesday of February Common Council adopts cap on appropriations

On the 4th Monday of February Board of Estimate & Taxation meets to start budget review

On the 1st Monday of April Board of Estimate & Taxation completes review and forwards proposed budget to Council

No later than the 3rd Tuesday of April Common Council may amend cap on appropriations

Three days before the 4th Wednesday in April Board of Estimate & Taxation publishes tentative budget

On the 1st Monday of May Board of Estimate & Taxation adopts final budget and tax rates

12

FINANCIAL POLICIES AND PRACTICES

The City of Norwalk’s financial policies set forth the basic framework The City maintains a contingency expenditure account to provide for for the overall fiscal management of the City. These policies assist unanticipated expenditures of a nonrecurring nature, or to meet the decision-making process and provide the guidelines for unexpected increases in service delivery costs. evaluating both current activities and proposals for future programs. Reserves in excess of these amounts in the General Fund shall be

used for one-time only expenditures. Cash Management and Investment Policies

Disbursement, collection and deposit of all funds are managed to Adequate levels of working capital shall be maintained in all insure maximum cash availability. proprietary funds.

The City strives to maximize the return on investments consistent Capital Budget/Improvement Policies with the primary goal of preserving capital in accordance with the A five-year program for infrastructure capital improvements is State statutes and prudent investment practices. updated annually. The plan identifies anticipated funding sources.

State statutes authorize the City to invest in the United States and The City confines long-term borrowing primarily to capital any agency of the United States; any state of the United States or improvements and capital projects financed through the issuance of political subdivision, authority or agency thereof which is exempt bonds that will be financed for a period not to exceed the useful “life” from taxation and at the time of investment is rated within the top two of the project. rating categories of any nationally recognized rating service; and the

State of Connecticut, any political subdivision, authority or agency The City will coordinate the development of the capital budget with thereof, which are rated within the top three rating categories of any the development of the operating budget. Future operating costs nationally recognized rating service. In addition, the City is associated with new capital projects will be forecast and included in authorized to invest in demand deposits, time deposits, certificates operating budget forecasts. of deposit, share accounts, term share accounts and share certificate accounts of any corporation or association receiving The City will preserve its assets at a level adequate to protect capital deposits, which has its main place of business in Connecticut. investment and minimize future maintenance and replacement

costs. The City shall perform a cash flow analysis of all funds on a regular basis. The City will establish an appropriate distribution of bonded debt and

cash financing in the funding of capital projects. The City’s investment policies include provisions for an investment authority, ethics and conflict of interest, authorized and suitable Debt Policies investments, diversification, maximum maturities, internal controls The City confines long-term borrowing primarily to capital and performance standards. improvements.

Accounting, Auditing and Financial Reporting Policies In anticipation of bonding, the City may use short-term debt. An independent audit will be performed annually. The City produces annual and monthly financial reports in accordance with Generally The City follows a policy of full disclosure on every financial report Accepted Accounting Principles (GAAP) as outlined by the and bond prospectus.

Governmental Accounting Standards Board (GASB). The City’s bonds are issued when practical from City enterprise

authorities to reduce the amount of the City’s general obligation debt. Budget Reserve Policies The City maintains an aggressive retirement of existing debt. The City maintains a revenue reserve to pay for expenses caused The City uses general obligation debt to fund general purpose public by unforeseen emergencies or for shortfalls caused by revenue improvements that cannot be financed from current revenues. declines. Effective July 6, 2015, this reserve was revised to be no less than 7.5% of total revenues as shown in the Governmental The City targets debt ratios within formally established parameters Funds Statement of Revenues, Expenditures, and Changes in Fund Debt as % of FMV – maintain at less than 2% Debt Service as % of Balance report of the City’s annual audit and no greater than 15%. Expenditures – 10% or less Per Capita Debt – no more than $3,500 Operating Budget Policies

13 The City attempts to maintain its present service level for all priority The City intends to limit its unassigned fund balance to no more than and essential services within existing tax rates, as adjusted for 15% of GAAP revenues. Amounts in excess of 15% will be normal growth in the tax base. No new services are added without considered available for appropriation, in accordance with the offsetting expenditure reductions or increases in tax revenues. policies outlined below. The City's overall fund balance objective is to maintain its unassigned fund balance as a percentage of GAAP The City maintains a financial and budgetary control system to revenues at the median of other Aaa-rated municipalities in the State ensure adherence to the budget and an awareness of the financial of Connecticut. environment, preparing monthly reports to compare actual revenues and expenditures to budgeted amounts, analyzing operating surplus In concert with the City's overall financial strategies, the City will seek of deficit conditions, and balance sheets on all operating and major to first use excess fund balance when possible to finance non- funds. recurring expenditures and to finance capital expenditures.

The City may use fund balance for tax relief purposes, when such All funds are required to be balanced. As such, total anticipated use is part of an overall financial strategy that seeks to balance and revenues must equal the sum of budgeted expenditures for each smooth tax levy increases over a multi-year period; and when the fund. City faces extraordinary operating budget expenses that are projected to level off in future years when fund balance draws will no The City, in preparing the yearly operating budget, creates a three- longer be available to support the budget. The City recognizes that year projection of revenues and expenditures a fund balance draw to support operations is essentially a one- time - source of funding, and seeks to prudently manage the drawdown of Revenue Policies fund balance in a fiscally responsible manner. The City directs efforts to maintaining a diversified and stable revenue system to shelter it from short run fluctuations in any one Pension Funding Policy revenue source. The City’s principal objectives are to ensure that the pension funds have sufficient assets on hand to pay all benefits due; minimize the The City attempts to obtain additional major revenue sources as a annual volatility of budgeted contributions; provide for equity among way of ensuring a balanced budget. different generations of taxpayers with respect to bearing the cost of the benefits; and ensure that all statutory funding requirements are The City follows an aggressive revenue collection policy. satisfied.

In order to achieve the objectives, the Board of Estimate and The City establishes all user charges and fees at a level related to Taxation will base its contributions to the plans on Actuarially the full cost (operating, direct, indirect, capital) of providing the Determined Employer Contributions (ADEC) prepared annually in service. compliance with all applicable Actuarial Standards of Practice. The City reviews fees/charges annually and designs and modifies The ADEC will be determined using the following elements: 1) The revenue systems to include provisions that automatically allow entry age normal actuarial cost method will be used to determine the charges to grow at a rate that keeps pace with the cost of providing normal cost and the actuarial accrued liability. 2) In order to the service. The City considers market rates and charges levied by minimize the impact of the investment volatility on the ADEC, an other public and private organizations for similar services in actuarial asset valuation method will be used that recognizes market establishing tax rates, fees and charges. gains or losses over a 5-year period in equal installments. 3) The Fund Balance Policies plans currently have an unfunded actuarial accrued liability (UAAL). The City seeks to maintain a minimum unassigned fund balance of The goal of the amortization policy is to achieve 100% funding over at least 7.5% of total revenues as shown in the Governmental Funds a period of time that provides for intergenerational taxpayer equity Statement of Revenues, Expenditures, and Changes in Fund while minimizing contribution volatility. The UAAL is being amortized Balance report of the City’s annual audit (GAAP Revenues) to over 19 years on a closed basis as part of the 7/1/2017 valuation. provide the financial resources necessary for cash flow purposes, The amortization payments will be calculated as a level percent of and to provide a contingency that is available in the event the City payroll. 4) In order that the City know the amount of the ADEC suffers a catastrophic event (major hurricane, etc.) If the unassigned before the budget for a fiscal year has been finalized, the ADEC will fund balance falls below this 7.5% of GAAP revenues level, the City be determined based on an actuarial valuation performed as of July will take affirmative steps to restore it to at least 7.5% as soon as 1st of the calendar year prior to the calendar year in which the fiscal practical. year begins. The ADEC will include an interest adjustment to reflect the timing between the actuarial valuation date and the expected date on which the ADEC will be paid.

14 ACCOUNTING POLICY Governmental Funds: These funds are used to finance the majority of the City’s functions. The acquisition, use, and balances of the Reporting Entity City’s expendable financial resources and the related liabilities are For financial reporting purposes the City includes financial accounted for through governmental funds. The City utilizes the statements for the government and its component units, boards and following governmental funds: commissions that are controlled by or dependent on the City. Control or dependence is determined on the basis of oversight General Fund – Is the general operating fund of the City responsibility, budget adoption, taxing authority, funding and government. All unrestricted sources except those required to be appointment of respective governing boards. accounted for in another fund are accounted for in this fund. From this fund are paid general operating expenditures, fixed charges, Basis of Accounting principal and interest on long-term debt, and capital improvement Basis of accounting refers to when revenues and expenditures are costs of the City, which are not paid through a special fund. recognized in the accounts and reported in the financial statement. The accrual basis of accounting is used for all funds except the Capital Projects Fund – Is used to account for resources used for governmental fund types, expendable trust funds and agency funds, the acquisition and construction of capital facilities, including those which use the modified accrual basis of accounting. Modifications that are financed through special assessments. Included in the in this method from the accrual basis are as follows: Capital Projects Fund are sewer assessments, which are levied in Revenues are recognized when they become both measurable and order to finance both the construction of new, and the improvement available to finance expenditures of the current period. The City to existing sewer systems. considers property taxes as available if they are collected within 60 Debt Service Fund – Is used to accumulate resources in days after year-end. A one-year availability period is used for anticipation of debt service payments and to report financial revenue recognition for all other governmental fund revenues. resources that are restricted, committed or assigned to expenditure Disbursements for the purchases of capital assets providing future for principal and interest. benefits are treated as expenditures. Appropriations for capital

projects are carried forward until such time as the project is Non-Major Governmental Funds – Are used to account for the completed or terminated. proceeds of specific revenue sources that meet the qualifications of Interest on general long-term debt is not accrued, but is recorded as GASB 54. an expenditure on its due date. Proprietary Funds: These funds are used to account for activities Basis of Budgeting similar to those found in the private sector, where the determination Annual Budgets are generally prepared on an accounting basis with of net income is necessary or useful to sound financial certain exceptions. The City’s General Fund Budget, Special administration. Services from such activities can be provided to Revenue Fund Budgets and Capital Projects Fund Budgets are other funds within the City (Internal Service Fund). The City has prepared on the Modified Accrual Basis. established an Internal Service Fund to account for and finance its

uninsured risks of loss. In 2002-03 the City also established two The budgets for City’s Risk Management and Fleet Services Internal Enterprise Funds: the Water Pollution Control Authority to handle the Service Funds are prepared on an accrual basis. City’s Wastewater Treatment Operations and the Parking Authority The budgets for the City’s Enterprise Funds (Water Pollution Control to administer the City’s parking facilities and operations. In 2005-06 Authority and Parking Authority) are prepared on an accrual basis, the City established a Fleet Services Fund to track fuel usage and with the following exceptions: depreciation expenses are not fleet maintenance for City vehicles. included, and principal repayments on related debt is included. Fiduciary Funds: These funds are used to account for assets held

by the City as a trustee or agent for individuals, private organizations FINANCIAL STRUCTURE and other governmental units. Trust and Agency funds include The City’s accounting system is organized and operated in separate expendable, non-expendable, pension trust and agency funds. funds in order to account for specific revenues and expenditures Since special revenue, proprietary, and fiduciary funds are not associated with certain activities. Each fund is a distinct self- subject to appropriation, information on these funds are not included balancing accounting entity comprised of assets, liabilities, fund in this document, but are included in the City’s Comprehensive equity, revenues and expenditures as appropriate. Annual Financial Report (CAFR).

15 Budget Overview

DESCRIPTION OF NORWALK'S TAXING DISTRICTS

The City of Norwalk is divided into several districts for taxing purposes. operates a volunteer fire department and collects garbage for those Four of these districts originated with the former independent residing within the District. municipal areas and retain a degree of autonomous government. These districts own certain properties and supply various services to The Service Districts households within, and in some instances, outside the district. By The creation of the City in 1913 included not only the City of Norwalk, contrast, other taxing districts are merely taxing units designed to South Norwalk and East Norwalk, but also the peripheral territory. As calculate taxes for specific services; they have no autonomous the population increased in the area, the City was obligated to provide governmental powers. residents with essential municipal services. To defray the cost, some taxing system had to be devised and thus, the Fourth District was The Autonomous Districts created, enabling the existing Districts to maintain their distinctive The First and Second Districts are the former independent cities of identities. As the City grew and the demand of municipal services Norwalk and South Norwalk respectively; the Third District is the increased, an umbrella agency, the Fifth Taxing District, former East Norwalk Fire District. The districts were consolidated into encompassing the entire City of Norwalk, was born. The Fourth the City of Norwalk under the charter of 1913. The Charter created a District was relegated to those areas of Norwalk with sewers and federation form of government, whereby each district retained certain concomitant garbage collection. This District expands periodically as assets. To administer the assets, each District retains a degree of self- sewers are extended. government. The Town of Rowayton was incorporated into the City of Norwalk in 1921 and thus became the Sixth Taxing District, and it, too, In addition to the aforementioned Taxing Districts, there are separate retained some of its own autonomous features. The Four Districts are tax levies for specific services. In 1970 the amended City Charter self-governing within the areas of their responsibilities but the City of extended the jurisdiction of the Norwalk Fire District to the entire City, Norwalk, as provided by the Charter, is required to levy and collect excluding Rowayton which still has its own fire house and volunteer taxes for each District from the District residents. fire company. Accordingly a separate mill rate is computed and applied to all other districts. The First District owns and operates a water department, maintains street lights and a number of small parks. The Second District owns Street lights also receive special revenues. The Fourth District and operates a water department, an electric plant and distribution sewered main area, and the Fifth District outlying area each pay a system, maintains street lights and numerous small public land areas. special street lighting tax. The Third District owns an electric distribution system, a library building, a graveyard, a firehouse, and as with other Districts, various In 1987 the Common Council adopted an ordinance establishing a parcels of land. The Sixth District of Rowayton has its own library, a uniform automobile tax rate. State Statute Sec. 12-71e provides motor beach, two parks for District residents, maintains the street lights, vehicle mill rate guidance to municipalities and requires that the motor vehicle mill rate not exceed 45 mills.

16 Budget Overview

COMPOSITE TAX RATES FOR FISCAL YEAR 2020‐21 BASED ON OCTOBER 2019 GRAND LIST ROUNDED TO THE NEAREST X.XX MILLS

Autonomous Taxing Districts Fifth Fourth Fifth No Downto Second Third Sewerer Garbage wn South East d Main Main Sixth Motor Norwalk Norwalk Norwalk Area Area Rowaton Vehicle

Fifth 21.04 21.04 21.04 21.04 21.04 21.04

Fire 2.49 2.49 2.49 2.49 2.49

Fourth ‐ Garbage 0.43 0.43 0.43 0.43

Street Lighting 0.08 0.08

Service Districts Sixth Rowaton 1.21

Motor Vehicle 30.38

Approved FY 2020‐21 23.96 23.96 23.96 24.04 23.61 22.25 30.38

Approved FY 2019‐20 23.32 23.32 23.32 23.36 22.80 21.40 30.54

Precent Change Increase/(Decrease) 2.7% 2.7% 2.7% 2.9% 3.5% 4.0% ‐0.5%

FYE 2021 APPROVED Tax Bill Variance by District FYE 2021 Approved Budget vs. FYE 2020 Approved Budget

First District Second District Third District Fouth District Fifth District Sixth District Median Home Value (2018 GL) $ 240,170 $ 227,420 $ 304,840 $ 275,550 $ 375,840 $ 764,730 Median Home Value (2019 GL) $ 240,510 $ 227,665 $ 304,840 $ 276,490 $ 375,995 $ 762,310 FYE 2020 APPROVED MILL RATES 23.32 23.32 23.32 23.36 22.80 21.40 FYE 2021 RECOMMENDED MILL RATES 23.96 23.96 23.96 24.04 23.61 22.25

FYE 2020 APPROVED TAX BILL $ 5,600 $ 5,302 $ 7,107 $ 6,438 $ 8,568 $ 16,361 FYE 2021 RECOMMENDED TAX BILL $ 5,762 $ 5,454 $ 7,303 $ 6,646 $ 8,876 $ 16,963 Tax Bill Increase/(Decrease) $ 162 $ 152 $ 195 $ 208 $ 307 $ 602 Tax Bill % Increase/(Decrease) 2.89% 2.86% 2.75% 3.23% 3.59% 3.68%

17 Budget Overview CITY OF NORWALK ALLOCATION OF TAX DOLLARS BASED ON FYE 2021 APPROVED BUDGET Median Single Family Residential Property Tax Bill in the 4th Taxing District is expected to be $6,645 Education 3,592$ 54.05% Community Service 158$ 2.37% 12 Elementary Schools Health Department 4 Middle Schools Human Relations & Fair Rent 1 Vocational High School Human Services 2 High Schools Youth Services Special Education Library Bilingual Education Full Day Kindergarden Economic & Community Development 75$ 1.13% Police and Fire 791$ 11.90% Transportation, Mobility & Parking Law Enfocement Code Enforcement Drug Investigtion Planning & Zoning Street & Maritime Patrol Business Development & Tourism Detective Bureau Historical Commission First Resonder Arts Commision Combined Dispatch Fire Suppression & Resucue Finance Department 114$ 1.72% Fire Prevention Accounting & Treasury Fire Code Enforcement Tax Assessor Hazardous Material Monitoriing Tax Collector Management & Budgets Employee Benefits 586$ 8.81% Purchasing Health Insurance Information Technology Workers Compensation Unemployment General Government 71$ 1.07% Insurance Mayor's Office Social Security Chief of Staff Human Resoruces & Personnel Debt Service 559$ 8.41% Corporation Counsel Retirement of Principal Town Clerk Payment of Interest Registrar Legislative Operations & Public Works 400$ 6.02% Engineering Contingency 48$ 0.72% Operaitons Recreation & Parks Grants 23$ 0.35% Building Management Organizational Memberships 1$ 0.02% Pension Contributions 227$ 3.42% City Police Fire

18 Budget Overview

City of Norwalk Fiscal Year 2020‐21 APPROVED Budget FYE 2021 SERVICE AREA MILL RATE CALCULATION

FYE 2021 FYE 2021 FYE 2021 FYE 2021 ‐ FYE 2021 FYE 2021 APPROVED APPROVED APPROVED APPROVED APPROVED APPROVED FYE 2020 BUDGET BUDGET BUDGET ‐FIFTH BUDGET ‐ FIRE BUDGET ‐ BUDGET ‐ BUDGET ‐ MV Expenditures BOARD OF EDUCATION $198,491,359 $ 208,415,928 $ 195,285,725 $ ‐ $ ‐ $ ‐ $ 13,130,203 CHIEF OF STAFF $753,070 $ 780,951 $ 731,751 $ ‐ $ ‐ $ ‐ $ 49,200 COMMUNITY SERVICE $7,333,336 9145999.92 8569801.925 $ ‐ $ ‐ $ ‐ 576197.995 CONTINGENCY $1,103,427 $ 2,788,765 $ 2,613,073 $ ‐ $ ‐ $ ‐ $ 175,692 CORPORATION COUNSEL $1,211,455$ 1,232,985 $ 1,155,307 $ ‐ $ ‐ $ ‐ $ 77,678 DEBT SERVICE $29,685,460 $ 32,446,428 $ 30,402,303 $ ‐ $ ‐ $ ‐ $ 2,044,125 ECONOMIC AND COMMUNITY DEVELOPMENT $4,496,786 $ 4,374,394 $ 4,098,807 $ ‐ $ ‐ $ ‐ $ 275,587 EMPLOYEE BENEFITS $33,284,802 $ 33,988,048 $ 25,830,916 $ 8,157,132 $ ‐ $ ‐ $ ‐ FINANCE $6,267,358 $ 6,621,281 $ 6,204,140 $ ‐ $ ‐ $ ‐ $ 417,141 FIRE DEPARTMENT $19,568,250 $ 19,569,495 $ ‐ $ 19,569,495 $ ‐ $ ‐ $ ‐ GRANTS $2,282,966 $ 1,357,807 $ 1,272,265 $ ‐ $ ‐ $ ‐ $ 85,542 HUMAN RESOURCES & PERSONNEL $634,804 $ 664,913 $ 623,023 $ ‐ $ ‐ $ ‐ $ 41,890 LEGISLATIVE $14,550 $ 17,208 $ 16,124 $ ‐ $ ‐ $ ‐ $ 1,084 MAYOR $160,939$ 166,018 $ 155,559 $ ‐ $ ‐ $ ‐ $ 10,459 ORGANIZATIONAL MEMBERSHIPS $106,589 $ 84,048 $ 78,753 $ ‐ $ ‐ $ ‐ $ 5,295 PENSION PLANS $11,861,868 $ 13,172,540 $ 9,726,785 $ 2,791,766 $ ‐ $ ‐ $ 653,989 POLICE DEPARTMENT $26,569,041 $ 26,309,016 $ 24,651,548 $ ‐ $ ‐ $ ‐ $ 1,657,468 PUBLIC WORKS $17,685,850 $ 18,262,021 $ 13,396,615 $ ‐ $ 3,417,743 $ 649,557 $ 798,107 RECREATION & PARKS $4,748,172$ 4,961,663 $ 4,649,078 $ ‐ $ ‐ $ ‐ $ 312,585 REGISTRAR OF VOTERS $621,998 $ 613,590 $ 574,934 $ ‐ $ ‐ $ ‐ $ 38,656 TOWN CLERK $651,163$ 657,002 $ 615,611 $ ‐ $ ‐ $ ‐ $ 41,391

Expenditures Total $367,533,243$ 385,630,101 $ 330,652,119 $ 30,518,392 $ 3,417,743 $ 649,557 $ 20,392,289

(1) Tax Adjustments Total $5,469,311$ 5,100,000 $ 5,100,000 $ ‐ $ ‐ $ ‐ $ ‐ Reserve For Uncollected $4,645,356 $ 8,386,451 $ 7,025,467 $ 754,382 $ 84,761 $ 16,109 $ 505,732 Gross Tax Levy $377,647,910 399,116,552 342,777,587 31,272,774 3,502,504 665,666 20,898,022

(2) Other Tax Revenue Total $5,600,000$ 5,600,000 $ 5,600,000 $ ‐ $ ‐ $ ‐ $ ‐

(3) Non‐tax Revenue Total $34,236,784$ 33,868,990 $ 33,769,018 $ 99,972 $ ‐ $ ‐ $ ‐ Fund Balance Transfer $6,000,000 $ 8,000,000 $ 8,000,000 $ ‐ $ ‐ $ ‐ $ ‐ Net Tax Levy $331,811,126 $ 351,647,562 $ 295,408,569 $ 31,172,802 $ 3,502,504 $ 665,666 $ 20,898,022 Net Grand List $14,311,193,584 14,728,523,380 14,040,693,683 12,542,139,063 8,127,838,216 8,238,520,011 687,829,697 Average Mill Rate 23.185 23.875 21.039 2.485 0.431 0.081 30.383 Net Tax Revenue $327,296,459$ 343,761,111 $ 288,883,102 $ 30,418,420 $ 3,417,743 $ 649,557 $ 20,392,289 Total Expenditures, Adjustments & Reserves $377,647,910$ 399,116,552 $ 342,777,587 $ 31,272,774 $ 3,502,504 $ 665,666 $ 20,898,022 Total Revenue: Current Tax, Other Tax, Non‐tax & Fund Balance Transfer $377,647,910$ 399,116,552 $ 342,777,587 $ 31,272,774 $ 3,502,504 $ 665,666 $ 20,898,022 Total Revenue Less Total Expenditures$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

(1) Tax Adjustments include Elderly Tax Relief, Reserve for Uncollectable Accounts and Other adjustments. (2) Other Tax Revenue includes Back Tax Collections and Supplemental Auto (3) Non‐tax Revenue includes Departmental Receipts, Interest & Penalties, Intergovernmental Receipts, Investment Income and other Miscellaneous Revenue.

19 Budget Overview

APPROPRIATIONS

FYE 2020 Approved FYE 2021 Approved Variance Favorable Department Budget Budget /(Unfavorable) EDUCATION $198,491,359 $208,415,928 ($9,924,569)

EMPLOYEE BENEFITS $33,284,802 $33,988,048 ($703,246)

DEBT SERVICE $29,685,460 $32,446,428 ($2,760,968)

POLICE $26,569,041 $26,309,016 $260,025 ADMINISTRATION $209,532 $215,415 ($5,883) ADMINISTRATIVE SERVICES $112,418 $112,428 ($10) ALARM ADMINISTRATION $92,913 $97,068 ($4,155) ANIMAL CONTROL $258,533 $259,050 ($517) BUILDING MAINTENANCE $0 $0 $0 COMMUNICATIONS/911 $2,776,540 $2,798,918 ($22,378) COMMUNITY POLICE SERVICES $991,435 $1,455,769 ($464,334) COMMUNTIY SVCS ADMIN $0 $0 $0 COURT OFFICER $112,860 $121,164 ($8,304) DARE $0 $996 ($996) DATA ENTRY $115,576 $115,716 ($140) DESK & HOLDING FACILITIES $0 $1,128 ($1,128) DETECTIVE BUREAU $2,053,417 $1,870,198 $183,219 EMERGENCY PREPAREDNESS $0 $6,564 ($6,564) EMERGENCY SERVICE UNIT $71,600 $99,312 ($27,712) EXTRA WORK $92,294 $96,804 ($4,510) FIELD ADMINISTRATION $0 $0 $0 IDENTIFICATION BUREAU $314,494 $322,984 ($8,490) INTERNAL AFFAIRS $124,542 $126,236 ($1,694) K‐9 UNIT $387,617 $476,888 ($89,271) MARINE PATROL $257,342 $241,546 $15,796 NEW POLICE HEADQUARTERS $623,635 $636,234 ($12,599) PATROL ADMINISTRATION $0 $0 $0 PAYROLL $63,361 $63,860 ($499) PLANNING/RESEARCH/ACCREDITATIO $396,684 $388,671 $8,013 POLICE‐ADMINISTRATION $507,644 $527,490 ($19,846) PROPERTY & EVIDENCE $156,073 $154,752 $1,321 PUBLIC RECORDS $113,708 $113,396 $312 PURCHASING & BOOKKEEPING $468,705 $484,526 ($15,821) SCHOOL RESOURCE OFFICERS $695,054 $623,056 $71,998 SPECIAL SERVICES $1,294,204 $1,152,010 $142,194 SPECIAL VICTIMS UNIT $746,873 $781,451 ($34,578)

OPERATIONS & PUBLIC WORKS $22,434,022 $23,223,684 ($789,662) ENGINEERING $4,211,151 $4,311,120 ($99,969) OAK HILLS $0 $0 $0 OPERATIONS $13,474,699 $13,950,901 ($476,202) RECREATION & PARKS $4,748,172 $4,961,663 ($213,491)

FIRE $19,568,250 $19,569,495 ($1,245) ADMINISTRATION $460,544 $468,872 ($8,328) EMERGENCY PREPAREDNESS PLAN $136,473 $144,178 ($7,705) FIRE EQUIPMENT $443,895 $443,632 $263 FIRE HEADQUARTERS $271,292 $287,595 ($16,303) FIRE TRAINING $291,229 $298,252 ($7,023) FIREFIGHTING $16,686,222 $16,570,857 $115,365 PREVENTION $989,860 $1,047,246 ($57,386) STATIONS & BUILDINGS $288,735 $308,863 ($20,128)

PENSION FUNDS $11,861,868 $13,172,540 ($1,310,672) CITY $5,668,998 $5,943,984 ($274,986) FIRE $2,183,899 $2,791,766 ($607,867) POLICE $4,008,971 $4,436,790 ($427,819)

*Favorable variance means appropriations are expected to decrease from FYE 2020 to FYE 2021 Unfavorable variance means appropriations are expected to increase from FYE 2020 to FYE 202120 Budget Overview

APPROPRIATIONS

FYE 2020 Approved FYE 2021 Approved Variance Favorable Department Budget Budget /(Unfavorable) COMMUNITY SERVICE $7,333,336 $9,146,000 ($1,812,664) COMMUNITY SERVICES CHIEF $0 $1,541,184 ($1,541,184) EARLY CHILDHOOD $80,640 $83,922 ($3,282) HEALTH $2,370,501 $2,371,537 ($1,036) HUMAN RELATIONS & FAIR RENT $380,385 $319,603 $60,782 HUMAN SERVICES $0 $167,438 ($167,438) LIBRARY $4,120,564 $4,283,504 ($162,940) YOUTH SERVICES $381,246 $378,812 $2,434

FINANCE $6,267,358 $6,621,281 ($353,923) ACCOUNTING & TREASURY $893,293 $876,880 $16,413 CENTRAL SERVICES $76,976 $89,048 ($12,072) CHIEF FINANCIAL OFFICER $229,551 $348,692 ($119,141) GIS $149,259 $151,506 ($2,247) INFORMATION TECHNOLOGY $2,058,055 $2,418,547 ($360,492) MANAGEMENT & BUDGETS $345,749 $356,545 ($10,796) PURCHASING OFFICE $352,374 $348,297 $4,077 TAX ASSESSOR $1,048,026 $1,006,221 $41,805 TAX ASSESSOR REVALUATION $97,598 $94,165 $3,433 TAX COLLECTOR $1,016,477 $931,380 $85,097

ECON & COMMUNITY DEVELOPMENT $4,496,786 $4,374,394 $122,392 ARTS COMMISSION $13,333 $9,300 $4,033 BUS DEVELOPMENT & TOURISM $200,000 $114,716 $85,284 CHIEF OF COMMUNITY & ECONOMIC DEVELOPMENT $256,580 $252,857 $3,723 CODE ENFORCEMENT $1,133,608 $1,132,280 $1,328 CONSERVATION COMMISSION $222,671 $225,050 ($2,379) HISTORICAL COMMISSION $255,691 $255,650 $41 PLANNING & ZONING $1,269,845 $1,125,212 $144,633 TRANSPORTATION,TRAFFIC AND PRK $1,145,058 $1,259,329 ($114,271)

GENERAL GOVERNMENT $4,047,979 $4,132,667 ($84,688) CHIEF OF STAFF $753,070 $780,951 ($27,881) CORPORATION COUNSEL $1,211,455 $1,232,985 ($21,530) HUMAN RESOURCES & PERSONNEL $634,804 $664,913 ($30,109) LEGISLATIVE $14,550 $17,208 ($2,658) MAYOR $160,939 $166,018 ($5,079) REGISTRAR OF VOTERS $621,998 $613,590 $8,408 TOWN CLERK $651,163 $657,002 ($5,839)

CONTINGENCY $1,103,427 $2,788,765 ($1,685,338)

GRANTS $2,282,966 $1,357,807 $925,159

ORGANIZATIONAL MEMBERSHIPS $106,589 $84,048 $22,541

Grand Total $367,533,243 $385,630,101 ($18,096,858)

*Favorable variance means appropriations are expected to decrease from FYE 2020 to FYE 2021 Unfavorable variance means appropriations are expected to increase from FYE 2020 to FYE 202121

CITY OF NORWALK

ANNUAL BUDGET

22 Financial Summaries & Statistics

FYE 2021 APPROVED BUDGET REVENUES AND EXPENDITURES

GENERAL FUND REVENUES BY SOURCE

DEPARTMENTAL RECEIPTS 2.9%

FUND BALANCE TAX REVENUE TRANSFER 89.1% 2.1% INTEREST & PENALTIES 0.4%

INTERGOVERNMENTAL 4.4%

INVESTMENT INCOME 0.4%

MISCELLANEOUS 0.7%

GENERAL FUND EXPENDITURES BY USE

EMPLOYEE BENEFITS FINANCE FIRE 8.8% 1.7% 5.1% GENERAL GOVERNMENT 1.1% GRANTS 0.4%

OPERATIONS & PUBLIC WORKS 6.0% ORGANIZATIONAL MEMBERSHIPS 0.0% EDUCATION PENSION FUNDS 54.0% 3.4% POLICE 6.8% COMMUNITY SERVICE 2.4% CONTINGENCY 0.7%

DEBT SERVICE 8.4% ECON & COMMUNITY DEVELOPMENT 1.1%

23 Financial Summaries & Statistics

Summary of Operating Actuals and Approved Budgets (Budget and Actual (Budgetary Basis))

Fiscal Year 2018-2019 Fiscal Year Fiscal Year Variance 2019-20 2020-21 Variance Revised Actual Favorable Approved Approved Favorable Budget Operations (Unfavorable) Budget Budget (Unfavorable) Revenues Property Taxes...... $318,015,505 $323,217,298 $5,201,793 $327,296,459 $343,761,111 $16,464,652 Intergovernmental...... 20,750,179 20,016,729 (733,450) 16,603,868 16,866,170 262,302 Licenses, permits, fees and other(1)...... 11,374,741 13,951,187 2,576,446 16,132,916 15,502,820 (630,096) Interest on investments...... 1,000,000 3,720,192 2,720,192 1,500,000 1,500,000 0

Total Revenues...... 351,140,425 360,905,406 9,764,981 361,533,243 $377,630,101 16,096,858

Expenditures Education...... $191,766,951 $188,729,695 $3,037,256 $198,491,359 $208,415,928 ($9,924,569) Employee Benefits...... 45,102,886 45,019,663 83,223 45,146,670 47,160,588 (2,013,918) Debt Service...... 29,888,357 28,135,416 1,752,941 29,685,460 32,446,428 (2,760,968) Police...... 25,458,819 24,898,451 560,368 26,569,041 26,309,016 260,025 Fire...... 18,632,034 18,335,880 296,154 19,568,250 19,569,495 (1,245) Operations & Public Works...... 17,476,745 16,836,856 639,889 17,685,850 18,262,021 (576,171) Community Service...... 7,182,399 6,626,926 555,473 7,508,387 9,146,000 (1,637,613) Finance...... 6,616,501 6,062,356 554,145 6,267,358 6,621,281 (353,923) Recreation and Parks...... 4,437,962 4,030,512 407,450 4,748,172 4,961,663 (213,491) Economic & Community Development...... 3,877,079 3,524,697 352,382 4,227,762 4,374,394 (146,632) General government...... 4,221,335 3,727,779 493,556 4,141,952 4,132,667 9,285 Community Grants...... 2,180,759 2,060,878 119,881 2,282,966 1,357,807 925,159 Organizational memberships...... 105,014 82,641 22,373 106,589 84,048 22,541 Contingency...... 0 0 0 1,103,427 2,788,765 (1,685,338) Total Expenditures...... 356,946,841 348,071,750 8,875,091 367,533,243 385,630,101 (18,096,858)

Balance Sheet Reserves Drawdown of Fund Balance...... $2,950,000 $0 $2,950,000 $6,000,000 $8,000,000 ($2,000,000) Prior Year Budget Rollover Reserve...... 2,856,416 $0 2,856,416 - - Total Balance Sheet Reserves 5,806,416 $0 5,806,416 6,000,000 8,000,000 (2,000,000)

Excess of (deficiency) of revenues over (under) expenditures...... (11,612,832) $12,833,656 12,833,656 $0 $0 $0

(1) Decrease primarily related to lower Recreation and Parks departmental receipts.

24 Financial Summaries & Statistics

BUDGETED FULL-TIME PERSONNEL TEN-YEAR GROWTH HISTORY

2020- 2021 vs. 2011- 2012- 2013- 2014- 2015- 2016- 2017- 2018- 2019- 2020- 2019- 10-YEAR 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2020 CHANGE

General Government 33 33 33 33 33 34 35 35 40 39 (1) 6

Finance 43 44 44 43 43 45 45 45 46 48 2 5

Community Service 50 48 48 48 49 50 50 50 51 53 2 3

Police (Civilian) 16 16 16 16 16 16 16 16 16 16 - -

Fire (Civilian) 5 4 4 5 5 6 6 6 6 6 - 1

Other Protection 43 43 44 44 44 44 44 45 59 60 1 17

Operations & Public Works 122 110 111 109 111 111 112 112 100 100 - (22)

Subtotal City (Civilian) 312 298 300 298 301 306 308 309 318 322 4 10

Police (Sworn) 181 181 180 180 180 180 180 180 180 180 - (1)

Fire (Sworn) 141 141 143 142 142 141 141 142 143 143 - 2

Subtotal City (Sworn) 322 322 323 322 322 321 321 322 323 323 - 1 -

City Total 634 620 623 620 623 627 629 631 641 645 4 11 General Fund Total 634 620 623 620 623 627 629 631 641 645 10 11 - -

Fleet Services Fund 9 9 9 10 10 10 10 10 10 10 - 1

Parking Authority 2 2 2 2 2 2 2 2 2 2 - -

WPCA 3 3 4 4 4 4 3 3 3 4 - 1

Subtotal Other Funds 14 14 15 16 16 16 15 15 15 16 - 2 -

GRAND TOTAL 648 634 638 636 639 643 644 646 656 661 10 13

25 Financial Summaries & Statistics

CITY PERSONNEL BY DEPARTMENT (EXCLUDES BOARD OF EDUCATION)

DEPARTMENT 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21

Mayor's Office 3 3 3 3 3 4 4 4 2 1 Legal 9 9 9 9 9 9 10 10 10 10 Chief of Staff ------5 5

City Clerk 5 5 5 5 5 5 5 5 4 4 Town Clerk 7 7 7 7 7 7 7 7 7 7 IT 9 9 9 9 9 9 10 10 11 13 Personnel & Labor Rel. 6 6 6 6 6 6 6 6 6 6 HRFR 3 3 3 3 4 4 4 4 4 3 Youth Services 2 2 2 2 2 3 3 3 3 3 Registrar of Voters 3 3 3 3 3 3 3 3 6 6 Finance Director 1 1 1 1 1 1 1 1 1 1 Tax Assessor 10 11 11 10 10 10 10 10 10 10 Tax Collector 8 8 8 8 8 8 8 8 8 8 Acct. & Treasury 8 8 8 8 8 9 9 9 9 9 Manag. & Budgets 4 4 4 4 4 4 3 3 3 3 Purchasing 3 3 3 3 3 4 4 4 4 4 Health & Welfare 16 16 16 16 16 16 16 16 17 17

Police 197 197 196 196 196 196 196 196 196 196 Fire 146 145 147 147 147 147 147 148 149 149

Ec.& Com. Dev. ------2 2 Planning & Zoning 11 11 11 11 11 11 11 12 13 13 Code Enforcement 8 8 8 8 8 8 8 8 10 10 TMP ------8 9 Bus. Dev./Tourism ------1 1

Combined Dispatch 24 24 25 25 25 25 25 25 25 25 Public Works 100 88 88 87 88 88 89 89 76 76 Recreation & Parks 22 22 23 22 23 23 23 23 24 24 Library 28 27 27 27 27 27 27 27 27 27

Community Services ------3 Historical Com. 1 ------TOTAL 634 620 623 620 623 627 629 631 641 645

26 Financial Summaries & Statistics

Ten-Year Personnel History of City (excludes Board of Education) 650 645 645 641 640

635 634 631 630 629 627

625 623 623 620 620 620

Full Time Employees 615

610

605

600 11-12 12-13 13-14 14-15 15-16 16-17 17-18 18-19 19-20 20-21 Fiscal Year

City personnel belong to one of eight bargaining groups. Police and Fire unions account for most of the employees, as well as most of the salaries for 2020-21.

CITY PERSONNEL BY BARGAINING GROUP - FISCAL YEAR 2020-21

BARGAINING NUMBER OF % OF TOTAL % OF GROUP POSITIONS TOTAL WAGES TOTAL

POLICE 181 28.1% 16,095,178 28.9%

LOCAL 2405 104 16.1% 7,333,576 13.2%

FIRE 143 22.2% 12,725,545 22.8%

NMEA 126 19.5% 9,255,577 16.6%

NASA 63 9.8% 7,291,377 13.1%

ORDINANCE/NON - 24 3.7% 2,676,872 4.8% AFFILIATED ELECTED 4 0.6% 375,660 0.7%

TOTAL 645 100% $ 55,753,785 100%

27

CITY OF NORWALK

ANNUAL BUDGET

28 General Fund Revenues

CITY OF NORWALK FYE 2021 APPROVED BUDET GENERAL FUND REVENUES

FYE 2020 FYE 2021 Approved SOURCE FYE 2018 Actual FYE 2019 Actual Approved Budget Budget DEPARTMENTAL RECEIPTS$ 14,220,190 $ 12,473,182 $ 11,744,632 $ 11,235,424 FUND BALANCE TRANSFER $ ‐ $ ‐ $ 6,000,000 $ 8,000,000 INTEREST & PENALTIES $ 1,901,013 $ 1,675,276 $ 1,903,401 $ 1,659,648 INTERGOVERNMENTAL $ 17,343,763 $ 16,679,638 $ 16,603,868 $ 16,866,170 INVESTMENT INCOME $ 944,821 $ 3,720,192 $ 1,500,000 $ 1,500,000 MISCELLANEOUS $ 3,710,940 $ 4,815,095 $ 2,484,883 $ 2,607,748 TAX REVENUE $ 310,462,358 $ 321,542,022 $ 327,296,459 $ 343,761,111 Grand Total $ 348,583,085 $ 360,905,405 $ 367,533,243 $ 385,630,101

FYE 2021 APPROVED BUDGET REVENUE BY SOURCE

DEPARTMENTAL RECEIPTS, 2.9%

FUND BALANCE TRANSFER, 2.1% TAX REVENUE, 89.1%

INTEREST & PENALTIES, 0.4%

INTERGOVERNMENTAL, 4.4%

MISCELLANEOUS, 0.7%

INVESTMENT INCOME, 0.4%

29 General Fund Revenues

GENERAL FUND REVENUES $14,728,523,380 in 2019. Over the last ten year The principal source of revenue for the city of period, the grand list has been relatively flat except Norwalk is the local property tax. Local taxes, for two periods. In FYE 2015, the city experienced which in FYE 2021, provide 89% of the City’s total a 7.7% drop due to falling property values during revenue and are levied annually to cover the the Great Recession. In 2018 values recovered operating expenditures of city government. There with a 16.6% increase. In a non-revaluation year, are four main factors that determine the amount of the grand list increases by a negligible amount local taxes that need to be raised each fiscal year. around 1%. The inordinate non-revaluation year increase in 2019 is primarily due to the valuation of Gross Expenditures the Sono Collection mall property.

The size of the City’s operating budget is the Local Taxes primary determinant of the total funds that must be raised through taxes each year. Since the city is Revenue from local taxes has experienced a required to operate with a balanced budget, when steady rise in actual and budgeted amounts year- all other factors are equal, the greater the size of over-year. Between FYE 2018 and FYE 2019 the operating budget, the more money that must be actual revenues rose 3.6%. In FYE 2018 total tax raised through taxation. revenue was $310,462,358 rising to $321,542,022 in FYE 2019. Likewise, budgeted revenues rise by Other Revenue Sources 5.0% between the FYE 2020 and FYE 2021 budget years. Total tax revenue increased by $16.5 million The city of Norwalk also receives non-tax revenue from $327,296,459 for the FYE 2020 Approved that helps to offset the amount of money that needs Budget to $343,761,111 in the FYE 2021 Approved to be raised through local taxation. This revenue Budget. consists of interest and penalties, intergovernmental revenues, licenses and permits, service charges and investment income as well as other miscellaneous revenue. These other revenue sources are detailed in the following pages.

Grand List

Tax Collection Rate

For several years Norwalk has had one of the highest tax collection rates of the 10 largest municipalities in the state. However, in reaction to the Covid-19 emergency, the city has reduced its collection rate assumption from 98.6% to 97.6%. At this time the City does not anticipate a rise in

The grand list is the assessed value of all real and delinquent taxes but felt it prudent to prepare for personal property. The 2019 grand list increased that possibility. by 2.9% from $14,311,193,584 in 2018 to

30 General Fund Revenues

Interest and Penalties

FYE 2018 FYE 2019 FYE 2020 FYE 2021 Interest and Pentalties Actual Actual Approved Approved Interest$ 1,735,257 $ 1,523,264 $ 1,721,049 $ 1,500,000 Penalties$ 165,756 $ 152,012 $ 182,352 $ 159,648 Total $ 1,901,013 $ 1,675,276 $ 1,903,401 $ 1,659,648

Interest and penalties are assessments on delinquent taxes and constitute 0.5% of city revenues. Interest charges are set at the rate of 18% per annum and are mandated by state legislation. Penalty fees for late payment are also mandated by state legislation. Penalty charges include all lien fees, warrant fees, legal court fees and returned check fees. The purpose of charging interest and penalties is to place a financial incentive on taxpayers to make timely payments to allow the city to collect the Intergovernmental Revenue revenue it needs to provide services to its citizens. Additionally, in FY 2004-05, the City began Intergovernmental revenues reduce the amount of charging a motor vehicle clearance fee in order to funding needed to be raised by local taxes. These recover the cost of participating in the State of revenues constitute 4.4% of total General Fund Connecticut’s tax collection enforcement revenue for the FYE 2021 Approved Budget. mechanism. This program denies motor vehicle Compared to the FYE 2020 Approved Budget, registrations to taxpayers who have been reported intergovernmental revenues are expected to as owning delinquent vehicle taxes. increase by $262,302 from $16,603,868 in the FYE 2020 Approved Budget to $16,866,170 in the FYE Interest and penalties are expected to fall by 2021 Approved Budget. This is primarily related to $243,753 from $1,903,401 in the FYE 2020 an increase in the ECS grant in the Governor’s Approved Budget to $1,659,648 for the FYE 2021 Approved FYE 2021 State Budget. Approved Budget. This is due to tax deferral allowances related to the Covid-19 emergency.

FYE 2018 FYE 2019 FYE 2020 FYE 2021 Intergovernmental Revenue Actual Actual Approved Budget Approved Budget Education$ 9,696,106 $ 9,848,873 $ 10,095,131 $ 10,095,131 In Lieu of Taxes (PILOT) $ 1,515,147 $ 2,266,769 $ 1,572,311 $ 2,204,954 Public Works $ 898,333 $ 900,921 $ 898,333 $ 900,924 Mashantucket Pequot Grant $ 809,075 $ 577,059 $ 577,059 $ 576,996 Municipal Stabilization Grant $ 2,238,034 $ 1,780,046 $ 1,712,971 $ 1,780,044 Other $ 2,187,068 $ 1,305,970 $ 1,748,063 $ 1,308,121 Total $ 17,343,763 $ 16,679,638 $ 16,603,868 $ 16,866,170

31 General Fund Revenues

A major change to the composition of City - The City maintains an aggressive retirement of intergovernmental revenues occurred in 2018 existing debt. when the State replaced the Municipal Revenue Sharing Grant with the Municipal Stabilization - The City uses general obligation debt to fund Grant. The net effect of which was a $1,163,556 general purpose public improvements that reduction in actual grant revenue between the cannot be financed from current revenues. fiscal years 2017 and 2018. State aid continues to - The City targets debt ratios within formally decline. Grant revenue is expected to fall by established parameters $51,029 from $16,601,868 for the FYE 2020 . Debt as % of FMV – maintain at less than Approved Budget to $16,552,839 for the FYE 2021 2% Approved Budget. . Debt Service as % of Expenditures – 10%

or less

. Per Capita Debt – no more than $3,500 Education grants make up the bulk of intergovernmental revenues at 61% for the FYE

2021 Recommended Budget. This is in line with the Operating Budget Policies 61% for FYE 2020 Approved Budget. FYE 2021 budgeted education grants are expected to remain - The City attempts to maintain its present at the $10,095,131 level budgeted in the FYE 2020 service level for all priority and essential Approved Budget. This is slightly offset by an services within existing tax rates, as adjusted expected increase in Payment in Lieu of Taxes for normal growth in the tax base. No new Grants. These grants include PILOT for Exempt services are added without offsetting Properties, Elderly, Disability, Veterans and expenditure reductions or increases in tax Distressed Municipalities. revenues.

- The City maintains a financial and budgetary control system to ensure adherence to the budget and an awareness of the financial environment, preparing monthly reports to compare actual revenues and expenditures to budgeted amounts, analyzing operating surplus of deficit conditions, and balance sheets on all operating and major funds.

- All funds are required to be balanced. As such, total anticipated revenues must equal the sum of budgeted expenditures for each fund.

- The City, in preparing the yearly operating budget, creates a three-year projection of Debt Policies revenues and expenditures

- The City confines long-term borrowing primarily to capital improvements. - Revenue Policies - In anticipation of bonding, the City may use short-term debt. - The City directs efforts to maintaining a diversified and stable revenue system to - The City follows a policy of full disclosure on shelter it from short run fluctuations in any one every financial report and bond prospectus. revenue source.

- The City’s bonds are issued when practical - The City attempts to obtain additional major from City enterprise authorities to reduce the revenue sources as a way of ensuring a amount of the City’s general obligation debt. balanced budget.

32 General Fund Revenues

- The City follows an aggressive revenue - The City may use fund balance for tax relief collection policy. purposes, when such use is part of an overall financial strategy that seeks to balance and - The City establishes all user charges and fees smooth tax levy increases over a multi-year at a level related to the full cost (operating, period; and when the City faces extraordinary direct, indirect, capital) of providing the service. operating budget expenses that are projected to level off in future years when fund balance - The City reviews fees/charges annually and draws will no longer be available to support the designs and modifies revenue systems to budget. The City recognizes that a fund include provisions that automatically allow balance draw to support operations is charges to grow at a rate that keeps pace with essentially a one- time source of funding, and the cost of providing the service. The City seeks to prudently manage the drawdown of considers market rates and charges levied by fund balance in a fiscally responsible manner. other public and private organizations for

similar services in establishing tax rates, fees and charges. Pension Funding Policy

Fund Balance Policies - The City’s principal objectives are to ensure that the pension funds have sufficient assets on - The City seeks to maintain a minimum hand to pay all benefits due; minimize the unassigned fund balance of at least 7.5% of annual volatility of budgeted contributions; total revenues as shown in the Governmental provide for equity among different generations Funds Statement of Revenues, Expenditures, of taxpayers with respect to bearing the cost of and Changes in Fund Balance report of the the benefits; and ensure that all statutory City’s annual audit (GAAP Revenues) to funding requirements are satisfied. provide the financial resources necessary for cash flow purposes, and to provide a - In order to achieve the objectives, the Board of contingency that is available in the event the Estimate and Taxation will base its City suffers a catastrophic event (major contributions to the plans on Actuarially hurricane, etc.) If the unassigned fund balance Determined Employer Contributions (ADEC) falls below this 7.5% of GAAP revenues level, prepared annually in compliance with all the City will take affirmative steps to restore it applicable Actuarial Standards of Practice. to at least 7.5% as soon as practical. - The ADEC will be determined using the - The City intends to limit its unassigned fund following elements: 1) The entry age normal balance to no more than 15% of GAAP actuarial cost method will be used to determine revenues. Amounts in excess of 15% will be the normal cost and the actuarial accrued considered available for appropriation, in liability. 2) In order to minimize the impact of accordance with the policies outlined below. the investment volatility on the ADEC, an The City's overall fund balance objective is to actuarial asset valuation method will be used maintain its unassigned fund balance as a that recognizes market gains or losses over a percentage of GAAP revenues at the median of 5-year period in equal installments. 3) The other Aaa-rated municipalities in the State of plans currently have an unfunded actuarial Connecticut. accrued liability (UAAL). The goal of the amortization policy is to achieve 100% funding - In concert with the City's overall financial over a period of time that provides for strategies, the City will seek to first use excess intergenerational taxpayer equity while fund balance when possible to finance non- minimizing contribution volatility. The UAAL is recurring expenditures and to finance capital being amortized over 19 years on a closed expenditures. basis as part of the 7/1/2019 valuation. The amortization payments will be calculated as a level percent of payroll. 4) In order that the City

33 General Fund Revenues

know the amount of the ADEC before the . Interest on general long-term debt is not budget for a fiscal year has been finalized, the accrued, but is recorded as an expenditure on ADEC will be determined based on an actuarial its due date. valuation performed as of July 1st of the calendar year prior to the calendar year in which the fiscal year begins. The ADEC will Basis of Budgeting include an interest adjustment to reflect the Annual Budgets are generally prepared on an timing between the actuarial valuation date and accounting basis with certain exceptions. The the expected date on which the ADEC will be City’s General Fund Budget, Special Revenue paid. Fund Budgets and Capital Projects Fund Budgets are prepared on the Modified Accrual Basis.

Accounting Policy The budgets for City’s Risk Management and Fleet Services Internal Service Funds are prepared on an accrual basis.

Reporting Entity The budgets for the City’s Enterprise Funds (Water - For financial reporting purposes the City Pollution Control Authority and Parking Authority) includes financial statements for the are prepared on an accrual basis, with the following government and its component units, boards exceptions: depreciation expenses are not and commissions that are controlled by or included, and principal repayments on related debt dependent on the City. Control or dependence is included. is determined on the basis of oversight

responsibility, budget adoption, taxing

authority, funding and appointment of respective governing boards. FINANCIAL STRUCTURE

The City’s accounting system is organized and Basis of Accounting operated in separate funds in order to account for - Basis of accounting refers to when revenues specific revenues and expenditures associated and expenditures are recognized in the with certain activities. Each fund is a distinct self- accounts and reported in the financial balancing accounting entity comprised of assets, statement. The accrual basis of accounting is liabilities, fund equity, revenues and expenditures used for all funds except the governmental fund as appropriate. types, expendable trust funds and agency funds, which use the modified accrual basis of accounting. Modifications in this method from Governmental Funds: These funds are used to the accrual basis are as follows: finance the majority of the City’s functions. The . Revenues are recognized when they become acquisition, use, and balances of the City’s both measurable and available to finance expendable financial resources and the related expenditures of the current period. The City liabilities are accounted for through governmental considers property taxes as available if they funds. The City utilizes the following governmental are collected within 60 days after year-end. A funds: one-year availability period is used for revenue recognition for all other governmental fund - General Fund – Is the general operating fund revenues. of the City government. All unrestricted . Disbursements for the purchases of capital sources except those required to be accounted assets providing future benefits are treated as for in another fund are accounted for in this expenditures. Appropriations for capital fund. From this fund are paid general operating projects are carried forward until such time as expenditures, fixed charges, principal and the project is completed or terminated. interest on long-term debt, and capital improvement costs of the City, which are not paid through a special fund.

34 General Fund Revenues

be provided to other funds within the City (Internal - Capital Projects Fund – Is used to account for Service Fund). The City has established an resources used for the acquisition and Internal Service Fund to account for and finance its construction of capital facilities, including those uninsured risks of loss. In 2002-03 the City also that are financed through special assessments. established two Enterprise Funds: the Water Included in the Capital Projects Fund are sewer Pollution Control Authority to handle the City’s assessments, which are levied in order to Wastewater Treatment Operations and the Parking finance both the construction of new, and the Authority to administer the City’s parking facilities improvement to existing sewer systems. and operations. In 2005-06 the City established a Fleet Services Fund to track fuel usage and fleet - Debt Service Fund – Is used to accumulate maintenance for City vehicles. resources in anticipation of debt service payments and to report financial resources that Fiduciary Funds: These funds are used to are restricted, committed or assigned to account for assets held by the City as a trustee or expenditure for principal and interest. agent for individuals, private organizations and other governmental units. Trust and Agency funds - Non-Major Governmental Funds – Are used include expendable, non-expendable, pension to account for the proceeds of specific revenue trust and agency funds. sources that meet the qualifications of GASB 54. Since special revenue, proprietary, and fiduciary funds are not subject to appropriation, information Proprietary Funds: These funds are used to on these funds are not included in this document, account for activities similar to those found in the but are included in the City’s Comprehensive private sector, where the determination of net Annual Financial Report (CAFR). income is necessary or useful to sound financial administration. Services from such activities can

35

CITY OF NORWALK

ANNUAL BUDGET

36 General Fund Expenditures

CITY OF NORWALK FYE 2021 APPROVED OPERATING BUDGET GENERAL FUND EXPENDITURES

FYE 2020 FYE 2021 DEPARTMENT APPROVED APPROVED FYE 2018 Actual FYE 2019 Actual BUDGET BUDGET COMMUNITY SERVICE $6,777,553 $6,626,926 $7,333,336 $9,146,000 CONTINGENCY $0 $0 $1,103,427 $2,788,765 DEBT SERVICE $25,898,875 $28,135,416 $29,685,460 $32,446,428 ECON & COMMUNITY DEVELOPMENT $3,146,155 $3,524,696 $4,496,786 $4,374,394 EDUCATION $185,331,176 $188,729,695 $198,491,359 $208,415,928 EMPLOYEE BENEFITS $31,928,190 $34,001,552 $33,284,802 $33,988,048 FINANCE $5,792,950 $6,062,356 $6,267,358 $6,621,281 FIRE $18,077,961 $18,335,880 $19,568,250 $19,569,495 GENERAL GOVERNMENT $3,538,445 $3,727,780 $4,047,979 $4,132,667 GRANTS $1,680,662 $2,060,878 $2,282,966 $1,357,807 OPERATIONS & PUBLIC WORKS $21,784,924 $20,867,368 $22,434,022 $23,223,684 ORGANIZATIONAL MEMBERSHIPS $80,214 $82,641 $106,589 $84,048 PENSION FUNDS $13,586,552 $11,018,111 $11,861,868 $13,172,540 POLICE $25,183,434 $24,898,451 $26,569,041 $26,309,016 Grand Total $342,807,091 $348,071,750 $367,533,243 $385,630,101

EMPLOYEE BENEFITS 8.81% FINANCE FIRE GENERAL 1.72% 5.07% GOVERNMENT 1.07% GRANTS 0.35% OPERATIONS & PUBLIC WORKS 6.02% EDUCATION ORGANIZATIONAL 54.05% MEMBERSHIPS 0.02% PENSION FUNDS 3.42%

POLICE 6.82%

COMMUNITY SERVICE 2.37% CONTINGENCY 0.72% DEBT SERVICE ECON & COMMUNITY 8.41% DEVELOPMENT 1.13%

37 General Fund Expenditures

Fiscal Year 2020‐21 Approved Budget Expenditures

FYE 2020 vs.FYE 2021 FYE 2020 vs. FYE Approved FYE 2021 2021 Approved Budget FYE 2020 BUDGET Approved Budget Budget % Expenditures BOARD OF EDUCATION$ 198,491,359 $ 208,415,928 $ 9,924,569 5.0% CHIEF OF STAFF$ 753,070 $ 780,951 $ 27,881 3.7% COMMUNITY SERVICE$ 7,333,336 $ 9,146,000 $ 1,812,664 24.7% CONTINGENCY$ 1,103,427 $ 2,788,765 $ 1,685,338 152.7% CORPORATION COUNSEL$ 1,211,455 $ 1,232,985 $ 21,530 1.8% DEBT SERVICE$ 29,685,460 $ 32,446,428 $ 2,760,968 9.3% ECONOMIC AND COMMUNITY DEVELOPMENT$ 4,496,786 $ 4,374,394 $ (122,392) (2.7%) EMPLOYEE BENEFITS$ 33,284,802 $ 33,988,048 $ 703,246 2.1% FINANCE$ 6,267,358 $ 6,621,281 $ 353,923 5.6% FIRE DEPARTMENT$ 19,568,250 $ 19,569,495 $ 1,245 0.0% GRANTS$ 2,282,966 $ 1,357,807 $ (925,159) (40.5%) HUMAN RESOURCES & PERSONNEL$ 634,804 $ 664,913 $ 30,109 4.7% LEGISLATIVE$ 14,550 $ 17,208 $ 2,658 18.3% MAYOR$ 160,939 $ 166,018 $ 5,079 3.2% ORGANIZATIONAL MEMBERSHIPS$ 106,589 $ 84,048 $ (22,541) (21.1%) PENSION PLANS$ 11,861,868 $ 13,172,540 $ 1,310,672 11.0% POLICE DEPARTMENT$ 26,569,041 $ 26,309,016 $ (260,025) (1.0%) PUBLIC WORKS $ 17,685,850 $ 18,262,021 $ 576,171 3.3% RECREATION & PARKS $ 4,748,172 $ 4,961,663 $ 213,491 4.5% REGISTRAR OF VOTERS $ 621,998 $ 613,590 $ (8,408) (1.4%) TOWN CLERK $ 651,163 $ 657,002 $ 5,839 0.9%

Expenditures Total $ 367,533,243 $ 385,630,101 $ 18,096,858 4.9%

38 Department Summary - MAYOR MAYOR Description of Service/Mission Statements

To provide leadership for the executive branch of city government and oversee the services provided to city residents. The Mayor’s Office is responsible for maintaining communications and coordination among department directors, boards and commissions; maintaining rapport with the Common Council; meeting with the public and providing them with information on matters of concern, and advocating for the city in regional, state and federal forums. Highlights For 2019- 2020 • Lead, organize and advocate for Norwalk by engaging local, state and federal legislators around education, public safety, job creation and economic stability for families. • Continue to engage citizens, city departments, boards and commissions and local businesses around important initiatives and action items throughout the year, including issues related to the Connecticut Department of Transportation, the Walk-Bridge project. • Develop a master plan for bike and pedestrian safety. • Identify new employee health insurance solutions to ease the burden on taxpayers. • Increase delivery of information to residents and the media about issues, initiatives, and programs driven by the Mayor’s Office to engage communities and strengthen communication. • Fund the needed infrastructure improvements to Norwalk Public Schools. • Embark on a new Plan for Conservation and Development. • Complete a plan to address commuter, business, and residential parking in Norwalk. Goals For 2020 - 2021 • Constrain taxes to the lowest practical level for FY 2020-21, while maintaining all vital city services.

• Improve and enhance Norwalk's business and residential environment through the efforts of the SoNo Task Force and the Wall Street Task Force.

• Begin implementation of a Master Plan for Wall Street/Norwalk Center.

• Implement recommendations to promote Transit Oriented Development in the vicinity of the South Norwalk Train Station.

• Support the work of the Business Advisory Council. Examine the city's permit processing function with the objective of reducing unnecessary delays in the processing of city permits needed for new construction.

• Examine the feasibility of establishing an Innovation District to promote development in Norwalk's urban core.

• Establish and support the work of a Mayor's Youth Advisory Council.

• Develop a master plan for bike and pedestrian safety.

• Establish and support the work of a Charter Revision Commission to update the City Charter.

• Provide opportunities for Norwalk citizens to engage with their city government through Mayor's Night Out events which will be held in various city neighborhoods on a monthly basis.

• Promote transparency in the operation of city government.

39 Department Summary - MAYOR

FUNDING SUMMARY EXPENDITURES 2017-18 2018-19 2019-20 2020-21 Variance % Change Budget By Activity Actual Actual Approved Approved Mayor $261,522 $158,325 $160,939 $166,018 $5,079 %3.16

Total $261,522 $158,325 $160,939 $166,018 $5,079 %3.16 Budget By Major Group Personnel Services $248,275 $146,480 $147,043 $154,066 $7,023 %4.78 Contractual Services $13,247 $11,846 $13,896 $11,952 )($1,944 %)(13.99 Total $261,522 $158,325 $160,939 $166,018 $5,079 %3.16

NON-TAX REVENUE

Total $0 $0 $0 $0 $0 0.00 %

AMT. SUPPORTED BY TAXES $261,522 $158,325 $160,939 $166,018 $5,079 3.16 %

Summary by Division - Approved FY 2020-21

Mayor $166,018

PERSONNEL SUMMARY 2017-18 2018-19 2019-20 2020-21 Variance Approved Approved Approved Approved Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Mayor Assistant to the Mayor 1 $100,169 1 $101,567 0 $0 0 $0 0 $0 Mayor 1 $138,468 1 $147,043 1 $147,043 1 $154,066 0 $7,023 Total 2 $238,637 2 $248,610 1 $147,043 1 $154,066 0 $7,023

Department Total 2 $238,637 2 $248,610 1 $147,043 1 $154,066 0 $7,023

40 Department Summary - MAYOR

PERFORMANCE INDICATORS FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Inputs Direct Expenditures $261,522 $158,325 $160,939 $166,018 Employees 2 1 1 1 Outputs Conduct Monthly Department Head Meetings 12 12 12 12 Conduct Monthly Mayor's Night Out for Public 12 12 12 12 Prepare and Distribute Common Council Agendas 24 24 24 24 Effectiveness Adhere to operating budget cap and departmental expenditure 100% 100% 100% 100% cap Attend all Board of Estimate & Taxation meetings 100% 100% 100% 100% Distribute Common Council agendas by Friday deadline 100% 100% 100% 100% Meet all Charter requirements and deadlines with respect to 100% 100% 100% 100% operating and capital budgets Preside over all Common Council meetings 100% 100% 100% 100%

41 Department Summary - LEGISLATIVE LEGISLATIVE Description of Service/Mission Statements

In accordance with Article IV of the Norwalk City Code, the Common Council shall have the power to make, alter, repeal and enforce ordinances; to pass and rescind resolutions, rules, votes and orders" for the following purposes:

• Financial Management - Authorize the Mayor to borrow on behalf of the city, regulate the city's Operating and Capital Budgets; approve matters relative to taxation and assessment.

• Public Safety & Welfare – Approve the functioning and regulation of the city's service departments.

• Licenses and Permits – Enact ordinances or bylaws governing the issuance of required licenses and permits.

• Government Organization – Maintain the power of creating and/or reorganizing city departments for the efficient management of government duties and responsibilities.

42 Department Summary - LEGISLATIVE

FUNDING SUMMARY EXPENDITURES 2017-18 2018-19 2019-20 2020-21 Variance % Change Budget By Activity Actual Actual Approved Approved Legislative $13,865 $16,916 $14,550 $17,208 $2,658 %18.27

Total $13,865 $16,916 $14,550 $17,208 $2,658 %18.27 Budget By Major Group Personnel Services $11,543 $11,450 $12,150 $11,640 )($510 %)(4.20 Contractual Services $0 $360 $0 $372 $372 %0.00 Supplies and Materials $2,322 $5,106 $2,400 $5,196 $2,796 %116.50 Total $13,865 $16,916 $14,550 $17,208 $2,658 %18.27

NON-TAX REVENUE

Total $0 $0 $0 $0 $0 %0.00

AMT. SUPPORTED BY TAXES $13,865 $16,916 $14,550 $17,208 $2,658 %18.27

PERSONNEL SUMMARY There are no full time personnel in this department. Council Members are elected and serve the City on a part-time basis.

43 Department Summary - CORPORATION COUNSEL CORPORATION COUNSEL Description of Service/Mission Statements

The Corporation Counsel's office is the legal advisor and counsel for the City of Norwalk, its Departments, Boards, Commissions and employees. Its primary purpose is to provide legal services, support and advice in a prompt and professional manner. It represents the City in all manner of litigation or other legal proceedings, whether in the court system or before any or all other State or government agencies including matters before the Freedom of Information Commission or the State Labor Board. It supervises the preparation of all ordinances, regulations and other legal papers. It negotiates, prepares and approves contracts and other legal instruments to which the city is a party. The department gives written opinions on questions of law involving powers and duties of departments, commissions, or officials. The Corporation Counsel's office is organized along functional lines, with an attorney assigned to each department, commission or official of the city or to a particular area of law. Highlights For 2019- 2020 • Reviewed and/or prepared ordinances, contracts, pleadings and other legal instruments and documents.

• Represented the city and its officials and employees in all manner of legal proceedings.

• Enforced ordinance and code regulations (Building, Zoning, Fire, etc.).

• Worked with departments and agencies to determine how best to use the Law Department and advised departments on how to avoid litigation, liability, exposure and contractual problems.

• Advised departments and officials on how to comply with the Freedom of Information Act. Goals For 2020 - 2021 • Continue to provide legal services, representation, and advice as needed, to city agencies, boards, commissions and their agents, employees, the Mayor, and the Common Council.

• Continue to appear at and represent the city in all matters under the jurisdiction of the Workers’ Compensation Commission, Board of Mediation and Arbitration, Commission on Human Rights, etc.

• Continue to work with the Personnel Department and other departments to ensure maximum utilization of all personnel, and enforce work rules and disciplinary procedures.

• Represent the city's interest in the large number of tax appeals that have already been filed and in those that are anticipated.

44 Department Summary - CORPORATION COUNSEL

FUNDING SUMMARY EXPENDITURES 2017-18 2018-19 2019-20 2020-21 Variance % Change Budget By Activity Actual Actual Approved Approved Corporation Counsel $1,072,963 $1,096,048 $1,211,455 $1,232,985 $21,530 %1.78

Total $1,072,963 $1,096,048 $1,211,455 $1,232,985 $21,530 %1.78 Budget By Major Group Personnel Services $964,358 $999,083 $1,060,446 $1,075,080 $14,634 %1.38 Contractual Services $102,722 $92,600 $144,919 $152,901 $7,982 %5.51 Supplies and Materials $5,883 $4,365 $6,090 $5,004 )($1,086 %)(17.83 Total $1,072,963 $1,096,048 $1,211,455 $1,232,985 $21,530 %1.78

NON-TAX REVENUE

Miscellaneous $1,503 $1,875 $0 $0 $0 %0.00 Total $1,503 $1,875 $0 $0 $0 %0.00

AMT. SUPPORTED BY TAXES $1,071,461 $1,094,173 $1,211,455 $1,232,985 $21,530 %1.78

PERSONNEL SUMMARY 2017-18 2018-19 2019-20 2020-21 Variance Approved Approved Approved Approved Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Corporation Counsel Corporation Counsel 1 $101,677 1 $114,474 1 $117,176 1 $121,580 0 $4,404 Deputy Corporation Counsel 1 $156,263 1 $159,536 1 $163,301 1 $170,455 0 $7,154 Assistant Corporation Counsel 3 $355,574 3 $386,513 3 $381,390 3 $381,390 0 $0 Assistant Corporation Counsel P/T 1 $78,351 1 $94,481 1 $88,870 1 $88,830 0 )($40 Associate Corp Counsel 0 $0 0 $0 0 $0 0 $0 0 $0 Req. 2020-21 Associate Corporation 1 $79,772 1 $71,673 1 $79,772 1 $83,514 0 $3,742 Counsel Senior Legal Secretary 2 $146,926 2 $156,714 2 $160,418 2 $160,418 0 $0 Assistant Legal Secretary 1 $60,439 1 $64,466 1 $65,989 1 $65,989 0 $0 Total 10 $979,002 10 $1,047,857 10 $1,056,916 10 $1,072,176 0 $15,260

Department Total 10 $979,002 10 $1,047,857 10 $1,056,916 10 $1,072,176 0 $15,260

45 Department Summary - CORPORATION COUNSEL PERFORMANCE INDICATORS

FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Inputs Direct Expenditures $1,072,963 $1,096,048 $1,211,455 $1,232,985 Employees 10 10 10 10 Outputs Administration # of FOI requests received 12 12 as needed as needed Legal Opinions # of opinions rendered 19 10 as needed as needed # of requests for opinions received 19 15 as needed as needed Ordinances # of ordinance change requests received 12 11 as needed as needed # of ordinance changes prepared 12 11 as needed as needed Contracts # of contracts prepared 239 82 as needed as needed # of contracts requests received [note: includes 249 82 as needed as needed agreements, contracts, leases, easements] Litigation # of closed lawsuits 39 19 as needed as needed # of lawsuits received [note: includes CIRMA 185 203 as needed as needed claims, grievances, temporary injunctions, warnings of zoning violations, tax appeals and FOI complaints] # of open lawsuits 212 400 Minimize Minimize Effectiveness Administration % of approved budget expended 100% 100% as needed as needed % of FOI requests responded to (within legal 100% 100% as needed as needed guidelines) Legal Opinions % of requesting departments/clients reporting 100% 100% as needed as needed opinion answered question sufficiently % of requests responded to in a timely manner 100% 100% as needed as needed Ordinances % of ordinance changes reviewed in a timely 100% 100% as needed as needed manner Litigation % of cases resolved in favor of the City or within 100% 100% as needed as needed the City’s established settlement range % of cases settled/resolved in a timely manner 100% 100% as needed as needed Contracts % of contracts completed in a timely manner 100% 100% as needed as needed

46 Department Summary - TOWN CLERK TOWN CLERK Description of Service/Mission Statements

Record and preserve all Land Records to State and City Ordinances. Record and preserve all Vital Records for the City of Norwalk in accordance with State Regulations. Administer and oversee the election process for all elections held in the City of Norwalk. Provide and assist the public with the following services: issue Hunting and Fishing Licenses within the city; register and compile all Trade Names within the city; issue all Dog Licenses; register Notary Publics and Justices of the Peace. Highlights For 2019- 2020 • Conducted two elections in 2018: A Primary in August for both Republican and Democrat State offices, A State and Federal Election in November.

• 2000 Absentee Ballots issued for November election.

• Continued training of staff in State Town Clerk procedures.

• Received a $9,500 grant from State of Connecticut for the restoration and preservation of Death records 1863 - 1879.

• Continued to work with New Visions Systems for upgrading accounting and recording procedures, including subscription-based public search program.

• Fee increases from State in July on filings and licenses ( including marriage, notary and liquor).

• Worked with High School Community based worksite program to continue to inventory our maps on record.

• One Staff member completed and passed her 2.5 year Town Clerk Certification program Goals For 2020 - 2021 • Complete the installation of New Visions recording system to include on line subscriptions, fraud alert, tax bill and dog licensing tools for residents to be able use services online.

• Procure state grants to continue restoration of records and maps.

• Begin a program of restoration and preservation of Birth records from 1863 - 1901.

• Establish a customer survey to receive feedback from customers on services offered in the Town Clerk's office.

• Continue training programs for staff in areas of Vital and Land Records.

• Complete a reorganization of staff positions in Town Clerk office.

• Town Clerk training for 2 employees to complete Town Clerk certification. 2.5 year program.

• Renovating and painting of Lobby area of Town Clerk office.

• Index and microfilming/recording Military Discharge certificates from World War 2 to present ( multi year project)

47 Department Summary - TOWN CLERK

FUNDING SUMMARY EXPENDITURES 2017-18 2018-19 2019-20 2020-21 Variance % Change Budget By Activity Actual Actual Approved Approved Town Clerk $615,843 $612,569 $651,163 $657,002 $5,839 %0.90

Total $615,843 $612,569 $651,163 $657,002 $5,839 %0.90 Budget By Major Group Personnel Services $508,252 $516,509 $540,696 $542,545 $1,849 %0.34 Contractual Services $101,740 $91,314 $104,467 $108,085 $3,618 %3.46 Supplies and Materials $5,851 $4,747 $6,000 $6,372 $372 %6.20 Total $615,843 $612,569 $651,163 $657,002 $5,839 %0.90

NON-TAX REVENUE

Interest and Penalties $8 $4 $20 $0 )($20 %)(100.00 Intergovernmental $0 $155,628 $35,300 $155,628 $120,328 %340.87 Licenses & Permits $4,449,358 $3,722,739 $4,232,752 $3,777,204 )($455,548 %)(10.76 Service Charges $503,356 $486,848 $554,230 $492,204 )($62,026 %)(11.19 Miscellaneous $100 $236 $0 $0 $0 %0.00 Total $4,952,821 $4,365,455 $4,822,302 $4,425,036 )($397,266 %)(8.24

AMT. SUPPORTED BY TAXES )($4,336,978 )($3,752,886 )($4,171,139 )($3,768,034 $403,105 %)(9.66

PERSONNEL SUMMARY 2017-18 2018-19 2019-20 2020-21 Variance Approved Approved Approved Approved Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Town Clerk Assistant Town Clerk 2 $150,014 1 $80,001 1 $81,891 1 $81,891 0 $0 Town Clerk 1 $91,121 1 $93,858 1 $95,031 1 $98,340 0 $3,309 Administrative Support I 1 $45,100 1 $50,507 1 $54,274 1 $54,274 0 $0 Administrative Support II 2 $109,760 2 $119,845 2 $125,672 2 $125,672 0 $0 Land Records Analyst 1 $63,453 1 $67,680 1 $69,280 1 $69,280 0 $0 Deputy Town Clerk 0 $0 1 $86,000 1 $87,648 1 $87,648 0 $0 Total 7 $459,448 7 $497,891 7 $513,796 7 $517,105 0 $3,309

Department Total 7 $459,448 7 $497,891 7 $513,796 7 $517,105 0 $3,309

48 Department Summary - TOWN CLERK PERFORMANCE INDICATORS

FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Inputs Direct Expenditures $615,843 $612,569 $651,163 $657,002 Employees 7 7 7 7 Outputs Administration # of contracts managed 4 4 4 4 # of state reports filed 64 64 64 64 Land Records # of land records books printed 210 187 153 149 # of land records books proofed 175 187 153 149 # of land records indexed 11,450 15,120 13,600 12,530 # of land records recorded 14,450 15,120 13,600 12,530 # of land records returned 13,600 15,120 13,600 12,530 # of land records scanned 13,600 15,120 13,600 12,530 # of land records verified 14,450 15,120 13,600 12,530 # of maps recorded 100 92 96 100 # of state agency invoices billed Connecticut only 180 52 44 55 Vital Records # of confidential files processed/registered 60 75 76 74 # of marriage licenses/civil unions issued 630 595 675 429 # of military discharges processed 95 43 31 49 # of vital records indexed 3,500 3,352 3,378 2,346 # of vital records recorded 3,500 3,352 3,378 2,346 # of vitals records issued Norwalk 21,000 11,638 11,767 11,664 Licenses and Permits # of dog licenses issued 2,800 2,617 2,602 2,539 # of game licenses issued 225 193 183 114 # of liquor permits issued 170 231 206 260 Elections # of absentee ballots issued 700 3,075 584 2,137 # of absentee ballots received 535 2,678 564 1,914 # of election ballots prepared 2,500 3,500 2,500 2,500 # of legal notices issued 12 7 11 7 Miscellaneous/Copies # of notaries registered 80 80 253 274 # of public computer terminals, printers, copiers 11 11 11 11 # of trade name certificates indexed 525 526 476 394 # of trade name certificates registered 480 526 476 394 Effectiveness Administration % of approved budget expended 100% 100% 100% 100% % of confidential files processed within a timely 100% 100% 100% 100% manner % of marriage licenses filed within a timely manner 100% 100% 100% 100% % of military discharges processed within a timely 100% 100% 100% 100% manner % of vital records amended 1% 1% 1% 2% % of vital records corrections made within a timely 99% 100% 100% 100% manner Licenses and Permits % of dog licenses processed in a timely manner 100% 100% 100% 100%

49 Department Summary - TOWN CLERK

FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved % of game licenses processed within a timely 95% 98% 99% 100% manner % of liquor permits processed within a timely 100% 100% 100% 100% manner Elections % of absentee ballots which need to be resent .01% .01% .01% 0% % of election activities deadlines met 100% 100% 100% 100% Miscellaneous/Copies % of time public terminals are fully functional 99% 98% 98% 99% % of trade name certificates processed in a timely 100% 100% 100% 100% manner Average wait time for copiers/to get a question 2 - 3mins. 2-3 mins. 2- 3 MINUTES 2 - 3 minutes answered

50 Department Summary - HUMAN RESOURCES & PERSONNEL HUMAN RESOURCES & PERSONNEL Description of Service/Mission Statements

To provide personnel and labor relations services to all city departments; to assist departments in recruiting, selecting and training new employees; to administer the city compensation plans, maintain employee records, and conduct analysis of job classifications; to administer the city's employee benefit program; to conduct periodic employee training and safety programs; and to represent the city's interest in collective bargaining, grievance and arbitration matters. Highlights For 2019- 2020 - The transition from the City’s self-funded health and welfare insurance program to participation in the state sponsored Connecticut Partnership Plan 2.0 continued successfully. All of the administrative issues have been resolved and both active and retired employees are participating in the CPP plan at a reduced cost to both the enrollees and to the City. The first rate increase on July 1, 2018 was modest and was implemented without controversy.

- The City has embarked on an initiative to reorganize certain City Departments. This Department was instrumental in developing the template for the reorganization and in obtaining the authorization and approval of the Common Council to proceed with the elements of the Plan. This required the rewriting of numerous position descriptions, establishing new positions and aligning the new organization in a rational manner. We are in the process of recruiting and filling key positions critical to the success of the reorganization.

- This Department will lead the negotiations over the Pension Plan that applies to many City and Board of Education employees. The objective is to continue the provisions of this pension plan with additional or increasing costs.

- This Department has implemented a process to comply with the Union representation issues arising from the Janus decision of the US Supreme Court.

- This Department will establish a revised pay plan for the Ordinance positions and develop a new Performance Review program for employees Ordinance positions.

- This Department will work with the Pension Board of Managers in the effort to consolidate the 401A and 457 Deferred Compensation Plans into one record keeper and financial institution. Goals For 2020 - 2021 - The primary focus of this Department will be the preparation for the collective bargaining with all of the Unions that represent City employees. Those contracts are up for renewal on July 1, 2020 and much preparation must be done to prepare for the financial and work rule negotiations that will occur.

- The re-organization of the City Departments will continue and filling the positions with great candidates will be vital to the success of the initiative.

51 Department Summary - HUMAN RESOURCES & PERSONNEL

FUNDING SUMMARY EXPENDITURES 2017-18 2018-19 2019-20 2020-21 Variance % Change Budget By Activity Actual Actual Approved Approved Human Resources & Personnel $597,757 $581,020 $634,804 $664,913 $30,109 %4.74

Total $597,757 $581,020 $634,804 $664,913 $30,109 %4.74 Budget By Major Group Personnel Services $530,907 $538,883 $548,225 $575,847 $27,622 %5.04 Contractual Services $61,411 $36,550 $85,579 $83,234 )($2,345 %)(2.74 Supplies and Materials $856 $2,589 $1,000 $2,628 $1,628 %162.80 Grants & Donations $4,584 $2,998 $0 $3,204 $3,204 %0.00 Total $597,757 $581,020 $634,804 $664,913 $30,109 %4.74

NON-TAX REVENUE

Total $0 $0 $0 $0 $0 %0.00

AMT. SUPPORTED BY TAXES $597,757 $581,020 $634,804 $664,913 $30,109 %4.74

PERSONNEL SUMMARY 2017-18 2018-19 2019-20 2020-21 Variance Approved Approved Approved Approved Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Human Resources & Personnel Chief of Human Resources & 1 $136,686 1 $136,686 1 $139,912 1 $147,510 0 $7,598 Personnel Personnel Administrator 1 $87,487 1 $89,543 1 $91,656 1 $98,340 0 $6,684 HR Assistant 1 $66,654 1 $78,357 0 $0 0 $0 0 $0 HR Project Coordinator 1 $63,453 1 $74,639 0 $0 0 $0 0 $0 Benefits Manager 1 $86,083 1 $88,106 1 $90,185 1 $95,718 0 $5,533 Executive Assistant 1 $61,411 1 $62,885 1 $64,369 1 $72,117 0 $7,748 Human Resource Generalist 0 $0 0 $0 2 $160,418 2 $160,418 0 $0 Total 6 $501,774 6 $530,216 6 $546,540 6 $574,103 0 $27,563

Department Total 6 $501,774 6 $530,216 6 $546,540 6 $574,103 0 $27,563

52 Department Summary - HUMAN RESOURCES & PERSONNEL PERFORMANCE INDICATORS

FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Inputs Direct Expenditures $597,757 $581,020 $634,804 $664,913 Employees 6 6 6 6 Outputs Recruitment & Selection # of advertisements for outside recruitment 73 70 84 82 # of applications received reviewed 5,147 5,000 5,423 5,450 # of interviews conducted 92 90 105 115 # of promotions/bids 15 13 22 20 Contracts/Collective Bargaining # of contract negotiations completed 6 0 0 6 # of contracts initiated 6 0 6 6 Grievances # of grievances filed 20 17 15 13 # of grievances filed for arbitration with State 6 5 4 5 # of grievances resolved/disposed of 12 10 13 5 Employee Benefits # of employee records maintained 2,040 2,045 2,050 2,060 # of retirements 43 50 60 65 # of severance pays issued 42 40 50 50 Effectiveness Administration % of approved budget expended 100% 100% 100% 100% Recruitment & Selection % of promotion/bids reviewed in a timely manner 100% 100% 100% 100% % of vacant positions filled in a timely manner 100% 100% 100% 100% Job Classifications/Reclassifications % of reclassifications requests reviewed in a timely 100% 100% 100% 100% manner Grievances % of grievances resolved before arbitration 50% 50% 50% 50% % of grievances responded to within deadlines 100% 100% 100% 100%

53 Department Summary - REGISTRAR OF VOTERS REGISTRAR OF VOTERS

Administrator Democrat Republican

Description of Service/Mission Statements

To increase voter registration and participation. To conduct and monitor federal, state and local elections and primaries within the City of Norwalk. To maintain an accurate voter registry, fully implement the Federal HAVA Bill and fully implement Connecticut General Statutes. To protect the state voter registry pursuant to Federal Homeland Security and State guidelines. Highlights For 2019- 2020 • Successfully completed Municipal Election, November 5, 2019. where 16,021 voted (29.30%) (4th most in state) • Improvements in training materials for election day poll workers. • Successfully acquired additional election equipment (tabulators, voting booths) for little cost. • Hiring and training of approximately 180 poll workers for Election Day. • Norwalk continues to be a model for the State of Connecticut. • Maintained voter system for now over 54,500 voters (5th most in state). • Training regarding of citizens with voter optical scanner system & ADA system. • Educated voters & poll workers with voting procedures. • Continued voter registration outreach. • Completed annual Spring Canvass of 53,500 active voters. • Purged and maintained voter files;in excess of 12,280 changes (additions, corrections and removals) to voter files first 11 months of 2019 (vs. 11,000 in first 11 months of 2018). • Continued presence on ROVAC and ROVAC Committees. • Fairfield County ROVAC training and meetings. • Continued review of proposed State legislation. • Successful implementing State General Statutes. • Successfully completed Election Day Registration (EDR). Goals For 2020 - 2021

• Completion of Annual Mandated Canvass. • Purging of inactive to delete voters post-Election. • Purging of active to inactive voters post-Election • Voter file maintenance, over 54,500 active voters. • Continued presence on ROVAC. • Continued review of proposed State legislation. • Continued improvements of election day activities. • Continued education of voters and poll workers. • Maintain voter systems – single data entry in CVRS, integrate the local system. • Successful completion of State Elections and (almost certain) Primary. • Review absentee ballot system. • Test, repair and improve the election equipment. • Improving education on new election ADA equipment. • Review Election Day procedures with local moderators. • Working in conjunction with IT department to improve the city database. • Improve teaching materials. • Continue outreach to high school students and new residents. • Implement new state laws and new election equipment. • Implement State and Homeland Security cyber-security protocols

54 Department Summary - REGISTRAR OF VOTERS

FUNDING SUMMARY EXPENDITURES 2017-18 2018-19 2019-20 2020-21 Variance % Change Budget By Activity Actual Actual Approved Approved Registrar-admin $390,773 $480,248 $621,998 $613,590 )($8,408 %)(1.35 Democrat $0 $200 $0 $0 $0 %0.00

Total $390,773 $480,448 $621,998 $613,590 )($8,408 %)(1.35 Budget By Major Group Personnel Services $334,280 $403,283 $508,248 $467,657 )($40,591 %)(7.99 Contractual Services $29,897 $58,583 $94,060 $92,818 )($1,242 %)(1.32 Supplies and Materials $25,195 $16,382 $18,090 $27,675 $9,585 %52.99 Fixed Charges $1,400 $2,200 $1,600 $800 )($800 %)(50.00 Capital Outlay $0 $0 $0 $24,640 $24,640 %0.00 Total $390,773 $480,448 $621,998 $613,590 )($8,408 %)(1.35

NON-TAX REVENUE

Total $0 $0 $0 $0 $0 %0.00

AMT. SUPPORTED BY TAXES $390,773 $480,448 $621,998 $613,590 )($8,408 %)(1.35

PERSONNEL SUMMARY 2017-18 2018-19 2019-20 2020-21 Variance Approved Approved Approved Approved Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Registrar of Voters Registrar of Voters 2 $114,210 2 $115,924 2 $123,254 2 $123,254 0 $0 ADM Support I 0 $0 0 $0 1 $50,000 1 $51,418 0 $1,418 Administrative Support II 1 $57,550 1 $61,384 1 $62,836 1 $62,836 0 $0 Democratic Deputy 0 $0 0 $0 1 $55,000 1 $55,000 0 $0 Republican Deputy 0 $0 0 $0 1 $55,000 1 $55,000 0 $0 Total 3 $171,760 3 $177,308 6 $346,090 6 $347,508 0 $1,418

Department Total 3 $171,760 3 $177,308 6 $346,090 6 $347,508 0 $1,418

55 Department Summary - REGISTRAR OF VOTERS

PERFORMANCE INDICATORS FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Inputs Direct Expenditures $390,773 $480,448 $621,998 $613,590 Employees 3 3 6 6 Outputs Administration # of pieces mailed 10,000 12,500 12,500 20,000 # of special appropriations/BET transfers required 1 1 3 as needed Voter Registration # of new voters registered 5,000 5,000 5,000 7,500 # of notification letters sent for yearly voter canvass 4,000 5,000 5,000 5,000 Election Day # of polling place notification cards sent to registered voters 45,000 51,000 51,000 55,000 # of registered voters 44,400 51,000 51,000 55,000 # of training sessions held 25 25 25 25 # of voting tabulator receiving scheduled maintenance 30 30 34 34 # of voting tabulators the City owns 30 30 34 34 # of workers hired and trained for Election Day 220 200 200 220 Effectiveness Administration % of approved budget expended 100% 100% 100% 100% Voter Registration % of new voter registration processed within one business day 100% 100% 100% 100% % of new voter registrations submitted to State within the 100% 100% 100% 100% statutory guidelines % of voters who have moved who are sent notification letters 100% 100% 100% 100% State Voter Registration Canvass Report Submitted on 100% 100% 100% 100% time/within statutory guidelines Election Day % of poll workers who have worked the polls before 80% 80% 80% 75% % of registered voters who voted in the primary Dem. 15% Rep. Dem. 7.75% Dem 22.62% Rep No Primary 20% 23.31% % of time voting machines need to be repaired on Election Day 0 0 0 0

56 Department Summary - REGISTRAR OF VOTERS PERFORMANCE INDICATORS

FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Inputs Direct Expenditures $390,773 $480,448 $621,998 $613,590 Employees 3 3 6 6 Outputs Administration # of pieces mailed 10,000 12,500 12,500 20,000 # of special appropriations/BET transfers required 1 1 3 as needed Voter Registration # of new voters registered 5,000 5,000 5,000 7,500 # of notification letters sent for yearly voter 4,000 5,000 5,000 5,000 canvass Election Day # of polling place notification cards sent to 45,000 51,000 51,000 55,000 registered voters # of registered voters 44,400 51,000 51,000 55,000 # of training sessions held 25 25 25 25 # of voting tabulator receiving scheduled 30 30 34 34 maintenance # of voting tabulators the City owns 30 30 34 34 # of workers hired and trained for Election Day 220 200 200 220 Effectiveness Administration % of approved budget expended 100% 100% 100% 100% Voter Registration % of new voter registration processed within one 100% 100% 100% 100% business day % of new voter registrations submitted to State 100% 100% 100% 100% within the statutory guidelines % of voters who have moved who are sent 100% 100% 100% 100% notification letters State Voter Registration Canvass Report 100% 100% 100% 100% Submitted on time/within statutory guidelines Election Day % of poll workers who have worked the polls 80% 80% 80% 75% before % of registered voters who voted in the primary Dem. 15% Rep. Dem. 7.75% Dem 22.62% Rep No Primary 20% 23.31% % of time voting machines need to be repaired on 0 0 0 0 Election Day

57 Department Summary - CHIEF OF STAFF CHIEF OF STAFF

City Clerk Communications Customer Services

Description of Service/Mission Statements

The City Clerk's office is responsible for maintaining minutes and processing actions by the Common Council and Board of Estimate and Taxation; recording and codifying all legislation enacted by the City of Norwalk; preparing the bi-monthly Council agenda packet; maintaining the Master Calendar of all Agency, Board and Commission meetings in compliance with the Freedom of Information laws; administering the use of the Norwalk Concert Hall; overseeing issuance of special event, film, and arcade permits, representing the Mayor wherever he chooses and receiving the written notification of claims and suits filed against the city. Highlights For 2019- 2020 • Continued to maintain minutes and actions of the Common Council and Board of Estimate and Taxation in an organized and timely manner • Continued to successfully utilize cash reporting and auditing procedures for City Clerk’s Office. • Established credit card payment availability on site for easier fee payment processing. • Organized the Mayor’s Ball 2018 and increased profits for charities through additional fundraising sources. • Worked closely with the Oak Hills Park Authority for a record breaking successful Mayor's Golf Tournament. • Assisted all area agencies in their fundraising efforts. • Updated room rentals and schedule posting and maintained the weekly calendar of meetings and events in City Hall. • Continued to update special events contract with clarifying language. • Helped develop a communication plan with the emergency management team. • All staff trained in updated ADA protocol. • Notified vendors in the city of licensing procedures, managed compliance and collect licensing, increasing to over $ 9,050, • Collected fees exceeding $33,000 for use of Concert Hall and Community Room. Community Room under reconstruction six months. • Tried monthly public signing events for Special Events Permits with little success. • Working with IT to develop and execute a system for the public to apply for Special Events Permits online. • Continuing to worked with IT to develop the new city website with improved navigation for all users. • Helped implement room booking requests through the CivicPlus website, where users can view the City Hall conference room availability online, as well as request rooms and dates through a form on the website • Worked with outside agencies to promote awareness of various programs. • Updated and maintain NorwalkCT website listings, agendas, minutes and events. • Oversaw contracts for companies filming in Norwalk for television and movies. Goals For 2020 - 2021

• Continue efficient office operation (agendas, schedules, research, etc.) and improve public contact.

• Attend CCM seminars for further improvements on efficiency and regulation, as well as any additional on-going training, as needed

• Monitor all vendors in the city in order to ensure that all the permits and insurance are current and all applicable fees have been paid.

• Continue to be a reliable resource for the citizens of Norwalk.

• Maintain the city website in collaboration with IT in order to ensure that information is updated and accurate.

• Post more forms and applications on city website for public access, including Special Events Permits.

58 Department Summary - CHIEF OF STAFF

FUNDING SUMMARY EXPENDITURES 2017-18 2018-19 2019-20 2020-21 Variance % Change Budget By Activity Actual Actual Approved Approved Chief Of Staff $0 $153,523 $142,847 $149,350 $6,503 %4.55 City Clerk $384,559 $335,070 $332,154 $347,078 $14,924 %4.49 Customer Svc Ctr $189,829 $196,296 $206,127 $208,668 $2,541 %1.23 Communications-grants $11,332 $97,564 $71,942 $75,855 $3,913 %5.44

Total $585,720 $782,454 $753,070 $780,951 $27,881 3.70 % Budget By Major Group Personnel Services $554,609 $745,444 $702,034 $732,259 $30,225 %4.31 Contractual Services $27,568 $32,869 $44,536 $44,188 )($348 %)(0.78 Supplies and Materials $3,543 $4,142 $6,500 $4,504 )($1,996 %)(30.71 Total $585,720 $782,454 $753,070 $780,951 $27,881 %3.70

NON-TAX REVENUE

Licenses & Permits $9,190 $8,835 $9,715 $9,192 )($523 %)(5.38 Service Charges $1,716 $1,980 $1,088 $2,016 $928 %85.29 Miscellaneous $54,745 $50,088 $50,073 $51,816 $1,743 %3.48 Total $65,651 $60,903 $60,876 $63,024 $2,148 %3.53

AMT. SUPPORTED BY TAXES $520,069 $721,551 $692,194 $717,927 $25,733 %3.72

PERSONNEL SUMMARY 2017-18 2018-19 2019-20 2020-21 Variance Approved Approved Approved Approved Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Chief of Staff Chief of Staff 0 $0 0 $0 1 $140,000 1 $147,510 0 $7,510 Total 0 $0 0 $0 1 $140,000 1 $147,510 0 $7,510 Grants Communication Manager 0 $0 0 $0 1 $68,830 1 $74,739 0 $5,909 Total 0 $0 0 $0 1 $68,830 1 $74,739 0 $5,909 Chief of Staff Grants Coordinator 1 $101,357 1 $101,357 0 $0 0 $0 0 $0 Total 1 $101,357 1 $101,357 0 $0 0 $0 0 $0 City Clerk Assistant City Clerk 1 $65,573 1 $67,114 1 $68,729 1 $72,117 0 $3,388 City Clerk 1 $80,624 1 $82,519 1 $84,466 1 $87,251 0 $2,785 Administrative Support II 1 $57,550 1 $61,384 1 $62,836 1 $62,836 0 $0 Mayor's Executive Secretary 1 $68,462 1 $70,071 1 $70,071 1 $77,362 0 $7,291 Administrative Secretary II 1 $63,453 1 $67,680 0 $0 0 $0 0 $0

59 Department Summary - CHIEF OF STAFF

PERSONNEL SUMMARY 2017-18 2018-19 2019-20 2020-21 Variance Approved Approved Approved Approved Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Total 5 $335,662 5 $348,768 4 $286,102 4 $299,566 0 $13,464 Customer Service Center Customer Service Representative 2 $97,060 2 $108,710 2 $116,849 2 $116,849 0 $0 Customer Service Manager 1 $81,104 1 $86,508 1 $88,553 1 $90,088 0 $1,535 Total 3 $178,164 3 $195,218 3 $205,402 3 $206,937 0 $1,535

Department Total 9 $615,183 9 $645,343 9 $700,334 9 $728,752 0 $28,418

60 Department Summary - CHIEF OF STAFF

CITY CLERK DESCRIPTION OF SERVICES The City Clerk's office is responsible for maintaining minutes and processing actions by the Common Council and Board of Estimate and Taxation; recording and codifying all legislation enacted by the City of Norwalk; preparing the bi-monthly Council agenda packet; maintaining the Master Calendar of all Agency, Board and Commission meetings in compliance with the Freedom of Information laws; administering the use of the Norwalk Concert Hall; overseeing issuance of special event, film, and arcade permits, representing the Mayor wherever he chooses and receiving the written notification of claims and suits filed against the city.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $356,341 $298,990 $287,077 $301,342 $14,265 %4.97 Contractual Services $25,456 $31,969 $39,577 $41,736 $2,159 %5.46 Supplies and Materials $2,762 $4,112 $5,500 $4,000 )($1,500 %)(27.27 Total $384,559 $335,070 $332,154 $347,078 $14,924 %4.49

PERFORMANCE INDICATORS FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Inputs Direct Expenditures $384,559 $335,070 $332,154 $347,078 Employees 5 5 4 4 Outputs Administration # of Boards, Commissions & Committees 75 75 75 75 # of hours spent preparing Common Council meeting agendas 15 per meeting 15 per meeting 15 per meeting 15 per meeting # of Legal Notices 35 35 35 35 # of special appropriations required 0 0 0 As Needed Communications/Outreach # of FOI requests 40 40 40 As needed # of insurance claims referred to Corporation Counsel’s Office 120 120 120 As needed City Hall Booking # of City Hall meetings or events booked 500 500 500 500 # of paid Concert Hall/Community Room Events Scheduled 100 100 100 100 Permits # of permit signing days 2 2 2 2 # of permits issued 125 125 125 125 Projects # of special projects initiated 10 10 10 10 Effectiveness Administration % of approved budget expended 100% 100% 100% 100% Communications/Outreach % of FOI requests responded to/resolved in a timely manner 98% 100% 100% 100% % of information requests answered/referred to the appropriate 100% 100% 100% 100% department within a timely manner

61 Department Summary - CHIEF OF STAFF

FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Permits % of permits issued within a timely manner 100% 100% 100% 100% Projects % of special projects completed in a timely manner 98% 100% 100% 100%

CUSTOMER SERVICE CENTER DESCRIPTION OF SERVICES To provide superior service to residents and the public by ensuring that all contacts are handled competently, courteously and efficiently. The Center will receive, record and track all service requests and complaints and forward service requests and complaints to the appropriate department for action. It will also follow through on all service requests that have not been resolved and respond to requests for general information on services.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $189,829 $196,296 $206,127 $208,668 $2,541 %1.23 Total $189,829 $196,296 $206,127 $208,668 $2,541 %1.23

62 Department Summary - FINANCE DEPARTMENT FINANCE DEPARTMENT

Chief Financial Officer

Accounting Tax Assessor Tax Collector Management Purchasing Information & Treasury & Budgets Technology

Description of Service/Mission Statements

The Department of Finance is responsible for the administration of the fiscal policies of the city and for keeping the accounts and financial records of the city.This includes the assessment and collection of taxes and other revenues, the custody, investment, and disbursement of city funds, the control over expenditures, the purchase of services and materials, and the preparation of the city's operating and capital budgets. Highlights For 2019- 2020 • Ended FY 2019 with positive financial results of operation. FY 2019 ended with a total fund balance of $74 million an increase of $12.8 million. Unassigned fund balance also increased by $12 million to $69.7 million.

• Maintained the City's Aaa/AAA bond rating from all three major rating agencies.

• Issued $50.0 million of general obligation bonds in August 2019 with interest rates ranging from 3.0% to 5.0% to finance the City's capital program. Goals For 2020 - 2021 • Maintain the city's strong financial condition by developing realistic budgets that result in balanced financial results of operation.

• Maintain the city's strong oversight over financial operations through regular revenue and expenditure forecasting. Prepare quarterly forecasts of revenues, expenditures, and changes in fund balance for the general fund. Monitor and prepare quarterly forecasts of revenues and expenses and changes in net position for the insurance internal services fund.

• Prepare and update the city's three-year proforma operating budget projection in advance of the annual budget process, in order to assist the Mayor in formulating his budgetary priorities.

• Maintain the city's excellence in financial reporting by regularly producing timely and accurate financial reports.

63 Department Summary - FINANCE DEPARTMENT

FUNDING SUMMARY EXPENDITURES 2017-18 2018-19 2019-20 2020-21 Variance % Change Budget By Activity Actual Actual Approved Approved Chief Financial Officer $218,557 $229,137 $229,551 $348,692 $119,141 %51.90 Tax Assessor $1,011,813 $1,351,304 $1,145,624 $1,100,386 )($45,238 %)(3.95 Tax Collector $938,435 $894,830 $1,016,477 $931,380 )($85,097 %)(8.37 Accounting & Treasury $1,017,103 $926,027 $893,293 $876,880 )($16,413 %)(1.84 Management & Budgets $335,091 $317,171 $345,749 $356,545 $10,796 %3.12 Purchasing Office $413,381 $342,630 $429,350 $437,345 $7,995 %1.86 Information Technology $1,829,133 $1,888,684 $2,058,055 $2,418,547 $360,492 %17.52 Gis $29,438 $112,572 $149,259 $151,506 $2,247 %1.51

Total $5,792,950 $6,062,356 $6,267,358 $6,621,281 $353,923 %5.65 Budget By Major Group Personnel Services $4,192,360 $4,162,223 $4,365,968 $4,583,310 $217,342 %4.98 Contractual Services $1,522,705 $1,856,833 $1,845,404 $1,144,049 )($701,355 %)(38.01 Supplies and Materials $28,428 $23,551 $39,432 $27,616 )($11,816 %)(29.97 Fixed Charges $8,951 $3,941 $7,554 $7,308 )($246 %)(3.26 Capital Outlay $40,505 $15,809 $9,000 $858,998 $849,998 %9,444.42 Total $5,792,950 $6,062,356 $6,267,358 $6,621,281 $353,923 %5.65

NON-TAX REVENUE

Interest and Penalties $1,901,005 $1,675,272 $1,903,381 $1,659,648 )($243,733 %)(12.81 Intergovernmental $6,017,050 $4,992,640 $4,755,394 $4,930,202 $174,808 %3.68 Service Charges $12,996 $10,298 $24,720 $20,620 )($4,100 %)(16.59 Miscellaneous $1,266,765 $2,358,292 $114,549 $122,584 $8,035 %7.01 Investment Income $944,821 $3,720,192 $1,500,000 $1,500,000 $0 %0.00 Total $10,142,637 $12,756,694 $8,298,044 $8,233,054 ($64,990) (0.78%)

AMT. SUPPORTED BY TAXES ($4,349,687) ($6,694,338) ($2,030,686) ($1,611,773) $418,913 (20.63%)

64 Department Summary - FINANCE DEPARTMENT

Summary by Division - Approved FY 2020-21

Chief Financial Officer Tax Assessor $348,692 $1,100,386 Gis Tax Collector $151,506 $931,380

Information Technology Accounting & Treasury $2,392,267 $876,880 Purchasing Office Management & Budgets $356,545 $437,345

PERSONNEL SUMMARY 2017-18 2018-19 2019-20 2020-21 Variance Approved Approved Approved Approved Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Finance Director Director of Finance 1 $158,078 1 $161,793 0 $0 0 $0 0 $0 CFO 0 $0 0 $0 1 $175,000 1 $167,834 0 )($7,166 Total 1 $158,078 1 $161,793 1 $175,000 1 $167,834 0 )($7,166 Tax Assessor Assistant Assessor 1 $109,825 1 $120,308 1 $123,152 1 $110,186 0 )($12,966 Assessor 1 $136,473 1 $149,400 1 $149,006 1 $149,006 0 $0 Assessment Clerk 2 $109,618 2 $116,922 2 $119,688 2 $119,688 0 $0 Assessment Analyst 3 $197,355 3 $224,091 3 $225,892 3 $225,892 0 $0 Assessment Technician I 1 $66,654 1 $71,095 1 $72,776 1 $72,776 0 $0 Administrative Assessment Technician 1 $57,550 1 $61,384 1 $62,836 1 $62,836 0 $0 Assessment Data Technician 1 $63,453 1 $67,680 1 $69,280 1 $69,280 0 $0 Total 10 $740,928 10 $810,880 10 $822,630 10 $809,664 0 )($12,966 Tax Collector Tax Collector 1 $127,316 1 $141,566 1 $144,912 1 $144,912 0 $0 Assistant Tax Collector 1 $105,231 1 $113,576 1 $114,896 1 $114,896 0 $0 Delinquent Tax Collector 1 $84,740 1 $90,386 1 $94,957 1 $94,957 0 $0 Supervisor of Data Records 1 $63,453 1 $67,680 1 $69,280 1 $69,280 0 $0 Tax Administrative Aide I 2 $115,100 2 $122,768 2 $122,680 2 $122,680 0 $0 Cashier/Clerk 1 $47,351 1 $53,021 1 $49,243 1 $49,243 0 $0 Sr Cashier 1 $63,453 1 $67,680 1 $69,280 1 $69,280 0 $0 Total 8 $606,644 8 $656,677 8 $665,248 8 $665,248 0 $0

65 Department Summary - FINANCE DEPARTMENT

PERSONNEL SUMMARY 2017-18 2018-19 2019-20 2020-21 Variance Approved Approved Approved Approved Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Accounting & Treasury Principal Accountant 1 $115,764 1 $113,972 1 $110,186 1 $110,186 0 $0 Account Clerk II 3 $184,331 3 $203,040 3 $204,549 3 $204,549 0 $0 Accountant 1 $66,654 1 $74,639 1 $80,209 1 $71,095 0 )($9,114 Senior Accountant 0 $0 0 $0 0 $0 1 $79,770 1 $79,770 Budget Analyst/Accountant 1 $89,295 1 $95,245 1 $84,225 0 $0 -1 )($84,225 Administrative Support II 1 $57,550 1 $61,384 1 $62,836 1 $62,836 0 $0 Payroll & Accounts Payable Supervisor 1 $73,463 1 $78,357 1 $80,209 1 $80,209 0 $0 Comptroller 1 $154,076 0 $156,366 1 $150,964 1 $150,964 0 $0 New Comptroller 0 $0 1 $155,912 0 $0 0 $0 0 $0 Total 9 $741,133 9 $938,915 9 $773,178 9 $759,609 0 )($13,569 Management & Budgets Director of Management & Budgets 1 $130,612 1 $133,426 1 $134,531 1 $140,955 0 $6,424 Assistant Dir. Management & Budgets 1 $103,886 1 $110,807 1 $116,663 1 $116,663 0 $0 Executive Secretary 1 $69,977 1 $74,639 1 $76,403 1 $76,403 0 $0 Total 3 $304,475 3 $318,872 3 $327,597 3 $334,021 0 $6,424 Purchasing Purchasing Agent 1 $109,825 1 $117,142 1 $113,427 1 $113,427 0 $0 Purchasing Officer 1 $80,276 1 $86,822 1 $82,781 1 $82,781 0 $0 Administrative Support I 1 $47,351 1 $55,689 1 $59,844 1 $59,844 0 $0 Buyer 1 $57,550 1 $64,466 1 $69,280 1 $69,280 0 $0 Total 4 $295,002 4 $324,119 4 $325,332 4 $325,332 0 $0 GIS GIS ANALYST $0 0 $0 1 $92,848 1 $92,848 0 $0 Total $0 0 $0 1 $92,848 1 $92,848 0 $0 Information Technology Director of Information Technology 1 $150,122 1 $164,341 1 $168,226 1 $168,226 0 $0 Req20-21 Chief Inf. Security Officer 0 $0 0 $0 0 $0 1 $150,000 1 $150,000 Sr. Systems Engineer - Public Safety 1 $98,446 1 $105,004 1 $107,486 1 $107,486 0 $0 Network Engineer 1 $98,446 1 $105,004 1 $107,486 1 $107,486 0 $0 Senior Systems Engineer 2 $179,436 2 $195,708 2 $204,981 2 $204,981 0 $0 Database Administrator/Programmer 1 $98,446 1 $105,004 1 $97,495 1 $92,848 0 )($4,647 Manager, Citywide Applications 1 $108,547 1 $115,780 1 $119,911 1 $119,911 0 $0 E-Government Coordinator 1 $93,751 1 $99,997 1 $107,486 1 $107,486 0 $0 Desktop Support Technician 2 $154,282 1 $71,095 1 $76,403 1 $76,403 0 $0 Req20-21Desktop Support Technician 0 $0 0 $0 0 $0 1 $73,174 1 $73,174 Desktop Support Associate 0 $0 1 $58,461 1 $62,836 1 $62,836 0 $0 Total 10 $981,476 10 $1,020,394 10 $1,052,310 12 $1,270,837 2 $218,527

Department Total 45 $3,827,736 45 $4,231,650 46 $4,234,143 48 $4,425,393 2 $191,250

66 Department Summary - FINANCE DEPARTMENT

OFFICE OF DIRECTOR DESCRIPTION OF SERVICES To carry out the financial policies set by the Mayor, Board of Estimate and Taxation, and Common Council; develop long-range financial plans for the City; advise the Mayor, Board of Estimate and Taxation and Common Council on fiscal matters.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $165,815 $184,898 $175,000 $168,312 )($6,688 %)(3.82 Contractual Services $52,741 $44,239 $54,551 $180,380 $125,829 %230.66 Total $218,557 $229,137 $229,551 $348,692 $119,141 %51.90

PERFORMANCE INDICATORS FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Inputs Direct Expenditures $218,557 $229,137 $229,551 $348,692 Employees 1 1 1 1 Outputs General # of bond financing transactions conducted 1 1 1 1 # of budget projection reports prepared 4 4 4 4 # of days after end of fiscal year required to close books 75 75 75 75 Dollar value of new bond financings $30.0M $30.0M $38.3M 129M Effectiveness Variance between budgeted and actual General Fund Expenditures 99.9% 100% 100% 100% General Fund Revenues 101.6% 100% 100% 100% General # of Single Audit Findings reported by Outside Auditors 0 0 0 0 Cost of Financial Operations as % of total budget 1.1% 1.0% 1.7% 1.7% Years Received GFOA CAFR Award 27 28 29 30 Years Received GFOA Distinguished Budget Award 17 18 19 20

67 Department Summary - FINANCE DEPARTMENT

TAX ASSESSOR DESCRIPTION OF SERVICES Establish Fair Market Value at 70% Assessed Value on all taxable and non-taxable property and administer State exemption programs, culminating in the filing of the annual Grand List in accordance with the State statutes.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $765,219 $800,516 $834,877 $851,417 $16,540 %1.98 Contractual Services $238,565 $544,317 $302,365 $240,293 )($62,072 %)(20.53 Supplies and Materials $4,851 $3,318 $5,592 $3,816 )($1,776 %)(31.76 Fixed Charges $3,177 $3,153 $2,790 $4,860 $2,070 %74.19 Total $1,011,813 $1,351,304 $1,145,624 $1,100,386 )($45,238 %)(3.95

PERFORMANCE INDICATORS FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Inputs Direct Expenditures $1,011,813 $1,351,304 $1,145,624 $1,100,386 Employees 10 10 10 10 Outputs Administration # of boards, commissions & committees staff to 1 1 1 1 # of elderly and disabled tax credit applications received/entered 1,109 1,230 1,320 1,220 # of FOI requests 47 42 36 42 # of hours processing personnel, requisition and facility matters 945 945 850 915 # of hours spent preparing meeting agendas 512 533 485 510 # of information requests/public inquiries 8,196 7,805 8,360 8,210 # of information sessions held 250 245 240 245 # of Personal Property Audit 20 10 30 95 # of special appropriations/BET transfers required 5 4 3 4 # of staff training classes and workshops attended 18 16 46 27 # of State forms filed 16 16 16 16 Assessment Grand List Motor Vehicles - # of vehicles 73,114 73,736 74,081 73,645 Personal Property - # of accounts 3,596 3,576 3,570 3,580 Real Estate - # of properties 29,976 29,980 29,500 29,600 Suppl. MV’s - # of vehicles 16,733 16,668 16,383 16,595 Data Collection # of building permits, other inspections completed 1,642 1,560 2,274 1,825 # of personal property declarations processed 3,416 3,245 3,200 3,290 # of vehicles priced, added, deleted 17,855 16,792 17,128 17,258 Adjustments # of BAA appeals completed/processed 289 217 1575 861

68 Department Summary - FINANCE DEPARTMENT

FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved # of motor vehicle adjustments completed/processed 2,692 2,422 2,495 2,536 # of personal property adjustments completed/processed 294 250 310 285 # of real estate adjustments completed/processed 668 577 2,655 1,300 Total dollar value of BAA appeals 239,334,815 167,534,370 664711781 345,206,985 Superior Court Appeals # of Court appeals completed/processed 47 21 140 380 Total dollar value of Court appeals 312,598,000 140,669,100 75,555,000 152,356,160 Effectiveness Administration # of personal property non-filers 525 250 534 555 % of approved budget expended 45.0% 90.0% 95% 99% % of information requests/inquiries answered in a timely manner 95% 99.0% 99% 99% % of State forms filed within statutory deadlines 100% 100% 100% 100% % of tax credit applications processed in a timely manner 99% 99.5% 99% 99% Data Collection % of permitted properties inspected & entered into the 75% 80.0% 92% 95% system/processed in a timely manner Real Estate % of C of O Prorate Certificate processed within 90 days of CO 70% 95.0% 95% 95% Data entry error rate 3% 2.0% 2% 2% Quality control of 5% of inspections – field review error rate 3% 2.5% 2.5% 2.5% Adjustments % of BAA appeals that result in property adj. 50% 55.0% 50% 46% % of Court appeals that result in property adj. 99% 95.0% 95% 95%

69 Department Summary - FINANCE DEPARTMENT

TAX COLLECTOR DESCRIPTION OF SERVICES Administration of all billing and collection activity for current and delinquent real estate, vehicle and personal property taxes, sewer use chageds, interest fees and other charges and special assessments, processing and deposit of all payments; and maintenance of all records in accordance with provisions of the Connecticut General Statutes.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $670,198 $662,452 $701,259 $689,616 )($11,643 %)(1.66 Contractual Services $264,775 $229,029 $310,143 $236,964 )($73,179 %)(23.60 Supplies and Materials $3,462 $3,350 $5,075 $4,800 )($275 %)(5.42 Total $938,435 $894,830 $1,016,477 $931,380 )($85,097 %)(8.37

PERFORMANCE INDICATORS FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Inputs Direct Expenditures $938,435 $894,830 $1,016,477 $931,380 Employees 8 8 8 8 Effectiveness Collections Tax collection rates 98.5% 98.2% 98.6% 98.6%

70 Department Summary - FINANCE DEPARTMENT

ACCOUNTING & TREASURY DESCRIPTION OF SERVICES Maintain and supervise the general accounting function for the City and manage the recording, deposit and investment of funds; record all financial transactions of the City and prepare the City's financial reports in a timely and accepted format; provide accounting and reporting functions for special revenue grant programs and ensure that grant funds are expended in accordance with grant agreements and program objects.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $888,131 $820,457 $779,678 $769,212 )($10,466 %)(1.34 Contractual Services $83,624 $93,905 $95,500 $97,668 $2,168 %2.27 Supplies and Materials $14,018 $11,666 $18,115 $10,000 )($8,115 %)(44.80 Capital Outlay $31,330 $0 $0 $0 $0 %0.00 Total $1,017,103 $926,027 $893,293 $876,880 )($16,413 %)(1.84

PERFORMANCE INDICATORS FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Inputs Direct Expenditures $1,017,103 $926,027 $893,293 $876,880 Employees 9 10 9 9 Outputs Administration # of boards, commissions & committees staff to 3 3 3 3 Payroll # of 1099R’s prepared 1,200 1,200 1,200 1,200 # of affordable care records prepared 3,000 3,000 3,000 3,000 # of direct deposit checks 100,000 100,000 105,000 105,000 # of payroll checks (City and Board of Education) 8,500 7,400 6,000 6,000 # of W2’s prepared 3,600 3,600 3,600 3,600 Accounts Payable/General Ledger # of 1099 interest prepared 20 20 20 20 # of 1099 misc. prepared 600 600 600 600 # of electronic payments (Accounts Payable) 6,300 6,000 4,800 4,800 # of invoices 27,000 27,000 27,700 27,700 # of journal entries 204,000 204,000 213,000 2200,000 # of vendor checks 26,000 26,000 16,000 16,000 Investment Total basis points earned 80 90 150 TBD Effectiveness % Accounts Payable for city processed in 30 days 80% 80% 80% 80% % Accounts Payable processed in Accounting in 7 days 95% 95% 95% 95% Administration % of approved budget expended 99.9% 99.9% 99.9% 99.9%

71 Department Summary - FINANCE DEPARTMENT

FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Awarded GFOA Certificate for Excellence in Financial Reporting 5 GFOA Comments 5 GFOA Comments 5 GFOA Comments TBD Payroll % of 1099’s prepared within Federal & State requirements 99.9% 99.9% 99.9% 99.9% % of direct deposit checks issued corr. and on time 99.9% 99.9% 99.9% 99.9% % of payroll checks issued correctly and on time 99.9% 99.9% 99.9% 99.9% % of W2’s prepared within Federal & State requirements 99.9% 99.9% 99.9% 99.9% Accounts Payable/General Ledger % of time accounts payable is up to date 99.9% 99.9% 99.9% 99.9% % of time financial system is up to date 99.9% 99.9% 99.9% 99.9% % of vendor checks proc. within a timely manner 99.9% 99.9% 99.9% 99.9%

MANAGEMENT & BUDGETS DESCRIPTION OF SERVICES Prepare, execute, and evaluate the City's Operating and Capital Budgets; evaluate procedural systems of departments; conduct various types of financial program and performance audits to ensure compliance with City Code, State Statutes, and administrative policies.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $320,581 $301,755 $328,767 $335,401 $6,634 %2.02 Contractual Services $12,104 $12,418 $14,582 $18,144 $3,562 %24.43 Supplies and Materials $2,407 $2,998 $2,400 $3,000 $600 %25.00 Total $335,091 $317,171 $345,749 $356,545 $10,796 %3.12

PERFORMANCE INDICATORS FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Inputs Direct Expenditures $335,091 $317,171 $345,749 $356,545 Employees 3 3 3 3 Outputs General # of awards applied to for financial reporting 1 1 1 1 # of department/agency/authority operating budget submittals 48 48 48 48 reviewed & processed Effectiveness General # of budget projection reports prepared 4 4 4 4 % of approved budget expended 100% 100% 100% As Needed % of transfers processed in a timely manner 100% 100% 100% 100%

72 Department Summary - FINANCE DEPARTMENT

PURCHASING OFFICE DESCRIPTION OF SERVICES Provide the goods, materials, and services required by all City departments on a timely basis; to establish procurement procedures and standards and develop new sources of supply.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $314,442 $240,204 $325,332 $325,332 $0 %0.00 Contractual Services $92,632 $100,908 $97,754 $107,365 $9,611 %9.83 Supplies and Materials $533 $730 $1,500 $2,200 $700 %46.67 Fixed Charges $5,774 $788 $4,764 $2,448 )($2,316 %)(48.61 Total $413,381 $342,630 $429,350 $437,345 $7,995 %1.86

PERFORMANCE INDICATORS FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Inputs Direct Expenditures $413,381 $342,630 $429,350 $437,345 Employees 4 4 4 4 Outputs Purchase Orders # of Purchase Orders processed 692 720 700 700 Total Dollar Value of Purchase Orders processed 38,306,000 44,233,000 44,000,000 45,000,000 Requisitions # of requisitions received 692 720 870 700 Number of days to convert a requisition into a Purchase Orders 14 14 14 14 Bids # of bids processed 93 81 85 85 Bid savings 9,500,000 11,300,000 11,300,000 12,000,000 Dollar value of bids 33,750,000 40,600,000 40,600,000 45,000,000 Effectiveness Requisitions % of requisitions over $10,0000 converted into a Purchase Order 79% 90% 90% 90% in less than 20 days. % of requisitions under $10,0000 converted into a Purchase 79% 95% 95% 95% Order in less than 20 days. Bids % of bids processed within 45 days of receipt 80% 90% 90% 90% Mail Processing # of Council runs 26 26 26 26 # of locations serviced 33 33 33 33 % of mail processed within two days of receipt 94% 97% 98% 98% Mail Processing 105,882 89,620 103,000 89,000

73 Department Summary - FINANCE DEPARTMENT

INFORMATION TECHNOLOGY SERVICES DESCRIPTION OF SERVICES The Department of Information Technology provides value to the City of Norwalk by: delivering high quality, effective, reliable, sustainable and secure information systems; providing effective and efficient technical services and support tp City Departments and staff; developing and promoting consistent technical standards; fostering innovation and leadership in e-government in support of citizens, staff, vistors, businesses, and other government agencies; and continual improvements to generate revenue, reduce operating costs, and promote efficiency.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $1,067,974 $1,084,800 $1,118,338 $1,341,306 $222,968 %19.94 Contractual Services $748,826 $786,586 $923,967 $214,443 )($709,524 %)(76.79 Supplies and Materials $3,157 $1,488 $6,750 $3,800 )($2,950 %)(43.70 Capital Outlay $9,175 $15,809 $9,000 $858,998 $849,998 %9,444.42 Total $1,829,133 $1,888,684 $2,058,055 $2,418,547 $360,492 %17.52

PERFORMANCE INDICATORS FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Inputs Direct Expenditures $1,829,133 $1,888,812 $2,058,055 $2,418,548 Employees 10 10 10 12 Outputs # of endpoints supported Not Tracked Not Tracked 875 1,000 Number of subscribers to Notify Me on website Not Tracked Not Tracked Not Tracked 16,639 Administration # of service/vendor contracts managed 50+ 55 62 60+ # of cash management transactions (payments processed/bills 150+ 150+ 150+ 150+ paid) Total dollars of contracts managed $500,000+ $671,000 860,013 1,014,00 Information Infrastructure # of cyber attacks stopped at the permeter 100,000+ 100,000+ 450,000+ # of e-mail messages sent/received 6,000,000+ 6,300,000 6,400,250 6,500,00+ # of spam/viruses/bulk messages filtered out 150,000,000+ 150,000,000+ 150,000,000+ 150,000,000 # of virtual servers maintained 56 78 75 69 % of time services available to users (uptime) 92% 95% 98% 98.5% Help Desk/technical support services # of Help Desk calls or emails 12,600+ 12,600+ 9,087 6400 Software Applications # of application systems supported 58 59 59 63 # of hours computer systems are down for scheduled 50 50 150 150 maintenance # of new applications brought online 12 6 6 8 E-government enterprise initiatives # of document and forms available on website 10,000+ 10,000+ 10,000+ 8,500+ # of downloads from the website 488,827 495,364

74 Department Summary - FINANCE DEPARTMENT

FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved # of hours website is fully functional 8,700/hr 8750/yr 8755/yr 8,755/yr # of visits to Customer Service pages over 700 800+ 12,486 14,518 # of visits to website 600,000+ 850,000+ 871,400 892,238 Effectiveness % of Help Desk calls responded to in 4 hours 85% 85% 88% 89% Administration % of approved budget expended 100% 100% 100% 100% Information Infrastructure % of backups performed successfully as scheduled 96% 95% 98% 97% % of time services available to users (uptime) 96% 96.5% 98.4% 96% Help Desk/technical support services % of Help Desk calls responded to within 1 business day 76% 78% 90% 85% % of Help Desk calls responded to within 2 days 89% 90% 100% 90% % of total staff time spent on break/fix calls 70% 68% 51% 55% Help Desk calls answered by a staff member 88% 89% 95% 90% E-government enterprise initiatives % of time website available to the public 99% 99.5% 99.8% 99.4%

75 Department Summary - FINANCE DEPARTMENT

GIS DESCRIPTION OF SERVICES The City of Norwalk’s Geographical Information Systems (GIS) function manages the City’s geospatial capabilities and tools, and spatial (map-based) analysis, including all of the data, applications, services, and architecture which support them. Norwalk’s GIS delivers GIS services throughout the City and to the public. The GIS function benefits everything from real property assessments to emergency management to land use and capital improvements. Norwalk’s GIS provides a platform for the City to improve service delivery through better informed business operations and decision making.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $0 $67,141 $102,717 $102,714 )($3 %0.00 Contractual Services $29,438 $45,431 $46,542 $48,792 $2,250 %4.83 Total $29,438 $112,572 $149,259 $151,506 $2,247 1.51 %

PERFORMANCE INDICATORS FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Inputs Direct Expenditures $29,438 $112,572 $149,259 $151,506 Employees N/A N/A 1 1 Outputs Number of departments using GIS applications Not tracked Not tracked 14 19 Number of GIS fed applications (Municity, Cityworks, etc) Not tracked Not tracked 24 31 Number of GIS layers Not tracked Not tracked 510 526 Effectiveness # of endpoints supported Field verified location & condition of sanitary sewers N/A N/A 1,684 1,452 Field verified location & condition of storm water structures like N/A N/A 4,097 2,382 outfalls, catch basins, etc(MS4 permit related) Number of GIS data downloads from public GIS site N/A N/A 187 352 Number of GIS desktop users N/A N/A 30 32

76 Department Summary - OPERATIONS AND PUBLIC WORKS OPERATIONS AND PUBLIC WORKS

Operations and Public Works

Operations Engineering Administrative Water Pollution Control Recreation Facilities Services Authority (WPCA) and Parks

Road Maintenance Professional Services Financial Management Waster Water Systems Recreation Programming Facilities & Building Management Fleet Services Contract Administration/Oversight Contract Administration Collection, Pumping Public Property and Park Recycling Programs In-House Prefessional Maintenance Engineering & Land Surveying Services Budget Management and Treatment Systems Solid Waste Programs Tree Maintenance and Maintenance of City Waste Water Systems Risk Management Removal Infrastructure records Storm Water Systems Mapping / GIS Community Outreach Snow Removal Capital Project Design, Professional Development Leaf Collection Bidding and Construction Street Lighting Technical Support for City Tree Maintenance & Removal Entities/Internal Clients (Shared Resource with Rec & Parks) Right-of-Way Permit Administration

Description of Service/Mission Statements

The mission statement for the Department of Public Works is to provide the safest and most effective operation for the City of Norwalk by delivering the most efficient maintenance, repair and capital improvement of city infrastructure in the best courteous, professional and citizen-responsive manner.

Recreation and Parks facilitates leisure experiences for the residents of Norwalk by operating and maintaining a system of parks, open spaces and community facilities; preserving and protecting the City’s natural resources; promoting the arts in Norwalk and offering a wide variety of leisure opportunities that enhance physical, intellectual, social and cultural growth and development and ensuring they are accessible to all. Highlights For 2019- 2020 Public Works

• Reviewed, supported and inspected all major City capital projects • Initiated Capital projects for drainage and bridge construction • Upgraded more and more extensive granite and concrete curb and sidewalk areas, several with brick pavers (Raymond/Day, Henry/Chestnut, South Main, Knight/Hoyt, Ely Ave and Chapel/Commerce) • Improved and broadened the scope of Storm repairs on streets proposed for paving (General Drainage & Pavement Management Budgets) • Continued to focus on the maintenance and repair of critical infrastructure • Completed the inspection and evaluation of 26 City-Owned Bridges 20 Feet or Less in Length • Continued to secure $1.5 Million LOTCIP Grant for the East Wall Street - Landmark Square Safety, Accessibility and Streetscape Improvement Project • Provided engineering support to the newly established Transportation, Mobility and Parking (TMP) division for various traffic and transportation engineering projects. • Provided continuous coordination and oversight of State of Connecticut Department of Transportation (CT D.O.T.) projects (including the Walk Bridge Program and Stroffolino Bridge) to ensure conformance to City of Norwalk design and construction standards and specifications • Continued to provide staff and technical support to various Common Council Committees and Authorities/Commissions • Certified as a Tree City USA for the 15th consecutive year • Paved 42 lane miles of roads • Continued our safety programs to reduce our risk management costs and strive for no accidents or injuries • Continued to decrease solid waste tonnage and increase the recycling tonnage • Continued an on demand bulk waste pick-up program

Recreation and Parks • Secured funding and received approval for a new Citywide Parks Master Plan • Instituted “cashless” payment system for parking resulting in +$70K in revenue • Instituted “cashless” payment system at the Veterans Park Boating Center to aid in employee and department efficiency • Absorbed City-wide tree work into the Parks Department • Completed Intensive tree planting at Woodward Ave Park, Mathews Park and Veterans Park 77 Department Summary - OPERATIONS AND PUBLIC WORKS

• Installed new tennis courts at Nathanial Ely • Replaced 6 tennis courts at Norwalk High School with post tension concrete • Installed two outdoor pickleball courts at Ludlow Park • Finished Upgrade at Gallaher estate bathrooms to full ADA compliance • Achieved the Department’s highest summer camp attendance serving 3,466 participants Goals For 2020 - 2021 Public Works

• Evaluate and implement Citywide sanitation collection. • Enhance and implement public education and outreach efforts for recycling programs. • Continue a safety program that strives for zero accidents/incidents/injuries, meets OSHA requirements and reduces risk management costs. • Continue a pavement management program intended to steadily increase the average condition and extend the useful life of streets throughout the City. • Inclusion of two (2) plug-in Hybrid Vehicles (PHEV's) and ten (10) Hybrid Vehicles into DPW Fleet. This will enhance fleet operations and incorporate sustainability initiatives. • Implement a pool car electronic valet system to continually rotate fleet vehicles and reduce annual maintenance costs. This initiative will improve fleet availability and overall reliability. • Continue to implement a department philosophy of transparency, respect, effectiveness, accountability and team-oriented culture • Maintain certification as Tree City USA. • Continue to ensure public safety and welfare. • Continue the rehabilitation of obsolete bridge structures under the Federal Local Bridge Program (e.g. West Cedar Street Bridge) • Review and support The Maritime Aquarium Project. • Develop and implement a holistic storm sewer improvements plan to mitigate flooding throughout the City. • Provide professional services (analysis, design and permit applications to regulatory agencies, including Conservation Army Corps of Engineers, DEEP, etc). • Continue maintenance of watercourses (i.e. sediment removal) and drainage infrastructure (i.e. heavy pipe cleaning). • Create a database of problematic areas and define a scientific approach for prioritizing, forecasting and budgeting solution to them. • Complete design and construction of the East Wall Street - Landmark Square Safety, Accessibility, and Streetscape Improvement Project with the $1.5 Million LOTCIP Grant. • Based upon the results of the inspection and evaluation of the 26 City-Owned Bridges 20 Feet or Less in Length, implement the capital rehabilitation project • Continue to provide engineering support to the newly established Transportation, Mobility and Parking (TMP) division for various traffic and transportation engineering projects • Continue to provide coordination and oversight of State of Connecticut Department of Transportation (CT D.O.T.) projects (including the Walk Bridge Program) to ensure conformance to City of Norwalk design and construction standards and specifications • Continue to provide staff and technical support to various Common Council Committees and Authorities/Commission

Recreation and Parks

• Initiate a Parks Department Master Plan update • Increase the Department’s awareness and marketability • Update the Department’s Policy and Procedures and adopt industry best practices • Adopt and utilize the City-works system to record and track public park service requests • Continue to ensure playground safety through the implementation of a Certified CPSI inspection program • Develop a program partnership process and contract template which meets the department’s mission and objectives

78 Department Summary - OPERATIONS AND PUBLIC WORKS

FUNDING SUMMARY EXPENDITURES 2017-18 2018-19 2019-20 2020-21 Variance % Change Budget By Activity Actual Actual Approved Approved Administration $1,042,805 $819,937 $738,829 $850,033 $111,204 %15.05 Operations $12,032,428 $11,769,792 $12,372,636 $13,080,864 $708,228 %5.72 Engineering $4,332,142 $4,078,042 $4,211,151 $4,311,120 $99,969 %2.37 Customer Service Center $0 $169,085 $363,234 $20,004 )($343,230 %)(94.49 Recreation-admin $645,459 $587,082 $695,485 $822,607 $127,122 %18.28 Social Programs $121,695 $124,871 $150,699 $137,138 )($13,561 %)(9.00 Culture Programs $4,618 $3,535 $28,700 $21,789 )($6,911 %)(24.08 Sports Programs $196,301 $167,783 $241,162 $227,100 )($14,062 %)(5.83 Physical Fitness $119,661 $105,058 $156,605 $147,192 )($9,413 %)(6.01 Playgrounds $31,971 $11,788 $51,148 $20,764 )($30,384 %)(59.40 Boat Show $11,784 $9,721 $12,410 $10,992 )($1,418 %)(11.43 Veteran's Committee $14,220 $15,319 $15,354 $16,980 $1,626 %10.59 Grounds/facilities $2,426,046 $2,213,396 $2,496,297 $2,534,156 $37,859 %1.52 Calf Beach Operations $515,251 $423,085 $501,834 $588,012 $86,178 %17.17 Veteran Park Maintenance $120,297 $123,757 $135,538 $140,453 $4,915 %3.63 Shea Island Maintenance $0 $659 $1,000 $672 )($328 %)(32.80 Heritage/mathews Pks $33,741 $37,713 $93,467 $61,776 )($31,691 %)(33.91 Recreation&parks-fodor Farm $21,622 $27,696 $30,791 $52,452 $21,661 %70.35 Garage $30,246 $24,648 $34,951 $34,404 )($547 %)(1.57 Cranbury Park $84,636 $71,158 $102,731 $94,716 )($8,015 %)(7.80 Ryan Park $0 $0 $0 $24,410 $24,410 %0.00 Washington Park $0 $0 $0 $25,810 $25,810 %0.00 Veteran Park $0 $241 $0 $240 $240 %0.00

Total $21,784,924 $20,784,368 $22,434,022 $23,223,684 $789,662 %3.52 Budget By Major Group Personnel Services $9,479,640 $8,850,237 $9,362,161 $9,644,627 $282,466 %3.02 Contractual Services $8,999,645 $9,638,254 $10,225,484 $10,398,678 $173,194 %1.69 Supplies and Materials $1,030,039 $967,457 $887,887 $1,143,026 $255,139 %28.74 Fixed Charges $1,690,606 $894,653 $1,385,686 $1,425,528 $39,842 %2.88 Debt Service $177,261 $91,656 $160,525 $150,521 )($10,004 %)(6.23 Grants & Donations $394,963 $326,526 $393,129 $440,664 $47,535 %12.09 Capital Outlay $12,769 $15,584 $19,150 $20,640 $1,490 %7.78 Total $21,784,924 $20,784,368 $22,434,022 $23,223,684 $789,662 3.52 %

NON-TAX REVENUE

79 Department Summary - OPERATIONS AND PUBLIC WORKS

Intergovernmental $1,307,601 $1,308,317 $1,307,303 $1,308,396 $1,093 %0.08 Licenses & Permits $107,630 $68,600 $163,770 $65,604 )($98,166 %)(59.94 Service Charges $1,691,459 $1,722,557 $1,673,460 $1,678,344 $4,884 %0.29 Miscellaneous $1,244,102 $1,221,282 $1,245,614 $1,407,048 $161,434 %12.96 Total $4,350,792 $4,320,757 $4,390,147 $4,459,392 $69,245 %1.58

AMT. SUPPORTED BY TAXES $17,434,131 $16,463,611 $18,043,875 $18,764,292 $720,417 %3.99

Summary by Division - Approved FY 2020-21

Calf Beach Operations $588,012 Grounds/facilities $2,534,156 Veteran's Committee $16,980 Boat Show $10,992 Playgrounds $20,764 Physical Fitness $147,192 Sports Programs $227,100 Culture Programs $21,789 Social Programs Recreation-admin Administration$137,138$805,207 Customer Service$850,033 Center $20,004 Engineering Operations $4,336,120 $13,080,864

PERSONNEL SUMMARY 2017-18 2018-19 2019-20 2020-21 Variance Approved Approved Approved Approved Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Administration Chief of Operations and Public Works 1 $134,786 1 $137,954 1 $137,954 1 $165,866 0 $27,912 Administrative Services Manager 1 $115,764 1 $123,477 0 $0 0 $0 0 $0 Public Works Administrative Assistant 1 $66,654 1 $74,639 0 $0 0 $0 0 $0 Records Data Entry Clerk 1 $60,518 1 $64,550 0 $0 0 $0 0 $0 Executive Secretary 1 $69,977 1 $74,639 1 $76,403 1 $76,403 0 $0 Total 5 $447,699 5 $475,259 2 $214,357 2 $242,269 0 $27,912 Administration R&P Director of Recreation & Parks 1 $139,632 1 $139,632 1 $139,632 1 $138,332 0 )($1,300 Superintendent of Recreation $0 0 $0 1 $109,358 1 $109,358 0 $0 Administrative Support II 1 $57,550 1 $61,384 1 $62,836 1 $62,836 0 $0 Secretary/Bookkeeper 1 $63,453 1 $67,680 1 $69,280 1 $69,280 0 $0 Athletic Supervisor 1 $73,463 1 $78,357 0 $0 0 $0 0 $0 Req 20-21: Athletic Supervisor 0 $0 0 $0 0 $0 0 $0 0 $0 Req 20-21: Program Coordinator 0 $0 0 $0 0 $0 0 $0 0 $0

80 Department Summary - OPERATIONS AND PUBLIC WORKS

PERSONNEL SUMMARY 2017-18 2018-19 2019-20 2020-21 Variance Approved Approved Approved Approved Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Total 4 $334,098 4 $347,053 4 $381,106 4 $379,806 0 )($1,300 Grounds/Facilities Park Supervisor 0 $0 0 $0 1 $87,648 1 $90,088 0 $2,440 Superintendent of Park Maintenance 1 $99,833 1 $109,358 0 $0 0 $0 0 $0 Superintendent of Public Property & 0 $0 0 $0 1 $131,883 1 $131,883 0 $0 Parks Carpenter 1 $81,104 1 $86,508 1 $88,553 1 $88,553 0 $0 Carpenter Assistant 1 $70,055 1 $74,722 1 $76,488 1 $76,488 0 $0 Maintenance Tradesworker 2 $140,110 2 $149,407 2 $152,976 2 $152,976 0 $0 Park Maintainer III 2 $133,434 2 $142,328 2 $145,692 2 $145,692 0 $0 Plumber/Pipefitter 1 $81,104 1 $86,508 1 $88,553 1 $88,553 0 $0 Park Maintainer I 4 $230,512 4 $245,868 4 $251,680 4 $240,528 0 )($11,152 Park Maintainer II 7 $426,648 6 $390,523 6 $396,456 6 $396,456 0 $0 Plumber Assistant 0 $0 1 $71,164 1 $76,488 1 $76,488 0 $0 Total 19 $1,262,800 19 $1,356,386 20 $1,496,417 20 $1,487,705 0 )($8,712 Operations Superintendent of Operations 1 $117,264 1 $128,838 1 $131,883 1 $131,883 0 $0 Waste Programs Manager 1 $82,509 1 $90,386 1 $92,522 1 $92,522 0 $0 Records Data Entry Clerk 0 $0 0 $0 1 $66,076 1 $69,280 0 $3,204 Maintainer II (Truck Driver) 19 $1,110,530 19 $1,205,268 18 $1,173,754 18 $1,161,134 0 )($12,620 Roads Supervisor 3 $251,985 3 $275,913 3 $277,567 3 $277,567 0 $0 Maintainer III (Equipment Operator) 13 $867,321 13 $925,132 13 $946,998 13 $946,998 0 $0 Maintainer III (Equipment Operator) 1 $66,717 1 $71,164 1 $72,846 1 $72,846 0 $0 Mason I 3 $231,711 3 $247,149 3 $252,990 3 $252,990 0 $0 Weighmaster 3 $220,674 3 $235,377 3 $240,942 3 $240,942 0 $0 Maintainer I (Laborer) 14 $718,997 14 $779,749 13 $727,534 13 $727,428 0 )($106 Req 20-21 Maintainer I (Laborer) 0 $0 0 $0 0 $0 0 $0 0 $0 Maintainer II (Tree Trimmer) 0 $0 0 $0 1 $72,846 1 $76,788 0 $3,942 Total 58 $3,667,708 58 $3,958,976 58 $4,055,958 58 $4,050,378 0 )($5,580 Engineering Assistant Director of Transportation 1 $132,723 1 $135,798 0 $0 0 $0 0 $0 Building & Facilities Manager 1 $124,056 1 $135,798 1 $139,009 1 $139,009 0 $0 Traffic Engineer 1 $93,207 1 $102,031 0 $0 0 $0 0 $0 Principal Civil Engineer 1 $136,473 1 $149,400 1 $152,932 1 $152,932 0 $0 Senior Civil Engineer 3 $323,532 3 $354,045 3 $362,970 3 $362,970 0 $0 Traffic Analyst 1 $81,104 1 $86,508 0 $0 0 $0 0 $0 DEFUNDED -GIS ANALYST 1 $85,039 1 $90,704 0 $0 0 $0 0 $0 Junior Engineer 5 $376,746 5 $408,968 5 $394,873 5 $402,341 0 $7,468 Req 20-21: Junior Engineer 0 $0 0 $0 0 $0 0 $0 0 $0 Assistant Civil Engineer 2 $181,506 2 $196,216 2 $203,532 2 $203,532 0 $0

81 Department Summary - OPERATIONS AND PUBLIC WORKS

PERSONNEL SUMMARY 2017-18 2018-19 2019-20 2020-21 Variance Approved Approved Approved Approved Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Permit Engineer 1 $83,393 1 $91,567 1 $100,165 1 $100,165 0 $0 Engineering Aide III 1 $81,104 1 $86,508 1 $88,553 1 $88,553 0 $0 Permit Inspector 1 $81,104 1 $86,508 1 $88,553 1 $88,553 0 $0 Total 19 $1,779,987 19 $1,924,051 15 $1,530,587 15 $1,538,055 0 $7,468 Engineering Custodian 1 $54,809 1 $58,461 1 $59,844 1 $59,844 0 $0 Total 1 $54,809 1 $58,461 1 $59,844 1 $59,844 0 $0

Department Total 106 $7,547,101 106 $8,120,186 100 $7,738,269 100 $7,758,057 0 $19,788

ADMINISTRATION DESCRIPTION OF SERVICES The goal of the Administration Division is to provide effective leadership and management support to the department and provide development, construction, operations and maintenance of specified city properties in a safe and cost effective manner based on an approved and acceptable level of service for the maximization of resource performance and the achievement of department outcomes.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $523,128 $348,405 $239,694 $260,341 $20,647 %8.61 Contractual Services $93,172 $113,050 $89,374 $117,096 $27,722 %31.02 Supplies and Materials $31,630 $31,955 $28,000 $32,508 $4,508 %16.10 Grants & Donations $394,876 $326,526 $381,761 $440,088 $58,327 %15.28 Total $1,042,805 $819,937 $738,829 $850,033 $111,204 %15.05

PERFORMANCE INDICATORS FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Input Direct expenditures $1,042,805 $819,937 $738,829 $850,033 Employees 5 5 2 2 Outputs Area managed (square miles) 36.3 36.3 36.3 36.3 Major service contracts managed 5 5 5 5 Number of budgets managed 6 6 6 6 Number of committees managed 14 14 14 14

82 Department Summary - OPERATIONS AND PUBLIC WORKS

OPERATIONS DESCRIPTION OF SERVICES The goal is to provide street maintenance and repair services to the citizens of Norwalk and the general public so that people and goods can move freely and safely throughout the city. Included in operations are the following activities: Solid Waste regulation; collection and disposal; the City’s contribution to the Water Pollution Control Authority; the cost of services provided for the Board of Education; and Centralized Fleet Services.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $4,198,090 $4,187,118 $4,437,855 $4,586,119 $148,264 %3.34 Contractual Services $5,940,110 $6,319,606 $6,347,333 $6,688,184 $340,851 %5.37 Supplies and Materials $688,299 $602,433 $559,525 $732,669 $173,144 %30.94 Fixed Charges $1,205,929 $660,636 $1,020,423 $1,073,892 $53,469 %5.24 Total $12,032,428 $11,769,792 $12,365,136 $13,080,864 $715,728 %5.79

PERFORMANCE INDICATORS FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Input Direct expenditures $12,032,428 $11,769,792 $12,365,136 $13,080,864 Employees 58 58 58 58 Outputs Drainage Service Request 150 200 452 486 Fleet Preventive Maintenance to Corrective Maintenance %/FY 12% 50% 60% 60% Landscaping Service Requests 640 700 800 830 Road Service Requests 600 800 1,000 889 Snow Service Requests 66 100 300 505 Solid Waste Service Requests 1,600 1,700 1,200 2,400 Tons Recycled/FY (Tons) 9,000 9,200 9,400 9,500 Tons Solid Waste Collected/FY (Tons) 22,700 21,000 24,500 24,000 Traffic Service Requests Effectiveness % of Drainage Service Requests Completed 100% 100% 10% 100% % of Landscaping Service Requests Completed 100% 100% 100% 100% % of operations OT (without snow) expended/FY 81% 75% 75% 75% % of Solid Waste Service Requests Completed 100% 100% 100% 100% % of Traffic Service Requests Completed 100% 100% 100% 100% % Salt expended/FY As Needed As Needed As Needed As Needed

83 Department Summary - OPERATIONS AND PUBLIC WORKS

ENGINEERING DESCRIPTION OF SERVICES The goal is to provide capital planning, survey, design and inspection services for the residents of Norwalk and the public to ensure the necessary infrastructure for safe travel, a healthy environment, and an acceptable quality of life. Also included in this division is building management, which oversees the operation and maintenance of most City buildings with the exception of City schools. Fiscal year 2004-05 was the first year that building management services are budgeted for in the Department of Public Works, prior to this these services were accounted for in a separate department.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $1,990,853 $1,704,400 $1,698,358 $1,694,376 )($3,982 %)(0.23 Contractual Services $2,172,248 $2,236,082 $2,429,734 $2,475,233 $45,499 %1.87 Supplies and Materials $100,400 $101,886 $47,534 $105,146 $57,612 %121.20 Debt Service $68,641 $34,848 $35,525 $35,525 $0 %0.00 Capital Outlay $0 $826 $0 $840 $840 %0.00 Total $4,332,142 $4,078,042 $4,211,151 $4,311,120 $99,969 %2.37

PERFORMANCE INDICATORS FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Input Direct expenditures $4,332,142 $4,078,042 $4,211,151 $4,311,120 Employees 19 19 15 15 Outputs # of Permit Inspections Conducted 1,300 1,500 1,600 850 # of Permits Issued 650 700 750 800 % of Permit Fees Collected 75% 90% 100% 100% Average PCI (Pavement Condition Index) 81 83 83 83 Engineering Service Requests 540 600 680 as needed Lane-miles Road Paved 42.10 39.38 19.66 25.6 Number of Feet of Sanitary Sewer Pipe Cleaned and Televised 112,517 8,500 261,149 367,791 (cctv) Number of Manholes Inspected 305 200 350 367 Number of NPDES Permit Violations at WWTP 3 6 6 4 Number of Sewage Bypasses that occur within the Collection 16 16 22 18 System Effectiveness

% of Engineering Service Requests Completed 100% 100% 100% 100.00

84 Department Summary - OPERATIONS AND PUBLIC WORKS

BUILDING MAINTENANCE DESCRIPTION OF SERVICES The Building Maintenance Division provides maintenance services to the property throughout Norwalk.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $62,608 $62,138 $60,742 $64,344 $3,602 %5.93 Contractual Services $519,979 $550,568 $635,416 $660,213 $24,797 %3.90 Supplies and Materials $37,772 $38,492 $40,454 $40,080 )($374 %)(0.92 Debt Service $68,641 $34,848 $35,525 $35,525 $0 %0.00 Capital Outlay $0 $826 $0 $840 $840 %0.00 Total $689,000 $686,873 $772,137 $801,002 $28,865 %3.74

85 Department Summary - OPERATIONS AND PUBLIC WORKS

RECRATION ADMINISTRATION DESCRIPTION OF SERVICES The Administration division is responsible for all activities and operations of the Department of Recreation and Parks including all City sponsored recreational activities, parks and park maintenance.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $390,105 $326,979 $460,170 $548,983 $88,813 %19.30 Contractual Services $249,709 $255,764 $229,315 $267,888 $38,573 %16.82 Supplies and Materials $5,645 $4,340 $6,000 $5,736 )($264 %)(4.40 Total $645,459 $587,082 $695,485 $822,607 $127,122 %18.28

PERFORMANCE INDICATORS FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Inputs Direct Expenditures $645,459 $587,082 $695,485 $822,607 Employees 6 4 4 5 Outputs Number of budgets managed 6 6 Administration Total revenue collected 1,804,000 1,800,000 1,200,000 1,300,000 Customer Service/Outreach Total number of program participants 71,000 75,000 180,000 200,000 Effectiveness Administration % of approved budget expended 100% 100% 100% 100% % of info. requests answered within a timely manner 100% 100% 100% 100% Customer Service/Outreach % of residents who would rate services received as 98.5% 99% 99% 100% good/satisfied with services received

86 Department Summary - OPERATIONS AND PUBLIC WORKS

RECREATION DESCRIPTION OF SERVICES The Recreation Division provides a wide range of active and passive recreational programs for the citizens of Norwalk.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $267,262 $231,047 $395,121 $334,408 )($60,713 %)(15.37 Contractual Services $152,656 $134,428 $166,130 $156,557 )($9,573 %)(5.76 Supplies and Materials $46,724 $39,307 $47,105 $53,802 $6,697 %14.22 Fixed Charges $19,300 $17,975 $21,000 $19,632 )($1,368 %)(6.51 Grants & Donations $88 $0 $11,368 $576 )($10,792 %)(94.93 Total $486,030 $422,757 $640,724 $564,975 )($75,749 %)(11.82

PERFORMANCE INDICATORS FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Inputs Direct Expenditures $486,030 $422,757 $640,724 $564,975 Outputs # of camp program participants Not tracked N/A 3,110 3,500 # of special events program participants Not tracked N/A 122,780 125,000 # of youth sports program participants Not tracked N/A 13,840 15,000 Total program fees collected Not tracked 641,652 650,000 700,000 Sports Programs # of adult sports program participants 60 N/A 59,580 60,000 Aquatics # of aquatic program participants 17 N/A 13,002 13,000 Effectiveness % of participants satisfied with Youth Sports programs N/A 90% 95% 98% %change in recreational revenue collected N/A N/A N/A 100% Special Events % change in Adult Sports participants 20% 20% -15% 5% % of participants satisfied with Special Events programs 95% 98% 98% 98% Social Programs % change in Special Event participants 9.8% 10% 0% 5% % of participants satisfied with Adult Sports programs 95% 98% 98% 98% Arts/Cultural Programs % of participants satisfied with Camp programs 99% 99% 99% 98% Play & Learn Program % change in Youth Sports participants 1.3% 1% -10% 5% Aquatics % change in Aquatic participants 15.3 12% -10% 5% % of participants satisfied with Aquatics programs 99% 99% 100% 100%

87 Department Summary - OPERATIONS AND PUBLIC WORKS

FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Scheduling % change in Camp participants 0% 0% 0% 10%

88 Department Summary - OPERATIONS AND PUBLIC WORKS

PARK MAINTENANCE DESCRIPTION OF SERVICES The Park Maintenance Division maintains 1,215 acres of grounds and property throughout Norwalk.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $2,110,201 $2,052,289 $2,130,963 $2,191,588 $60,625 %2.84 Contractual Services $379,302 $397,982 $580,010 $638,448 $58,438 %10.08 Supplies and Materials $155,569 $184,234 $197,223 $209,805 $12,582 %6.38 Fixed Charges $465,378 $216,042 $344,263 $332,004 )($12,259 %)(3.56 Debt Service $108,620 $56,808 $125,000 $114,996 )($10,004 %)(8.00 Capital Outlay $12,769 $14,757 $19,150 $19,800 $650 %3.39 Total $3,231,839 $2,922,113 $3,396,609 $3,506,641 $110,032 %3.24

PERFORMANCE INDICATORS FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Inputs Direct Expenditures $3,231,839 $2,922,113 $3,396,609 $3,506,641 Employees 19 19 20 20 Outputs # of acres mowed per year N/A 30,000 34,000 # of park service requests completed N/A 100 200 # of playground inspections completed N/A 29 30 # of playing fields prepared N/A 2,200 2,500 # of tree service requests completed N/A 650 700 Total facility reservation fees collected N/A 360,000 370,000 Park Maintenance & Repair # of acres/areas plowed per year 51 51 51 55 Tree Maintenance # of trees and shrubs planted/replaced 185 170 180 180 Effectiveness Park Maintenance & Repair % of facility reservation fees collected 100% 100% 100% 100% % of parks maintained satisfactorily 100% 99% 100% 100% Turf Management % of acres that are not available due to lack of maintenance 0% 0% 0% 0% % of park service requests completed 100% 100% 100% 100% % of playground inspections completed 100% 100% 100% 100% Tree Maintenance % of trees/shrubs replaced on schedule 93% 80% 100% 100% Athletics % change in athletic fields not prepared on schedule 5.4% 5% 3 0%

89

CITY OF NORWALK

ANNUAL BUDGET

90 Department Summary - COMMUNITY SERVICES COMMUNITY SERVICES

Chief of Community Services

Human Relations Human Services Library Health Department Fair Housing *+^ & Fair Rent

Early Childhood Administration Municipal Agent Youth Services Medical & Education for the Elderly* Preventable Disease Environmental Health & * Collaborave relaonship with Community Services Department Housing + Appointed by corresponding Board or Commission ^ Reports to Redevelopment Agency Laboratory Description of Service/Mission Statements

The Community Services Department is comprised of Fair Rent and Human Relations, Library Services, Health Services, Human Services, Youth Services and Early childhood. Its mission is to increase and sustain the social well-being and health of all Norwalk residents through information, resources and services. The role of the Chief of Community Services is to unify initiatives and programs that directly affect the social well-being and health of the residents of Norwalk; provide oversight and administrative support to departments; and support the quality of life in Norwalk throughout one's lifespan. Highlights For 2019- 2020 Hired new chief of community services to lead Community Services Department. Actively recruiting for the position of Director of Human Services. Goals For 2020 - 2021 The Community Services Department is equally concerned with strengthening our community by:

• Build on existing relationships to strengthen collaboration among social service providers, community organizations, faith-based organizations and advocates.

• Promote policies and practices that are supportive and inclusive in the dissemination of information of minority group rights.

• Promote ongoing evaluation and continuous learning to advance efforts in achieving a healthy community

• Enhance efforts to increase accessibility to reach the most vulnerable populations.

91 Department Summary - COMMUNITY SERVICES

FUNDING SUMMARY EXPENDITURES 2017-18 2018-19 2019-20 2020-21 Variance % Change Budget By Activity Actual Actual Approved Approved Early Childhood Program $80,077 $81,734 $80,640 $83,922 $3,282 %4.07 Human Relations & Fair Rent $401,432 $251,933 $380,385 $319,603 )($60,782 %)(15.98 Human Services $0 $0 $0 $167,438 $167,438 %0.00 Youth Services $321,283 $356,469 $381,246 $378,812 )($2,434 %)(0.64 Health Administration $363,464 $410,763 $528,309 $2,075,571 $1,547,262 %292.87 Enviro Health $975,081 $964,454 $1,010,475 $995,064 )($15,411 %)(1.53 Health Education $108,412 $79,899 $101,139 $102,005 $866 %0.86 Laboratory $165,576 $166,660 $154,173 $149,979 )($4,194 %)(2.72 Municipal Agent for the Elderly $120,549 $113,049 $122,395 $121,748 )($647 %)(0.53 Preventable Diseases $350,719 $332,497 $454,010 $468,354 $14,344 %3.16 Library Administration/Program $3,561,314 $3,533,586 $3,766,356 $3,916,616 $150,260 %3.99 Main Library $246,998 $253,586 $260,611 $271,488 $10,877 %4.17 Sono Branch Library $82,648 $82,295 $93,597 $95,400 $1,803 %1.93

Total $6,777,553 $6,626,926 $7,333,336 $9,146,000 $1,812,664 %24.72 Budget By Major Group Personnel Services $5,079,854 $4,963,171 $5,522,897 $5,843,155 $320,258 %5.80 Contractual Services $1,123,116 $1,098,016 $1,207,240 $1,673,454 $466,214 %38.62 Supplies and Materials $495,584 $490,682 $507,123 $540,459 $33,336 %6.57 Fixed Charges $5,150 $2,254 $4,115 $3,924 )($191 %)(4.64 Grants & Donations $70,109 $63,370 $79,825 $85,824 $5,999 %7.52 Capital Outlay $3,738 $9,432 $12,136 $14,184 $2,048 %16.88 Others $0 $0 $0 $985,000 $985,000 %0.00 Total $6,777,553 $6,626,926 $7,333,336 $9,146,000 $1,812,664 %24.72

NON-TAX REVENUE

Intergovernmental $52,655 $57,056 $54,847 $57,091 $2,244 %4.09 Licenses & Permits $415,320 $402,162 $385,075 $401,084 $16,009 %4.16 Service Charges $334,328 $310,632 $332,298 $370,864 $38,566 %11.61 Miscellaneous $18,804 $0 $0 $0 $0 %0.00 Total $821,107 $769,850 $772,220 $829,039 $56,819 7.36 %

AMT. SUPPORTED BY TAXES $5,956,446 $5,857,076 $6,561,116 $8,316,961 $1,755,845 26.76 %

92 Department Summary - COMMUNITY SERVICES

Summary by Division - Approved FY 2020-21

Human Relations & Fair Rent Youth Services $319,603 $378,812 Early Childhood Program Health Administration $83,922 $2,053,835 Sono Branch Library $95,400 Main Library $271,488

Enviro Health $995,064 Health Education $102,005 Laboratory $149,979 Library Agent for the Elderly Administration/Program $121,748 $3,916,616 Preventable Diseases $419,109

PERSONNEL SUMMARY 2017-18 2018-19 2019-20 2020-21 Variance Approved Approved Approved Approved Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Community Services Chief of Community Services 0 $0 0 $0 0 $0 1 $152,099 1 $152,099 Total 0 $0 0 $0 0 $0 1 $152,099 1 $152,099 Health Administration Director of Health 1 $128,365 1 $128,365 1 $129,880 1 $142,921 0 $13,041 Project Coordinator 0 $0 0 $0 1 $72,776 1 $72,776 0 $0 Receptionist/Bilingual 1 $47,351 1 $53,021 1 $57,005 1 $49,502 0 )($7,503 Administrative Support II 1 $57,550 1 $61,384 1 $62,836 1 $59,516 0 )($3,320 Total 3 $233,266 3 $242,770 4 $322,497 4 $324,715 0 $2,218 Human Relations & Fair Rent Dir. of Human Relations & Fair Rent 1 $109,825 1 $120,308 1 $110,186 0 $0 -1 )($110,186 Civil Rights/Fair Rent Investigator 1 $77,141 1 $90,704 1 $92,848 1 $105,038 0 $12,190 Administrative Support II 1 $57,550 1 $61,384 1 $62,836 1 $62,836 0 $0 Program Coordinator 1 $63,453 1 $67,680 1 $69,280 1 $69,280 0 $0 Total 4 $307,969 4 $340,076 4 $335,150 3 $237,154 -1 )($97,996 Human Services Dir. of Human Services 0 $0 0 $0 0 $0 1 $105,038 1 $105,038 Total 0 $0 0 $0 0 $0 1 $105,038 1 $105,038 Library Assistant Library Director 1 $120,790 1 $132,321 1 $135,449 1 $135,449 0 $0 Director of Library Technology 1 $112,793 1 $123,477 1 $126,396 1 $106,351 0 )($20,045 Circulation Systems Manager 1 $90,753 1 $99,416 1 $101,767 1 $101,767 0 $0 Library Director 1 $132,723 1 $145,565 1 $149,006 1 $149,006 0 $0 93 Department Summary - COMMUNITY SERVICES

PERSONNEL SUMMARY 2017-18 2018-19 2019-20 2020-21 Variance Approved Approved Approved Approved Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Director of Library Information Services 1 $94,434 1 $103,606 1 $109,000 1 $109,000 0 $0 Director of Children's Library Services 1 $109,825 1 $120,308 1 $123,152 1 $123,152 0 $0 Librarian 1 $80,990 1 $86,386 1 $88,428 1 $88,428 0 $0 Reference Librarian 5 $382,924 5 $408,610 5 $425,912 5 $418,090 0 )($7,822 Accounts Clerk 1 $57,550 1 $64,466 1 $65,989 1 $65,989 0 $0 Library Assistant 8 $436,877 8 $474,500 8 $488,142 8 $488,142 0 $0 Library Clerk 3 $151,771 3 $164,399 3 $171,015 3 $171,015 0 $0 Custodian 3 $170,145 3 $184,401 3 $188,760 3 $188,760 0 $0 Total 27 $1,941,575 27 $2,107,455 27 $2,173,016 27 $2,145,149 0 ($27,867) Youth Services Director of Youth Services 1 $109,825 1 $117,142 1 $123,152 1 $123,152 0 $0 Coordinator of Juvenile Justice and 1 $66,654 1 $78,356 1 $84,225 1 $84,225 0 $0 Prevention Programs JRB Assistant Coordinator 1 $60,439 1 $61,384 1 $65,989 1 $65,989 0 $0 Total 3 $236,918 3 $256,882 3 $273,366 3 $273,366 0 $0 Environmental Health Dir. of Environmental Health & Housing 1 $115,764 1 $123,477 1 $126,396 1 $126,396 0 $0 Housing Inspector 3 $251,068 3 $267,794 3 $274,124 3 $253,654 0 )($20,470 Sanitarian 4 $340,156 4 $362,816 4 $371,392 4 $371,392 0 $0 Sealer of Weights & Measures 1 $66,654 1 $71,095 1 $72,776 1 $72,776 0 $0 Total 9 $773,642 9 $825,182 9 $844,688 9 $824,218 0 )($20,470 Early Childhood Program NECC Coordinator 1 $65,772 1 $67,137 1 $67,137 1 $67,137 0 $0 Total 1 $65,772 1 $67,137 1 $67,137 1 $67,137 0 $0 Health Preventable Diseases - Education Services Health Educator 1 $89,295 1 $95,243 1 $97,495 1 $97,495 0 $0 Total 1 $89,295 1 $95,243 1 $97,495 1 $97,495 0 $0 Health Laboratory Administrative Technician 1 $89,295 1 $95,243 1 $97,495 1 $97,495 0 $0 Total 1 $89,295 1 $95,243 1 $97,495 1 $97,495 0 $0 Health Medical Services Supervisor of Clinical Services 1 $115,764 1 $123,477 1 $126,396 1 $126,396 0 $0 Nurse Practitioner 0 $0 0 $0 0 $0 1 $105,578 1 $105,578 Public Health Nurse 1 $73,463 1 $82,280 1 $80,208 0 $0 -1 )($80,208 Total 2 $189,227 2 $205,757 2 $206,604 2 $231,974 0 $25,370

Department Total 51 $3,926,959 51 $4,235,745 52 $4,417,448 53 $4,555,840 1 $138,392

94 Department Summary - COMMUNITY SERVICES

HUMAN RELATIONS & FAIR RENT DESCRIPTION OF SERVICES To investigate complaints from residents who feel that their rent is harsh and/or unconscionable; to conduct hearings and make decisions in a judicial capacity; to encourage compliance by landlords and tenants with statutes, acts, ordinances, and decisions of State and City agencies; to mediate disputes between landlords and tenants where practicable.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $373,975 $237,314 $341,506 $297,187 )($44,319 %)(12.98 Contractual Services $26,253 $13,232 $36,849 $20,400 )($16,449 %)(44.64 Supplies and Materials $1,204 $1,106 $2,030 $2,016 )($14 %)(0.69 Capital Outlay $0 $281 $0 $0 $0 %0.00 Total $401,432 $251,933 $380,385 $319,603 )($60,782 %)(15.98

HUMAN SERVICES DESCRIPTION OF SERVICES Plans, organizes, administers and supervises the City’s services to children, youth, families, senior citizens and residents in need of assistance and to those that are most vulnerable. Provides points of contact for consultation and referral for services and resources ensuring all those in need of City services and resources have access to them.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $0 $0 $0 $160,118 $160,118 %0.00 Contractual Services $0 $0 $0 $2,320 $2,320 %0.00 Supplies and Materials $0 $0 $0 $500 $500 %0.00 Capital Outlay $0 $0 $0 $4,500 $4,500 %0.00 Total $0 $0 $0 $167,438 $167,438 %0.00

HEALTH ADMINISTRATION DESCRIPTION OF SERVICES The goal of the Administration Division is to provide effective leadership and management support to the department in order to maximize performance and achieve department goals.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $206,740 $246,358 $342,096 $498,750 $156,654 %45.79 Contractual Services $151,932 $157,484 $181,236 $585,317 $404,081 %222.96 Supplies and Materials $4,792 $6,922 $4,977 $6,504 $1,527 %30.68 Others $0 $0 $0 $985,000 $985,000 %0.00 Total $363,464 $410,763 $528,309 $2,075,571 $1,547,262 %292.87

95 Department Summary - COMMUNITY SERVICES

ENVIRONMENTAL HEALTH & HOUSING CODE ENFORCEMENT DESCRIPTION OF SERVICES The goal of the Environmental Health Division is to disseminate information and to provide a wide range of inspection services in order to insure a safe and healthy environment for residents and others who frequent the City.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $859,536 $858,529 $884,036 $862,478 )($21,558 %)(2.44 Contractual Services $39,356 $36,379 $39,919 $39,807 )($112 %)(0.28 Supplies and Materials $6,080 $6,176 $6,695 $6,955 $260 %3.88 Grants & Donations $70,109 $63,370 $79,825 $85,824 $5,999 %7.52 Total $975,081 $964,454 $1,010,475 $995,064 )($15,411 %)(1.53

PERFORMANCE INDICATORS FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Input Direct Expenditures $975,081 $964,454 1,010,475 $995,064 Employees 9 9 9 9 Output # Inspections Beauty Salons 159 185 150 160 Certificate of Apartment Occupancy 304 141 300 150 Food Establishments 1,447 1,507 1,500 1,500 Massage 8 11 8 12 Public Pools 82 87 72 85 Rooming House 54 59 50 55 Septic 150 148 125 140 Tanning 7 7 7 7 Weights & Measures 185 183 185 185 Wells 7 2 10 5 # of Board of Health meetings held 9 9 11 11 # of grant contracts managed 11 15 13 15 # of grant reports completed 43 34 35 35 Enforcement # of housing inspections 1,196 1,280 1,100 1,200 # of housing orders issued 497 416 425 430 Effectiveness # of housing orders abated 313 337 290 300 % of comprehensive lead investigations completed for children 100% 100% 100% 100% with blood lead levels greater than fifteen micrograms per deciliter % of food establishment orders into code compliance within time 100% 100% 100% 100% frames

96 Department Summary - COMMUNITY SERVICES

FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved % of foodborne outbreak investigations initiated within 48 100% 100% 100% 100% business hours % of mandated food establishment inspections completed 84% 99% 90% 95% % of mandated massage establishment inspections completed 100% 100% 100% 100% % of mandated pool inspections completed 120% 100% 100% 100% % of mandated salon inspections completed 100% 100% 100% 100% % of mandated tanning establishment inspections completed 100% 100% 100% 100% % of grant reports completed within required timeframes 98% 91% 100% 100% % of monthly expenditure reports completed 100% 100% 100% 100%

HEALTH EDUCATION DESCRIPTION OF SERVICES The goal of the Medical and Education Division is to coordinate and provide health promotion and early detection activities to ensure optimum health for the community. These services, previously grouped in Preventable Diseases, were put into a separate division in 2004-05.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $105,899 $78,328 $98,600 $99,049 $449 %0.46 Contractual Services $1,500 $805 $1,514 $1,696 $182 %12.02 Supplies and Materials $1,013 $767 $1,025 $1,260 $235 %22.93 Total $108,412 $79,899 $101,139 $102,005 $866 %0.86

PERFORMANCE INDICATORS FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Input Direct Expenditures $108,412 $79,899 $101,139 $102,005 Employees 1 1 1 1 Output # of Growing Gardens, Growing Health cohorts 2 1 1 1 # of community flu clinics held and organized 3 2 2 2 # of Facebook likes 438 535 550 600 # of general outreach opportunities or programs 27 15 12 12 # of Healthy for Life general meetings 4 4 4 4 # of NorWALKer maps distributed 2,500 3,000 3,000 3,000 # of press releases distributed 27 18 24 20 # of Twitter followers 389 436 475 500 Effectiveness % of participants overall satisfied with Growing Gardens, 100% 100% 95% 90% Growing Health

97 Department Summary - COMMUNITY SERVICES

LABORATORY DESCRIPTION OF SERVICES The goal of the Laboratory Division is to provide accurate and efficient laboratory testing of various biological and environmental samples and to maintain IT support for the Health Department building.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $141,574 $142,307 $124,476 $124,165 )($311 %)(0.25 Contractual Services $2,168 $3,389 $4,189 $3,674 )($515 %)(12.29 Supplies and Materials $21,835 $20,963 $25,508 $22,140 )($3,368 %)(13.20 Total $165,576 $166,660 $154,173 $149,979 )($4,194 %)(2.72

PERFORMANCE INDICATORS FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Input Direct Expenditures $165,576 $166,660 $154,173 $149,979 Employees 1 1 1 1 Output Environmental # of beach water tests/analyses performed 344 348 315 315 # of potable water tests 16 20 10 10 Clinical # of GC/CT probe specimens 502 484 450 450 # of gram stain smears performed 102 77 90 90 # of HIV serology specimens processed 207 214 0 0 # of HIV waive tests 200 200 # of OSOM tests performed 38 32 40 40 # of syphilis serology tests performed 461 464 0 0 # of syphilis tests processed 440 440 # of wet preps performed 38 32 40 40 Effectiveness Proficiency score for environmental license 100% 100% 100% 100%

98 Department Summary - COMMUNITY SERVICES

MUNICIPAL AGENT FOR THE ELDERLY DESCRIPTION OF SERVICES The Senior Services Coordinating Council/The Senior Umbrella serves as the City of Norwalk’s Municipal Agent for the Elderly. Case Management services are provided to seniors and their families assisting with information about appropriate services and programs; including application assistance, medical insurance counseling, advocacy support and home visitation on a case by case basis. The Council works closely with many public and private agencies to secure services for the Norwalk senior community.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Contractual Services $117,557 $109,019 $118,919 $116,432 )($2,487 %)(2.09 Supplies and Materials $445 $1,430 $1,419 $1,452 $33 %2.33 Fixed Charges $2,547 $1,346 $2,057 $2,592 $535 %26.01 Capital Outlay $0 $1,255 $0 $1,272 $1,272 %0.00 Total $120,549 $113,049 $122,395 $121,748 )($647 %)(0.53

99 Department Summary - COMMUNITY SERVICES

PREVENTABLE DISEASES DESCRIPTION OF SERVICES The goal of the Preventable Disease Division is to decrease the incidents of disease and promote high levels of health among Norwalk residents. These services, previously grouped in Preventable Diseases, were put into a separate division in 2004-05.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $227,252 $196,852 $301,759 $327,064 $25,305 %8.39 Contractual Services $7,101 $4,898 $5,398 $6,094 $696 %12.89 Supplies and Materials $116,366 $130,747 $146,853 $135,196 )($11,657 %)(7.94 Total $350,719 $332,497 $454,010 $468,354 $14,344 %3.16

PERFORMANCE INDICATORS FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Input Direct Expenditures $350,719 $332,935 $454,010 $468,354 Employees 2 2 2 2 Output Sexually Transmitted Disease (STD) Clinic # of STD patients 560 536 540 540 Immunizations # of childhood immunizations administered 202 286 600 600 # of flu vaccines administered 1,227 1,143 1,000 1,143 # of travel and adult vaccines administered 1,199 1097 1,100 1,100 # of travel clinic patients 916 1034 850 1,000 Tuberculosis (TB) Control # of active TB cases managed 7 4 5 4 # of individuals evaluated for latent TB infection 36 43 25 30 # of individuals treated for latent TB infection 32 35 20 25 # of tuberculin skin tests 72 100 60 65 Communicable Disease Control # of foodborne illness reports received and followed-up on 38 45 40 50 Effectiveness % contact investigations conducted for active tuberculosis cases 100% 100% 100% 100% % of active tuberculosis patients completing Directly Observed 100% 100% 100% 100% Therapy (DOT) % of STD patients completing treatment for diagnosis of 100% 95% 100% 98% gonorrhea, chlamydia, and/or syphilis

100 Department Summary - COMMUNITY SERVICES

YOUTH SERVICES DESCRIPTION OF SERVICES To promote the healthy development of Norwalk’s children, youth, and families through collaboration, resource development, juvenile justice, prevention, and early intervention. This is achieved through planning, evaluating, coordinating and implementing services for children, youth and families in Norwalk. The Department provides adolescent services such as intervention and counseling; juvenile justice and related programs, such as youth development and anger management. The Department is also a collaborator in its provision of services with the Norwalk Public Schools, Norwalk Police Department, and other local social services and agencies. Juvenile justice services continues its regionalization efforts via services agreements with the Towns of Westport and Weston for juvenile justice services. Total

PERFORMANCE INDICATORS FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Inputs Direct Expenditures $321,283 $361,286 $381,246 $378,818 Employees 3 3 3 3 Outputs General # of coalition efforts joined 3 4 4 5 # of grants received 2 2 2 2 # of grants written/applied for 3 2 2 2 # of Juvenile Review Board clients referred to the court due to 0 0 0 0 lack of capacity # of Juvenile Review Board clients referred to the court due to 14 19 15 15 program failure # of Juvenile Review Board clients served 154 149 185 185 # of social skills group participants 57 60 88 88 # of social skills groups conducted 39 32 92 92 # of special appropriations/BET transfers required 0 0 0 0 # of State/Federal grant reports submitted 2 2 2 2 # of State/regional meetings attended 20 20 20 30 # of youth/familes counseled 167 145 175 175 Total dollar amount of contracts managed $16,900 $16,800 $23,800 $15,000 Effectiveness General % of approved budget expended 100% 100% 100% 100% % of grant reports submitted in a timely manner 100% 100% 100% 100% % of grants refunded 100% 100% 100% 100% % of Juvenile Review Board Clients who successfully complete 91% 85% 95% 100% their contracts. % of participants who would rate JRB service valuable 91% 100% 100% 100% % of State reports submitted by due date 100% 100% 100% 100%

101 Department Summary - COMMUNITY SERVICES

EARLY CHILDHOOD PROGRAM DESCRIPTION OF SERVICES To support a comprehensive and coordinated approach to managing the City’s early childhood education efforts, the Coordinator of Early Childhood Programs works collaboratively with the Norwalk Early Childhood Council (NECC), the Norwalk Public Schools, and early childhood program providers to ensure appropriate oversight and governance of the City’s early childhood education efforts. Placing this function directly within the Mayor’s Office will provide the senior-level support for the work of the NECC, and serves to demonstrate the City’s strong commitment to a comprehensive birth-to-eight Early Childhood Program. Total

102 Department Summary - COMMUNITY SERVICES

LIBRARY ADMINISTRATION/PROGRAMS DESCRIPTION OF SERVICES NPL is comprised of the Main Library on Belden Avenue and the South Norwalk (SoNo) Branch Library on Washington Street. Serving a core population of over 88,000, NPL is well regarded in Norwalk and the Greater Norwalk area as a vital resource. Featuring over 250,000 items for circulation, our collection includes books, music CDs, DVDs, magazines, audio books, downloadable materials, WiFi hotspots, and interlibrary loan service.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $2,783,019 $2,788,341 $2,992,147 $3,037,536 $45,389 %1.52 Contractual Services $429,771 $416,326 $443,938 $507,396 $63,458 %14.29 Supplies and Materials $342,183 $320,113 $316,077 $361,940 $45,863 %14.51 Fixed Charges $2,603 $909 $2,058 $1,332 )($726 %)(35.28 Capital Outlay $3,738 $7,897 $12,136 $8,412 )($3,724 %)(30.69 Total $3,561,314 $3,533,586 $3,766,356 $3,916,616 $150,260 %3.99

PERFORMANCE INDICATORS FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Inputs Circulation of electronic materials Not traced Not traced 40,000 55000 Circulation of hard copy materials Not traced Not traced 400,000 375000 Library visits Not traced Not traced 640,000 680000 Registered borrowers Not traced Not traced 40,000 40000 Direct Expenditures $3,561,314 $3,642,134 $3,766,356 4039344 Employees 27 27 27 27 Outputs # of adult program attendees 13,912 14,000 13,000 13500 # of adult programs 780 800 800 970 # of books given away offsite 11,700 12,000 25,000 25000 # of children's program attendees 22,956 25,000 25,000 26000 # of children's programs 1,168 1,200 1,500 1600 # of history room visits 544 550 400 600 # of hours branch library open each week 55 55 55 55 # of hours main library open each week 64 64 67 67 # of information database uses 23,700 30,000 20,000 25000 # of library materials circulated 458,952 470,000 400,000 380000 # of library visitors 708,988 700,000 640,000 680000 # of literacy volunteers office visits 3,140 1,550 1,200 800 # of literacy volunteers students 350 360 350 350 # of makerspace uses 420 450 350 350 # of meeting rooms bookings 2,712 2,800 3,000 3000 # of public computer uses 62,708 63,000 55,000 50000 # of reference questions 43,884 48,000 40,000 40000

103 Department Summary - COMMUNITY SERVICES

FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved # of reference questions (non-English) 1,664 1,800 1,600 2500 # of registered borrowers 36,548 40,000 40,000 40000 # of school visits 150 150 400 400 # of teen program attendees 1,528 1,500 2,000 2400 # of teen programs 384 350 350 400 # of website views 448,720 450,000 425,000 485000 # of WIFI uses 185,036 200,000 170,000 175000 Effectiveness Administration % change in # of visitors 80% 2% 2% 9 Customer Services % change in class visits 0% 0% 2% 2 Collections % of approved budget expended 100% 100% 100% 100 IT Services % change in circulation 20% 3% 2% 2 Membership % change in online database usage 20% 0% 2% 2

MAIN LIBRARY MAINTENANCE DESCRIPTION OF SERVICES Perform maintenance and upkeep of the building..

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Contractual Services $246,998 $253,586 $260,611 $271,488 $10,877 %4.17 Total $246,998 $253,586 $260,611 $271,488 $10,877 %4.17

SOUTH NORWALK BRANCH LIBRARY MAINTENANCE DESCRIPTION OF SERVICES Perform maintenance and upkeep of the building.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Contractual Services $82,648 $82,295 $93,597 $95,400 $1,803 %1.93 Total $82,648 $82,295 $93,597 $95,400 $1,803 %1.93

104 Department Summary - ECONOMIC & COMMUNITY DEVELOPMENT ECONOMIC & COMMUNITY DEVELOPMENT

Chief of Economic & Community Development

Code Enforcement Transporation, Traffic Planning & Business Development / Historical Art Commission Chief Building Official Zoning Tourism and Parking Commission

Description of Service/Mission Statements Building Department:

The Building Department is responsible for ensuring compliance with the Connecticut State Building Code and the laws and regulations set forth by the Connecticut Department of Public Safety. It is in the Building Department's responsibility to review all applications and drawings for Building and Safety Code compliance; issue building and all related permits; conduct required inspections of building sites and buildings; issue Certificate of Occupancy or Certificate of Compliance after satisfactory completion of all permitted work.

The Chief Building Official is responsible for the Anti-Blight Ordinance enforcement.

Planning & Zoning:

The Planning & Zoning Department, which also consists of Conservation staff, is responsible for regulating the use of land within the city and carrying out the city’s vision, as outlined within the POCD. We perform many regulatory tasks related to public safety and upholding property bales as well as the protection and preservation of the natural and built environment. This also includes the conservation and protection of wetlands and watercourses, the city’s public drinking water supply, natural areas, the aesthetic character of our many and varied residential neighborhoods as well as the development of the urban core and developed environs. To accomplish these tasks we are empowered by and required to enforce state codes and statures as well as the City Charter and local regulations. In addition to providing guidance to citizens, their contractors and their consultants, our staff provides staffing and council to all the numerous land use agencies, including the Planning Commission, Zoning Commission, Conservation Commission, Aquifer Protection Agency, Zoning Board of Appeals and Harbor Management Commission, as well as other town bodies such as the Common Council. In our planning capacity, we guide growth and development within the city in accordance with the POCD and other planning studies the city undertakes.

Transportation Mobility & Parking:

The Department is responsible for addressing the city’s need for convenient mobile connectivity between neighborhoods, business districts and major transportation hubs through coordinated transportation planning, engineering and community collaborations; Our goal is to provide mobility options and services (less reliance on cars) to help people get to their destinations safely, conveniently and within a reasonable amount of time while providing a pleasant experience and that can satisfy a diverse set of demographic needs. The Department looks at features that complement its core mission in order to enhance overall livability and sustainability as a driver for economic development by improving parking capacity; curb management through complete street planning and programming; enhanced safety through Vision Zero platforms; bike, pedestrian and micromobility programming through bike and scooter share programming, microtransit improvements and expansion; bike and pedestrian safety education; expanding the NRVT, streetscaping, wayfinding, expanding rail service locations. The Department manages the city-wide traffic signal system and the parking system.

Business Development & Tourism:

The Business Development & Tourism (BD&T) department is responsible for attracting new businesses to Norwalk, retaining businesses in Norwalk, and supporting Norwalk business owners. This creates a one-stop-shop for businesses within or who want to move to the City of Norwalk formulating a clear line of communication with City Hall. On the tourism side, BD&T is tasked with drawing visitors to the city while capitalizing on and showcasing all of Norwalk's cultural, historical, institutional, and artistic resources. The department uses a bottom-up economic development strategy - planning and creating neighborhoods where 105 Department Summary - ECONOMIC & COMMUNITY DEVELOPMENT businesses and people want to live, work, and play. In this capacity, BD&T guides business growth and development which in turn draws visitors to Norwalk. In addition to these duties, BD&T also staffs the Norwalk Arts Commission and participates in many planning and development initiatives within the city. Highlights For 2019- 2020 Building Department:

1. New All-Wheel drive cars for inspectors to conduct inspections.

2. Completion of the "SoNo Collection" - the largest project in the history of the City of Norwalk

3. Continual issuance of permits at a record-breaking pace.

4. Completion of the streamlining process in City Hall.

Planning & Zoning:

1. Completed the update of the Plan of Conservation & Development (Citywide Plan).

2. Began process of updating the zoning regulations.

3. Streamlined enforcement process, through a Standard Operating Procedure (SOP).

4. Updated zoning within CBD, involving over 100 acres of urban core properties.

5. Continued purging and streamlining of internal processes to speed-up the application review process.

Business Development & Tourism:

The new Business Development & Tourism department is focusing on three major projects in FY 2020-2021. They are as follows:

1. Business Incentive Economic Analysis & Plan:

The POCD directs the department to analyze and recommend incentives to supplement or reinforce those allowed under state statute. This analysis will identify where incentive strategies are needed (geographies, industry type, etc.) and will provide economic return scenarios and impacts for suggested incentives. Following the analysis, the Plan will include how the produced incentives should be implemented and how any economic proceeds from the incentives (if applicable) should be allocated. The estimated costs are $100,000.

2. Tourism Branding & Marketing Initiative::

The BD&T department was created in the reorganization of the City of Norwalk. Before it's creation there was not a department specifically related or responsible for tourism-related promotion or activities. As a result, the department is spearheading a branding, marketing, and promotional initiative that will showcase all that Norwalk has to offer including its natural features, cultural, institutional, and historical resources. The estimated costs are $100,000.

3. Business Outreach & Marketing Strategy:

To give Norwalk a competitive edge when it comes to proactively recruiting businesses, the BD&T department is creating a business outreach and marketing strategy. This exercise will assist in showcasing Norwalk's features that are important to multiple different industries whether they be Class A office tenants, startups, manufacturers, or a large educational institution. Not only will this produce shareable and presentable materials, but it will be paired with a comprehensive outreach strategy to reinforce that Norwalk

106 Department Summary - ECONOMIC & COMMUNITY DEVELOPMENT is open for business. The estimated costs are $50,000.

Transportation Mobility and Parking

1. Implemented an Artistic Crosswalk Application Program 2. Finalized the Citywide Parking Capacity and Strategic Plan 3. Continue citywide traffic signal upgrade program and evaluate adaptive system installations 4. Obtained a Green Infrastructure grant through the Long Island Sound Initiative for a water quality storm water installation in the Webster Parking Lot 5. Created a Vision Zero Task Force to create citywide traffic safety program 6. Implemented a Parking Operation Audit 7. Implemented Parking Management Program in the Wall Street District 8. Updated and installed adaptive signals on from the SoNo Collective to Orchard Street. 9. Continue to expand the Norwalk River Valley Trail 10. Collaborating with the Transit District expanded the Wheels2U on demand shuttle service. Goals For 2020 - 2021 Building Department Goals:

1. Update and modernize the current ways of conducting a plan review through a computerized system. 2. Begin scanning system for property field cards that are stored in our office. 3. Increase the capabilities of the current Municity computer system to better serve the public. 4. To increase the capability of responding to Blight Complaints in a more timely manner.

Planning & Zoning Goals:

1. Implement the goals of the newly adopted POCD. 2. Complete the East Avenue TOD study. 3. Rewrite East Avenue Zoning in response to recommendations in East Avenue TOD study. 4. Begin process of updating zoning regulations. 5. Conduct first corridor study. 6. Continue to improve and streamline the enforcement/citation process. 7. Undertake sustainability initiatives and work toward certification in Sustainable CT.

Transportation Mobility and Parking

1. Create Vision Zero actionable items working with the community task force 2. Update the Transportation and Mobility Plan 3. Develop a new sidewalk priority plan working with the pedestrian committee 4. Develop bike route/sharrow priority plan working with the bike walk commission 5. Install Green Infrastructure water quality storm water project at the Webster Parking Lot collaboration with DPW 6. Evaluate a Residential Parking Permit Program 7. Evaluate wayfinding and branding parking facility installation 8. Continue citywide traffic signal upgrade program and evaluate adaptive system installations 9. Develop a feasibility facility plan related to parking capacity in the SoNo District 10. Continue to work with the Transit District to expand the Wheels2U on demand shuttle service

Business Development & Tourism Goals:

1. Attract new businesses to Norwalk. 2. Retain businesses in Norwalk. 3. Create a stable pipeline of communication with local businesses and City Hall. 4. Implement an effective marketing strategy to draw businesses and visitors to Norwalk.

107 Department Summary - ECONOMIC & COMMUNITY DEVELOPMENT 5. Analyze and implement business incentives that create a strong economic return (job growth, grand list, etc.). 6. Work towards streamlining and digitizing permitting processes for opening a business and for special events. 7. Formulate a user-friendly Economic Development website to create a one-stop-shop for businesses.

108 Department Summary - ECONOMIC & COMMUNITY DEVELOPMENT

FUNDING SUMMARY EXPENDITURES 2017-18 2018-19 2019-20 2020-21 Variance % Change Budget By Activity Actual Actual Approved Approved Arts Commission $11,937 $4,923 $13,333 $9,300 )($4,033 %)(30.25 Chief Of Commun Development $0 $105,007 $256,580 $252,857 )($3,723 %)(1.45 Code Enforcement $877,317 $950,423 $1,133,608 $1,132,280 )($1,328 %)(0.12 Planning & Zoning Commission $1,086,116 $989,522 $1,269,845 $1,125,212 )($144,633 %)(11.39 Conservation Commission $211,804 $213,468 $222,671 $225,050 $2,379 %1.07 Transportation,traffic And Prk $285,548 $670,878 $1,145,058 $1,259,329 $114,271 %9.98 Bus Development & Tourism $188,584 $60,528 $200,000 $114,716 )($85,284 %)(42.64 Grants-neighborhood Impv Coord $102,272 $103,601 $0 $0 $0 %0.00 Housing Site Development $158,846 $179,527 $0 $0 $0 %0.00 Historical Commission $223,730 $246,820 $255,691 $255,650 )($41 %)(0.02

Total $3,146,155 $3,524,696 $4,496,786 $4,374,394 )($122,392 %)(2.72 Budget By Major Group Personnel Services $2,168,772 $2,700,959 $3,546,940 $3,596,674 $49,734 %1.40 Contractual Services $321,359 $180,348 $582,855 $441,212 )($141,643 %)(24.30 Supplies and Materials $24,713 $18,278 $97,864 $89,276 )($8,588 %)(8.78 Fixed Charges $12,609 $16,123 $42,467 $45,564 $3,097 %7.29 Grants & Donations $169,000 $194,000 $201,660 $201,668 $8 %0.00 Capital Outlay $0 $71,333 $25,000 $0 )($25,000 %)(100.00 Others $449,702 $343,656 $0 $0 $0 %0.00 Total $3,146,155 $3,524,696 $4,496,786 $4,374,394 )($122,392 %)(2.72

NON-TAX REVENUE

Intergovernmental $539 $0 $0 $0 $0 %0.00 Licenses & Permits $6,054,025 $4,859,156 $3,635,832 $3,679,620 $43,788 %1.20 Miscellaneous $2,564 $2,648 $2,898 $2,592 )($306 %)(10.56 Total $6,057,128 $4,861,804 $3,638,730 $3,682,212 $43,482 %1.19

AMT. SUPPORTED BY TAXES )($2,910,972 )($1,337,108 $858,056 $692,182 )($165,874 %)(19.33

109 Department Summary - ECONOMIC & COMMUNITY DEVELOPMENT

Summary by Division - Approved FY 2020-21

Office of the Chief Code Enforcement $252,857 $1,182,280

Arts Commission $9,300 Historical Commission $255,650 Bus Development & Tourism $114,716

Planning & Zoning Transportation Mobility Parking Commission $1,128,600 $1,259,329 Conservation $225,050

PERSONNEL SUMMARY 2017-18 2018-19 2019-20 2020-21 Variance Approved Approved Approved Approved Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Chief Chief of Ec & Comm. Development 0 $0 0 $0 1 $155,000 1 $161,277 0 $6,277 Administrative Secretary II 0 $0 0 $0 1 $69,280 1 $69,280 0 $0 Total 0 $0 0 $0 2 $224,280 2 $230,557 0 $6,277 Code Enforcement 2020-21 Req: Blight Enforcement 0 $0 0 $0 0 $0 0 $0 0 $0 Officer Housing Site Development 0 $0 0 $0 1 $85,995 1 $85,995 0 $0 Adminstrator Chief Building Official 1 $140,068 1 $164,341 1 $168,226 1 $168,226 0 $0 Neighborhood Improv. Coordinator $0 0 $0 1 $69,324 1 $75,985 0 $6,661 Assistant Building Official 2 $178,590 2 $190,486 2 $181,720 2 $181,720 0 $0 Electrical Inspector 1 $89,295 1 $95,243 1 $97,495 1 $97,495 0 $0 Mechanical Inspector 1 $89,295 1 $95,243 1 $97,495 1 $97,495 0 $0 Technical Assistant 2 $126,906 2 $135,360 2 $138,560 2 $138,560 0 $0 Technical Assistant 1 $60,439 1 $64,466 1 $69,280 1 $69,280 0 $0 Total 8 $684,593 8 $745,139 10 $908,095 10 $914,756 0 $6,661 Transporation, Mobility & Parking Assistant Director of Transportation 0 $0 0 $0 1 $139,009 1 $152,095 0 $13,086 Req20-21 Assistant Director Parking 0 $0 0 $0 0 $0 1 $97,748 1 $97,748 Director Tr. Mobility & Parking 0 $0 0 $0 1 $144,912 1 $144,912 0 $0 Req20-21Traffic Engineer 0 $0 0 $0 0 $0 0 $0 0 $0 Traffic Engineer 0 $0 0 $0 1 $104,443 1 $104,443 0 $0

110 Department Summary - ECONOMIC & COMMUNITY DEVELOPMENT

PERSONNEL SUMMARY 2017-18 2018-19 2019-20 2020-21 Variance Approved Approved Approved Approved Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Signal System Technician 1 $71,165 1 $74,611 1 $80,314 1 $80,314 0 $0 Traffic Signal Mechanic 1 $81,104 1 $86,508 1 $88,553 1 $88,553 0 $0 Traffic Analyst 0 $0 0 $0 1 $88,553 1 $88,553 0 $0 Supervisor-Traffic Maintenance 1 $78,047 1 $85,624 1 $90,088 1 $90,088 0 $0 Administrative Assistant 0 $0 0 $0 1 $76,403 1 $76,403 0 $0 Total 3 $230,316 3 $246,743 8 $812,275 9 $923,109 1 $110,834 Conservation Commission Senior Environmental Officer 1 $105,231 1 $112,242 1 $114,896 1 $114,896 0 $0 Environmental Compliance Officer 1 $73,463 1 $78,357 1 $80,209 1 $80,209 0 $0 Total 2 $178,694 2 $190,599 2 $195,105 2 $195,105 0 $0 Planning & Zoning Transportation Planner $0 0 $0 1 $80,209 1 $76,821 0 )($3,388 Director of Planning & Zoning 1 $134,315 1 $147,478 1 $155,274 1 $155,274 0 $0 Assistant Director of Planning & Zoning 1 $127,316 1 $149,400 1 $152,932 1 $152,932 0 $0 Deputy Zoning Inspector 1 $73,463 1 $82,280 1 $88,428 1 $88,428 0 $0 Zoning Inspector 1 $89,295 1 $95,243 1 $102,361 1 $105,578 0 $3,217 Land Use Planner (Site Plannel) 1 $98,446 1 $105,004 1 $107,486 0 $0 -1 )($107,486 Sr Planner 1 $103,378 1 $110,265 1 $112,872 1 $112,872 0 $0 Compliance Inspector 1 $80,990 1 $74,639 1 $80,209 1 $80,209 0 $0 Compliance Assistant 2 $121,003 2 $122,768 2 $131,978 2 $125,505 0 )($6,473 Land Use Planner 0 $0 0 $0 0 $0 1 $79,770 1 $79,770 Administrative Assistant I 0 $0 1 $48,464 1 $49,243 1 $49,243 0 $0 Total 9 $828,206 10 $935,541 11 $1,060,992 11 $1,026,632 0 )($34,360 Business Development/Tourism Director of Bus Development & 0 $0 0 $0 1 $100,000 1 $93,096 0 )($6,904 Tourism Total 0 $0 0 $0 1 $100,000 1 $93,096 0 )($6,904

Department Total 22 $1,921,809 23 $2,118,022 34 $3,300,747 35 $3,383,255 1 $82,508

111 Department Summary - ECONOMIC & COMMUNITY DEVELOPMENT

ART COMMISSION DESCRIPTION OF SERVICES The Norwalk Arts Commission are stewards for Norwalk’s public art collection, cultural assets, public art policy, and the creative community. They believe that the cultural and artistic landscape is an incredible asset of our city, providing economic value and a place where the creative community can gather and thrive. Their mission is to infuse the arts into Norwalk civic and cultural experiences to foster a vibrant arts culture that reflects Norwalk’s unique community identity.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Contractual Services $9,818 $3,494 $8,613 $7,800 )($813 %)(9.44 Supplies and Materials $2,119 $1,430 $4,720 $1,500 )($3,220 %)(68.22 Total $11,937 $4,923 $13,333 $9,300 )($4,033 %)(30.25

112 Department Summary - ECONOMIC & COMMUNITY DEVELOPMENT

CODE ENFORCEMENT DESCRIPTION OF SERVICES The Building Department is responsible for ensuring compliance with the Connecticut State Building Code and the laws and regulations set forth by the Connecticut Department of Public Safety. It is the Building Department's responsibility to review all applications and drawings for Building and Safety Code compliance; issue building and all related permits; conduct required inspections of building sites and buildings; issue Certificate of Occupancy after satisfactory completion of all permitted work.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $849,820 $853,134 $1,043,860 $1,036,324 )($7,536 %)(0.72 Contractual Services $11,410 $10,175 $40,713 $71,796 $31,083 %76.35 Supplies and Materials $5,173 $5,289 $5,400 $7,120 $1,720 %31.85 Fixed Charges $10,914 $10,492 $18,635 $17,040 )($1,595 %)(8.56 Capital Outlay $0 $71,333 $25,000 $0 )($25,000 %)(100.00 Total $877,317 $950,423 $1,133,608 $1,132,280 )($1,328 %)(0.12

PERFORMANCE INDICATORS FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Inputs Direct Expenditures $877,317 $950,423 $1,133,608 $1,132,280 Employees 8 8 10 10 Outputs Administration # of CEAC meetings 24 24 30 28 # of FOI requests received 8,200 8,500 8,500 8,700 ISO grade 4 4 4 4 Permits & Applications # of building permits issued 2,000 1,850 1,644 1,545 # of demolition permits issued 100 75 80 82 # of electrical permits issued 2,600 2,550 1,940 2,136 # of HVAC permits issued 2,00 2,175 2,032 1,870 # of plumbing permits issued 1,500 1,575 1,351 1,460 # of pre-demolition applications received 60 58 52 44 # of sewer permits issued 240 180 160 220 # of sign permits issued 150 158 155 220 # of temporary permits issued 80 125 125 115 Licenses # of sign licenses issued 42 45 52 50 Inspections # of inspections 20,000 20,000 22,000 27,000 Violations # of violation notices issued 400 366 + 166 Blight 275 + 250 Blight 125 + 480 Blight Information Technology

113 Department Summary - ECONOMIC & COMMUNITY DEVELOPMENT

FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved # of records maintained on system 40,000 48,000 50,000 55,000 Effectiveness Administration % of approved revenue realized 126% 100% 100% 100% % of FOI requests processed in a timely manner 100% 100% 100% 100% Favorable ISO grade received Average Average PENDING Average Permits & Applications % building permits issued in a timely manner 100% 100% 100% 100% % demolition permits issued in a timely manner 100% 100% 100% 100% % electrical permits issued in a timely manner 100% 100% 100% 100% % HVAC permits issued in a timely manner 100% 100% 100% 100% % plumbing permits issued in a timely manner 100% 100% 100% 100% % pre-demolition permits issued in a timely manner 100% 100% 100% 100% % sewer permits issued in a timely manner 100% 100% 100% 100% % sign permits issued in a timely manner 100% 100% 100% 100% % temporary permits issued in a timely manner 100% 100% 100% 100%

114 Department Summary - ECONOMIC & COMMUNITY DEVELOPMENT

PLANNING & ZONING COMMISSION DESCRIPTION OF SERVICES The planning & Zoning Department consists of: the Zoning omission, which is responsible for regulating the use of land within the City; the planning Commission, which is responsible for planning and coordinating the physical, social and economic development of the City in accordance with the city Charter, City Code, and statutes; the Zoning Enforcement & Zoning Board of Appeals whose staff is responsible for the interpretation and enforcement of the zoning regulations; and the Conservation Commission, which is responsible for protecting the City's natural resources.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $876,372 $920,459 $1,094,122 $1,063,364 )($30,758 %)(2.81 Contractual Services $203,386 $59,173 $168,191 $50,160 )($118,031 %)(70.18 Supplies and Materials $4,663 $4,259 $4,700 $4,656 )($44 %)(0.94 Fixed Charges $1,696 $5,631 $2,832 $7,032 $4,200 %148.31 Total $1,086,116 $989,522 $1,269,845 $1,125,212 )($144,633 %)(11.39

PERFORMANCE INDICATORS FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Inputs Direct Expenditures $1,086,116 $989,522 $1,269,845 $1,125,212 Employees 9 10 11 11 Outputs Administration # of questions regarding zoning 30,000 30,000 30,000 30,000 Applications # of site plans & coastal site plans processed 35 40 45 40 # of site plans & coastal site plans received 35 40 45 40 # of special permits processed 10 20 15 15 # of special permits received 10 20 15 15 # of subdivisions processed 5 8 8 5 # of subdivisions received 5 8 8 5 # of variances/appeals processed 35 43 30 30 # of variances/appeals received 35 43 30 30 # of zoning permits issued 1,400 1,400 1,500 1800 # of zoning regulation and map amendments approved 25 125 20 10 # of zoning regulation and map amendments processed 10 4 20 10 Enforcement # of certificates of occupancy issued 850 1,200 1,000 1000 # of construction sites inspected 1,200 780 1,000 1,000 # of violations prosecuted in court/hearing officer 0 20 100 400 # of violations received/inspected 425 350 400 400 Planning #of amendments to the Plan of Cons and Dev. 2 2 2 2

115 Department Summary - ECONOMIC & COMMUNITY DEVELOPMENT

FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved #of DEP/Army Corps applications comments 12 15 15 12 #of municipal improvements processed 15 15 15 12 Outreach & Education # of information requests 2,000 2,000 2,000 2000 # of informational pamphlets and presentations produced 1 20 20 20 Effectiveness Administration % of meetings attended 100 100% 100% 100% Applications % of permit applications decided within statutory timeline 100 100% 100% 100% Enforcement % of activities assessed for permit need 80 100% 100% 100% Outreach & Education % of required changes made to regulations 100 100% 100% 100% % of required changes to map 100 100% 100% 100%

TRANSPORTATION, MOBILITY AND PARKING DESCRIPTION OF SERVICES The Department is responsible for addressing the city’s need for convenient mobile connectivity between neighborhoods, business districts and major transportation hubs through coordinated transportation planning, engineering and community collaborations; Our goal is to provide mobility options and services (less reliance on cars) to help people get to their destinations safely, conveniently and within a reasonable amount of time while providing a pleasant experience and that can satisfy a diverse set of demographic needs. The Department looks at features that complement its core mission in order to enhance overall livability and sustainability as a driver for economic development by improving parking capacity; curb management through complete street planning and programming; enhanced safety through Vision Zero platforms; bike, pedestrian and micromobility programming through bike and scooter share programming, micro-transit improvements and expansion; bike and pedestrian safety education; expanding the NRVT, streetscaping, wayfinding, expanding rail service locations. The Department manages the city-wide traffic signal system and the parking system.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $238,084 $618,529 $872,275 $960,909 $88,634 %10.16 Contractual Services $39,462 $47,577 $171,123 $195,760 $24,637 %14.40 Supplies and Materials $8,002 $4,772 $73,000 $73,500 $500 %0.68 Fixed Charges $0 $0 $21,000 $21,492 $492 %2.34 Grants & Donations $0 $0 $7,660 $7,668 $8 %0.10 Total $285,548 $670,878 $1,145,058 $1,259,329 $114,271 %9.98

116 Department Summary - ECONOMIC & COMMUNITY DEVELOPMENT

BUSINESS DEVELOPMENT & TOURISM DESCRIPTION OF SERVICES The Business Development & Tourism (BD&T) department is responsible for attracting new businesses to Norwalk, retaining businesses in Norwalk, and supporting Norwalk business owners. This creates a one-stop-shop for businesses within or who want to move to the City of Norwalk formulating a clear line of communication with City Hall. On the tourism side, BD&T is tasked with drawing visitors to the city while capitalizing on and showcasing all of Norwalk's cultural, historical, institutional, and artistic resources. The department uses a bottom-up economic development strategy - planning and creating neighborhoods where businesses and people want to live, work, and play. In this capacity, BD&T guides business growth and development which in turn draws visitors to Norwalk. In addition to these duties, BD&T also staffs the Norwalk Arts Commission and participates in many planning and development initiatives within the city.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $0 $0 $100,000 $93,096 )($6,904 %)(6.90 Contractual Services $0 $0 $100,000 $21,620 )($78,380 %)(78.38 Others $188,584 $60,528 $0 $0 $0 %0.00 Total $188,584 $60,528 $200,000 $114,716 )($85,284 %)(42.64

PERFORMANCE INDICATORS FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved

117

CITY OF NORWALK

ANNUAL BUDGET

118 Department Summary - POLICE DEPARTMENT & COMBINED DISPATCH POLICE DEPARTMENT & COMBINED DISPATCH

Police Chief

Patrol Operations Investigative Professional Support Administrative Combined Dispatch Services Standards Services Services Services

Administration Detective Bureau Testing & Recruiting Property & Evidence Administrative Administration Purchasing & Uniform Patrol Special Services Training Fleet Support Bookeeping Communications/911 Marine Patrol Youth Bureau Building Maintenance Internal Affairs Extra Work K-9 Unit School Resource Court Officer Officers Planning/Research/ Payroll Emergency Services Accreditation Identification Bureau Animal Control Data Entry Desk & Holding Facility Community Services Public Records Complaint Bureau Traffic & Safety Alarm Administration Community Policing DARE

Description of Service/Mission Statements

It is the policy of the Norwalk Police Department to provide for the protection of life and property of all persons regardless of their race, creed, color, sex, national origin, religion, sexual orientation, age or disability. The constitutional rights of all people shall be the primary concern of all members of the department in the performance of their official duties. The Norwalk Police Department obtains its authority from the people and is charged with the responsibility to achieve and maintain public order through the powers granted by the legislative bodies of the Federal, State and Municipal Governments. Highlights For 2019- 2020 • Completed transition to 6th edition CALEA standards and issued new Directives manuals. • Fully implemented expanded body work camera program to all sworn officers. • Completed testing and promotions for the rank of Lieutenant, Sergeant and Detective. • Recruited diverse pool of lateral candidates. Goals For 2020 - 2021 • Expand Community Police Services unit to provide greater personal service to a larger area of the city. • Transition Professional Standards records keeping to IA Pro software to provide greater data analysis capabilities. • Relocate the Marine Unit base to a more suitable location. • Recruit a diverse pool of qualified candidates to fill vacancies as they occur. • Expand training and capabilities of the Emergency Services Unit including increased interoperability with Local, State and Federal partners. • Maintain CALEA Accreditation during transition to the new four year cycle.

119 Department Summary - POLICE DEPARTMENT & COMBINED DISPATCH

FUNDING SUMMARY EXPENDITURES 2017-18 2018-19 2019-20 2020-21 Variance % Change Budget By Activity Actual Actual Approved Approved Patrol Operations $12,488,983 $12,387,529 $12,708,649 $13,189,721 $481,072 %3.79 Investigative Services $4,459,387 $4,633,486 $5,104,042 $4,749,699 )($354,343 %)(6.94 Professional Standards $1,228,324 $1,230,735 $1,368,484 $1,467,647 $99,163 %7.25 Support Services $2,701,990 $2,331,350 $2,835,175 $2,269,764 )($565,411 %)(19.94 Administrative Services $1,075,819 $1,045,483 $1,058,975 $1,083,798 $24,823 %2.34 Administration $752,784 $692,687 $717,176 $742,905 $25,729 %3.59 Communications/911 $2,475,737 $2,571,139 $2,776,540 $2,798,918 $22,378 %0.81 Emergency Preparedness $410 $6,042 $0 $6,564 $6,564 %0.00

Total $25,183,434 $24,898,451 $26,569,041 $26,309,016 )($260,025 %)(0.98 Budget By Major Group Personnel Services $21,836,122 $22,117,703 $23,078,554 $23,267,466 $188,912 %0.82 Contractual Services $1,308,868 $1,384,139 $1,611,660 $1,698,339 $86,679 %5.38 Supplies and Materials $478,748 $213,195 $226,376 $268,550 $42,174 %18.63 Fixed Charges $1,012,860 $659,415 $933,529 $905,376 )($28,153 %)(3.02 Grants & Donations $115,455 $125,239 $124,101 $128,443 $4,342 %3.50 Capital Outlay $431,381 $398,760 $594,821 $40,842 )($553,979 %)(93.13 Total $25,183,434 $24,898,451 $26,569,041 $26,309,016 )($260,025 %)(0.98

NON-TAX REVENUE

Intergovernmental $239,994 $273,236 $315,368 $275,370 )($39,998 %)(12.68 Licenses & Permits $25,834 $24,035 $21,220 $24,510 $3,290 %15.50 Service Charges $569,547 $804,700 $657,060 $664,674 $7,614 %1.16 Miscellaneous $4,503 $216,091 $223,988 $1,284 )($222,704 %)(99.43 Total $839,879 $1,318,061 $1,217,636 $965,838 )($251,798 %)(20.68

AMT. SUPPORTED BY TAXES $24,343,556 $23,580,390 $25,351,405 $25,343,178 )($8,227 %)(0.03

120 Department Summary - POLICE DEPARTMENT & COMBINED DISPATCH

Summary by Division - Approved FY 2020-21

Communications/911 Patrol Operations $2,803,418 $13,198,891 Administration $742,905 Administrative Services $1,083,798

Support Services $2,276,303 Professional Standards $1,475,547 Investigative Services $4,749,699

PERSONNEL SUMMARY 2017-18 2018-19 2019-20 2020-21 Variance Approved Approved Approved Approved Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Administration Chief of Police 1 $137,268 1 $147,128 1 $148,954 1 $148,954 0 $0 Deputy Chief 2 $250,532 2 $268,558 2 $270,436 2 $270,436 0 $0 Executive Secretary 1 $69,977 1 $74,639 1 $65,989 1 $65,989 0 $0 Total 4 $457,777 4 $490,325 4 $485,379 4 $485,379 0 $0 Administration/CD Police Lieutenant 1 $100,437 1 $107,128 1 $109,660 1 $109,660 0 $0 Total 1 $100,437 1 $107,128 1 $109,660 1 $109,660 0 $0 Communications/911 Dispatch Supervisor 6 $503,978 6 $556,584 6 $552,696 6 $548,830 0 )($3,866 Public Safety Telecommunicator II 14 $975,177 14 $1,052,935 14 $1,098,337 14 $1,084,099 0 )($14,238 Public Safety Telecommunicator I 4 $240,156 4 $266,600 4 $276,662 4 $276,662 0 $0 Total 24 $1,719,311 24 $1,876,119 24 $1,927,695 24 $1,909,591 0 )($18,104 Patrol Operations Police Lieutenant 4 $403,648 4 $429,312 3 $329,780 3 $329,780 0 $0 Detective 0 $0 0 $0 0 $0 1 $93,431 1 $93,431 Police Officer 0 $0 0 $0 0 $0 1 $83,792 1 $83,792 Sergeant 17 $1,558,744 18 $1,760,198 18 $1,799,980 18 $1,799,980 0 $0 Detective 0 $0 0 $0 0 $0 1 $88,929 1 $88,929 Police Officer 98 $7,291,709 98 $7,833,993 99 $8,187,407 100 $8,238,994 1 $135,037 Total 119 $9,254,101 120 $10,023,503 120 $10,317,167 124 $10,634,906 4 $317,739 Investigative Services

121 Department Summary - POLICE DEPARTMENT & COMBINED DISPATCH

PERSONNEL SUMMARY 2017-18 2018-19 2019-20 2020-21 Variance Approved Approved Approved Approved Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Police Lieutenant 3 $302,911 4 $430,712 5 $551,800 5 $551,800 0 $0 Detective 17 $1,431,013 17 $1,547,313 17 $1,579,527 15 $1,392,665 -2 )($186,862 Sergeant 7 $641,166 7 $685,177 7 $699,770 7 $699,770 0 $0 Police Officer 20 $1,539,234 20 $1,636,575 19 $1,593,850 16 $1,341,600 -3 )($252,250 Administrative Support II 1 $57,550 1 $61,384 1 $62,836 1 $62,836 0 $0 Total 48 $3,971,874 49 $4,361,161 49 $4,487,783 44 $4,048,671 -5 )($439,112 Professional Standards Police Lieutenant 3 $292,812 3 $323,284 3 $330,880 3 $330,880 0 $0 Sergeant 1 $91,138 1 $97,811 1 $99,510 1 $99,510 0 $0 Police Officer 2 $152,858 2 $163,042 2 $166,900 3 $238,437 1 $71,537 Total 6 $536,808 6 $584,137 6 $597,290 7 $668,827 1 $71,537 Support Services Police Lieutenant 2 $201,674 1 $107,928 1 $109,660 1 $109,660 0 $0 Sergeant 1 $91,938 0 $0 0 $0 0 $0 0 $0 Assistant Dog Warden 1 $66,654 1 $71,095 1 $72,776 1 $72,776 0 $0 Dog Warden 1 $69,977 1 $74,639 1 $76,403 1 $76,403 0 $0 Police Officer 2 $153,208 2 $163,042 2 $166,900 2 $166,900 0 $0 Administrative Support II 1 $57,550 1 $61,384 1 $62,836 1 $62,836 0 $0 Custodian 1 $57,628 1 $61,467 1 $62,920 1 $62,920 0 $0 Kennel Keeper 1 $57,628 1 $61,467 1 $62,920 1 $62,920 0 $0 Total 10 $756,257 8 $601,022 8 $614,415 8 $614,415 0 $0 Administrative Services Administrative Manager 1 $99,833 1 $109,358 1 $111,943 1 $111,943 0 $0 Information Specialist 1 $63,453 1 $71,095 1 $72,776 1 $72,776 0 $0 Administrative Support I 5 $258,549 5 $281,217 5 $269,998 5 $269,998 0 $0 Administrative Support II 1 $57,550 1 $61,384 1 $62,836 1 $62,836 0 $0 Payroll/Account Clerk 1 $57,550 1 $61,384 1 $62,836 1 $62,836 0 $0 Total 9 $536,935 9 $584,438 9 $580,389 9 $580,389 0 $0

Department Total 221 $17,333,500 221 $18,627,833221 $19,119,778 221 $19,051,838 0 )($67,940

122 Department Summary - POLICE DEPARTMENT & COMBINED DISPATCH

ADMINISTRATION DESCRIPTION OF SERVICES To manage the affairs of the Police Department in an efficient, orderly and professional manner, and ensure that the department operates in accordance with Federal, State and City laws.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $535,919 $470,783 $487,589 $488,184 $595 %0.12 Contractual Services $17,060 $16,340 $18,555 $37,806 $19,251 %103.75 Supplies and Materials $2,839 $1,424 $1,500 $1,500 $0 %0.00 Total $555,818 $488,547 $507,644 $527,490 $19,846 %3.91

PERFORMANCE INDICATORS FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Inputs Direct Expenditures $555,818 $488,547 $507,644 $527,490 Employees 4 4 4 4 Outputs Administration # of boards, commissions & committees 12 12 10 8 # of general liability claims 7 4 4 3 # of grants applied for 4 3 3 4 # of grants received 4 3 3 4 # of special appropriations/BET transfers required 1 5 3 2 # of sworn officers trained in NIMS 177 179 179 179 # of sworn staff 177 179 179 179 # of worker’s compensation claims 30 28 28 20 Total Injury hours used 5,220 7,350 8,780 7,840 Total Sick hours used 17,280 13,960 14,232 14,930 Information Systems # of computers on data network 180 180 190 190 # of MDTs replaced/installed 19 48 55 55 # of workstations supported 186 186 190 190 Effectiveness Administration % of approved budget expended 98% 100% 100% 100% % of general liability claims processed in a timely manner 100% 100% 100% 100% % of positions vacant 5% 10% 10% 0 % of sworn officers trained 100% 100% 100% 100% Information Systems % of time network is down for repairs 2% 5% 3% 5% % of time repairing workstations 30% 50% 40% 45%

123 Department Summary - POLICE DEPARTMENT & COMBINED DISPATCH

FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved % of workstations that are fully functional 100% 100% 100% 100%

PATROL OPERATIONS DESCRIPTION OF SERVICES To coordinate and direct the operations of the field units: Uniform Patrol, Marine Patrol, K-9 Unit, Emergency Services, Community Policing, Desk & Holding Facility and Complaint Bureau, for the protection of life and property 24 hours a day, every day of the year.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $12,089,897 $12,264,696 $12,568,775 $13,000,050 $431,275 %3.43 Contractual Services $64,477 $73,105 $94,520 $112,185 $17,665 %18.69 Supplies and Materials $334,609 $47,446 $45,354 $75,170 $29,816 %65.74 Grants & Donations $0 $2,283 $0 $2,316 $2,316 %0.00 Total $12,488,983 $12,387,529 $12,708,649 $13,189,721 $481,072 %3.79

PERFORMANCE INDICATORS FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Inputs Direct Expenditures $12,488,983 $12,387,529 $12,708,649 $13,189,721 Employees 119 120 120 124 Outputs Uniform Patrol # of accidents with injury 502 301 446 692 # of calls for service 57,807 64,376 67,742 62,828 # of criminal arrests 1,995 2,167 2,256 1,668 # of medical emergencies responded to 9,100 2449 2,490 1,791 # of property damage only accidents 1,937 2,292 2,300 2,356 # of traffic citations issued 5,180 4,835 4,080 4,020 # of traffic fatalities 5 4 4 2 Marine Division # marine enforcement citations 182 55 55 55 # of marine assistance calls 270 230 200 300

124 Department Summary - POLICE DEPARTMENT & COMBINED DISPATCH

INVESTIGATIVE SERVICES DESCRIPTION OF SERVICES Units here include Detective Bureau, Special Services, Youth Bureau and Identification Bureau.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $4,372,083 $4,530,937 $4,989,765 $4,595,740 )($394,025 %)(7.90 Contractual Services $40,169 $45,742 $52,703 $86,027 $33,324 %63.23 Supplies and Materials $21,604 $25,550 $31,178 $31,026 )($152 %)(0.49 Grants & Donations $25,000 $30,000 $25,075 $25,000 )($75 %)(0.30 Capital Outlay $530 $1,257 $5,321 $11,906 $6,585 %123.75 Total $4,459,387 $4,633,486 $5,104,042 $4,749,699 )($354,343 %)(6.94

PERFORMANCE INDICATORS FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Inputs Direct Expenditures $4,459,387 $4,633,486 $5,104,042 $4,749,699 Employees 48 49 49 44 Outputs Detective Bureau # of cases closed by arrest 238 144 172 170 # of cases investigated 614 522 506 500 Special Services # of inspections for alcohol and tobacco offenses 140 140 145 130 # of narcotics related investigations 500 500 600 600 # of prostitution related arrests 25 24 20 10 # of search/arrest warrants (narcotics) executed 200 225 250 300 Youth Bureau # of investigations conducted 475 500 590 600 # of juvenile arrests 300 400 400 300 Identification Bureau # of crime scenes processed inc. evidence 155 150 180 160 # of criminal arrest records processed inc. erasures 1,785 1190 1,750 1,400 # of digital photo cases processed 1,072 1,200 1,175 1,150 # of evidentiary court presentations 3 3 4 3 # of fingerprints processed 1,398 1380 1,330 680 # of pistol permits processed 357 330 295 275 Effectiveness Detective Bureau % of arrest warrants obtained vs. requested 98% 98% 98% 98% % of investigative cases cleared 41% 39% 39% 39% Investigative cases per police investigator 44 37 36 35

125 Department Summary - POLICE DEPARTMENT & COMBINED DISPATCH

FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Special Services % of arrest warrants obtained vs. requested 98% 98% 100% 100% Youth Bureau % of arrest warrants obtained vs. requested 95% 95% 95% 97% Juvenile arrests as a percent of total arrests 35% 35% 35% 35% Identification Bureau % of criminal arrest records processed within a timely manner 100% 100% 100% 100%

126 Department Summary - POLICE DEPARTMENT & COMBINED DISPATCH

PROFESSIONAL STANDARDS DESCRIPTION OF SERVICES Units here include Testing and Recruiting, Training, Internal Affairs, and Planning and Research.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $1,105,968 $1,056,831 $1,067,165 $1,159,616 $92,451 %8.66 Contractual Services $62,665 $107,370 $230,334 $236,031 $5,697 %2.47 Supplies and Materials $59,691 $66,534 $70,985 $72,000 $1,015 %1.43 Total $1,228,324 $1,230,735 $1,368,484 $1,467,647 $99,163 %7.25

PERFORMANCE INDICATORS FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Inputs Direct Expenditures $1,228,324 1,230,735 $1,368,484 $1,467,647 Employees 6 6 6 7 Outputs Testing & Recruiting # of candidates processed for entry level testing 34 30 317 40 # of minority candidates processed for entry level testing 12 20 145 15 # of recruitment activities 12 15 33 25 Training # of officers re-certified 52 57 56 60 # of specialized training assignments 48 130 160 150 Internal Affairs # of investigations conducted 8 6 4 2 Effectiveness Testing & Recruiting % of candidates that pass entry level test Testing will be done 0% 80% N/A later in the year % of minority candidates that pass entry level test Testing will be done 0% 82% N/A later in the year Training % of officers to get specialized training assignments 60% 65% 65% 60% % of recruits that successfully complete training 100% 100% 100% 100% Internal Affairs % of investigations completed in a timely manner 100% 100% 100% 100%

127 Department Summary - POLICE DEPARTMENT & COMBINED DISPATCH

SUPPORT SERVICES DESCRIPTION OF SERVICES This division coordinates the services that support all other department divisions. Services include the property and evidence room, fleet support, building maintenance, the Court Officer, and the administration of the Dog Pound. The Community Services division and all activities associated with it, including the DARE program, school crossing guards, media relations and the development and evaluation of programs are designed to interface with varied and diverse segments of the community.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $670,678 $664,781 $675,152 $690,072 $14,920 %2.21 Contractual Services $562,566 $584,584 $599,484 $609,340 $9,856 %1.64 Supplies and Materials $25,035 $26,466 $38,510 $37,040 )($1,470 %)(3.82 Fixed Charges $1,012,860 $659,415 $933,529 $905,376 )($28,153 %)(3.02 Capital Outlay $430,851 $396,105 $588,500 $27,936 )($560,564 %)(95.25 Total $2,701,990 $2,331,350 $2,835,175 $2,269,764 )($565,411 %)(19.94

PERFORMANCE INDICATORS FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Inputs Direct Expenditures $2,701,990 $2,331,350 2,835,175 $2,269,303 Employees 10 8 8 8 Outputs General # of animal complaints responded to 1,150 1080 1080 1,796 # of citations issued for animal violations 115 105 100 40 # of school crossing posts staffed 25 26 26 25 # of students attending DARE presentations 1,400 1170 1,500 1,000 Effectiveness General % of time crossing posts fully staffed with civilians (not police OT) 99% 95% 85% 84%

128 Department Summary - POLICE DEPARTMENT & COMBINED DISPATCH

ADMINISTRATIVE SERVICES DESCRIPTION OF SERVICES To manage and administer the Department’s fiscal affairs, in the areas of payroll, purchasing, contracts, computerization and extra outside police work. Also included here are data entry, public records and the alarm administration.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $689,093 $676,814 $653,488 $667,448 $13,960 %2.14 Contractual Services $354,349 $334,846 $372,764 $372,286 )($478 %)(0.13 Supplies and Materials $30,768 $33,666 $31,099 $44,064 $12,965 %41.69 Grants & Donations $1,609 $158 $1,624 $0 )($1,624 %)(100.00 Total $1,075,819 $1,045,483 $1,058,975 $1,083,798 $24,823 %2.34

PERFORMANCE INDICATORS FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Inputs Direct Expenditures $1,075,819 $1,045,483 $1,058,975 $1,083,798 Employees 9 9 9 9 Outputs General # of extra work assignments 18,000 19,020 18,900 17,072 # of FOI requests 308 280 290 408 # of new alarm registrations 351 380 320 335 # of procurement actions 20 24 20 12 # of records entered into records management system 59,872 64,370 64,000 22,119 Total false alarm revenue 50,000 45,000 45,000 40,000 Effectiveness General % of FOI requests processed in a timely manner 100% 100% 100% 100% False alarm collection rate 60% 70% 80% 85%

ADMINISTRATION DESCRIPTION OF SERVICES As a combined Police and Fire Dispatch Unit, the objective is to provide the highest quality of command, control and information services for public safety agencies to carry out their respective agenda.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $108,120 $111,291 $111,210 $114,240 $3,030 %2.72 Contractual Services $0 $50 $920 $48 )($872 %)(94.78 Grants & Donations $88,846 $92,799 $97,402 $101,127 $3,725 %3.82 Total $196,966 $204,140 $209,532 $215,415 $5,883 %2.81

129 Department Summary - POLICE DEPARTMENT & COMBINED DISPATCH

COMMUNICATION/911 DESCRIPTION OF SERVICES As a combined Police and Fire Dispatch Unit, the objective is to provide the highest quality of command, control and information services for public safety agencies to carry out their respective agenda.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $2,264,365 $2,341,570 $2,525,410 $2,552,116 $26,706 %1.06 Contractual Services $207,172 $216,061 $242,380 $238,052 )($4,328 %)(1.79 Supplies and Materials $4,201 $12,110 $7,750 $7,750 $0 %0.00 Capital Outlay $0 $1,398 $1,000 $1,000 $0 %0.00 Total $2,475,737 $2,571,139 $2,776,540 $2,798,918 $22,378 %0.81

PERFORMANCE INDICATORS FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Inputs Direct Expenditures $2,475,737 $2,571,102 $2,776,540 $2,798,918 Employees 24 24 24 24 Outputs Call Center # of emergency calls received 45,000 42,000 42,000 44,000 # of non-emergency calls received (est.) 154,000 156,000 156,000 165,000 Effectiveness Call Center % of calls to center logged with appropriate times 99% 99% 99% 99% % of emergency calls given to the appropriate units within one 97% 98% 98% 98% minute and 30 seconds of receipt of call % of emergency calls sent to the dispatcher within one minute 98% 98% 99% 99% % of non-emergency calls given to the dispatcher within four 100% 100% 100% 100% minutes % of non-emergency calls stacked or dispatched within six 100% 100% 100% 100% minutes

EMERGENCY PREPAREDNESS PLANNING DESCRIPTION OF SERVICES EMERGENCY PREPAREDNESS PLANNING

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Contractual Services $410 $6,042 $0 $6,564 $6,564 %0.00 Total $410 $6,042 $0 $6,564 $6,564 0.00 %

130 Department Summary - FIRE DEPARTMENT FIRE DEPARTMENT

Fire Chief

Administration Firefighting Prevention Fire Training Support Services Emergency Preparedness Planning Personnel & Budgets HAZMAT Unit Code Enforcement Certifications Stations & Buildings Strategic Planning Dive Team Housing Task Force Recruit Training Fleet Maintenance Emergency Services Pre Fire Planning Investigation Unit Training Grounds SCBA Maintenance Grants Health & Safety Public Fire Eudcation Communications Unit

Description of Service/Mission Statements

To save lives and protect property through the collective efforts of each and every member of the Norwalk Fire Department. The Norwalk Fire Department will apply its educational, suppression and prevention efforts towards that objective. We will make a daily commitment to each member that his or her safety in this very dangerous profession is the first concern of each officer of the department. All training and emergency scene operations will have firefighter safety as a key component. Highlights For 2019- 2020 • Hired four new Firefighters and sent them to the Connecticut Fire Academy for Training.

• Promotion of two Fire Fighters to the rank of Fire Inspector.

• Continue renovations of Stations 1 (90 New Canaan Ave.), Station 4 (180 Westport Ave), and Station 5 (23 Meadow St.).

- Completed acquisition of 56 sets of self-contained breathing apparatus (SCBA).

- Purchased new Pierce Fire Engine to replace Engine 3.

- Purchased 50 Tri-Band portable radios. Goals For 2020 - 2021

- Purchase a new Ladder Truck to replace Truck 1.

- Apply for AFG (Assistance to Fire Fighters Grant) to replace old hydraulic rescue tools with new battery powered ones..

- Provide Professional Development Days for Captains and Lieutenants..

- Working with the Norwalk Police Department to upgrade communication equipment through Combined Dispatch..

131 Department Summary - FIRE DEPARTMENT

FUNDING SUMMARY EXPENDITURES 2017-18 2018-19 2019-20 2020-21 Variance % Change Budget By Activity Actual Actual Approved Approved Administration $369,440 $461,476 $460,544 $468,872 $8,328 %1.81 Firefighting $15,536,481 $15,539,239 $16,686,222 $16,570,857 )($115,365 %)(0.69 Prevention $817,706 $939,733 $989,860 $1,047,246 $57,386 %5.80 Fire Training $286,860 $276,853 $291,229 $298,252 $7,023 %2.41 Stations & Buildings $927,443 $979,105 $1,003,922 $1,040,090 $36,168 %3.60 Emergency Preparedness Plan $140,031 $139,474 $136,473 $144,178 $7,705 %5.65

Total $18,077,961 $18,335,880 $19,568,250 $19,569,495 $1,245 %0.01 Budget By Major Group Personnel Services $16,384,342 $16,563,288 $17,733,426 $17,576,530 )($156,896 %)(0.88 Contractual Services $1,347,697 $1,376,586 $1,435,134 $1,540,317 $105,183 %7.33 Supplies and Materials $281,977 $332,073 $331,249 $378,620 $47,371 %14.30 Fixed Charges $48,966 $50,249 $51,718 $51,108 )($610 %)(1.18 Grants & Donations $1,400 $0 $406 $804 $398 %98.03 Capital Outlay $13,579 $13,683 $16,317 $22,116 $5,799 %35.54 Total $18,077,961 $18,335,880 $19,568,250 $19,569,495 $1,245 %0.01

NON-TAX REVENUE

Intergovernmental $0 $43,888 $40,000 $43,884 $3,884 %9.71 Licenses & Permits $45,380 $50,565 $40,925 $49,488 $8,563 %20.92 Miscellaneous $11,907 $6,049 $2,120 $6,600 $4,480 %211.32 Total $57,287 $100,503 $83,045 $99,972 $16,927 20.38 %

AMT. SUPPORTED BY TAXES $18,020,675 $18,235,377 $19,485,205 $19,469,523 ($15,682) (0.08%)

132 Department Summary - FIRE DEPARTMENT

Summary by Division - Approved FY 2020-21

Emergency Preparedness $144,178 Stations $1,050,090 Fire Training $298,252 Prevention $1,047,246 Administration $468,872

Firefighting $16,570,857

PERSONNEL SUMMARY 2017-18 2018-19 2019-20 2020-21 Variance Approved Approved Approved Approved Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Administration Assistant Fire Chief 1 $124,466 1 $133,479 1 $132,758 1 $132,758 0 $0 Fire Chief 1 $137,268 1 $146,028 1 $147,054 1 $147,054 0 $0 Account Clerk II 1 $60,439 1 $67,680 1 $69,280 1 $69,280 0 $0 Computer Specialist 1 $60,439 1 $64,466 1 $65,989 1 $65,989 0 $0 Total 4 $382,612 4 $411,653 4 $415,081 4 $415,081 0 $0 Firefighting Deputy Fire Chief 4 $439,344 4 $468,612 4 $479,688 4 $479,688 0 $0 Fire Captain 11 $1,102,112 11 $1,175,548 11 $1,203,334 11 $1,203,334 0 $0 Fire Captain 1 $90,917 1 $106,868 1 $109,394 1 $109,394 0 $0 Fire Lieutenant 20 $1,818,340 20 $1,939,500 20 $1,985,340 20 $1,985,340 0 $0 Firefighter 96 $7,027,932 96 $7,506,631 96 $7,716,763 96 $7,681,372 0 )($35,391 Total 132 $10,478,645 132 $11,197,159 132 $11,494,519 132 $11,459,128 0 )($35,391 Prevention Deputy Fire Marshal 1 $100,192 1 $106,868 1 $109,394 1 $109,394 0 $0 Fire Marshal 1 $100,249 1 $117,153 1 $119,922 1 $119,922 0 $0 Fire Inspector 4 $344,614 4 $407,288 5 $521,145 5 $521,145 0 $0 Fire Inspector 0 $0 1 $101,822 1 $104,229 1 $104,229 0 $0 Administrative Support II 1 $57,550 1 $61,384 1 $62,836 1 $62,836 0 $0 Total 7 $602,605 8 $794,515 9 $917,526 9 $917,526 0 $0 Fire Training Deputy Fire Chief Training 1 $120,821 1 $128,868 1 $131,915 1 $131,915 0 $0

133 Department Summary - FIRE DEPARTMENT

PERSONNEL SUMMARY 2017-18 2018-19 2019-20 2020-21 Variance Approved Approved Approved Approved Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Total 1 $120,821 1 $128,868 1 $131,915 1 $131,915 0 $0 Fire Equipment Fire Master Mechanic 1 $83,393 1 $91,567 1 $96,412 1 $96,412 0 $0 Assistant Fire Mechanic 1 $70,055 1 $71,057 1 $76,488 1 $76,488 0 $0 Total 2 $153,448 2 $162,624 2 $172,900 2 $172,900 0 $0 Emergency Preparedness Planning Deputy Dir. Emergency Preparedness 1 $80,901 1 $82,803 1 $84,757 1 $89,142 0 $4,385 Planning Total 1 $80,901 1 $82,803 1 $84,757 1 $89,142 0 $4,385

Department Total 147 $11,819,032 148 $12,777,622149 $13,216,698 149 $13,185,692 0 )($31,006

PERFORMANCE INDICATORS FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved

134 Department Summary - FIRE DEPARTMENT

ADMINISTRATION DESCRIPTION OF SERVICES To create an efficient and productive Fire Department by directing the Department's operations, coordinating with other departments for emergency and routine services, and managing the department's fiscal affairs and central records system.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $327,420 $414,938 $419,987 $420,188 $201 %0.05 Contractual Services $29,395 $33,217 $24,418 $35,136 $10,718 %43.89 Supplies and Materials $12,626 $13,322 $16,139 $13,548 )($2,591 %)(16.05 Total $369,440 $461,476 $460,544 $468,872 $8,328 %1.81

PERFORMANCE INDICATORS FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Inputs Direct Expenditures $369,440 $461,476 460,544 $468,872 Employees 4 4 4 4 Outputs General # of grants applied for 4 4 3 4 # of grants received 4 3 2 1 # of injury days used 800 750 420 540 # of sick days used 1,100 1,000 1037 1165 # of workers compensation claims 35 33 39 37 Effectiveness General Increase/Decrease in Injury Leave -3% -6.25% -44% +28% Increase/Decrease in Sick Leave -3% -9.09% +3.5% +12% Increase/Decrease in workers compensation claims -1% +15% -1% Overtime as a percentage of total budget 22% 22.30% 15% 24%

135 Department Summary - FIRE DEPARTMENT

FIREFIGHTING DESCRIPTION OF SERVICES To coordinate and manage response units including; firefighting, EMS, marine and hazardous materials. The Firefighting division operates 24/7/365 with 132 firefighting positions operating out of five fire stations.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $14,833,765 $14,775,767 $15,889,349 $15,671,360 )($217,989 %)(1.37 Contractual Services $630,343 $667,147 $699,756 $768,389 $68,633 %9.81 Supplies and Materials $58,035 $85,005 $83,394 $116,168 $32,774 %39.30 Grants & Donations $1,400 $0 $406 $804 $398 %98.03 Capital Outlay $12,937 $11,320 $13,317 $14,136 $819 %6.15 Total $15,536,481 $15,539,239 $16,686,222 $16,570,857 ($115,365) (0.69%)

PERFORMANCE INDICATORS FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Inputs Direct Expenditures $15,536,481 $15,539,239 $16,686,222 $16,570,857 Employees 132 132 132 132 Outputs General # of buildings maintained 7 7 7 7 Total Calls for Service 6,463 6,262 7133 7,250 Unit Responses 11,300 12,529 11,444 12,000 Fires # of other fires 124 100 91 60 # of structure fires 142 153 139 130 # of vehicle fires 37 24 36 50 Rescue/EMS # of EMS 3,854 3,632 3841 4,200 # of extrications 17 35 41 35 # of motor vehicle accidents 420 374 371 400 # of water/ice related rescues 30 22 18 15 Other # of explosions 20 6 12 10 # of false alarms/false calls 1,104 1161 1272 1,200 # of good intent calls 386 412 445 445 # of hazardous conditions 418 320 430 395 # of natural disaster/weather calls 11 2 5 10 # of service calls 363 374 410 330 # of special incidents 18 13 22 20 Effectiveness General 136 Department Summary - FIRE DEPARTMENT

FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Average response time 5:00 4.95 5.00 5.00

137 Department Summary - FIRE DEPARTMENT

PREVENTION DESCRIPTION OF SERVICES The prevention division includes a Fire Marshal, Deputy Fire Marshal, four Inspectors and a Secretary. The division is responsible for fire/life safety inspection of all commercial buildings and residential buildings, except for one and two family dwellings. The division also creates and delivers public safety educational programs.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $804,457 $926,852 $970,179 $1,026,300 $56,121 %5.78 Contractual Services $8,013 $7,170 $14,060 $13,266 )($794 %)(5.65 Supplies and Materials $5,237 $5,712 $5,621 $7,680 $2,059 %36.63 Total $817,706 $939,733 $989,860 $1,047,246 $57,386 %5.80

PERFORMANCE INDICATORS FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Inputs Direct Expenditures $817,706 $939,733 $989,860 $1,047,246 Employees 7 8 9 9 Outputs Code Enforcement # of commercial properties in Norwalk 2,039 2,400 2,450 2,675 # of residential properties in Norwalk that require inspection 2,500 1,000 1,500 1,725 Inspections # of commercial inspections including C of O 425 425 500 733 # of multi-family dwellings requiring inspection 2,500 1,000 1,500 1,725 Plan Review # of building plans reviewed 551 551 600 729 Investigation # of fires investigated 160 160 199 150 Education # of resident fire prevention programs 149 149 149 46 # of residents educated about fire prevention 60 100 150 4,067 # of school aged children educated about fire prevention 7,200 7,200 9,500 1,766 # of school fire prevention programs 91 91 100 12 Effectiveness Code Enforcement % of violations resolved/followed up on in a timely manner 100% 100% 100% 100% Inspections % of inspections performed in a timely manner 100% 100% 100% 100% Plan Review % of building plans in accordance to standards and codes 100% 100% 100% 100% % of plans reviewed in a timely manner 100% 100% 100% 100% Investigation

138 Department Summary - FIRE DEPARTMENT

FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved % of investigations completed in a timely manner 100% 100% 100% 100%

FIRE TRAINING DESCRIPTION OF SERVICES The Training division is staffed by a Training Director and coordinates all department training for all divisions. The position is also responsible for OSHA compliance, entry and promotional testing as well as department annual employee physicals.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $138,192 $153,566 $146,643 $146,568 )($75 %)(0.05 Contractual Services $140,065 $106,966 $130,071 $135,064 $4,993 %3.84 Supplies and Materials $8,603 $16,321 $14,515 $16,620 $2,105 %14.50 Total $286,860 $276,853 $291,229 $298,252 $7,023 %2.41

PERFORMANCE INDICATORS FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Inputs Direct Expenditures $286,860 $276,853 $291,229 $298,252 Employees 1 1 1 1 Outputs New Recruits # of new recruits 4 4 4 4 # of new recruits needing Firefighter I/II certification 4 4 4 4 # of training hours for new recruits 2,500 3,280 3,200 3,200 Continued Training # of firefighters with Paramedic certification 5 5 5 5 # of firefighters trained on a daily basis 33 33 33 33 # of firefighters with EMT certification 60 75 75 76 # of firefighters with Firefighter I certification 132 139 139 139 # of firefighters with MRT certification 61 46 46 45 # of training hours per year 30,240 33,000 33,000 33,000 Effectiveness New Recruits % of new recruits with Firefighter I/II certification 100% 100% 4 100% Average number of training hours per new recruit 820 820 820 850 Continued Training % of firefighters with EMT certification 45% 49% 49% 52% % of firefighters with Firefighter I certification 100% 100% 100% 100% % of firefighters with MRT certification 46% 48% 48% 46% % of firefighters with Paramedic certification 4% .5% .5% .5% Average number of training hours per firefighter 250 250 250 250

139 Department Summary - FIRE DEPARTMENT

SUPPORT SERVICES DESCRIPTION OF SERVICES The maintenance division is responsible for maintenance of the department's apparatus fleet, motorized equipment and tools. This includes the self contained breathing apparatus.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $195,075 $204,435 $222,036 $219,696 )($2,340 %)(1.05 Contractual Services $493,364 $519,919 $524,663 $546,698 $22,035 %4.20 Supplies and Materials $189,395 $202,138 $202,505 $214,608 $12,103 %5.98 Fixed Charges $48,966 $50,249 $51,718 $51,108 )($610 %)(1.18 Capital Outlay $643 $2,363 $3,000 $7,980 $4,980 %166.00 Total $927,443 $979,105 $1,003,922 $1,040,090 $36,168 3.60 %

PERFORMANCE INDICATORS FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Inputs Direct Expenditures $927,443 $979,105 $1,003,922 $1,040,090 Employees 2 2 2 2 Outputs General SCBA Bottles 5 110 14 121 SCBA Paks 53 55 56 56

140 Department Summary - FIRE DEPARTMENT

EMERGENCY PREPAREDNESS PLANNING DESCRIPTION OF SERVICES The Office of Emergency Management provides mitigation preparedness, response and recovery programs for the City in partnership with municipal department, the Board of Education, and public and non-profit entities. The office is lead in coordinating the City's response to major emergencies.

FUNDING SUMMARY Budget By Major Group 2017-18 2018-19 2019-20 2020-21 Variance % Actual Actual Approved Approved Change Personnel Services $85,433 $87,731 $85,232 $92,418 $7,186 %8.43 Contractual Services $46,517 $42,168 $42,166 $41,764 )($402 %)(0.95 Supplies and Materials $8,081 $9,575 $9,075 $9,996 $921 %10.15 Total $140,031 $139,474 $136,473 $144,178 $7,705 %5.65

PERFORMANCE INDICATORS FY2017-18 FY2018-19 FY2019-20 FY2020-21 Actual Actual Approved Approved Inputs Direct Expenditures $140,031 $139,474 $136,473 $144,178 Employees 1 1 1 1 Outputs General # of households assisted thru fire victims fund/referrals for 18 25 20 20 services # of people reached through education programs/workshops 3,175 3,200 3,360 3,500 # Public Education programs/workshops 20 20 22 24 Effectiveness General % change in # of people reached 5% 5% 5% 5% % change in number of programs 10% 10% 10% 10%

141

CITY OF NORWALK

ANNUAL BUDGET

142 Department Summary - BOARD OF EDUCATION BOARD OF EDUCATION

Public Schools Special Education Non-Public Education

Description of Service/Mission Statements Based on scores from the Connecticut Department of Education’s annual Next Generation Accountability Index, Norwalk Public Schools has been the number one city school district in Connecticut for three years in a row. Working closely with the Norwalk community, we are focused on creating a student-focused culture that motivates, challenges and supports each individual student to his or her highest levels of achievement. Nearly 2,000 dedicated professionals work closely with approximately 12,000 students throughout Norwalk. Our district’s rich diversity is a key part of our strength. Norwalk students come from a variety of backgrounds, with more than 41% of students speaking a second language at home. Since 2016, Norwalk Public Schools has operated under a Strategic Operating Plan that is focused on raising the bar for all students and closing achievement gaps. To achieve the plans goals, 10 measurable priority outcomes are set each year, as well as 25+ priority implementation steps. Results and accomplishments are publicly reviewed each year. A data dashboard has been designed to track student outcomes in relation to the Strategic Plan’s goals. Under the Strategic Plan, NPS has worked together with teachers, administrators, families and the community to enhance curriculum and expand programs, add support students who need it the most, and make structural changes. School Governance Councils at every school provided parents, staff and the community with opportunities to engage in school planning and improvement. Norwalk Public Schools district is made up of 21 schools, starting with PreK and 12 elementary schools. The state-of-the-art Norwalk Early Childhood Center opened its doors in September 2016 to serve preschool families of both typical and special needs children. A Montessori Early Years PreK program is now offered at Brookside Elementary School. “Choice” options include several at the elementary level, including Columbus Magnet School, a K-8 school based on the Bank Street School model, the Silvermine Dual Language School, an English-Spanish immersion school, and Tracey Magnet School, name a National School of Character for its focus on character education, as well as a 2019 National Blue Ribbon School. At the secondary level, Norwalk offers four middle schools, Nathan Hale, Ponus Ridge, Roton and West Rocks, and four high schools, Brien McMahon, Norwalk High, the Center for Global Studies and P-TECH Norwalk. In 2018, the first students graduated from the prestigious International Baccalaureate (IB) diploma program at Brien McMahon High School. Norwalk is also home to the renowned Center for Global Studies, an inter-district magnet high school housed at Brien McMahon. NPS also offers high school students the option of attending P-TECH Norwalk, an early college school in partnership with IBM and Norwalk Community College. Located at Norwalk High, P-TECH supports students in earning both a high school diploma and a two-year college degree in computer science. Other specialized high school programs include the McMahon Healthcare Academy and Marine Science Academy, a Digital Media & Communications Academy located at Norwalk High School, and the Norwalk International Academy for English Learners. Norwalk Public Schools provides full-day Kindergarten, as well as comprehensive special education and bilingual education programs. Partnerships with community organizations ensures that before and after-school programs are available throughout the city for both elementary and secondary students. Students can also take advantage of a full array of interscholastic athletics and extra-curricular activities that cover a full range of interests, from computers to chess to community service. Programs like the Center for Youth Leadership, and the Norwalk High School and Brien McMahon Marching Bands, have received national recognition. In 2017, a comprehensive School Building Program was approved that is designed to support growing enrollment and the city's families for years to come. A joint commitment by the City of Norwalk and Board of Education, the “Modern Schools for a Growing City” program resulted in a major investment in Norwalk's school buildings, including the building of several new schools, the renovation of others, as well as priority repairs and capital projects at all schools. New construction at Ponus Ridge Middle School is set to be completed this summer, allowing the district much needed “swing space” to allow the renovation of Jefferson Elementary School Highlights For 2019- 2020 Norwalk Public Schools is Connecticut's number one City School District for 3 Years in a Row thanks to the hard work of our students, teachers, staff, and administrators. According to the 2018-19 Connecticut Next Generation Accountability Report, released in February 2020, and results from the Smarter Balanced Assessment Consortium (SBAC) test results:

• The district surpassed the state and ranked first in its district reference comparison group (DRG) and among Connecticut’s ten largest cities for the third year in a row. • Tracey Magnet School earned recognition as a State School of Distinction. To earn this distinction, a school must be in the top 10 percent for growth in the state. Tracey reached the distinction status for math achievement among high needs students.

143 Department Summary - BOARD OF EDUCATION • Marvin earned distinction status in two math rated areas: math growth in general and growth for high needs students. • Norwalk’s four-year graduation rate continues to exceed the state average. • NPS made gains in a variety of indicators including participation in arts and a decrease in chronic absenteeism. • With music and arts programs that consistently win state and national awards, Norwalk continues Goals For 2020 - 2021 Priorities for the 2020-21 school year include:

• Fund salary and benefits increases relative to new collective bargaining agreements, effective July 1, 2020. The projected increase in the cost of salaries and benefits is approximately $5.6 million, and will allow NPS to maintain current staffing and services. • Fund an enrollment growth appropriation to schools necessary to accommodate growing student enrollment. Four hundred and six additional students are expected to enroll in the 2020-21 school year, compared to the number of students upon which the FY 2019-20 budget was predicated. A per pupil increase was developed using just the direct per pupil allocation of funds under the student-based school budgets, which does not include an increase to central district accounts such as special education or transportation. • Fund the expansion and enhancement of the District’s programs for English Language Learners (ELL) in response to the large influx of new immigrant students. The large influx of new ELL’s was beyond the capacity of existing staff to handle, and required a mid-year special appropriation from the City. These new positions will allow us to continue to provide legally required services to these students. • Expand the District’s Choice Programs by allocating funds for the District's growing number of students who participate in one of the District’s Choice programs, including the Kendall Above the Bar school redesign and year-round schedule. • Fund the new student transportation contract, incorporating the move to a healthier high school start time, transportation expenses for Jefferson students temporarily relocated to the Ponus campus, ‘clean’ student transportation through propane buses; and a ‘smart bus’ initiative. • Implement Phase II recommendations of the Counseling Services Study including the implementation of Student Success Plans and support for Social Emotional Learning and Executive Functioning. • To provide high quality before and after school programs for students, support the partnership with the Carver Center at all District schools. • Implement an American Sign Language program as an additional District language option for interested students beginning with a pilot. With an enhanced 3-year language requirement under the high school program of study, it is important that the District offer our students a variety of options to meet these more rigorous requirements. • Complete expansion of the District’s Summer School Program to the seventh grade (rising 8th graders). Mandatory Summer School is the District’s primary Tier III intervention for students reading significantly below grade level.

SPECIAL EDUCATION Description of Services/Mission Statement This portion of the Board of Education budget includes programs financed from designated State and Federal grants. Highlights Highlights from the past year include the completion of implementation and recommendations from a comprehensive report on reforming special education. Recent additional to special education programs in Norwalk include an autism classroom at Norwalk High and a revamped Extended School Year (ESY) summer program for special needs students. The Norwalk Center for Specialized Learning in Literacy has now opened to serve students with dyslexia. An assistive technology specialist and additional BCBAs have been put in place as well as a permanent director for Norwalk Early Childhood Center. An incentive and recruitment program for hard to find special education staff has been implemented. An Ad-Hoc Special Education Committee of the Board of Education meets regularly to provide oversight, and a Parent Advisory Committee (N-Sped PAC) meets monthly with the chief of specialized learning

144 Department Summary - BOARD OF EDUCATION

FUNDING SUMMARY EXPENDITURES 2017-18 2018-19 2019-20 2020-21 Variance % Change Budget By Activity Actual Actual Approved Approved Education $185,331,176 $188,729,695 $198,491,359 $208,415,928 $9,924,569 %5.00

Total $185,331,176 $188,729,695 $198,491,359 $208,415,928 $9,924,569 %5.00 Budget By Major Group Others $185,331,176 $188,729,695 $198,491,359 $208,415,928 $9,924,569 %5.00 Total $185,331,176 $188,729,695 $198,491,359 $208,415,928 $9,924,569 %5.00

NON-TAX REVENUE

Intergovernmental $9,725,924 $9,848,873 $10,095,656 $10,095,599 )($57 %0.00 Service Charges $50 $75 $12,487 $0 )($12,487 %)(100.00 Miscellaneous $0 $28,175 $0 $28,176 $28,176 %0.00 Total $9,725,974 $9,877,123 $10,108,143 $10,123,775 $15,632 %0.15

AMT. SUPPORTED BY TAXES $175,605,202 $178,852,572 $188,383,216 $198,292,153 $9,908,937 %5.26

145 Department Summary ‐ BOARD OF EDUCATION NORWALK PUBLIC SCHOOLS FUND SUMMARY FYE 2018 Actual to FYE 2021 Approrved Budget 2020 Original 2021 Original 2018 Actual 2019 Actual Budget Budget ADMINISTRATIVE SUPPLIES $1,806 $1,313 $3,000 $6,000 ADVERTISING $4,166 $810 $11,000 $27,455 AIDE $8,059,922 $8,441,786 $9,460,796 $10,953,565 ASSISTANT SUPERVISORS $636,661 $460,581 $489,900 $838,531 ATTENDANCE AT MEETINGS $67,331 $136,422 $189,870 $183,855 BOILER REPAIRS $192,360 $280,321 $189,000 $200,850 BOOK BINDING $0 $0 $1,100 $500 BURNER SERVICE $0 $0 $25,000 $25,750 CENTRAL ADMIN SUP TEAM $1,098,185 $1,228,792 $1,275,335 $1,310,149 CERTIFIED HOURLY $713,125 $658,503 $691,009 $704,417 CERTIFIED OVERTIME SALAR $52,549 $33,706 $40,000 $35,000 CLEANING SERVICES $17,395 $20,063 $38,000 $26,050 CLERKS $1,339,305 $1,241,142 $1,314,926 $1,095,188 CLOCKS & INTERCOMS $1,385 $5,391 $5,000 $10,000 COMMUNICATIONS $250,546 $243,144 $325,704 $367,812 CONSTRUCTION SERVICES $304,831 $314,262 $437,000 $297,000 CONSUMABLES/WORKBOOKS $213,753 $181,601 $142,500 $382,787 CUSTODIANS $3,671,355 $3,561,075 $3,625,362 $3,421,547 DEGREE LEVEL CHANGES $0 $0 $60,000 $162,252 DISPOSAL SERVICES $122,354 $134,425 $134,800 $138,817 DUES,FEES AND MEMBERSHIP $156,070 $219,582 $184,304 $216,188 ELECTRIC MOTORS $28,992 $17,538 $25,000 $30,240 ELECTRIC SERVICE $5,001 $17,107 $10,500 $21,525 ELECTRICITY $2,334,739 $2,234,262 $2,432,400 $2,390,946 ELEVATOR SERVICE $32,396 $63,816 $47,250 $49,613 EXTRA‐CURRICULAR STIPENDS $1,261,641 $1,323,699 $1,351,115 $1,294,509 FIELD TRIPS $118,592 $107,889 $282,489 $42,600 FOLDING PARTITIONS $610 $0 $10,609 $10,927 FRINGE BENEFITS $24,058,296 $24,123,559 $24,507,611 $25,829,303 GASOLINE $220,733 $270,881 $222,029 $223,029 GEN LIAB/PROPERTY INS $0 $0 $5,000 $5,000 GENERAL SUPPLIES $405,585 $442,162 $242,000 $438,232 GLASS $10,950 $8,471 $12,000 $12,000 GRADUATION EXPENSES $33,433 $26,833 $42,335 $45,400 IN SERVICE $6,511 $4,999 $0 $0 INSTRUCTIONAL EQUIPMENT $1,514,557 $995,854 $610,434 $852,491 INSTRUCTIONAL PROGRAM IM $4,020 $31,923 $0 $0 INSTRUCTIONAL SOFTWARE $619,697 $443,522 $566,660 $732,108 INSTRUCTIONAL SUPPLIES $1,085,400 $1,086,501 $1,367,944 $1,268,168 INTER ACTI INSUR PREM PA $37,937 $70,568 $80,000 $74,800 LEASE PAYMENTS $360,549 $357,234 $350,571 $357,414 LEGAL FEES $758,949 $483,841 $615,000 $616,990 LIBRARY BOOKS AND PERIOD $7,833 $16,037 $43,506 $63,122 LIFE SAFETY SYSTEMS $158,346 $111,023 $110,334 $100,000 LONG TERM SUBSTITUTES Cert $255,084 $309,246 $185,346 $185,346 LONGEVITY $288,230 $294,159 $311,086 $238,976 MAINTENANCE $483,620 $461,844 $479,514 $558,678 MAINTENANCE SUPPLIES $231,054 $258,914 $195,000 $211,050 MISC ‐ SUMMER FEEDING PROGRAM $0 $0 $1,000 $0 MISCELL PURCH SERV $23,514 $37,247 $68,000 $38,215 NATURAL GAS $846,275 $956,011 $850,000 $879,953 NON‐AFFILIATED $3,083,681 $3,580,195 $4,176,943 $4,792,196 NON‐CERTIFIED HOURLY $42,251 $53,719 $27,500 $152,500 NON‐INSTRUCTIONAL EQUIPMENT $532,551 $484,749 $359,405 $504,521 NURSES $1,523,700 $1,522,956 $1,606,974 $1,715,625 OIL $500,610 $614,287 $600,000 $551,340 OOD TUITION‐EXCESS COST/SAP ($4,560,130) ($4,274,616) $0 $0 OTHER CERTIFIED $7,996,043 $8,357,657 $8,701,245 $8,667,258 OTHER EMPLOYEE BENEFITS $0 $9,931 $0 $0 OTHER NON‐CERTIFIED $872,022 $941,751 $787,411 $757,265

146 Department Summary ‐ BOARD OF EDUCATION NORWALK PUBLIC SCHOOLS FUND SUMMARY FYE 2018 Actual to FYE 2021 Approrved Budget 2020 Original 2021 Original 2018 Actual 2019 Actual Budget Budget OTHER OBJECTS $350 $714 $0 $0 OTHER PROF TECH SERVICES $8,317,032 $6,840,388 $6,124,336 $7,797,205 OTHER PURCHASED SERVICES $2,512,078 ($5,597) $0 $0 OTHER REPAIRS $9,071 $12,843 $11,000 $11,000 OTHER SUPPLIES AND MATER $287,010 $493,515 $287,420 $375,289 OVERTIME SALARIES $456,225 $675,229 $509,110 $569,222 PARENT ACTIVITY $142 $1,779 $4,000 $4,000 PERSONAL SERVICES‐EMPL B $0 $224,827 $0 $0 PHYSICAL THERAPIST $6,689 $0 $152,422 $323,916 PNEUMATIC CONTROLS $26,155 $21,830 $25,000 $25,838 POSTAGE $125,004 $47,917 $108,000 $82,503 PRINCIPALS $5,855,440 $5,714,303 $6,054,035 $6,881,054 PROFESSIONAL DEVELOPMENT $100,003 $8,500 $169,100 $469,203 PROPANE GAS $4,503 $6,421 $9,000 $9,270 PROPERTY $132,596 $39,715 $0 $114,357 PUPIL SERV‐NON‐PAYROLL S $90,000 $60,167 $46,750 $80,500 PURCHASED PROF AND TECH $153,212 $201,724 $195,000 $225,273 PURCHASED PROPERTY SERVI $3,685 $2,459,656 $2,805,859 $3,053,467 RECRUITMENT $23,399 $101,162 $85,600 $99,000 REDESIGN FUNDS $115,938 $15,882 ‐$393,991 ‐$505,768 REGULAR ED OOD TUITION $102,217 $68,913 $70,000 $77,250 Regular Ed. OOD Tuition‐LEA's $82,430 $71,109 $95,000 $100,000 RENTAL OF LAND AND BUILD $29,000 $24,000 $31,876 $29,925 RENTALS $46,766 $41,148 $27,240 $30,117 REPAIRS ‐ MISC $0 $0 $600 $600 REPAIRS AND MAINT SERV $1,295,783 $1,536,547 $1,582,198 $1,670,322 Retention & Engagement $112,595 $7,420 $149,000 $55,000 RETIREMENT BENEFITS $1,886,652 $1,600,307 $1,675,000 $1,591,000 SALARIES‐EXTRA CURRICULA $283,261 $238,958 $129,450 $136,802 SALARIES‐WORKSHOPS $27,089 $47,965 $166,433 $84,100 SECRETARY $2,838,877 $2,558,638 $2,654,914 $2,707,694 SECURITY $96,272 $1,586 $0 $0 SECURITY SERVICES $26,371 $21,951 $25,000 $26,250 SOCIAL SECURITY $3,655,784 $3,291,951 $3,669,814 $3,669,814 SPEC ED ‐ OOD TUITION/EC/SAP $8,866,273 $8,300,602 $8,135,000 $7,595,357 SPEC ED TUITION ‐ OTHER LEA's $1,498,513 $1,137,869 $1,240,600 $1,774,619 STUDENT TRANS IND ARTS $5,397 $17,682 $30,240 $17,280 STUDENT TRANS SERV ‐PUBL $8,273,995 $8,192,632 $8,502,592 $9,108,306 STUDENT TRANS SERV‐NON‐P $218,859 $287,088 $289,393 $323,235 SUBSTITUTES Cert Daily $1,238,344 $931,232 $1,039,776 $283,599 SUBSTITUTES Non‐Cert LT $305,745 $90,930 $242,200 $239,357 SUPERINTENDENT $269,123 $277,197 $277,197 $291,057 SUPERVISORS $817,670 $1,144,271 $1,276,780 $982,174 SUPPLIES $240,517 $260,823 $314,000 $404,241 TEACHERS $71,945,236 $77,346,923 $78,976,004 $81,984,105 TECH SUPPLIES $71,924 $62,070 $61,500 $70,091 TESTING $48,141 $35,493 $28,000 $18,000 TEXTBOOKS (HARD COVER/REPL) $155,330 $583,614 $908,439 $665,821 TEXTBOOKS (SOFT COVER) $52,100 $20,941 $51,625 $52,000 TRAVEL $175,346 $228,281 $291,582 $266,240 UNEMPLOYMENT COMPENSATIO $137,488 $165,633 $204,448 $204,448 UTILITY SERV (WAT & SEW) $223,174 $206,259 $225,000 $226,743 VEHICLES $0 $0 $0 $0 WORKMENS COMPENSATION $0 $0 $0 $0 Grand Total $185,331,176 $188,729,695 $198,491,359 $208,415,928

147

CITY OF NORWALK

ANNUAL BUDGET

148 Department Summary - GRANTS GRANTS Description of Service/Mission Statements The grant agencies included in this requested budget represent a diverse collection of non-profit organizations throughout the city. In addition to supporting a number of non-profits, funding is also included for the Redevelopment Agency, Housing Site Development, Fair Housing and the Norwalk Transit District. Listed below is a brief description (and purpose) for each of the grants.

Americares Free Clinic Description: A free healthcare clinic available to residents of the Greater Norwalk area. Purpose: To proactively raise awareness through cancer screenings and various healthcare-related studies.

Carver Center Foundation Description: An organization that provides community, educational, enrichment and recreational programs, as well as summer camp and college tours Purpose: To help low-income youth reach their greatest potential.

Connecticut Counseling Centers Description: A drug treatment program for chronic opiate addicts in Norwalk. Purpose: To assist drug addicts and their families overcome and eliminate the debilitating aspects of addiction, enhance and/or improve stable relationships, increase employability and promote adherence to community morals, standards and values.

Elderhouse Description: A non-profit organization providing adult day care services to in-need elderly citizens. Purpose: To provide assistance for elderly citizens through supervision, health maintenance, restoration needs, and respite to family members.

Norwalk Housing Authority - Head Start Description: A comprehensive pre-school program operated by the Norwalk Housing Authority. Purpose: To provide early childhood education, nutrition, health and special education services to children and their families.

Norwalk Senior Center Description: A non-profit organization serving older residents and their families. Purpose: To help older adults age with dignity and independence through outreach resources such as housing, medical insurance, prescription drug programs and health and fitness activities.

Norwalk Transit District Description: A transit district operating a fixed route service throughout Norwalk and into Wilton and a door-to-door service for the disabled. Purpose: To provide a safe and efficient system of public transportation for all users.

Redevelopment Agency Description: The city's marketing and development organization. Purpose: Oversee the city's urban renewal, revitalization and economic and community development programs.

Housing Site Development Agency Description: An independent agency assisting in the identification and acquisition of housing for low and moderate income populations in the city. Purpose: To help meet the housing needs of low and moderate-income populations through land cost write-downs, administration of all loan fund management issues and cooperation with the Fair Housing Officer in pursuit of fair housing opportunities.

Fair Housing Officer Description: An administrative entity responsible for managing housing discrimination complaints in Norwalk. Purpose: To ensure fair, non-discriminatory housing throughout the City by monitoring practices for compatibility with fair housing objectives, assisting City government in developing, maintaining and implementing procedures, educating the public on fair lending issues, and lobbying for laws to protect fair housing.

149 Department Summary - GRANTS

Harbor Commission Description: A city and state-mandated body charged with managing all aspects of the Norwalk Harbor. Purpose: To ensure efficient operation of the harbor by conducting studies on harbor conditions, adopting rules and regulations for use of the harbor and coordination of events with public and private agencies.

Mid-Fairfield Child Guidance Center Description: A non-profit corporation providing outpatient and emergency psychiatric services to children and their families. Purpose: To ensure the mental health of children and families through the operation of two facilities throughout Norwalk.

Human Services Council Description: A non-profit agency responsible for coordinating programs and organizations involved with substance abuse problems in the City. Purpose: To ensure that a collaborative approach is maintained in an addressing substance abuse through the community, through collaborative efforts with other local coalitions and councils, maintaining public awareness programs on alcohol and drug abuse and holding bi-monthly meetings.

Open Door Shelter Description: Norwalk's homeless shelter Purpose: To provide a full continuum of housing and services that will meet the needs of the homeless.

Probate Court Description: A judicial body, serving the Norwalk-Wilton region, responsible for all matters of probate. Purpose: To facilitate such matters as settlements of estates of deceased persons, the appointment of guardians, conservators and administrators, and settlement of their accounts, the adjudication of the mentally ill, and such other jurisdiction as may be provided by law.

Domestic Violence Crisis Center Description: The city's domestic violence crisis center. Purpose: To prevent and break the cycle of domestic violence through crisis intervention (24-hour hotline), individual and family counseling, advocacy, safe housing, education, and increased public awareness.

Family and Children's Agency Description: A community organization serving the poor and homeless populations. Purpose: To provide a non-structured, half-day social and recreational opportunities for poor and homeless populations.

SW Connecticut Regional Mental Health Board Description: A governing board representing the behavioral interests of Region I, including persons living and working in the City of Norwalk. Purpose: To serve as an advocating body for mental health consumers and providers.

Neighborhood Improvement Coordinator Description: A non-profit agency, which serves to improve communication and establish a productive working relationship with neighborhood associations and provide leadership and direction to Anti-Litter Task Force. Purpose: To address and improve neighborhood quality of life issues. To enjoy a cleaner and more enjoyable Norwalk.

School-Based Health Center Description: A non-profit agency which serves as the coordinating organization for the School-Based Health Centers at Brien McMahon High School and Norwalk High School. Purpose: To provide on-site medical health care, at no charge, to all students daily from 9:00 a.m. to 2:00 p.m., Monday through Friday while school is in session.

Children’s Connection Description: An organization that responds to the needs of physically and sexually abused children and their families. Purpose: To coordinate and deliver counseling and supportive services to abused children and their families through the cooperation of local social service providers, schools, police departments, hospitals and state agencies. The agency also aims to help prevent child abuse

150 Department Summary - GRANTS by focusing on investigation and intervention into abusive situations.

Sexual Assault Crisis and Education Center Description: Norwalk's 24-hour crisis center. Purpose: To provide free and confidential support services to victims of sexual assault and their families including a 24-hour a day hotline. The center also provides community and school education programs.

Person to Person Description: A volunteer-driven, community-supported agency that seeks to improve the lives of individuals and families who lack basic necessities or resources. Purpose: To provide low-income families and individuals meet basic, essential needs, and support them on the path towards greater financial stability. This includes food, financial assistance for rent, security deposits and utility bills, college scholarships, furniture and baby supplies for mothers.

Courage to Speak Foundation Description: The Courage to Speak Foundation provides several programs for schools, students, parents and communities to promote drug education and prevention. Purpose: To save lives by empowering youth to be drug-free and encouraging parents to communicate effectively with their children about the dangers of drugs.

HSC Norwalk Mentoring Program Description: The Norwalk Mentoring Program coordinates a structured one-on-one relationship between a student and an adult volunteer who for one per week at school during the school day and engage in academic and/or social, academic growth. Purpose: To encourage young students to become great ambassadors and for them o have positive role models.

Construction Workforce Initiative 2, Inc. Description: The Construction Workforce Initiative 2 is a workforce development non-profit organization focused on creating the next generation of the construction workforce through partner collaboration. It offers a unique opportunity for Norwalk's underemployed, unemployed and at risk labor force to benefit from free and focused training in order to gain long-term employment. Courses include tradesman mathematics, OSHA 30 certification, first aid certification, etc.

Wall Street Neighborhood Association, Inc. Description: The Wall Street Neighborhood Association is a group representing property and business owners in the Greater Wall Street area. The purpose of this program for projects such as: Clean Wall Street, in order to undertake regular rubbish cleaning; Wayfinding, in order to provide appropriate signage directing to the public parking and other destinations in the Wall Street area; Support for First Friday, in order to suport and enhance the First Friday program which has been successful in organizing merchants and property owners for mutual benefit; Initial Outreach, in order to ensure that the unified goals can be transmitted to Norwalk at large.

Filling in the Blanks Description: The program is designed to allow every child consistent access to enough food for an active, healthy life. Through this program, the organization purchases balanced food for each child and deliver it directly to the children through their school, after school programs or camps.

151 Department Summary - GRANTS

FUNDING SUMMARY EXPENDITURES 2017-18 2018-19 2019-20 2020-21 Variance % Change Budget By Activity Actual Actual Approved Approved Grants to Outside Agencies Headstart $0 $57,000 $0 $0 $0 %0.00 Americare Free Clinic $36,000 $36,000 $36,000 $36,000 $0 %0.00 Grants-carver Foundation $158,000 $158,000 $160,000 $160,000 $0 %0.00 Grants-carver Sch Transition $36,000 $36,000 $36,000 $36,000 $0 %0.00 Elderhouse $12,000 $18,000 $18,000 $20,000 $2,000 %11.11 Norwalk Senior Center $377,000 $385,000 $385,000 $0 )($385,000 %)(100.00 Norwalk Mentor Program $0 $4,500 $5,000 $7,000 $2,000 %40.00 Sexual Assault Crisis Center $20,000 $20,000 $20,000 $20,000 $0 %0.00 Conn. Counseling Center $3,000 $3,000 $3,000 $3,000 $0 %0.00 Headstart Provider $0 $343,000 $500,000 $0 )($500,000 %)(100.00 Mid Fairfield Child Guidance $28,000 $28,000 $28,000 $28,000 $0 %0.00 Human Services Council $16,000 $16,000 $16,480 $16,400 )($80 %)(0.49 Open Door Shelter $60,000 $60,000 $60,000 $65,000 $5,000 %8.33 Domestic Violence Center $6,100 $6,100 $10,000 $10,000 $0 %0.00 Family & Children's Aid $44,000 $44,000 $44,500 $45,835 $1,335 %3.00 Sw Ct Mental Health Bd $18,000 $18,000 $18,000 $19,000 $1,000 %5.56 School Based Health Center $23,000 $23,000 $23,230 $23,000 )($230 %)(0.99 Children's Connection $20,000 $20,000 $20,600 $21,000 $400 %1.94 Person To Person $28,000 $28,000 $28,000 $28,000 $0 %0.00 Courage To Speak $0 $1,500 $0 $0 $0 %0.00

Total $885,100 $1,305,100 $1,411,810 538,235.00 )($873,575 %)(61.88 Grants to City Agencies Transit District $517,820 $543,711 $570,897 $599,442 $28,545 %5.00 Probate Court $27,135 $26,900 $28,090 $29,049 $959 %3.41 Harbor Commission $9,134 $9,134 $9,134 $20,000 $10,866 %118.96 Fair Housing Officer $146,473 $176,033 $168,035 $166,081 )($1,954 %)(1.16 Grants-summer Yth Employment $95,000 $0 $95,000 $0 )($95,000 %)(100.00

Total $795,562 $755,778 $871,156 814,572.00 )($56,584 %)(6.50 Filling In The Blanks $0 $0 $0 $5,000 $5,000 %0.00

Total $1,680,662 $2,060,878 $2,282,966 $1,357,807 )($925,159 %)(40.52

NON-TAX REVENUE

Total $0 $0 $0 $0 $0 %0.00

AMT. SUPPORTED BY TAXES $1,680,662 $2,060,878 $2,282,966 $1,357,807 )($925,159 %)(40.52

152 Department Summary - DEBT SERVICE DEBT SERVICE

FUNDING SUMMARY EXPENDITURES 2017-18 2018-19 2019-20 2020-21 Variance % Change Budget By Activity Actual Actual Approved Approved Bonds $25,898,875 $28,135,416 $29,685,460 $32,446,428 $2,760,968 %9.30

Total $25,898,875 $28,135,416 $29,685,460 $32,446,428 $2,760,968 %9.30 Budget By Major Group Debt Service $25,898,875 $28,135,416 $29,685,460 $32,446,428 $2,760,968 %9.30 Total $25,898,875 $28,135,416 $29,685,460 $32,446,428 $2,760,968 %9.30

NON-TAX REVENUE

Miscellaneous $1,087,799 $910,342 $833,651 $967,632 $133,981 %16.07 Total $1,087,799 $910,342 $833,651 $967,632 $133,981 %16.07

AMT. SUPPORTED BY TAXES $24,811,076 $27,225,074 $28,851,809 $31,478,796 $2,626,987 %9.11

153 Department Summary - ORGANIZATIONAL MEMBERSHIPS ORGANIZATIONAL MEMBERSHIPS

FUNDING SUMMARY EXPENDITURES 2017-18 2018-19 2019-20 2020-21 Variance % Change Budget By Activity Actual Actual Approved Approved Organizational Memberships $80,214 $82,641 $106,589 $84,048 )($22,541 %)(21.15

Total $80,214 $82,641 $106,589 $84,048 )($22,541 %)(21.15 Budget By Major Group Contractual Services $80,214 $82,641 $106,589 $84,048 )($22,541 %)(21.15 Total $80,214 $82,641 $106,589 $84,048 )($22,541 %)(21.15

NON-TAX REVENUE

Total $0 $0 $0 $0 $0 %0.00

AMT. SUPPORTED BY TAXES $80,214 $82,641 $106,589 $84,048 )($22,541 %)(21.15

154 Department Summary - EMPLOYEE BENEFITS EMPLOYEE BENEFITS

FUNDING SUMMARY EXPENDITURES 2017-18 2018-19 2019-20 2020-21 Variance % Change Budget By Activity Actual Actual Approved Approved Insurance $7,138,449 $8,535,188 $12,942,554 $14,908,464 $1,965,910 %15.19 City Lap & Workers Comp $3,364,495 $4,278,216 $3,581,671 $5,196,348 $1,614,677 %45.08 Social Security $2,533,058 $3,098,664 $2,722,472 $2,804,148 $81,676 %3.00 Opeb Contribution $15,346,636 $16,096,636 $12,606,000 $9,796,000 )($2,810,000 %)(22.29 BOE Benefits $3,425,923 $1,885,489 $1,297,105 $1,167,936 )($129,169 %)(9.96 Unemployment $119,628 $107,359 $135,000 $115,152 )($19,848 %)(14.70

Total $31,928,190 $34,001,552 $33,284,802 $33,988,048 $703,246 %2.11 Budget By Major Group Contractual Services $835,754 $43,000 $43,645 $43,644 )($1 %0.00 Fixed Charges $31,092,436 $33,958,552 $33,241,157 $33,929,404 $688,247 %2.07 Grants & Donations $0 $0 $0 $15,000 $15,000 %0.00 Total $31,928,190 $34,001,552 $33,284,802 $33,988,048 $703,246 %2.11

NON-TAX REVENUE

Total $0 $0 $0 $0 $0 %0.00

AMT. SUPPORTED BY TAXES $31,928,190 $34,001,552 $33,284,802 $33,988,048 $703,246 %2.11

155 Department Summary - PENSIONS PENSIONS

FUNDING SUMMARY EXPENDITURES 2017-18 2018-19 2019-20 2020-21 Variance % Change Budget By Activity Actual Actual Approved Approved Police $4,792,975 $3,933,226 $4,008,971 $4,436,790 $427,819 %10.67 Fire $2,903,735 $1,888,053 $2,183,899 $2,791,766 $607,867 %27.83 City $5,889,842 $5,196,832 $5,668,998 $5,943,984 $274,986 %4.85

Total $13,586,552 $11,018,111 $11,861,868 $13,172,540 $1,310,672 %11.05 Budget By Major Group Contractual Services $2,000 $17,000 $53,161 $17,292 )($35,869 %)(67.47 Fixed Charges $13,584,552 $11,001,111 $11,808,707 $13,155,248 $1,346,541 %11.40 Total $13,586,552 $11,018,111 $11,861,868 $13,172,540 $1,310,672 %11.05

NON-TAX REVENUE

Miscellaneous $18,148 $20,016 $11,990 $20,016 $8,026 %66.94 Total $18,148 $20,016 $11,990 $20,016 $8,026 %66.94

AMT. SUPPORTED BY TAXES $13,568,403 $10,998,095 $11,849,878 $13,152,524 $1,302,646 %10.99

156 Department Summary - CONTINGENCY CONTINGENCY

FUNDING SUMMARY EXPENDITURES 2017-18 2018-19 2019-20 2020-21 Variance % Change Budget By Activity Actual Actual Approved Approved Contingency $0 $0 $1,103,427 $2,788,765 $1,685,338 %152.74

Total $0 $0 $1,103,427 $2,788,765 $1,685,338 %152.74 Budget By Major Group Others $0 $0 $1,103,427 $2,788,765 $1,685,338 %152.74 Total $0 $0 $1,103,427 $2,788,765 $1,685,338 %152.74

NON-TAX REVENUE

Total $0 $0 $0 $0 $0 %0.00

AMT. SUPPORTED BY TAXES $0 $0 $1,103,427 $2,788,765 $1,685,338 %152.74

157

CITY OF NORWALK

ANNUAL BUDGET

158

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 and Zoning Commission adopts the five-year program and the Common Council approves authorization for the first year of the program. Although Norwalk has a separate capital budget process, the following section contains a summary of the City’s capital budget. Included is an explanation of the capital budget process, its relationship to the operating budget, and a brief description of the approved capital projects for 2020-21. This section also contains information on debt policies and debt administration in the City.

Capital Projects

Section 30-4 of the Norwalk City Code defines a capital budget item as follows:

All monies, other than for ordinary operating expenses, which shall be requested or expended for the acquisition of land or buildings and for the improvement, purchase, enlargement and development of properties of the City, including the construction or remodeling of schools, public buildings and structures of whatever nature, for highways, parks, sanitary sewers, sewage and garbage disposal plants, drainage systems, rehabilitation of blighted areas and for machinery and other facilities having a usable expectancy of at least ten (10) years, for which the credit of the City shall be pledged by the issuance of bonds, notes or other certificates of indebtedness, shall be deemed to be capital budget items.

Capital Budget Process

The following paragraphs outline the major steps and dates involved in preparing and processing the Capital Budget, as prescribed in the City Code.

OCTOBER – NOVEMBER

Capital Requests Submitted

During the middle of October, the Management and Budgets Division distributes capital budget request packages to the departments. These requests are completed and returned to the Management and Budgets Division typically by late November.

JANUARY

Review of Departmental Requests and Presentation of Finance Department Recommendations

During the early part of January, the Finance and Planning and Zoning Departments hold preliminary meetings with the City Departments to review their requests. In addition, the Planning Commission meets later in the month with the Departments to review their submissions. The Finance Department compiles and transmits the requests together with its recommendations to the Board of Estimate and Taxation, the Common Council and the Planning Commission on or before February 1. Included in these recommendations is the estimated effect of such expenditures upon the current budget and the bonded indebtedness for the succeeding years.

FEBRUARY

Planning Commission Presents Recommendations

On or before February 15th, the Planning Commission shall hold hearings on the proposed Capital Projects Program. Following these hearings, the Commission makes its recommendations on the Capital Budget for the ensuing fiscal year.

159

MARCH

Mayor Presents Recommendations and Board of Estimate and Taxation Reviews Funding Levels

On or before March 5th of each year, the Planning Commission shall transmit the Capital Budget to the Mayor for review and recommendations. During this stage the Mayor may reduce or eliminate any departmental requests. However, the Mayor may not add any new projects without submitting them to the Planning Commission. If the Planning Commission opposes the new project, the Mayor must note the Commission’s opposition when transmitting his recommendations to the Board of Estimate and Taxation and the Common Council. On or before March 15th the Mayor transmits his recommended Capital Budget to the Board of Estimate and Taxation. The Board then reviews the requests and transmits in writing its opinion as to the amount of funds the City should appropriate in the Capital Budget and the effect of such expenditures upon the City’s operating budget and credit rating. The Board of Estimate and Taxation may also transfer from the Capital Budget to the Operating Budget all or part of those capital items that may feasibly be included in the operating budget for the ensuing fiscal year.

APRIL

Adoption of Capital Budget

Upon reviewing the recommendations of the Board of Estimate and Taxation, the Common Council may approve, reject or reduce any project through a majority vote of its members. The Common Council also has within its authority, the ability to reinstate any item that may have been previously disapproved. The Common Council approves the final Capital Budget by April 15th.

MAY

Financing Method Determined

On or before the first day of May, the Finance Director shall transmit to the Common Council and the Board of Estimate and Taxation recommendations with regards to the most feasible and economic method of financing the capital budget.

Any resolutions regarding the financing of such Capital Budget must also be approved by the Board of Estimate and Taxation and the Common Council.

160

DEBT ADMINISTRATION

A significant portion of the City’s expenditures represents purchases of goods and services that are consumed in a relatively short period of time, typically one year or less. These purchases are funded through the City’s Operating Budget, since they represent current operating expenses.

Capital expenditures, however, may be financed either from current revenue or through the issuance of debt. Capital expenditures are defined in the Norwalk City Code as items that cost at least $10,000 and have a useful life of ten years or more. These expenditures are incorporated in a five-year capital improvement plan, which is updated annually. The City employs both pay-as-you-go and pay-as-you-use capital financing strategies. Approximately fifteen years ago the City developed a comprehensive debt management strategy, which has been refined in each of the succeeding years.

The core elements of this strategy are as follows:

 Continue to fund necessary capital activities giving priority to projects that (a) protect public safety and welfare; (b) preserve the City’s investment in its infrastructure; and (c) enhance the City’s tax base and residential property values.

 Transfer as many recurring capital items as possible to the operating budget.

 Reduce long-term debt service costs by limiting financing for building and infrastructure projects to twenty (20) year maturities or less, and less than 20 for all other projects; sizing issues to take advantage of bank qualified financing; and by carefully blending private use activities with public purpose projects in an effort to maximize the use of tax exempt financing.

 Make conservative use of short-term financing to avoid interest rate risk.

 Coordinate capital planning and financing to stabilize annual debt service.

 Continually update long range planning and debt scheduling to provide for absorption of large projects anticipated in the future.

The purpose of the strategic debt management plan is to satisfy project requirements and strengthen the City’s long-term financial position. Various debt ratios are meaningful indicators of the City’s financial position and strength and are useful tools for municipal management, public evaluation of performance, and investment decision-making for those considering the purchase of the City’s bonds or notes.

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 Past Pension – 3.0 times annual receipts from taxation

In no case, however, shall the total indebtedness exceed seven times the base.

161 Capital Fund - Debt Schedules

CITY INDEBTEDNESS

COMPUTATION OF STATUTORY DEBT LIMIT AND DEBT MARGIN

The following table sets forth the computation of the statutory debt limit of the City and the debt incurring margin as of April 8, 2020

Total FY 2019 tax collections (including interest and lien fees): $ 326,470,383 State reimbursement of revenue loss on: Tax Relief for the elderly 4,000 Base for establishing debt limit $ 326,474,383

DEBT LIMIT Unfunded General Urban Past Purpose Schools Sewers Renewal Pension Total General Purpose (2.25 times base) $734,567,362

Schools (4.5 times base) $1,469,134,724

Sewers (3.75 times base) $1,224,278,936

Urban Renewal (3.25 times base) $1,061,041,745

Unfunded Pension (3.0 times base) $979,423,149

Total Debt (7.0 times base) $2,285,320,681

INDEBTEDNESS (Including the Bonds and Maritime Center Debt)

Bonds Payable $ 127,160,249 (1) $ 120,241,251 $ 21,633,905 (2) $ 18,978,500 $ - $ 288,013,905

Authorized but Unissued Debt 34,844,580 108,858,530 24,150,000 8,524,000 - 176,377,110

Overlapping Indebtedness 24,680,908 (3) - - - - 24,680,908

Total Bonded Indebtedness 186,685,737 229,099,781 45,783,905 27,502,500 - 489,071,923

Excess of Limit Over Outstanding and Authorized Debt $ 547,881,625 $ 1,240,034,943 $ 1,178,495,031 $ 1,033,539,245 $ 979,423,149 $ 1,796,248,758

(1) Parking Authority bonds total $8,660,479 and are guaranteed by the full faith and credit of the city but will be repaid from parking revenues.

(2) Includes $7,011,000 of general obligation bonds and $14,683,905 of State of Connecticut Clean Water Fund ("CWF") Program Project Loan Obligations .

(3) Includes State of Connecticut Drinking Water Loans in the amount of $5,444,444 for the First Taxing District and $11,736,464 for the Second Taxing District, and $7,500,000 in General Obligation Bonds for the Second Taxing District. Any loans undertaken will be supported by the full faith and credit of the districts and not the City.

162 Capital Fund - Debt Schedules

STATEMENTS OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE CAPITAL PROJECTS FUND

2014-15 2015-16 2016-17 2017-18 2018-19 REVENUES General and property taxes $ 6,783 $ 2,800 $ 701 $ 13,744 $ 3,022 and sewer assessments State and Federal government 7,146,843 5,946,047 3,012,259 6,125,687 5,744,460 Licenses, permits, fees and other -0- -0- -0- -0- -0- Interest on investments 32,462 41,333 86,556 279,351 1,113,417 Miscellaneous -0- -0- -0- -0- -0- TOTAL REVENUES 7,186,088 5,990,180 3,099,516 6,418,782 6,860,899

EXPENDITURES Public Works -0- -0- -0- -0- -0- Capital Outlay 32,363,284 23,486,735 24,999,326 25,019,791 39,158,595 Debt Service 103,645 196,849 291,861 164,548 - TOTAL EXPENDITURES 32,466,929 23,683,584 25,291,187 25,184,339 39,158,595

Revenues over (under) expenditures (25,280,841) (17,693,404) (22,191,671) (18,765,557) (32,297,696)

OTHER FINANCING SOURCES Issuance of debt 14,500,000 15,600,000 22,000,000 35,000,000 26,914,000 Premium on bond issuance -0- 36,801 -0- -0- -0- Operating transfers in 771,000 -0- -0- -0- -0- Operating transfers (out) -0- -0- -0- -0- -0- TOTAL OTHER FINANCING SOURCES 15,271,000 15,636,801 22,000,000 35,000,000 26,914,000

Excess (deficiency) of Revenues and Other Financing Sources over (under) Expenditures and Other Financing Uses (10,009,841) (2,056,603) (191,671) 16,234,443 (5,383,696)

Beginning Fund Balance as of July 1 $18,173,652 $8,163,811 $6,107,208 $5,915,537 $22,149,980

Ending Fund Balance as of June 30 $8,163,811 $6,107,208 $5,915,537 $22,149,980 $16,766,284

163 Capital Fund - Debt Schedules

RATIO OF GENERAL OBLIGATION BONDED DEBT TO ENGL AND PER CAPITA LAST TEN FISCAL YEARS

Debt to Beginning Fiscal End of Fiscal Year Equalized Net Grand List ENGL of Fiscal Year Debt per Year Bonded Debt (ENGL) * Ratio Population ** Capita

2010-11 $ 251,518,476 $17,356,987,045 1.45% 83,185 $ 3,024

2011-12 $ 250,187,380 $16,955,393,390 1.48% 85,992 $ 2,909

2012-13 $ 276,765,135 $16,560,812,571 1.67% 86,705 $ 3,192

2013-14 $ 273,630,935 $16,572,378,408 1.65% 87,285 $ 3,135

2014-15 $ 265,858,120 $16,956,223,841 1.57% 87,944 $ 3,023

2015-16 $ 257,372,763 $17,956,313,819 1.43% 88,145 $ 2,920

2016-17 $ 260,887,030 $19,278,296,085 1.35% 88,438 $ 2,950

2017-18 $ 271,328,370 $19,248,812,949 1.41% 89,005 $ 3,048

2018-19 $ 268,084,349 $19,216,599,803 1.40% 89,047 $ 3,011

2019-20 $ 287,709,086 $20,400,626,724 1.41% 88,816 $ 3,239

* source: Norwalk Tax Assessor ** source: https://factfinder.census.gov/faces/nav/jsf/pages/community_facts.xhtml

164 Capital Fund - Debt Schedules

COMBINED SCHEDULE OF BONDED DEBT THROUGH MATURITY AS OF 6/30/2020 City City Fiscal Principal Interest Total Debt Year Payments Payments Service

2020-21 50,256,944 20,476,237 70,733,181 2022-23 25,981,588 8,188,208 34,169,796 2023-24 25,573,420 7,058,955 32,632,374 2024-25 23,730,691 5,983,855 29,714,546

2025-26 22,583,413 5,038,927 27,622,340 2026-27 21,411,593 4,224,222 25,635,815 2027-28 19,570,241 3,506,862 23,077,103

2028-29 18,174,366 2,851,118 21,025,484 2029-30 14,803,978 2,291,187 17,095,165 2030-31 13,409,087 1,838,103 15,247,190 2031-32 10,729,702 1,457,100 12,186,802 2032-33 6,919,064 1,160,919 8,079,984 2033-34 3,805,000 991,713 4,796,713 2034-35 2,415,000 898,413 3,313,413 2035-36 2,415,000 817,069 3,232,069 2036-37 2,415,000 744,081 3,159,081 2037-38 2,415,000 670,825 3,085,825 2038-39 2,150,000 601,281 2,751,281 2039-40 1,725,000 542,625 2,267,625 2040-41 1,725,000 490,875 2,215,875 2041-42 1,725,000 439,125 2,164,125 2042-43 1,725,000 387,375 2,112,375 2043-44 1,725,000 335,625 2,060,625 2044-45 1,725,000 283,875 2,008,875

2045-46 1,720,000 232,200 1,952,200 2046-47 1,720,000 180,600 1,900,600 2047-48 1,720,000 129,000 1,849,000 2048-49 1,720,000 77,400 1,797,400 2049-50 1,720,000 25,800 1,745,800

$287,709,086 $71,923,575 $359,632,661

(1) Includes obligations of the Water Pollution Control Authority and the Parking Authority which will be paid from sewer charges and parking revenues. These obligations are also backed by the full faith and credit of the City of Norwalk.

165 The approved capital budget for FY 2020-21 totals $153,832,356. Offsetting revenues total $24,830,400 for a net total to be bonded of $129,001,956. Approved appropriations by department are summarized below:

FYE 2021 Approved DEPARTMENT FYE 2020 FYE 2021 Approved FYE 2021 (Gross SUMMARY Approved (Net of Revenue) Expected Revenue Appropriation) POLICE DEPARTMENT $ 943,000 $ 14,124,575 $ 0 $ 14,124,575 FIRE DEPARTMENT $ 1,830,000 $ 425,866 $ 0 $ 425,866 PUBLIC WORKS $ 13,084,000 $ 20,895,000 $ 5,358,400 $ 26,253,400 WPCA $ 5,700,000 $ 0 $ 3,750,000 $ 3,750,000 ECONOMIC & COMMUNITY DEVELOPMENT $ 5,596,000 $ 4,249,000 $ 1,162,000 $ 5,411,000 COMMUNITY SERVICES $ 319,000 $ 319,000 $ 0 $ 319,000 BOARD OF EDUCATION $ 23,569,000 $ 88,154,655 $ 14,560,000 $ 102,714,655 REDEVELOPMENT $ 875,000 $ 400,000 $ 0 $ 400,000 INFORMATION TECHNOLOGY $ 592,000 $ 433,860 $ 0 $ 433,860 GRAND TOTAL $ 52,508,000 $ 129,001,956 $ 24,830,400 $ 153,832,356

166 FYE 2021 CAPITAL BUDGET CURRENT AND FUTURE YEAR BONDING

The schedule below details the FYE 2021 capital project budget from a cash flow timing perspective. This is most relevant to the bonding activities of the City. It illustrates the important detail that current authorizations deplete future years’ debt capacity.

For City projects, net FYE 2021 capital appropriations total $40,847,301 after expected offsetting revenue of $10,270,400. Of the City’s net appropriated amount, $34,347,301 will be bonded in FYE 2021 with the remaining cash requirements deferred to future year bond issues.

For Board of Education projects, net FYE 2021 capital appropriations total $88,154,655 after expected offsetting revenues of $14,560,000. Of the Board of Education’s net appropriated amount, $7,435,000 will be bonded in FYE 2021 with the remaining cash flows funded by future years’ bonding.

In total, City and Board of Education gross appropriations for FYE 2021 are $153,832,356 with offsetting revenues of $24,830,400. This results in a total net bonding requirement of $129,001,956. Of the total FYE 2021 net bonding requirement, $41,782,301 will be bonded in FYE 2021 with $87,219,655 remaining to be bonded in future years.

Please note that the DPW category above consolidates Operations, $19,563,400 and Recreation & Parks, $6,690,000 for a total of $26,253,400. These categories are detailed separately in the following schedules.

167 CITY OF NORWALK FYE 2021 APPROVED CAPITAL BUDGET

Amount Subtotal

WATER POLUTION CONTROL AUTHORITY PUMP STATION UPGRADE$ 3,000,000 WWTP REHABILITATION$ 750,000 SUBTOTAL WPCA$ 3,750,000

BOARD OF EDUCATION NEW CRANBURY SCHOOL $ 45,000,000 NORWALK HIGH SCHOOL $ 50,279,655 CAFETERIA/KITCHEN RENOVATIONS $ 3,500,000 FUEL TANK REPLACEMENT $ 1,250,000 SILVERMINE DRIVEWAY IMPROVEMENTS $ 80,000 AIR CONDITIONING PROGRAM $ 855,000 BOE ASBESTOS ABATEMENT PROGRAM $ 500,000 CURICULUM MATERIALS & TEXTBOOKS $ 450,000 BMHS AIR QUALITY RECOMMENDATIONS $ 100,000 EHNACEMENT TO SCHOOL SECURITY $ 200,000 INSTRUCTIONAL TECHNOLOGY $ 500,000 SUBTOTAL BOARD OF EDUCTION$ 102,714,655

RECREATION & PARKS SCHOOL & PARK PLAYGROUNDS $ 300,000 BASEKTBALL & TENNIS COURTS $ 575,000 ATHLETIC FIELDS $ 85,000 CRANBURY PARK $ 580,000 CALF PASTURE BEACH $ 325,000 VEHICLES $ 275,000 WEST ROCKS SOCCER COMPLEX $ 900,000 BROAD RIVER BASKETBALL COMPLEX $ 2,500,000 TURF SOFTBALL $ 1,000,000 BACKSTOPS AND FENCING $ 50,000 TREE PLANTING $ 50,000 OPEN SPACE FUND $ 50,000 SUBTOTAL RECREATION & PARKS$ 6,690,000

POLICE / COMBINED DISPATCH CARS AND VANS $ 624,575 COMMUNICATION CONSOLE $ 13,500,000 SUBTOTAL POLICE / COMBINED DISPATCH$ 14,124,575

168 CITY OF NORWALK FYE 2021 APPROVED CAPITAL BUDGET

FIRE BATTERY POWERED EXTRICATION EQUIP. $ 110,000 MOBILE RADIO UPGRADE $ 177,402 SCBA AIRPACKS, FACEPIECES $ 48,000 POWER WASHER $ 10,964 TRAINING TOWER $ 19,000 BUILDING REPAIRS VARIOUS STATIONS $ 35,000 UTILITY VEHICLES $ 25,500 SUBTOTAL FIRE$ 425,866

OPERATIONS & PUBLIC WORKS BRIDGE REPAIRS $ 100,000 SRUCTURAL INSPECTION & REPAIR $ 35,000 WEST CEDAR BRIDGE $ 1,800,000 PAVEMENT MGMT PROGRAM $ 5,000,000 SIDEALKS & CURBS $ 2,800,000 FOOTPATH REPLACEMENT $ 100,000 GENERAL DRAINAGE $ 250,000 WATERCOURSE MAINTENANCE $ 4,000,000 NORWALK RIVER FLOOD CONTROL $ 150,000 TREE PLANTING $ 65,000 EAST AVENUE RECONSTRUCTION $ 1,500,000 TEA21 LOCAL MATCH $ 1,983,400 FLEET REPLACEMENT $ 900,000 COMPACTOR REPLACEMENT $ 25,000 CITY HALL REPAIRS & IMPROVEMENT $ 230,000 VARIOUS CITY BLDG REPAIRS $ 50,000 HEALTH DEPARTEMENT $ 90,000 PUBLIC WORKS CENTER $ 210,000 NATHAN ELY - VARIOUS REPAIRS $ 20,000 NORWALK MUSUEM $ 50,000 VAR BLDGS-ENVIRNMENTAL $ 20,000 BEN FRANKLIN-VARIOUS $ 135,000 SIDEWALK & CURB BLDG MGMT $ 50,000 SUBTOTAL OPERATIONS & PUBLIC WORKS$ 19,563,400

ECONOMIC & COMMUNITY DEVELOPMENT SMALL BUSINESS/MAIN ST. PROGRAM$ 150,000 LIBRARY EXPANSION ARCHITECHTURAL$ 1,570,000 SUBTOTAL ECONOMIC & COMMUNITY DEVELOPMENT$ 1,720,000

BUSINESS DEVELOPMENT & TOURISM BUSINESS INCENTIVE ECONOMIC ANALYSIS AND PLAN$ 50,000 TOURISM BRANDING & MARKETING INITIATIVE$ 100,000 BUSINESS OUTREACH & MARKETING STRATEGY$ 50,000 SUBTOTAL BUSINESS DEVELOPMENT & TOURISM$ 200,000

169 CITY OF NORWALK FYE 2021 APPROVED CAPITAL BUDGET

ARTS COMMISSION MLK BLVD ART$ 50,000 SUBTOTAL ECONOMIC & COMMUNITY DEVELOPMENT$ 50,000

TRANSPORTATION, MOBILITY AND PARKING TRAFFIC SIGNALS$ 550,000 TRANSPORATION MASTER PLAN$ 210,000 PROJECTED CROSSWALKS$ 30,000 SAFE ROUTES TO SCHOOL$ 225,000 FLEET EQUIPMENT$ 40,000 STRIPING & SIGNING$ 150,000 ARTISTIC CROSSWALK SIGNS$ 25,000 NEW SIDEWALK CONSTRUCTION$ 100,000 ROWAYTON AVENUE SIDEWALK$ 30,000 HUNT STREET/WICTCH LANE SIDEWALKS$ 50,000 GEORGE AVE SIDEWALKS$ 40,000 NORWALK RIVER VALLEY TRAIL $ 50,000 PAVEMENTMARKINGS FOR BIKING$ 50,000 SUBTOTAL TRANSPORTATION, MOBILITY AND PARKING$ 1,550,000

PARKING AUTHORITY PARKING FACILITIES $ 912,000 RESIDENTIAL PARKING PERMITS $ 150,000 PARKING WAYFINDING SIGNAGE $ 100,000 SUBTOTAL PARKING AUTHORITY $ 1,162,000

LIBRARY LAPTOP DISPENSERS $ 70,000 NOREWALK NEWSPAPER DIGITIZATION $ 50,000 AUDITORIUM REFRESH $ 68,000 SUBTOTAL LIBRARY $ 188,000

HISTORICAL COMMISSION ADA ACCESS MILL HILL $ 134,000 LOCKWOOD HOUSE ADA ACCESS $ 314,000 SMITH STREET BUILDINGS $ 21,000 LM MANSION CODE & REPAIRS $ 50,000 MUSEUM COLLECTION ARCHIVE / CATALOGING $ 10,000 SUBTOTAL HISTORICAL COMMISSION $ 529,000

HEALTH DEPARTMENT HEALTH BUILDING UPGRADES $ 31,000 SUBTOTAL HEALTH $ 31,000

170 CITY OF NORWALK FYE 2021 APPROVED CAPITAL BUDGET

REDEVELOPMENT AFFORDABLE HOUSING $ 250,000 FAÇADE IMPROVEMENTS $ 150,000 SUBTOTAL REDEVELOPMENT$ 400,000

PLANNING & ZONING UPDATE OF ZONING REGULATIONS$ 200,000 SUBTOTAL PLANNING & ZONING$ 200,000

INFORMATION TECHNOLOGY CITYWIDE TECHNOLOGY PROECTS$ 433,860 SUBTOTAL INFORMATION TECHNOLOGY$ 433,860

HUMAN RELATIONS AND FAIR RENT ADA COMPLIANCE$ 100,000 SUBTOTAL HUMAN RELATIONS AND FAIR RENT$ 100,000

$ 153,832,356

171

CITY OF NORWALK

ANNUAL BUDGET

172 Department Summary - PARKING AUTHORITY PARKING AUTHORITY Description of Service/Mission Statements

The Norwalk Parking Authority are resident volunteers appointed by the Mayor, ratified by the Common Council and are responsible for the management, operation and maintenance of over 4,000 on and off-street parking spaces including the railroad stations. The Norwalk Parking Authority is an advocate for downtown development and commerce, providing economic development resources supporting mobility, sustainability, growth and improvement while creating easy to park-and-pay options through mobile platforms and wayfinding systems. The Norwalk Parking Authority is a financially self-sustaining agency of the City of Norwalk, established in 2002 by ordinance. Highlights For 2019- 2020 The Parking Authority responded to the negative perception about parking including parking capacity, aggressive enforcement and investing in the community, by implementing a comprehensive outreach and community conversation initiative integrating parking as an integral part of economic development and mobility and connecting these concepts to increase customer activity in the downtown districts and sustain the business community.

1. Courtesy Card Parking Violation Program – Started in FY 2018, continuation and expansion of the courtesy card program which has resulted in dramatically reduced ticketing, higher compliance and improved perception in the downtown area.

2. Norwalk Now Collaborative Business Marketing Program - Working with the business community and to improve economic development in the long term in the downtown business districts and to energize customer activity beyond Norwalk, the NPA continued to invest ($100,000) in FY 2019 in a collaborative business marketing business startup branded ‘Norwalk Now.’ Norwalk Now has grown and is quickly becoming the goto marketing organization for the restaurant, retail, entertainment and hospitality businesses and the greater downtown districts and ultimately for all of Norwalk and will be folded into the Economic and Community Development Programming.

3. Parking Capacity and Strategic Plan – Anticipating a parking capacity issue as the city continues to grow, the Parking Authority contracted with Walker Parking Consultants to perform a citywide parking capacity and create strategic plan to in the near and long term and recommend solutions that would include not only building or buying more parking but also other mobility solutions. It is expected to be completed by the end of FY 2019.

4. Investor/Partner/Advisor - in citywide programs/projects/developments – The NPA is involved as a major player with critical citywide economic development projects including the main Library, East and South Norwalk Railroad Stations (TOD/mixed use development), the Wall Street area, the Webster Parking Lot, Parks/Recreation (beach parking efficiencies). The NPA has assisted with funding and expertise to collaborate and partner with many different groups and planning, development and operational initiatives.

5. Liberty Square Parking Lot – The NPA took over the responsibility of maintenance and parking management for the Liberty Square Parking Lot. The NPA invested over $120,000 in infrastructure improvements including paving, striping, drainage, lighting, cameras, landscaping and affordable rate structure.

6. Belden Ave Main Library – The NPA took over the responsibility of maintenance and parking management for the Main Library Parking Lot. It invested over $200,000 in infrastructure improvements at the Main Library adding parking capacity and beautifying the area, providing free parking to library patrons.

7. Customer Service – Implemented a Road Assistance and Ambassador Program to aide customers in distress or in need of direction.

8. Technology – Implemented a business intelligent dashboard integrating all data sources into one platform, a customer service system and mobile app to provide enhanced customer services and tracking.

9. Walk Bridge Project Contributor – Project team member assisting the business district(s) developing solutions related to parking access and wayfinding.

10. Mall Parking Project Contributor – Implemented parking solutions to protect residents and the business community from the influx of construction workers parking in residential neighborhoods and reducing business community parking capacity. Goals For 2020 - 2021 1. Strategic Plan – Develop a long range Parking Authority Strategic Plan and implementation schedule.

2. Staffing – ensure the NPA is properly resourced.

3. Courtesy Card Parking Violation Program – continue to offer this program in expanded areas.

173 Department Summary - PARKING AUTHORITY

4. Norwalk Now Collaborative Business Marketing – continue to invest in the Norwalk Now as a citywide economic development marketing program.

5. Parking Capacity Study – evaluate consultant recommendation and develop an implementation plan.

6. Wall District On Street Angled Parking – As part of an economic development initiative under the Transportation Mobility and Parking Department invest in a pilot and implement back in angled on street parking on Wall, River and Main Streets in an effort to increase parking capacity and improved safe traffic flow. Install multi space meters on street, introduce reduce rates for on street, garage and monthly parkers.

7. South Norwalk Railroad Station –Evaluate programs to increase weekend activity at the railroad station.

8. Investor/Partner/Advisor – continue to collaborate with citywide economic development projects including TOD developments at the two railroad stations, the library, other infill citywide developments, Merritt 7 railroad station. Provide parking solutions and guidance for other city departments.

9. Walk Bridge Project – continue to provide resources to assist the business community with parking access and wayfinding.

10. Operating Audit – Perform an Operating Audit of the Parking Authority.

11. Signage – Rebrand and update facility and wayfinding signage.

12. Mall Parking and Mobility Collaboration – Continue to collaborate with the SoNo Collective Mall team on parking and mobility programming and projects.

174 Department Summary - PARKING AUTHORITY

FUNDING SUMMARY EXPENDITURES 2017-18 2018-19 2019-20 2020-21 Variance % Change Budget By Activity Actual Actual Approved Approved South Norwalk Lots $1,857,979 $1,838,844 $224,923 $230,551 $5,628 %2.50 Wall Street District Lots $472,043 $528,092 $0 $0 $0 %0.00 Administrative $2,614,382 $2,791,285 $1,731,805 $1,177,734 )($554,071 %)(31.99 Belden Ave Parking $0 $26,423 $0 $0 $0 %0.00 Enrr Temp $0 $49,647 $0 $0 $0 %0.00 Railroad Station Lots $1,825,162 $1,767,802 $5,514,605 $5,912,463 $397,858 %7.21

Total $6,769,566 $7,002,094 $7,471,333 $7,320,748 )($150,585 %)(2.02 Budget By Major Group Personnel Services $308,618 $470,343 $127,087 $127,207 $120 %0.09 Contractual Services $4,924,686 $5,217,909 $5,824,528 $6,065,807 $241,279 %4.14 Supplies and Materials $312 $18 $0 $0 $0 %0.00 Fixed Charges $201,197 $61,842 $209,190 $110,341 )($98,849 %)(47.25 Debt Service $332,770 $322,638 $921,993 $841,782 )($80,211 %)(8.70 Capital Outlay $130,000 $51,096 $388,535 $175,611 )($212,924 %)(54.80 Depreciation $871,982 $878,247 $0 $0 $0 %0.00 Total $6,769,566 $7,002,094 $7,471,333 $7,320,748 )($150,585 %)(2.02

NON-TAX REVENUE

Intergovernmental -$194 $0 $0 $0 $0 %0.00 Permits and Services Charges $6,824,566 $7,157,747 $7,464,333 $7,312,748 )($151,585 %)(2.03 Miscellaneous $7,204 $12,065 $0 $8,000 $8,000 %0.00 Investment Income $12,430 $43,465 $8,000 $0 )($8,000 %)(100.00 Total $6,844,006 $7,213,277 $7,472,333 $7,320,748 )($151,585 %)(2.03

AMT. SUPPORTED BY TAXES )($74,440 )($211,183 )($1,000 $0 $1,000 %)(100.00

PERSONNEL SUMMARY 2017-18 2018-19 2019-20 2020-21 Variance Approved Approved Approved Approved Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Parking Enforcement PARKING AIDE I 2 $115,256 2 $122,934 2 $124,580 2 $124,580 0 $0 Total 2 $115,256 2 $122,934 2 $124,580 2 $124,580 0 $0

Department Total 2 $115,256 2 $122,934 2 $124,580 2 $124,580 0 $0

175 Other Funds - Parking Authority

Schedule of Bonded Debt Through Maturity as of 6/30/2020

Parking Parking Fiscal Principal Interest Total Debt Year Payments Payments Service

2020-21 186612.69 607303 793,916

2021-22 292589 795,686 1,088,275

2022-23 258,019 837,092 1,095,111

2023-24 221,415 870,589 1,092,004

2024-25 181,381 941,828 1,123,209

2025-26 139,887 920,836 1,060,723

2026-27 99,197 949,867 1,049,064

2027-28 70,712 473,577 544,289

2028-29 55,724 426,647 482,371

2029-30 43,808 336,967 380,775

2030-31 34,505 283,242 317,747

2031-32 26,768 232,053 258,821

2032-33 19,980 220,000 239,980

2033-34 13,380 220,000 233,380

2034-35 6,780 226,000 232,780

$1,650,758 $8,341,687 $9,992,445

Note: Although the Parking Authority debt is guaranteed by the full faith and credit of the City of Norwalk, as a Propriety Fund all of its debt is self-supporting from parking fees.

176 Other Funds - Parking Authority

Statement of Revenues, Expenses and Changes in Net Position

Audited Audited Approved Approved Actual Actual Budget Budget 2017-18 2018-19 2019-20 2020-21 Revenues Charges for Services 6,871,766 7,169,900 7,336,393 7,312,830 Investment Income 12,430 43,465 8,000 8,000 Total Revenues 6,884,196 7,213,365 7,344,393 7,320,830

Expenses Salaries, Benefits & Claims 450,642 522,438 683,972 650,862 Administration & Operation 5,114,171 5,278,856 5,349,893 5,652,575 Depreciation 871,982 878,247 - - Principal Expense 634,551 607,303 Interest Expense 348,696 322,640 287,442 234,479 Reserve - - 388,535 175,611 Total Expenses 6,785,491 7,002,181 7,344,393 7,320,830

Net (loss) Income 98,705 211,184 - -

Net Position, beginning $ 19,958,659 $ 20,057,364 $ 20,268,548 $ 20,268,548

Net Position, ending $ 20,057,364 $ 20,268,548 $ 20,268,548 $ 20,268,548

177 Department Summary - WATER POLLUTION CONTROL AUTHORITY WATER POLLUTION CONTROL AUTHORITY Description of Service/Mission Statements

The Water Pollution Control Authority (WPCA), an enterprise fund, manages the city’s sanitary sewer collection system, pumping stations, and wastewater treatment facility in accordance with environmental standards and regulations in the most cost-effective and responsible manner. Since FY 2000-2001, the Authority has outsourced the operations and maintenance of the system. Goals For 2020 - 2021 • Complete transitioning of Suez Water Environmental Inc. as contract operator and utilize their resources to evaluate process and future facility improvements.

• Continue to implement Sanitary Sewer Collection System Master Plan and implement rehabilitation. Update the collection system hydraulic model as needed.

• Complete rehabilitation of various sanitary sewer infrastructure improvements project.

• Complete relocation of the Wall Street interceptor (long-term improvements).

• Complete construction of Keeler Brook, Five Mile, and Old Trolley Way pump station rehabilitation/replacement project.

• Update WPCF Facility Plan.

• Continued Partnership with Harbor Watch Program of Earthplace.

178 Department Summary - WATER POLLUTION CONTROL AUTHORITY

FUNDING SUMMARY EXPENDITURES 2017-18 2018-19 2019-20 2020-21 Variance % Change Budget By Activity Actual Actual Approved Approved Water Pollution Control $13,447,702 $13,668,113 $18,675,161 $18,999,648 $324,487 %1.74

Total $13,447,702 $13,668,113 $18,675,161 $18,999,648 $324,487 %1.74 Budget By Major Group Personnel Services $298,406 $297,838 $431,389 $469,550 $38,161 %8.85 Contractual Services $8,289,544 $9,069,705 $8,887,506 $10,215,061 $1,327,555 %14.94 Fixed Charges $405,472 $87,739 $411,683 $321,548 )($90,135 %)(21.89 Debt Service $747,047 $667,211 $3,492,507 $2,648,870 )($843,637 %)(24.16 Grants & Donations $647,287 $522,203 $543,744 $586,669 $42,925 %7.89 Capital Outlay $0 -$61,933 $4,908,332 $4,757,950 )($150,382 %)(3.06 Depreciation $3,059,946 $3,085,349 $0 $0 $0 %0.00 Total $13,447,702 $13,668,113 $18,675,161 $18,999,648 $324,487 %1.74

NON-TAX REVENUE

Transfer From Fund Balance $0 $0 $850,000 $850,000 $0 %0.00 Interest & Penalties $88,332 $68,051 $65,000 $65,000 $0 %0.00 Intergovernmental $90,531 $157,831 $0 $150,000 $150,000 %0.00 Usage Fees $15,922,933 $17,111,774 $16,709,000 $17,145,000 $436,000 %2.61 Permits & Service Charges $656,039 $658,174 $561,400 $547,900 )($13,500 %)(2.40 Miscellaneous $1,276,042 $10,868 $379,761 $131,748 )($248,013 %)(65.31 Investment Income $112,427 $614,496 $110,000 $110,000 $0 %0.00 Total $18,146,304 $18,621,194 $18,675,161 $18,999,648 $324,487 %1.74

AMT. SUPPORTED BY TAXES )($4,698,603 )($4,953,081 $0 $0 $0 %0.00

PERSONNEL SUMMARY 2017-18 2018-19 2019-20 2020-21 Variance Approved Approved Approved Approved Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Water Pollution Control Authority Wastewater System Technician 1 $66,654 1 $74,639 1 $80,209 1 $80,209 0 $0 Wastewater Systems Manager 0 $0 0 $0 0 $0 1 $63,205 1 $63,205 Supervisory Environmental Engineer 1 $109,825 1 $120,308 1 $123,152 1 $123,152 0 $0 Junior Engineer 1 $81,104 1 $86,508 1 $88,553 1 $88,553 0 $0 Total 3 $257,583 3 $281,455 3 $291,914 4 $355,119 1 $63,205

Department Total 3 $257,583 3 $281,455 3 $291,914 4 $355,119 1 $63,205

179 Other Funds - Water Pollution Control Authority

Schedule of Bonded Debt Through Maturity as of 6/30/2020

WPCA WPCA Fiscal Principal Interest Total Debt Year Payments Payments Service

2020-21 538,339 2,105,084 2,643,422

2021-22 487,184 1,786,860 2,274,045

2022-23 432,137 1,878,588 2,310,725

2023-24 377,287 1,865,420 2,242,707

2024-25 322,044 1,890,691 2,212,735

2025-26 265,613 1,896,413 2,162,026

2026-27 212,228 1,873,593 2,085,821

2027-28 162,808 1,844,241 2,007,049

2028-29 120,167 1,565,366 1,685,532

2029-30 83,632 1,597,978 1,681,610

2030-31 47,726 1,594,087 1,641,812

2031-32 16,672 1,321,702 1,338,374

2032-33 182 109,064 109,246

$3,066,019 $21,329,086 $24,395,105

Note: Although the Water Pollution Control Authority debt is guaranteed by the full faith and credit of the City of Norwalk, as a Propriety Fund all of its debt is self-supporting from sewer fees.

180 Other Funds - Water Pollution Control Authority

Statement of Revenues, Expenses and Changes in Net Position

Audited Audited Approved Approved Actual Actual Budget Budget 2017-18 2018-19 2019-20 2020-21 Revenues Charges for Services 16,693,764 17,848,867 17,715,161 18,039,648 Investment Income 150,176 614,496 110,000 110,000 Intergovernmental Grants 1,210,531 157,831 - - Capital Contributions - - - - Total Revenues 18,054,471 18,621,194 17,825,161 18,149,648

Expenses Salaries, Benefits & Claims 612,045 297,838 652,805 687,254 Administration & Operation 8,936,830 9,617,715 9,551,517 10,949,574 Depreciation 3,059,946 3,085,350 - - Principal Expense - - 2,899,363 2,105,083 Interest Expense 747,047 667,211 593,144 543,787 Nitrogen Credits - - 90,000 - Replacement Reserve - - 4,888,332 4,713,950 Total Expenses 13,355,868 13,668,114 18,675,161 18,999,648

Net (Loss) Income 4,698,603 4,953,080 (850,000) (850,000)

Net Position, beginning $ 92,625,654 $ 97,324,257 $ 102,277,337 $ 101,427,337

Net Position, ending $ 97,324,257 $ 102,277,337 $ 101,427,337 $ 100,577,337

181 Department Summary - FLEET SERVICES FLEET SERVICES Description of Service/Mission Statements

Fleet Services, an internal service fund, provides vehicle and equipment maintenance services to all departments, except the Fire Department, in order for the City personnel to have safe, reliable and efficient vehicles. This division was moved to a separate fund in FY 2005-06. Goals For 2020 - 2021 • Continue to work with the IT Dept. to transfer fleet Assetworks program for faster updating and servicing.

• Purchase an implement Key Valet module in the AssetWorks program for pool car users.

• Continue working on obtaining quotes to upgrade fuel dispensing at the Public Works Center.

• Continue to work on updating and replacing obsolete shop equipment.

• Continue to work with the Purchasing Department on the asset disposal from an auction site.

• Continue to work with vendors for continuing education on new vehicle updates and equipment.

• Upgrade the fuel pumps and the Assetworks fuel focus at the Public Works Center.

• Continue to train the Automotive Technicians on new technologies related to the auto industry.

• Complete the fuel tank replacement at the Public Works Center.

• Continue to work on the pool car replacement for City hall department use.

182 Department Summary - FLEET SERVICES

FUNDING SUMMARY EXPENDITURES 2017-18 2018-19 2019-20 2020-21 Variance % Change Budget By Activity Actual Actual Approved Approved Centralized Fleet Maintenance $2,159,473 $2,042,796 $2,337,440 $2,399,242 $61,802 %2.64

Total $2,159,473 $2,042,796 $2,337,440 $2,399,242 $61,802 %2.64 Budget By Major Group Personnel Services $769,618 $767,747 $847,086 $829,175 )($17,911 %)(2.11 Contractual Services $55,717 $51,997 $55,600 $54,750 )($850 %)(1.53 Supplies and Materials $1,054,480 $1,163,836 $1,169,834 $1,170,476 $642 %0.05 Fixed Charges $435,721 $138,114 $413,074 $422,619 $9,545 %2.31 Others $0 $0 $0 $20,386 $20,386 %0.00 Total $2,315,536 $2,121,695 $2,485,594 $2,497,406 $11,812 %0.48

NON-TAX REVENUE

City Department Charges $2,669,286 $1,505,044 $2,324,191 $2,328,349 $4,158 %0.18 Board of Education $13,201 $14,460 $17,719 $16,496 )($1,223 %)(6.90 Outside Agencies $124,967 $123,751 $143,684 $152,561 $8,877 %6.18 Investment Income -$5,138 )($3,841 $0 $0 $0 %0.00 Total $2,802,317 $1,639,415 $2,485,594 $2,497,406 $11,812 %0.48

AMT. SUPPORTED BY TAXES )($642,844 $403,382 )($148,154 )($98,164 $49,990 %)(33.74

PERSONNEL SUMMARY 2017-18 2018-19 2019-20 2020-21 Variance Approved Approved Approved Approved Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Pers./Exp. Fleet Management Fleet Services Manager 1 $95,658 1 $102,031 1 $104,443 1 $104,443 0 $0 Automotive Stores Clerk 1 $60,518 1 $64,550 1 $66,076 1 $66,076 0 $0 Class I Mechanic 2 $162,208 2 $154,281 2 $161,399 2 $135,422 0 )($25,977 Preventive Maintenance Mechanic 1 $57,628 1 $64,550 1 $69,375 1 $69,375 0 $0 Class I Mechanic 4 $320,549 4 $346,032 4 $354,212 4 $354,212 0 $0 Tool Mechanic/Stores Keeper 1 $66,717 1 $71,164 1 $72,846 1 $72,846 0 $0 Total 10 $763,278 10 $802,608 10 $828,351 10 $802,374 0 )($25,977

Department Total 10 $763,278 10 $802,608 10 $828,351 10 $802,374 0 )($25,977

183 Other Funds - FLEET SERVICES

Statement of Revenues, Expenses and Changes in Net Position

Audited Audited Approved Approved Actual Actual Budget Budget 2017-18 2018-19 2019-20 2020-21 Revenues City and Members' Contributions 2,807,455 1,643,255 2,485,594 2,497,406 Investment Income (5,138) (3,841) - - Total Revenues 2,802,317 1,639,414 2,485,594 2,497,406

Expenses Administration & Operations 9,463 9,406 9,500 9,500 Program Expenses 2,306,074 2,112,290 2,476,094 2,487,906 Total Expenses 2,315,537 2,121,696 2,485,594 2,497,406

Net (loss) income $ 486,780 $ (482,282) $ - $ -

Net Position, beginning $ (470,785) $ 15,995 $ (466,287) $ (466,287)

Net Position, ending $ 15,995 $ (466,287) $ (466,287) $ (466,287)

184 GLOSSARY

Accrual Basis of Accounting - The method of accounting in which transactions are recorded at the time they are earned or incurred, as opposed to when cash is received or spent.

Appropriation - An authorization made by the appropriating authority of a government which permits officials to incur obligations against and to make expenditures of governmental resources.

Board of Estimate & Taxation - A six member board appointed by the Mayor and confirmed by the Common Council which is responsible for approving the annual operating budget, and setting the tax levy and tax rates. The Mayor serves as an ex-officio member of the Board of Estimate and Taxation.

Budget - A plan of operation embodying an estimate of proposed expenditures for a given period and the proposed means of financing them.

CAFR - (Comprehensive Annual Financial Report) - A governmental unit's official annual report prepared and published as a matter of public record; contains general purpose financial statements, introductory material, schedules to demonstrate legal compliance and statistical information.

Capital Budget - A plan of proposed capital projects and the means of financing them for the current fiscal period.

Collective Bargaining Agreement - A contract between the City of Norwalk and the various employee bargaining groups which defines working conditions, salary and benefits, and job categories.

Common Council - The elected legislative body for the City of Norwalk. The Council consists of 15 members, two from each district and five at-large. The Common Council is responsible for enacting legislation, authorizing the Mayor to borrow on behalf of the City, and approving the Capital Budget.

Contingency - Monies set-aside in the operating budget to provide for unforeseen expenditures or for anticipated expenditures of uncertain amounts.

Contractual Employee - An individual who is hired to work on a specific project and is employed for the duration of that project. Contractual employees are employed via a contractual services agreement.

Credit Rating - A rating set by an independent agency which reflects an entity's ability to repay debt resulting from the sale of bonds. Moody's Investor Service, Standard and Poors Corp., and Fitch Investor Service are the three major rating agencies in the United States.

Debt Service - The amount of money needed to be placed in the annual operating budget to pay interest and principal on outstanding debt in full and on schedule.

Effectiveness - The relationship of planned goals and objectives to actual outputs or outcomes achieved.

Efficiency - The relationship of inputs to outputs usually expressed in terms of cost per unit or unit costs.

Encumbrance - Commitment of funds to be used for goods and services not yet delivered. Funds are usually reserved or set aside, and encumbered once a contractual obligation has been entered.

Enterprise Funds - These funds account for operations of the city to provide goods or services to the general public on a continuing basis that will be financed or recovered primarily through user charges.

185 Expenditure - A payment, or an incurred liability to make a payment, for an asset or an expense.

Finance Director - An individual appointed by the Mayor and confirmed by the Common Council who is responsible for overseeing the daily financial activities of the City.

Fiscal Year - A twelve month period of time to which the annual budget applies and at the end of which a governmental unit determines its financial position and the results of its operations. Norwalk operates on a fiscal year of July 1 – June 30.

Full-Time Employee - An individual who works year round for more than 30 hours per week. These individuals are eligible for all City benefits.

Fund Accounting - An accounting practice which segregates assets and related liabilities and residual equities for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations, and which operates as a separate fiscal entity with a self-balancing set of accounts.

Fund Balance - The difference between assets and fund liabilities of governmental and similar trust funds.

GAAP (Generally Accepted Accounting Principles) - Uniform minimum standards and guidelines for financial accounting and reporting.

General Fund - The general operating fund of the City. All unrestricted resources except those required to be accounted for in another fund and are accounted for in this fund.

General Obligation Bonds - Bonds for whose payment the full faith and credit of the issuing body are pledged. Commonly considered to be those bonds payable from taxes and other general revenues.

Goal - A general statement of purpose. A goal provides a framework within which the department can operate.

Grand List - A listing of total assessed value of the real estate, personal property and automobiles within the City boundaries.

Grant Agency - Any private, non-profit agency which receives funding from the City of Norwalk to provide services to residents of the City.

Input - Monetary and non-monetary resources such as operating and capital dollars, full-time equivalents, equipment, and direct labor hours.

Internal Service Fund - A type of proprietary fund where the financing of goods or services provided by one department or agency to other departments or agencies is accounted for on a cost-reimbursement bases. Internal service funds use a full accrual basis of accounting.

Line Item - Also called an account. A specific expenditure or revenue category within a departmental budget, e.g., postage, electric, travel, or printing and duplication.

Maritime Aquarium at Norwalk - Aquarium/IMAX theater development in South Norwalk. This is a major tourist attraction for the City and was funded by bond issues which were backed by the City.

Mayor - The popularly elected chief executive for the City of Norwalk.

186 Mill Rate - The rate used in calculating taxes based on the valuation of property, expressed in mills per dollar of property value. A mill is equivalent to one one-thousandth of a dollar of assessed value.

Modified Accrual Accounting - A basis of accounting in which revenues are recorded when collected and expenditures are recorded when encumbered.

N.E.O.N. – (Norwalk Economic Opportunity Now, Inc.,) a Community Action agency which administers many anti-poverty programs in Norwalk. NEON receives funds from the Federal and State governments, City of Norwalk, and various private sources.

Objective - A statement of anticipated level of achievements, usually quantifiable and with a specified period of time.

Operating Budget - A plan of current expenditures and the proposed means of financing them. The annual operating budget is the primary means by which most of the financing, acquisition, spending, and service delivery activities of a government are controlled. The adoption of an annual operating budget is required by City Charter.

Output - The amount of services provided such as the number of lane miles resurfaced or the tons of refuse collected.

Part-Time Employee - An individual who works year round for no more than 19 hours per week. These individuals are not eligible for City benefits.

Pay-as-You-Go Basis - A term used to describe the financial policy of a governmental unit that finances all or a portion of its capital outlays from current revenues rather than by borrowing.

Performance Measurements - A set of quantitative data that gauges the overall effectiveness and efficiency of governmental programs.

Pro Forma - Financial projection prepared by Management and Budget Division, which consists of a two-year forecast of revenues, expenditures and the resulting tax rate with the objective of maintaining current levels of service. The Pro Forma projection is initially sent to departments at the start of the budget process.

Property Tax - An assessment against real property (i.e. buildings, equipment, and vehicles) based on the property's value multiplied by the mill rate.

Recommended Budget - A plan of financial operations submitted by the Finance Director to the Board of Estimate and Taxation and the Common Council.

Revenue - Income received from all sources appropriated for the payment of expenses.

Risk Management -. All the ways and means used to avoid accidental loss or to reduce its consequences if it does occur.

Self-Insurance - The retention of a risk of loss arising out of the ownership of property or from some other case, instead of transferring that risk to an independent third party through the purchase of an insurance policy.

Tax Collection Rate - The amount of taxes collected compared to the total taxes levied in a given fiscal year.

Tax Levy - The total amount of taxes imposed by a governmental unit.

Temporary Employee - Any individual who works more than 19 hours per week for less than 120 days per

187 year. These individuals are not eligible for any City benefits.

User Charge - A charge levied against users of a service or purchasers of a product provided or sold by a governmental unit.

188 Appendix - City Fund Summary

CITY OF NORWALK FUND SUMMARY

2017-18 2018-19 2019-20 2020-21 VARIANCE OBJ DESCRIPTION ACTUAL ACTUAL APPROVED APPROVED 20-21 vs. 19-20 ======CITY OBJECT CODES 110 WAGES & SALARY-REGULAR $ 50,445,222 $ 50,955,403 $ 55,337,802 $ 55,819,597 $ 481,795 111 SALARY ADJUSTMENT $ - $ - $ (450,236) $ (367,294) $ 82,942 120 WAGES & SALARY-OVERTIME $ 8,296,447 $ 8,068,497 $ 8,675,193 $ 8,733,765 $ 58,572 121 WAGES & SALARY-PREMIUM $ 793,420 $ 890,064 $ 792,464 $ 881,532 $ 89,068 130 WAGES & SALARY-TEMPORARY $ 931,713 $ 905,018 $ 1,020,980 $ 928,027 $ (92,953) 140 WAGES & SALARY-PART TIME $ 1,614,074 $ 1,684,916 $ 1,544,890 $ 1,853,799 $ 308,909 141 PART-TIME TYPING SERVICES $ 10,656 $ 8,261 $ 8,000 $ 8,556 $ 556 150 LONGEVITY $ 196,400 $ 204,615 $ 199,695 $ 212,874 $ 13,179 175 RETRO WAGE ADJUSTMENTS $ 5,383 $ 1,937 $ - $ - $ - 211 POSTAGE,BOX RENT ETC. $ 141,990 $ 159,559 $ 192,529 $ 194,515 $ 1,986 212 FREIGHT,EXPRESS,TRUCK $ 107 $ 205 $ 254 $ 204 $ (50) 214 MESSENGER AND DELIVERY SRVC $ 4,237 $ 4,650 $ 10,136 $ 9,128 $ (1,008) 216 OTHER COMMUN.&TRANSPORT. $ 14,519 $ 18,280 $ 19,868 $ 19,480 $ (388) 221 PRINTING AND DUPLICATION $ 125,723 $ 136,396 $ 185,184 $ 175,108 $ (10,076) 225 TYPING SERVICES $ 22,269 $ 18,820 $ 27,183 $ 26,206 $ (977) 226 CENTRAL PRINTING SERVICE $ - $ - $ 1,250 $ - $ (1,250) 227 MAP PRINTING $ - $ - $ - $ - $ - 231 PUBLICATION OF NOTICES $ 34,999 $ 39,115 $ 45,504 $ 51,072 $ 5,568 233 SUBSCRIPTION-NEWSPAPER $ 39,249 $ 42,221 $ 42,895 $ 44,916 $ 2,021 234 SUBSCRIPTION-OTHER SVC. $ 197,404 $ 202,020 $ 203,737 $ 209,141 $ 5,404 235 MEMBERSHIPS AND DUES $ 122,641 $ 126,435 $ 318,178 $ 149,765 $ (168,413) 237 ADVERTISING $ 26,746 $ 22,221 $ 33,869 $ 39,320 $ 5,451 241 ELECTRIC $ 1,655,477 $ 1,745,222 $ 1,636,875 $ 1,869,790 $ 232,915 242 WATER $ 294,447 $ 314,866 $ 321,498 $ 364,580 $ 43,082 244 NATURAL GAS $ 279,594 $ 268,002 $ 248,684 $ 298,224 $ 49,540 245 TELEPHONE $ 416,260 $ 438,779 $ 500,295 $ 546,790 $ 46,495 246 HEATING FUELS $ 96,288 $ 114,614 $ 125,117 $ 125,484 $ 367 247 OTHER UTILITY SERVICES $ 23,547 $ 29,819 $ 31,107 $ 32,465 $ 1,358 251 MEDICAL,DENTAL & VET. $ 113,203 $ 114,167 $ 134,938 $ 164,556 $ 29,618 253 AUDIT $ 62,080 $ 52,989 $ 211,380 $ 165,924 $ (45,456) 254 ARCHITECTURAL, LANDSCAPE $ 184,825 $ 16,590 $ 124,500 $ 4,260 $ (120,240) 255 IT SERVICES $ 105,296 $ 83,235 $ 99,548 $ 112,520 $ 12,972 258 OTHER PROFESSIONAL SVCS. $ 3,212,735 $ 2,941,614 $ 2,921,649 $ 2,964,323 $ 42,674 259 PROFESSIONAL SERVICES $ 115,688 $ 74,701 $ 124,050 $ 70,220 $ (53,830) 25J EMPLOYEE ASSISTANCE PROGRAM $ 16,101 $ 16,101 $ 17,500 $ 16,380 $ (1,120) 261 REPAIR-MAINT. VEHICLE $ 1,427 $ 6,621 $ 3,553 $ 6,732 $ 3,179 262 OTHER MACHINERY & EQUIP. $ 60,839 $ 67,561 $ 99,656 $ 98,074 $ (1,582) 263 FURNITURE,OFFICE MACHINE $ 4,928 $ 5,068 $ 7,137 $ 5,560 $ (1,577) 264 TRAFFIC LIGHTS,RELATED $ 861 $ 10,000 $ 10,000 $ 10,176 $ 176 265 GROUND IMPROVEMENTS $ 18,521 $ 20,733 $ 22,161 $ 25,824 $ 3,663 266 BUILDINGS $ 1,049,256 $ 1,239,789 $ 1,486,621 $ 1,189,456 $ (297,165) 267 PLUMBING,HEAT,ELECT. SVC $ 218,519 $ 251,452 $ 255,402 $ 271,854 $ 16,452 269 OTHER REPAIR/MAIN. SVCS. $ 989,591 $ 1,020,129 $ 1,157,954 $ 500,045 $ (657,909) 271 UNIFORM ALLOWANCE $ 491,404 $ 494,340 $ 507,775 $ 509,124 $ 1,349 272 TRAINING AND EDUCATION $ 185,184 $ 205,387 $ 219,880 $ 316,504 $ 96,624 273 OTHER $ 7,555 $ 7,415 $ 9,414 $ 8,412 $ (1,002) 275 LINEN SERVICE $ 3,777 $ 4,549 $ 4,500 $ 4,632 $ 132 276 PURCHASE/CLEANING OF UNIFORMS $ 163,487 $ 137,968 $ 210,989 $ 188,375 $ (22,614) 281 MILEAGE REIMBURSEMENT $ 37,885 $ 33,726 $ 46,754 $ 48,425 $ 1,671 286 BUSINESS EXPENSE $ 37,900 $ 47,116 $ 70,764 $ 125,134 $ 54,370 287 OTHER TRAVEL $ - $ - $ - $ 400 $ 400 292 BOARDING OF PRISONERS $ 14,364 $ 13,118 $ 20,000 $ 16,128 $ (3,872) 293 RECORDING DOCUMENTS $ 356 $ 370 $ 508 $ 504 $ (4) 294 MACHINERY,EQUIPMENT RENT $ 136,277 $ 177,189 $ 148,268 $ 214,555 $ 66,287 295 SEMINAR&CONFERENCE FEES $ 26,439 $ 33,064 $ 62,264 $ 65,225 $ 2,961 296 SECURITY SYSTEMS $ 458,642 $ 421,935 $ 478,212 $ 488,081 $ 9,869 297 STORAGE/TOWING $ 13,599 $ 12,529 $ 15,022 $ 14,028 $ (994) 298 OTHER CONTRACTUAL SERVICES $ 4,329,716 $ 4,528,118 $ 4,784,067 $ 5,347,965 $ 563,898 299 DISPOSAL SERVICES $ 325,005 $ 365,139 $ 400,000 $ 425,000 $ 25,000

189 City of Norwalk

Appendix - City Fund Summary 2017-18 2018-19 2019-20 2020-21 VARIANCE OBJ DESCRIPTION ACTUAL ACTUAL APPROVED APPROVED 20-21 vs. 19-20

311 OFFICE SUPPLIES & MAT'LS $ 170,062 $ 170,621 $ 192,490 $ 194,020 $ 1,530 321 AGRICULTURE SUPPLIES $ 21,146 $ 29,573 $ 31,211 $ 31,824 $ 613 322 CHEMICAL,LAB,MEDICAL SUP $ 534,657 $ 482,341 $ 447,087 $ 600,084 $ 152,997 323 FOOD $ 27,501 $ 20,808 $ 20,111 $ 28,804 $ 8,693 324 HOUSEHOLD&JANITORIAL SUP $ 78,401 $ 84,223 $ 85,510 $ 88,636 $ 3,126 325 RECREATION SUPPLIES $ 82,273 $ 54,729 $ 61,355 $ 69,234 $ 7,879 326 CLOTHING AND UNIFORMS $ 14,682 $ 26,132 $ 27,113 $ 31,982 $ 4,869 327 FIREARM SUPPLIES $ 56,720 $ 72,892 $ 72,961 $ 88,768 $ 15,807 328 EDUCATIONAL SUPPLIES $ 19,717 $ 26,239 $ 27,379 $ 31,336 $ 3,957 329 OTHER OPERATING SUPPLIES $ 411,068 $ 113,267 $ 119,691 $ 129,106 $ 9,415 32A ELECTION SUPPLIES $ 19,760 $ 11,106 $ 12,000 $ 18,700 $ 6,700 32B DARE SUPPLIES $ 2,400 $ 3,422 $ 2,950 $ 3,480 $ 530 331 AUTOMOTIVE FUEL & FLUIDS $ 44,145 $ 62,423 $ 62,090 $ 64,396 $ 2,306 332 MOTOR VEHICLE PARTS $ 113,571 $ 114,939 $ 114,400 $ 117,228 $ 2,828 333 MACHINERY&EQUIPMENT PART $ 61,211 $ 66,602 $ 65,084 $ 84,146 $ 19,062 334 PAINTING SUPPLIES $ 9,506 $ 13,163 $ 15,703 $ 17,080 $ 1,377 335 PLUMBING SUPPLIES $ 14,413 $ 31,851 $ 30,239 $ 34,212 $ 3,973 336 ELECTRICAL SUPPLIES. $ 15,086 $ 19,576 $ 24,632 $ 23,424 $ (1,208) 339 TIRE,TUBES,BATTERIES,ETC $ 39,198 $ 47,173 $ 46,360 $ 47,976 $ 1,616 341 CONSUMABLE TOOL/HARDWARE $ 45,346 $ 49,919 $ 55,394 $ 87,032 $ 31,638 342 SIGN PARTS AND SUPPLIES $ 52,902 $ 42,499 $ 44,660 $ 45,500 $ 840 343 TRAFFIC SIGNAL SUPPLIES $ 53,138 $ 56,619 $ 60,000 $ 117,576 $ 57,576 345 ROAD MARKING MATERIALS $ 9,799 $ 4,793 $ 9,000 $ 9,000 $ - 351 CEMENT/CONCRETE PRODUCTS $ 36,752 $ 23,248 $ 40,000 $ 37,380 $ (2,620) 361 METAL PRODUCTS/SUPPLIES. $ 13,774 $ 9,404 $ 13,000 $ 14,004 $ 1,004 371 LUMBER & WOOD PRODUCTS. $ 7,539 $ 9,569 $ 17,226 $ 9,732 $ (7,494) 373 PLASTIC PRODUCTS & PIP $ - $ - $ - $ - $ - 375 CLAY/BALLFIELD PRODUCTS $ 10,599 $ 11,765 $ 12,375 $ 14,964 $ 2,589 381 ASPHALT & ASPHALT FILLER $ 107,157 $ 137,462 $ 130,000 $ 139,797 $ 9,797 391 AUDIO VISUAL EQUIPMENT $ 58,812 $ 62,373 $ 60,800 $ 63,976 $ 3,176 392 BOOKS $ 231,584 $ 208,829 $ 209,760 $ 239,376 $ 29,616 393 PHOTOGRAPHIC SUPPLIES $ 1,828 $ 1,628 $ 2,030 $ 2,005 $ (25) 394 OTHER MATERIALS $ 15,384 $ 13,379 $ 17,400 $ 14,148 $ (3,252) 412 GENERAL LIABILITY $ 2,547 $ 1,346 $ 2,057 $ 2,592 $ 535 418 INSURANCE PREMIUM $ 24,434,523 $ 31,573,063 $ 30,523,722 $ 30,237,676 $ (286,046) 419 OTHER $ 9,544 $ 110 $ - $ - $ - 421 BUILDING&OFFICE RENTALS $ 49,307 $ 56,186 $ 58,420 $ 69,884 $ 11,464 430 PENSIONS $ 13,311,625 $ 10,666,649 $ 11,478,707 $ 12,810,752 $ 1,332,045 442 WORKERS COMP INSURANCE $ 6,657,913 $ 2,385,489 $ 2,717,435 $ 3,691,728 $ 974,293 451 POOL RENTAL $ 19,300 $ 17,975 $ 21,000 $ 19,632 $ (1,368) 461 CENTRALIZED FUEL $ 457,667 $ 554,164 $ 549,116 $ 539,724 $ (9,392) 462 CENTRALIZED FLEET MNTNCE. $ 2,242,178 $ 999,054 $ 1,796,076 $ 1,807,776 $ 11,700 465 401A PENSION MATCH $ 272,927 $ 334,462 $ 330,000 $ 344,496 $ 14,496 521 PRINCIPAL $ 18,026,317 $ 21,152,618 $ 20,689,822 $ 21,864,696 $ 1,174,874 522 INTEREST $ 7,872,558 $ 6,982,798 $ 8,995,638 $ 10,581,732 $ 1,586,094 561 BUILDING RENOVATIONS $ 68,641 $ 34,848 $ 35,525 $ 35,525 $ 0 585 GEN. PARK IMPROVEMENTS $ 108,620 $ 56,808 $ 125,000 $ 114,996 $ (10,004) 613 HEALTH DEPT CONDEMNATION $ 29,299 $ 8,280 $ 35,525 $ 29,796 $ (5,729) 617 OTHER GRANTS, CONTRIBUTIONS $ 40,810 $ 55,090 $ 44,300 $ 56,028 $ 11,728 620 GRANTS&DONATIONS-INSTITU $ 257,846 $ 286,799 $ 291,402 $ 295,127 $ 3,725 623 SPECIAL EVENTS $ 1,250 $ 1,994 $ 9,660 $ 9,696 $ 36 631 AWARDS-SPEC.SERV.RENDER $ 3,009 $ 2,440 $ 2,030 $ 3,120 $ 1,090 634 EMPLOYEE WELNESS AWARDS $ 4,584 $ 2,998 $ - $ 3,204 $ 3,204 635 EMPLOYEE TUITION REIMBURSEMENT $ - $ - $ - $ 15,000 $ 15,000 650 TRANSFERS TO OTHER FUNDS $ 393,714 $ 324,532 $ 391,129 $ 438,636 $ 47,507 661 SUNDRY $ 25,000 $ 30,000 $ 25,075 $ 25,000 $ (75) 711 DESKS, CHAIRS, ETC. $ - $ - $ - $ 3,390 $ 3,390 715 PICNIC TABLES $ 1,966 $ 509 $ 5,150 $ 5,304 $ 154 724 CAMERAS $ - $ - $ - $ - $ - 729 OTHER EQUIPMENT & MACHINERY $ 26,291 $ 23,483 $ 35,000 $ 26,736 $ (8,264) 731 CARS AND VANS $ 404,560 $ 443,425 $ 585,000 $ - $ (585,000) 741 IT HARDWARE $ 42,034 $ 22,297 $ 15,636 $ 52,918 $ 37,282 742 IT SOFTWARE $ 2,739 $ 6,426 $ 5,321 $ 757,935 $ 752,614

190 Appendix - City Fund Summary

OBJ DESCRIPTION 2017-18 2018-19 2019-20 2020-21 VARIANCE ACTUAL ACTUAL APPROVED APPROVED 20-21 vs. 19-20 743 RADIOS,MOBILE,WALKIE-TAL $ 7,974 $ 8,905 $ 8,242 $ 9,060 $ 818 74C $ 97,325 764 OTHER PUBLIC ORDER EQUIP $ 4,963 $ 2,415 $ 5,075 $ 5,076 $ 1 775 GROUNDS MAINTENANCE $ 10,803 $ 14,248 $ 14,000 $ 14,496 $ 496 776 OTHER $ - $ - $ 3,000 $ (3,000) 790 OTHER $ 643 $ 2,893 $ - $ 9,180 $ 9,180 900 CONTINGENCY $ - $ - $ 1,103,427 $ 2,788,765 $ 1,685,338 A0620 GRANTS - OUTSIDE AGENCIES $ 885,100 $ 1,305,100 $ 1,411,810 $ 1,528,235 $ 116,425 B0225 GRANTS - TYPING SERVICES $ 5,200 $ 5,200 $ - $ - B0245 TELEPHONE $ 639 $ 413 $ - $ - B0258 OTHER PROFESSIONAL . SERVICES $ - $ - $ - $ - B0620 GRANTS - CITY AGENCIES $ 1,099,678 $ 953,037 733,871.00 672,019.00 $ (61,852) C0620 GRANTS - FHO PAYROLL $ 139,747 $ 140,784 137,285.00 142,553.00 $ 5,268 CITY ONLY TOTAL EXPENSES $ 157,475,915 $ 159,342,055 $ 169,041,884 $ 177,214,173 $ 8,172,289

EDUCATION OBJECT CODES

100 DEGREE LEVEL CHANGES $ - $ - $ 60,000 $ 162,252 $ 102,252 101 LONG TERM SUBSTITUTES $ 255,085 $ 309,246 $ 185,346 $ 185,346 $ - 102 PROFESSIONAL DEVELOPMENT $ 100,003 $ 8,500 $ 169,100 $ 469,203 $ 300,103 111 SUPERINTENDENT $ 269,123 $ 277,197 $ 277,197 $ 291,057 $ 13,860 112 CENTRAL ADMIN SUP TEAM $ 1,098,185 $ 1,228,792 $ 1,275,335 $ 1,310,149 $ 34,814 113 PRINCIPALS $ 5,855,440 $ 5,714,303 $ 6,054,035 $ 6,881,054 $ 827,019 114 SUPERVISORS $ 817,670 $ 1,103,605 $ 1,276,780 $ 982,174 $ (294,606) 115 ASSISTANT SUPERVISORS $ 636,661 $ 460,581 $ 489,900 $ 838,531 $ 348,631 117 TEACHERS (NON-RATIO) $ 71,941,676 $ 76,808,330 $ 78,976,004 $ 81,984,105 $ 3,008,101 118 SUBSTITUTES $ 1,238,344 $ 931,232 $ 1,039,776 $ 283,599 $ (756,177) 119 OTHER CERTIFIED $ 7,996,043 $ 8,312,534 $ 8,701,245 $ 8,667,258 $ (33,987) 121 SECRETARY $ 2,838,877 $ 2,558,638 $ 2,654,914 $ 2,707,694 $ 52,780 122 AIDE $ 8,059,922 $ 8,230,605 $ 9,460,796 $ 10,953,565 $ 1,492,769 123 CLERKS $ 1,339,305 $ 1,241,142 $ 1,314,926 $ 1,095,188 $ (219,738) 124 CUSTODIANS $ 3,671,355 $ 3,561,075 $ 3,625,362 $ 3,421,547 $ (203,815) 125 MAINTENANCE $ 483,620 $ 461,844 $ 479,514 $ 558,678 $ 79,164 126 NON-AFFILIATED $ 3,083,681 $ 3,556,356 $ 4,176,943 $ 4,792,196 $ 615,253 127 OTHER NON-CERTIFIED $ 872,022 $ 941,751 $ 787,411 $ 757,265 $ (30,146) 128 SUBSTITUTES (NON-CERTIFIED) $ 305,745 $ 90,930 $ 242,200 $ 239,357 $ (2,843) 130 OVERTIME SALARIES $ 456,225 $ 675,229 $ 509,110 $ 569,222 $ 60,112 131 CERTIFIED OVERTIME $ 52,549 $ 33,706 $ 40,000 $ 35,000 $ (5,000) 133 SALARIES-WORKSHOPS $ 27,089 $ 47,965 $ 166,433 $ 84,100 $ (82,333) 134 SALARIES-EXTRA $ 283,261 $ 238,958 $ 129,450 $ 136,802 $ 7,352 135 SECURITY $ 96,272 $ 1,586 $ - $ - $ - 137 CERTIFIED HOURLY $ 713,125 $ 658,503 $ 691,009 $ 704,417 $ 13,408 138 NON-CERTIFIED HOURLY $ 42,251 $ 53,719 $ 27,500 $ 152,500 $ 125,000 139 EXTRA - CURRICULAR $ 1,261,641 $ 1,246,583 $ 1,351,115 $ 1,294,509 $ (56,606) 143 NURSES $ 1,523,700 $ 1,522,956 $ 1,606,974 $ 1,715,625 $ 108,651 145 PHYSICAL THERAPIST $ 6,689 $ - $ 152,422 $ 323,916 $ 171,494 150 REDESIGN FUNDS $ 115,938 $ 15,882 $ (393,991) $ (505,768) $ (111,777) 200 $ 224,827 $ - 212 FRINGE BENEFITS $ 24,058,296 $ 23,963,559 $ 24,507,611 $ 25,829,303 $ 1,321,692 213 WELLNESS PROGRAM $ 3,560 $ - $ - $ - $ - 230 RETIREMENT BENEFITS $ 1,886,652 $ 1,600,307 $ 1,675,000 $ 1,591,000 $ (84,000) 235 LONGEVITY $ 288,230 $ 294,159 $ 311,086 $ 238,976 $ (72,110) 240 SOCIAL SECURITY $ 3,655,784 $ 3,291,951 $ 3,669,814 $ 3,669,814 $ - 250 UNEMPLOYMENT $ 137,488 $ 165,633 $ 204,448 $ 204,448 $ - 290 $ 9,931 $ - 300 PURCHASED PROF AND TECH $ 153,212 $ 201,724 $ 195,000 $ 225,273 $ 30,273 301 ATTENDANCE AT MEETINGS $ 67,331 $ 136,422 $ 189,870 $ 183,855 $ (6,015) 311 RECRUITMENT $ 23,399 $ 101,162 $ 85,600 $ 99,000 $ 13,400 312 IN SERVICE $ 6,511 $ 4,999 $ - $ - $ - 322 INSTRUCTIONAL PROGRAM IMP. $ 4,020 $ 31,923 $ - $ - $ - 323 PUPIL SERV-NON-PAYROLL $ 90,000 $ 60,167 $ 46,750 $ 80,500 $ 33,750 324 FIELD TRIPS $ 118,592 $ 107,889 $ 282,489 $ 42,600 $ (239,889) 325 PARENT ACTIVITY $ 142 $ 1,779 $ 4,000 $ 4,000 $ - 329 MEDICAID REIMBURSEMENT CREDIT $ - $ - $ - $ - $ - 330 OTHER PROF TECH $ 8,317,032 $ 6,840,388 $ 6,124,336 $ 7,797,205 $ 1,672,869 331 SPECIAL ED LEGAL FEES $ 758,949 $ 483,841 $ 615,000 $ 616,990 $ 1,990

191 Appendix - City Fund Summary

2017-18 2018-19 2019-20 2020-21 VARIANCE OBJ DESCRIPTION ACTUAL ACTUAL APPROVED APPROVED 20-21 vs. 19-20

400 PURCHASED PROPERTY SERVI $ 3,685 $ 2,459,656 $ 2,805,859 $ 3,053,467 $ 247,608 410 UTILITY SERV $ 223,174 $ 206,259 $ 225,000 $ 226,743 $ 1,743 412 BOILER REPAIRS $ 192,360 $ 280,321 $ 189,000 $ 200,850 $ 11,850 414 BURNER SERVICE $ - $ - $ 25,000 $ 25,750 $ 750 415 OTHER REPAIRS $ 9,071 $ 12,843 $ 11,000 $ 11,000 $ - 416 PNEUMATIC CONTROLS $ 26,155 $ 21,830 $ 25,000 $ 25,838 $ 838 417 CLOCKS & INTERCOMS $ 1,385 $ 5,391 $ 5,000 $ 10,000 $ 5,000 420 CLEANING SERVICES $ 17,395 $ 20,063 $ 38,000 $ 26,050 $ (11,950) 421 DISPOSAL SERVICES $ 122,354 $ 134,425 $ 134,800 $ 138,817 $ 4,017 425 GLASS $ 10,950 $ 8,471 $ 12,000 $ 12,000 $ - 430 REPAIRS AND MAINT SERV $ 1,295,783 $ 1,536,363 $ 1,582,198 $ 1,670,322 $ 88,124 431 ELEVATOR SERVICE $ 32,396 $ 63,816 $ 47,250 $ 49,613 $ 2,363 432 ELECTRIC SERVICE $ 5,001 $ 17,107 $ 10,500 $ 21,525 $ 11,025 433 ELECTRIC MOTORS $ 28,992 $ 17,538 $ 25,000 $ 30,240 $ 5,240 434 FOLDING PARTITIONS $ 610 $ - $ 10,609 $ 10,927 $ 318 439 REPAIRS - MISC $ - $ - $ 600 $ 600 $ - 440 RENTALS $ 46,766 $ 41,148 $ 27,240 $ 30,117 $ 2,877 441 RENTAL OF LAND AND $ 29,000 $ 24,000 $ 31,876 $ 29,925 $ (1,951) 450 CONSTRUCTION SERVICES $ 304,831 $ 314,262 $ 437,000 $ 297,000 $ (140,000) 490 SECURITY SERVICES $ 26,371 $ 21,951 $ 25,000 $ 26,250 $ 1,250 492 LIFE SAFETY SYSTEMS $ 158,346 $ 111,023 $ 110,334 $ 100,000 $ (10,334) 494 PURCHASED SERVICE SWIMMING POOL$ - $ - $ - $ - $ - 500 OTHER PURCHASED $ 2,512,078 $ (5,597) $ - $ - $ - 510 STUDENT TRANS SERV $ 8,273,995 $ 8,192,632 $ 8,502,592 $ 9,108,306 $ 605,714 511 STUDENT TRANS $ 218,859 $ 287,088 $ 289,393 $ 323,235 $ 33,842 519 STUDENT TRANS IND ARTS $ 5,397 $ 17,682 $ 30,240 $ 17,280 $ (12,960) 521 LIABILITY INS (GEN) $ - $ - $ 5,000 $ 5,000 $ - 529 INTER ACTI INSUR PREM $ 37,937 $ 70,568 $ 80,000 $ 74,800 $ (5,200) 530 COMMUNICATIONS $ 250,546 $ 243,144 $ 325,704 $ 367,812 $ 42,108 540 ADVERTISING $ 4,166 $ 810 $ 11,000 $ 27,455 $ 16,455 562 TUIT TO OTHER LEA'S $ 1,498,513 $ 1,137,869 $ 1,240,600 $ 1,774,619 $ 534,019 563 TUITION+STATE AGNCY $ 8,866,273 $ 8,300,602 $ 8,135,000 $ 7,595,357 $ (539,643) 564 OUT OF DIST. TUITION-EXCESS COST $ (4,560,130) $ (4,274,616) $ - $ - $ - 565 REGULAR ED. TUITION OTHER LEA'S $ 82,430 $ 71,109 $ 95,000 $ 100,000 $ 5,000 566 REGULAR ED. OUT OF DIST. TUITION $ 102,217 $ 68,913 $ 70,000 $ 77,250 $ 7,250 580 TRAVEL $ 175,346 $ 228,281 $ 291,582 $ 266,240 $ (25,342) 590 MISCELL PURCH SERV $ 23,514 $ 37,247 $ 68,000 $ 38,215 $ (29,785) 600 SUPPLIES $ 240,517 $ 260,823 $ 314,000 $ 404,241 $ 90,241 610 GENERAL SUPPLIES $ 405,585 $ 442,162 $ 242,000 $ 438,232 $ 196,232 611 INSTRUCTIONAL SUPPLIES $ 1,085,400 $ 1,086,501 $ 1,367,944 $ 1,268,168 $ (99,776) 612 ADMINISTRATIVE SUPPLIES $ 1,806 $ 1,313 $ 3,000 $ 6,000 $ 3,000 613 MAINTENANCE SUPPLIES $ 231,054 $ 258,914 $ 195,000 $ 211,050 $ 16,050 614 POSTAGE $ 125,004 $ 47,917 $ 108,000 $ 82,503 $ (25,497) 616 TESTING $ 48,141 $ 35,493 $ 28,000 $ 18,000 $ (10,000) 618 MISCELLSUMMER FEEDING PROGRAM $ - $ - $ 1,000 $ - $ (1,000) 622 ELECTRICITY $ 2,334,739 $ 2,234,262 $ 2,432,400 $ 2,390,946 $ (41,454) 623 PROPANE GAS $ 4,503 $ 6,421 $ 9,000 $ 9,270 $ 270 624 OIL $ 500,610 $ 614,287 $ 600,000 $ 551,340 $ (48,660) 625 NATURAL GAS $ 846,275 $ 956,011 $ 850,000 $ 879,953 $ 29,953 626 GASOLINE $ 220,733 $ 270,881 $ 222,029 $ 223,029 $ 1,000 641 TEXTBOOKS $ 155,330 $ 583,614 $ 908,439 $ 665,821 $ (242,618) 642 LIBRARY BOOKS AND $ 7,833 $ 16,037 $ 43,506 $ 63,122 $ 19,616 643 AUDIOVISUAL $ 71,924 $ 62,070 $ 61,500 $ 70,091 $ 8,591 644 CONSUMABLES/WORKBOOKS $ 213,753 $ 181,601 $ 142,500 $ 382,787 $ 240,287 645 TEXTBOOKS (SOFT COVER) $ 52,100 $ 20,941 $ 51,625 $ 52,000 $ 375 646 BOOK BINDING $ - $ - $ 1,100 $ 500 $ (600) 689 RETENTION & ENGAGEMENT $ 112,595 $ 7,420 $ 149,000 $ 55,000 $ (94,000) 690 OTHER SUPPLIES AND MAT. $ 287,010 $ 493,515 $ 287,420 $ 375,289 $ 87,869 692 GRADUATION EXPENSES $ 33,433 $ 26,833 $ 42,335 $ 45,400 $ 3,065

192 Appendix - City Fund Summary

2017-18 2018-19 2019-20 2020-21 VARIANCE OBJ DESCRIPTION ACTUAL ACTUAL APPROVED APPROVED 20-21 vs. 19-20

693 ACCREDITATION $ - $ - $ - $ - 700 PROPERTY $ 132,596 $ 38,194 $ - $ 114,357 $ 114,357 730 INSTRUCTIONAL EQUIPMENT $ 1,514,557 $ 995,854 $ 610,434 $ 852,491 $ 242,057 733 INSTRUCTIONAL SOFTWARE $ 619,697 $ 443,522 $ 566,660 $ 732,108 $ 165,448 739 NON-INSTRUCTIONAL EQUIPMENT $ 532,551 $ 483,573 $ 359,405 $ 504,521 $ 145,116 749 LEASE PAYMENTS $ 360,549 $ 357,234 $ 350,571 $ 357,414 $ 6,843 800 OTHER OBJECTS $ 350 $ 714 $ - $ - $ - 810 DUES,FEES & MEMBERSHIPS $ 156,070 $ 219,582 $ 184,304 $ 216,188 $ 31,884 BOE TOTAL EXPENSES $185,331,176 $187,630,296 $198,491,359 $208,415,928 $9,924,569

193 Appendix - Fund Balance

FUND BALANCE SUMMARY - APPROPRIATED FUNDS FISCAL YEAR 2020-21

General Enterprise Fleet Services Fund Funds Funds Total

Beginning Fund Balance $ 74,725,154 $ 121,695,885 $ (466,287) $ 195,954,752

REVENUES

Property Taxes, Interest & Lien Fees$ 345,420,759 $ 345,420,759 Intergovernmental$ 16,866,170 - 16,866,170 Departmental Fees & Charges$ 13,843,172 13,843,172 Investment Income$ 1,500,000 118,000 1,618,000 Charges for Services - 25,352,472 25,352,472 City and Member's Contributions - 850,000 2,963,693 3,813,693 TOTAL REVENUE $ 377,630,101 $ 26,320,472 $ 2,963,693 $ 406,914,266

EXPENDITURES

Education $208,415,928 $208,415,928 Police and Fire $45,878,511 45,878,511 Debt Service $32,446,428 3,490,646 35,937,074 Economic & Community Development $4,374,394 4,374,394 Pension Contributions $13,172,540 13,172,540 Community Service $9,146,000 9,146,000 Finance Department $6,621,281 6,621,281 Grants $1,357,807 1,357,807 Contingency/Organizational Memberships $2,872,813 2,872,813 General Government $4,132,667 4,132,667 Operations & Public Works $23,223,684 23,223,684 Employee Benefits $33,988,048 1,338,116 35,326,164 Other Sources (uses) $0 4,889,561 4,889,561 Administration & Operations - 16,602,149 9,500 16,611,649 Program Expenses - - 2,487,906 2,487,906 TOTAL EXPENDITURES $385,630,101 $26,320,472 $2,497,406 $414,447,979

Revenues - Expenditures $ (8,000,000) $ - $ 466,287 $ (7,533,713)

Ending Fund Balance $ 66,725,154 $ 121,695,885 $ - $ 188,421,039

Nonspendable Fund Balance$ (87,389) $ (87,389) Committed Fund Balance$ (2,084,159) $ (2,084,159) Assigned Fund Balance$ (2,000,000) $ (2,000,000)

Unassigned Fund Balance $ 62,553,606 $ 121,695,885 $ - $ 184,249,491

Note: This schedule only shows funds included in the budget book for which the City makes projections. As a result, the Capital Fund is not included.