East Hampton Town Manager Proposed Budget FY 2022
Uploaded by
Editor, Hartford CourantEast Hampton Town Manager Proposed Budget FY 2022
Uploaded by
Editor, Hartford CourantTown
of East Hampton
CONNECTICUT
Town Manager
Proposed Budget
FISCAL YEAR 2021‐2022
March 15, 2021
TOWN OF EAST HAMPTON
TOWN MANAGER’S 2021-2022 BUDGET
TABLE OF CONTENTS
DESCRIPTION PAGE
INTRODUCTION
Town Manager Transmittal ................................................................ I-IX
Town Council Budget Policy Statement .............................................. 1
Town Officials ................................................................................... 3
Town Organizational Chart ............................................................... 4
Budget Calendar ............................................................................... 5
The East Hampton Story .................................................................... 6
SUMMARY
Budget Summary ............................................................................... 8
Summary of Expenditures ................................................................. 11
Summary of Revenues ....................................................................... 13
Summary of Object Code Classifications ........................................... 15
DEPARTMENTS/PROGRAMS
Administration & Finance
Town Manager’s Department .......................................................... 18
Council – Special Programs ............................................................. 23
Legal Defense & Fees ...................................................................... 24
Town Hall / Annex .......................................................................... 26
Finance and Accounting .................................................................. 29
Collector of Revenue ....................................................................... 32
Assessor’s Office ............................................................................ 34
Town Clerk’s Office ......................................................................... 36
Registrars/Elections ........................................................................ 38
General Insurance ........................................................................... 40
Probate Court ................................................................................. 41
Employee Benefits ........................................................................... 43
Contingency.................................................................................... 44
Information Technology .................................................................. 45
Public Safety
Police Administration & Patrol ......................................................... 48
Lake Patrol ...................................................................................... 53
Animal Control................................................................................ 54
Fire Department .............................................................................. 56
Fire Marshal .................................................................................... 59
Emergency Management ................................................................. 63
Town Center Fire System ................................................................. 64
Ambulance...................................................................................... 66
Public Safety Dispatch………………………………………………………... 69
Street Lighting ................................................................................ 71
TOWN OF EAST HAMPTON
TOWN MANAGER’S 2021-2022 BUDGET
TABLE OF CONTENTS
Health and Human Services
Chatham Health District .................................................................. 73
Human Services .............................................................................. 75
Senior Center .................................................................................. 77
Transportation ................................................................................ 81
Community Services ........................................................................ 83
Cemetery Care ................................................................................ 85
Commission on Aging ..................................................................... 87
Regulatory
Planning, Zoning & Building ............................................................ 88
Economic Development Commission ............................................... 93
Conservation & Lake Commission ................................................... 95
Brownfields Redevelopment Agency ................................................ 97
Middle Haddam Historic District ...................................................... 99
Public Works
Public Works Department ................................................................ 101
Public Works – Engineering Fees...................................................... 104
Town Garage................................................................................... 105
Town-Wide Motor Fuel .................................................................... 106
Road Materials ................................................................................ 107
Transfer Station .............................................................................. 108
Septage Disposal ............................................................................ 109
Culture and Recreation
Park & Recreation ............................................................................ 110
Arts & Cultural Commission ............................................................ 114
East Hampton Community Center ................................................... 117
East Hampton Public Library............................................................ 119
Middle Haddam Public Library ......................................................... 125
DEBT/CAPITAL & TRANSFERS
Debt Service .................................................................................... 126
Capital Improvement Plan ............................................................... 129
Transfer to Other Funds .................................................................. 135
Visit our budget web page for up to date information.
https://www.easthamptonct.gov/finance/pages/2020-2021-budget
Office of the TOWN MANAGER
D AVID E. C OX
[email protected]
March 15, 2021
Dear Residents of East Hampton, members of the Town Council and Board of Finance:
I am forwarding my recommended FY 2022 Budget for Town Operations, Debt Service
TOWN COUNCIL
and Transfers for your consideration along with the Education budget recommended
James Brown by the Board of Education. Preparation of a budget for a municipality is one of the
Chairperson most challenging and most significant activities undertaken each year and I believe
Dean Markham
this year presented even more challenges than most. Bold steps were taken in the
preparation and adoption of the previous fiscal year budget at the onset of the COVID-
Vice Chairman
19 pandemic to address expenses, minimize the tax levy and to freeze the Mill Rate
Tim Feegel for East Hampton taxpayers while still moving the community forward. This budget
Derek Johnson attempts to build on those previous measures as it balances community needs and
desires against the ability and willingness to pay in accordance with the Town Council
Barbara Moore Budget Policy Statement, which is included in this document for reference.
Mark Philhower
As a reminder, procedurally, preparation of the Town’s budget involves many people
Kevin Reich
and a great deal of time. For General Government, the preparation focuses first on
capital improvements and purchases, which were completed by the Town
Departments in fall 2020. After review by the Town Manager, those items were
considered by a Capital Committee comprising members representing the Board of
Education, the Town Council and the Board of Finance. That Committee Adopted a
recommended plan, which was forwarded to the Board of Finance and Town Council.
The Board of Finance plans to review the Capital Plan, which is included in this
document, along with the budget for FY 2022. After capital matters are considered,
the focus turns to operational aspects of the Town’s annual financial plan. Again,
Town Departments provide budget recommendations and requests to the Town
Manager for consideration. During individual meetings with the various departments
and divisions, the Town Manager is charged with the responsibility of presenting a
recommended budget.
In a wholistic way, the future of the community is assessed with an effort to provide
sufficient and appropriate resources so that program needs can be met or can be
enhanced. Efforts are made to assess what plans are realistic and what concepts
might be beyond our reach. Your Town staff are very conscientious employees that
strive to do everything; provide every service and program, be anywhere we need
them at the exact moment we need them. Sadly, the reality is we cannot possibly do
all of that. The departments presented recommendations that were mindful of the
current economic and financial situation. Increases in expenses were primarily driven
by increases in costs outside of the Town’s control or related to contractual
obligations. Where new positions were requested, the request was connected to
improvements in public safety or provision of enhanced services. Increases are seen
in the Town’s expenses related to voter-approved High School and Town Hall debt
service and significant increase is found in the transfer to the Capital Reserve Fund
for capital expenses, which was heavily reduced in FY 2021. As Town Manager, I
have attempted to balance those challenges with a measured approach to increasing
the cost of government.
1 Community Drive, East Hampton, CT 06424 | 860.267.4468 tel | 860.267.1027 fax | www.easthamptonct.gov
II
CHANGES OF NOTE
The following are staffing and programmatic changes of note contained in the
recommended budget.
Fire Marshal
The budget for the Fire Marshal’s Office has been increased to provide for additional
part time hours for the Deputy Fire Marshal. Currently, the Fire Marshal’s office
operates with a part time Fire Marshal (19.5 hours per week), a very part time Deputy
Fire Marshal (about 20 hours per month) and administrative/clerical support of about
10 hours per week. Over time, this has not allowed the Town sufficient time to meet
all of the obligations of the Office including, notably, routine inspection of
commercial and multi-family residential buildings. Fire investigation work has been
being completed as required as have plan review and construction inspection. The
introduction of administrative support in the Fire Marshal’s Office, which was
implemented about midway through FY 2021, has brought about anticipated
efficiencies but is not the final answer to achieving a higher level of success. In an
effort to provide additional inspection services in a cost-effective way, the proposed
budget provides funding for part time services provided by a Deputy Fire Marshal
plus some additional administrative support (one or more persons working up to an
aggregate of 19.5 hours per week). With the addition of this personnel, it is expected
that the number of annual inspections will be at least doubled. Nevertheless, we
must continue to seek the best method for completing all of the fire safety related
inspections called for in the statutes. As a matter of information, the original budget
request for the Fire Marshal’s Office called for a full time Fire Marshal in addition to
the part time Deputy Marshal and part time (19.5 hours/week) administrative
support. Operations in this Office will be evaluated closely in the upcoming year to
determine how best to provide these services in the long term.
Emergency Management
The Emergency Management budget originally called for installation of storm
shutters on windows in the Emergency Operations Center in the Town Hall. This
room, which also serves as a meeting and training room, has two large windows that
could jeopardize the space should they break in the case of a strong weather event.
Interim steps have been taken to strengthen and enhance the safety of the existing
glass and the addition of other emergency covering will be evaluated in the future.
Senior Center
Discussion in this area continues to focus on the continued and growing needs of the
older adult population as well as the increase in the number of our residents that fit
in this population group. This budget recommendation attempts to address changes
to the staffing for service continuity and to facilitate additional programming by
taking advantage of anticipated changes in the services we must provide in-house.
Previously, funding was provided for additional food service assistance to
supplement the Center’s congregate meals and for a driver/scheduler to assist in
expanding the transportation services. This year’s original budget request for the
Senior Center called for a full time Assistant Director and an additional part time
program assistant to replace the part time Assistants and the driver/scheduler and
food service assistance. The food service assistance is not needed as the social
service agency that provides the meals has committed to a five-day-per-week service.
Transportation assistance would be wrapped into the work other employees. This
recommended budget instead calls for no additional full time employees but rather
reallocates the existing part time funding to provide flexibility to the Senior Center
to bring on an additional part time Assistant or program assistant to suit its staffing
needs.
1 Community Drive, East Hampton, CT 06424 | 860.267.4468 tel | 860.267.1027 fax | www.easthamptonct.gov
III
Parks and Recreation
The Parks and Recreation Department budget includes funding for a year-round part
time Maintainer position in addition to the two full time Maintainers and usual
seasonal assistance. This position is intended to help accommodate the additional
mowing that the Department has with the addition of the new Town Hall property as
well as allow the Department to complete field maintenance activities that have been
deferred in the past or which were anticipated to be completed by an outside
contractor.
Capital Reserve Fund
In January, the Capital Improvements Committee recommended a plan outlining $2.5
million in projects, equipment and vehicle purchases. These activities were originally
proposed to be funded with various grants, financing and a transfer of current funds
from the General Fund in the amount of $1,285,725. While I believe the Capital
Improvement Fund project and purchases are appropriate and support the Plan as it
is recommended, this budget includes a transfer of $885,725, a reduction of
$400,000. In order to maintain our capital infrastructure at an appropriate level, I
believe the community will need to plan for annual investments of current funds in
the amount of $1.2 to $1.4 million in the upcoming years, but that the Town will
need to step back up to this amount. As the chart below indicates, the Town
budgeted a transfer of about $833,000 to the Capital Reserve Fund. Ultimately, in
response to the uncertainty around the COVID-19 pandemic, additional transfers and
other efforts allowed that figure to be reduced to about $400,000 in FY 2021. This
recommended budget calls for an incremental step toward a full funding model. The
FY 2022 “shortfall” will need to be addressed in the upcoming months through a
combination of actions including potential pre-funding of expenses, use of
unanticipated revenues received by the Town, appropriate use of financing and, if
necessary, deferral of projects.
Capital Reserve Fund
General Fund Adopted Annual contribution (In Thousands)
$1,135
$981 $949
$881 $906 $886
$811 $812 $833
$788
$686
$417
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Proposed
Note: The amounts above represent amounts approved at the time of budget adoption.
Subsequent to the budget being approved, additional amounts may be allocated to the Capital
Reserve Fund.
1 Community Drive, East Hampton, CT 06424 | 860.267.4468 tel | 860.267.1027 fax | www.easthamptonct.gov
IV
GENERAL GOVERNMENT EXPENSES
Staffing / New Positions
This proposed budget calls for no changes to the Town’s compliment of full time
employees, the addition of a part time employee in the Recreation Department and
increased or reallocated funding for part time employees in the Fire Marshal’s Office
and the Senior Center. The Town Council Budget Policy Statement provides that any
new staffing requests needed to be defended with data and reason that shows the
need. This information will be presented in greater detail during the review process,
but information is included in the proposed budget document. Full-time staffing is
proposed to remain at the same level as last year.
Full Time Employees
67.5 67.5
65.5
63.5 63.5 63.5 63.5 63.5
62.5 62.5
61.5
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
(Proposed)
Union Negotiations
The Town is currently undertaking negotiations with the Union that represents full
time Public Works, administrative support and WPCA employees. Potential increases
relating to wages have been budgeted in individual department budgets and legal
costs associated with these activities have been accounted for in the legal budget.
Fuel and Utilities
The Town utilizes purchasing contracts through the State of Connecticut and the
Capital Region Council of Governments to obtain the most beneficial prices. The town
has locked in gasoline at $1.87 per gal. through December 2021 and diesel at $1.85
per gallon through June 2021.
The Town procures most of its electricity generation through a rate which blends
prices for multiple years into the future in an effort to gain the best price possible.
This method locks our price in and protects against generation rate increases. We are
currently locked in through December 2024 at a generation rate of 6.969 cents per
KWH. Additionally, in 2019, the Town entered into an agreement related to Solar Net
Metering through which the Town will realize additional savings by using electrical
power generated by a solar power facility in East Hampton. The facility came online
in March 2021 and will begin providing power that will offset some of the Town’s
electrical costs across Education, General Government and WPCA facilities with an
1 Community Drive, East Hampton, CT 06424 | 860.267.4468 tel | 860.267.1027 fax | www.easthamptonct.gov
V
emphasis on reducing bills for locations that are supported through taxes rather than
rates. However, in order to budget conservatively, only minimal reductions or no
change in expenses have been shown. The one area of increase related to electricity
use is the Lake Pocotopaug aeration system.
Insurance and Pension/Retirement
We are anticipating increases in our property liability insurance (4%) and workers
compensation insurance (3%) budgets based on market information and changes in
our experience and wages. The Health insurance budget for general government is
projected to increase by $35,000 or 2.6% with anticipated premium increases and
changes in employees/families covered. General Government pension and
retirement costs are estimated to increase by almost 12% due to actuarial evaluation
of the fund and employee changes. Overall, the 2021-2022 estimated pension and
retirement contributions for the Town and Board of Education are $1,469,938, which
is an overall increase of $118,136 or 8.74%.
Contingency
As in previous years, the proposed budget includes a contingency allocation. This
allocation of $30,000 is intended to provide funding for any extraordinary,
unplanned, unusual and/or necessary emergency expenses during the fiscal year as
determined by the Town Manager.
Long Term Debt/Debt Service
Debt service increases this year to accommodate costs related to the High School
project and the Town Hall. Significant application of premiums paid to the Town
during the bond sale process was made to reduce the payments for FY 2022 and will
be used again in FY 2023. The total amount of debt service to be paid by the Town
is expected to plateau in FY 2023 assuming no significant new debt is issued. Debt
Service includes payments for general obligation bonds and capital leases used to
finance major projects and/or items that have a long-life span. Additional
information can be found on pages 126-128.
The following chart presents principal and interest payments for current debt as well
as capital leases.
Debt Payments
Bonds & Capital Leases
$4,500,000
$4,000,000
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$‐
Bonds Capital Leases
1 Community Drive, East Hampton, CT 06424 | 860.267.4468 tel | 860.267.1027 fax | www.easthamptonct.gov
VI
Capital Reserve Fund
As noted earlier, the Capital Improvements Plan included in this budget calls for a
transfer from the General Fund of $1,285,725 to support the plan’s activities.
However, the Town Manager’s recommended budget includes a transfer of $885,725,
which is an increase of $468,794 from FY 2021 but only slightly higher than the
original FY 2020 budget figure ($833,000). In the future, it is anticipated that
budgets will call for a transfer of approximately $1.3 million to support annual capital
expenses. A full description of the Capital Committee’s recommended plan is
included with this document.
The Capital Reserve Fund accounts for construction and acquisition of capital assets.
Funding includes a combination of grants or other outside funds, borrowing, use of
funds reserved for a purpose and current taxes. Projects with a significant cost and
life span are typically funded through the issuance of general obligation bonds. Tax
exempt leases are another method that projects can be financed and are often used
for large vehicle or equipment purchases.
EDUCATION BUDGET
The Education Budget proposed and approved by the Board of Education is
$33,187,395 which is an increase of $1,055,095 or 3.28%. Details of the Education
Budget are included in the materials prepared by the Board of Education and the
District Superintendent.
Budget Allocation
2012 vs. 2022
80.0%
69.4%
70.0% 66.7%
60.0%
50.0%
40.0%
30.0% 24.5% 24.2%
20.0%
9.1%
10.0% 6.1%
0.0%
2021 2022 (Proposed)
EDUCATION TOWN OPERATIONS DEBT, CAPITAL & TRANSFERS
REVENUES
Grand List
The October 1, 2020 Net Grand List total is $1,195 billion, which represents an
increase of over $37.4 million or about 3% from the prior grand list. The increase in
the grand list attributed to growth will net additional tax revenue, which offsets
increase in the mill rate. Much of this increase is a direct result of ongoing economic
development activities the Town has taken in prior years to diversify the tax base.
1 Community Drive, East Hampton, CT 06424 | 860.267.4468 tel | 860.267.1027 fax | www.easthamptonct.gov
VII
Other Revenue
Town revenue continues to be impacted by reductions in non-current property tax
revenue streams, which drives some of the increased need for local tax levy. In the
last ten years, revenue sources have decreased by approximately $1.7 million. More
than four-fifths (82%) of that amount ($1.4 million) is in the form of reduced grants
from the State for education and other routine activities. This steady decline in non-
tax revenue combined with cost increases over time creates the shift and growth in
the local property tax need. The Town should evaluate its user- and use-based fees
to ensure that these are set appropriately. Below is a historical summary of the
Town’s major revenue sources.
Percent of Total Revenue
90.0% 83.7%
80.0% 75.4%78.0%
70.0%
60.0%
50.0%
40.0%
30.0% 23.3%
19.5%
20.0% 15.0%
10.0% 1.0% 1.2% 1.0% 0.3% 1.3% 0.3%
0.0%
GRANTS LICENSES, PERMITS AND PROPERTY TAXES ALL OTHER
FEES
2012 2017 2022 Estimate
OVERVIEW
Net Town Operating Budget Increase
A summary of the Town Operating Budget by major appropriation categories is
highlighted below:
Revised Budget Proposed Budget
2020‐2021 2021‐2022 $ Change % Change
TOWN OPERATIONS
Salaries & Wages $ 5,558,056 $ 5,735,058 $ 177,002 3.2%
Employee Benefits $ 2,841,582 $ 2,982,163 $ 140,581 4.9%
Professional Services $ 346,179 $ 354,861 $ 8,682 2.5%
Purchased Services $ 1,663,086 $ 1,744,042 $ 80,956 4.9%
Supplies & Equipment $ 1,125,604 $ 1,153,154 $ 27,550 2.4%
Dues, Fees & Other $ 71,151 $ 77,406 $ 6,255 8.8%
Contingency $ 30,000 $ 30,000 $ ‐ 0.0%
Total Town Operations $ 11,635,658 $ 12,076,684 $ 441,026 3.8%
Transfers to other funds $ 459,431 $ 928,225 $ 468,794 102.0%
Debt Service $ 3,229,776 $ 3,593,524 $ 363,748 11.3%
Town Operations. Transfers &
Debt $ 15,324,865 $ 16,598,433 $ 1,273,568 8.3%
1 Community Drive, East Hampton, CT 06424 | 860.267.4468 tel | 860.267.1027 fax | www.easthamptonct.gov
VIII
Overall Budget Summary
The combined Town, Education, Debt, and Transfer Budget are summarized as
follows:
Revised Budget Proposed Manager Proposed
20‐21 Change Budget 21‐22
EDUCATION $ 32,132,300 $1,055,095 $ 33,187,395
TOWN OPERATIONS 11,635,658 441,026 12,076,684
DEBT SERVICE 3,229,776 363,748 3,593,524
TRANSFERS TO OTHER FUNDS 459,431 468,794 928,225
TOTAL $ 47,457,165 $2,328,663 $ 49,785,828
Appropriation
The combined budget for General Government/Town Operations, Education, Debt
Service and Transfer is proposed as $49,785,828, which is an increase of $2,328,663
or 4.91%.
Levy and Mill Rate
With the appropriation increases described herein combined with the revenue
resources, including maintaining a 98.5% collection rate assumption, the proposed
FY 2022 budget calls for a property tax levy of $40,890,504. Based on the current
Grand list, the mill rate would be 34.73, which is an increase of 1.59 or 4.8%. The
final mill rate is set by the Board of Finance in June or after the budget is finalized.
Budget Proposed Budget
2020‐2021 2021‐2022
GRAND LIST $ 1.157 billion $ 1.195 billion
MILL RATE 33.14 34.73
TAX COLLECTION RATE 98.5% 98.5%
I extend my sincere appreciation to all the Town’s operating departments,
department heads, town staff, town agencies, boards, commissions and volunteers
for their cooperation and assistance in developing this budget for the Town of East
Hampton. As noted above, the budget attempts to balance cost increases and service
enhancements against the efforts made in the previous fiscal year to maintain a lower
tax levy and to freeze the mill rate. Significantly, the Town heavily reduced its
transfer for capital improvements and use significant amounts of accumulated
surplus to achieve these goals. These steps are not included in this year. This
budget plan continues our efforts to provide high quality service and a quality of life
that residents of the community deserve and expect.
1 Community Drive, East Hampton, CT 06424 | 860.267.4468 tel | 860.267.1027 fax | www.easthamptonct.gov
IX
Together, we will continue to make East Hampton the best community in Connecticut.
I look forward to continuing to work with our elected leaders in building a community
consensus going forward and adopting this fiscal blueprint for us all.
Respectfully Submitted,
David E. Cox,
Town Manager
cc: Jeffery M. Jylkka, Director of Finance
1 Community Drive, East Hampton, CT 06424 | 860.267.4468 tel | 860.267.1027 fax | www.easthamptonct.gov
TOWN OF EAST HAMPTON
FISCAL YEAR 2021-2022
Town Council Budget Policy Statement
CHARTER - GENERAL POWERS AND DUTIES
As specified in Section 2.4 of the Town of East Hampton Charter: "each year the council shall submit
to the Board of Finance a policy statement outlining its annual budget goals and objectives for the
ensuing fiscal year."
OBJECTIVE
The objective of this budget policy statement is to provide guidance from the Town Council to the
Board of Finance during the creation and implementation of the annual Town of East Hampton Budget.
Although not specifically named in the Charter, the intent of this Budget Policy Statement is to also
provide guidance to the Town Manager and the Board of Education who are charged with proposing
and presenting respective general government and education budget recommendations to the Board of
Finance.
GENERAL STATEMENT
The Town of East Hampton's annual budget should consider the needs of our community and
reflect the taxpayer's ability to pay for those needs.
GUIDELINES
• Include taxpayers in the budget process as early as possible utilizing Tri-Board meeting(s),
public hearings, Zoom meetings, our Town website, local newspaper, town notices, Citizens
Guide to Budget and meetings.
• The budgets presented should reflect the guidelines presented herein as well as projected
available revenue, anticipated State funding shortfalls and potential impact of current economic
conditions including special grants to augment COVID-19 pandemic costs.
• The Town Manager and the Board of Education will present their respective budgets at a Town
Forum. Their budgets must include all proposed spending presented in a format that is easily
read and understood by our citizens.
• The Town Manager's budget will incorporate the recommendations of the Capital Committee
composed of representatives of the Town Council and Boards of Finance and Education.
2021-2022 BUDGET GOALS & FUTURE PLANNING
• The fund balance shall NOT be used to lower the annual mill rate or pay for Town operating
expenses, except if the fund balance exceeds an amount above generally recognized stable
municipal budget parameters.
1
• The town should strive to maintain its “AAA” bond rating which includes maintenance of fund
balance at levels generally recognized under stable municipal budget parameters.
• Any new personnel requests must be quantifiably justified.
• The Public Works budget should include a plan to continue ongoing road repairs, sidewalks,
tree removal, equipment maintenance, lake watershed protections and road improvements.
• General Government and the Board of Education should make every effort to only limit budget
increases to meet contractual obligations.
• Maintain and enhance the school district accreditation.
• Enhance the quality and competitiveness of our students, including adequate investment in
technologies.
• Maintain emergency communications equipment between all departments.
• The Capital Committee should update the Town's long-term Capital Improvement Plan to ensure
the future financial discipline and funding stability of the Town.
• Conservatively estimate state revenues to be prepared for changes or shortfalls in tax collection
rates and state funding.
• Support investment in new technologies, updates to IT security and improvements for enhanced
fiscal and network controls. Such costs will be appropriated from operating, not capital, budgets.
• Funding should address ongoing town facility needs.
• The budget shall include funding to enhance economic development and grand list growth
consistent with the character of the Town and quantifiably justified.
• The Council for its part, will:
◦ Seek out cost savings by pursuing regional sharing of services.
◦ Identify and implement opportunities to "share" services between and among Town
departments and the Board of Education
◦ Support the ongoing implementation of those elements from the Lake Pocotopaug 9 Point
Plan that will preserve and improve the condition of the lake and its watershed.
◦ Aggressively pursue grants to fund the Lake Pocotopaug 9 Point Plan.
◦ Continue to support the Town Manager's labor negotiation efforts to realize efficiencies and
savings for taxpayers.
◦ Ensure our Public Library, social services and programs for seniors are adequately funded.
◦ Provide continued support of public safety services, training and equipment.
◦ Strive to replenish our mill rate stabilization fund from available operating surpluses.
◦ Continue to support programs and efforts to help those addicted to opioids.
◦ Continue efforts that maintain and plan for the redevelopment or, if in the best Town’s best
interest, the sale of excess Town owned facilities.
Adopted by Town Council: November 24, 2020
2
Town of East Hampton, Connecticut
Pr i n c ip a l Of f ic ia l s
TOWN COUNCIL
Pete Brown, Chairperson
Dean Markham, Vice Chairman
Tim Feegel
Derek Johnson
Barbara Moore
Mark Philhower
Kevin Reich
BOARD OF FINANCE
Matthew Bennington, Chairman
Wesley Jenks, Vice Chairperson
Richard Brown
Alannah Coshow
Robert Hein
Eric Peterson
Ted Turner
BOARD OF EDUCATION
Christopher Goff, Chairman
Nancy Oakley, Vice Chairperson
Amanda Amtmanis
Jeff Carlson
Nancy Kohler
Amy Ordonez
Jim Radavich, Jr
Justin Wagner
Martha Wick
Superintendent of Schools Paul Smith
EAST HAMPTON ADMINISTRATIVE OFFICIALS
David E. Cox, Town Manager
Library Director Ellen Paul
Planning and Zoning Official Jeremy DeCarli
Building Code and Enforcement Official Vacant
Police Chief Dennis Woessner
Senior Center Director Jo Ann H. Ewing
Director of Finance Jeffery M. Jylkka
Fire Marshal Rich Klotzbier
Director of Parks & Recreation Jeremy Hall
Director of Youth & Family Services Lauren Incognito
Public Works Superintendent Matt Walsh
Public Utilities Administrator Scott Clayton
Fire Chief Greg Voelker
Town Clerk Kelly Bilodeau
3
Town of East Hampton, Connecticut
Organizational Chart
East Hampton Voters
Board of
Zoning Board of Town Registrars of Judge of
Assessment Board of Finance Board of Education
Appeals
Appeals Council Voters Probate
Auditors Superintendent
Library Advisory Board Town Attorney
Park & Recreation Advisory Board Town Engineer
Ethics Commission Board of Fire Commissioners
Middle Haddam Historic Commission Brownfield Redevelopment Agency
Housing & Building Codes Boards of Appeal Housing Authority
Lake Pocotopaug Commission Planning & Zoning Commission
Design Review Board Inland Wetlands Commission
Arts & Cultural Commission Water & Sewer Commission
Commission on Aging Conservation & Lake Commission
Economic Development Commission Cemetery Board
Town
Constables
Manager
Human Planning/Zoning Water
Parks & Finance Civil
Library Senior Center Resources & Public Works Police Fire Marshal &
Recreation Preparedness
Building Sewer
Tax Tax Social
Town Services /
Collector Assessor
Clerk Youth & Family
Services
4
Fiscal Year 2022 Budget Calendar 3/5/2021
All meetings are planned to be held at Town Hall and on Zoom
Time
Date Description (if applicable)
Wednesday, January 20, 2021 Submit budget requests to Finance Department
Wednesday, February 3, 2021 Submit budget narratives to Finance Department
January & February Town Manager review of Operating & Capital Budgets
February Capital Committee meetings to review and approve Capital Plan
Tuesday, February 16, 2021 Press Release on Budget workshop
Monday, March 1, 2021 Town Manager completion of proposed budget
Friday, March 5, 2021 Press Release on Budget deliberations
Monday, March 15, 2021 Submit Manager Proposed Budget to the Board of Finance
Board of Finance Public Hearing
Monday, March 22, 2021 6:30 PM
Town and Board of Education Budget Presentation
Budget workshop
Tuesday, March 23, 2021 4:00 PM‐ 6:30 PM
Pub. Works / Police / Building Dept. / Capital / Tax Collector / Town Clerk
Budget workshop
Wednesday, March 24, 2021 6:30 PM‐ 8:30 PM
Senior Center / Library / Youth & Family Svs. / Park & Rec.
Budget workshop
Thursday, March 25, 2021 Fire Dept. / Emer. Mgmt. / EDC / Conservation Lake / 6:30 PM‐ 8:30 PM
MH Library / Brownfields Redevelopment
Budget workshop
Friday, March 26, 2021 4:00 PM‐ 6:00 PM
Board of Education
Budget workshop
Saturday, March 27, 2021 8:30 AM – 10:30 AM
Town Operations
Board of Finance Special Meeting
Thursday, April 1, 2021 6:30 PM
Budget deliberations
Board of Finance Special Meeting
Wednesday, April 7, 2021 6:30 PM
Budget deliberations
Monday, April 12, 2021 Submit Board of Finance budget to members of Town Council
Town Council Special Meeting
t/b/d 6:30 PM
Adoption of Annual Budget
Monday, May 3, 2021 Town Meeting 6:00 PM
Tuesday, May 11, 2021 Town VOTE 6:00 AM ‐ 8:00 PM
June 2021 Set mill rate
5
The East Hampton Story
The Town of East Hampton was formed on land taken from Middletown. The first settlement was
located south of the Middle Haddam Landing on the Connecticut River about 1710. The second settlement
was made on Lake Pocotopaug in 1743 by 32 people who were drawn "by the excellent mill-seat at the
outlet of Pocotopaug Pond." These two settlements were joined together and incorporated as Chatham,
after the English village of the same name, in October 1767. In 1915, the name was changed to East
Hampton.
The Town covers an area of 36.8 square miles in east central Connecticut and is on the east bank
of the Connecticut River, approximately 21 miles south of Hartford. East Hampton's topography is
dominated by numerous hills interspersed with winding stream valleys and level wetland areas. The Town
is traversed by State Routes 16, 66, 151, and 196. Route 66 provides access to Route 2 and Hartford as
well as Middletown. There are approximately 91 miles of Town-improved roads. The State maintains
approximately 35 miles of highway in East Hampton.
East Hampton is a residential community with a light industrial tax base and limited seasonal
resorts. Principal industries include manufacture of bells, paper boxes, pharmaceuticals, tools and dies,
and forestry. East Hampton's existing development has occurred primarily on the major roadways, Routes
16, 151, and particularly, Route 66. Principal non-residential development has occurred in three historic
centers — Cobalt, Middle Haddam, and East Hampton Center. High-density residential development is
concentrated around East Hampton Center and Lake Pocotopaug. Approximately 720 acres remain as
active farmland, mostly as field crops.
In the village of Cobalt, mining began in 1762. Nickel and several other metals, including gold,
cobalt and mica, were found there. The Great Hill area of Cobalt was known as the "Governor's Ring"
because Governor Winthrop of New London visited the area and returned with gold rings which were
supposedly made from gold found in Cobalt. In 1985 this story was given new validity when a University of
Connecticut professor and his students found veins of gold in the rocks near the old mine shafts.
The village of Middle Haddam was involved extensively in shipbuilding in its early history. Beginning
in 1758, many of the finest of the "London Packets" were built there. By 1840, 51 ships, 24 brigs, 21
schooners and 15 sloops were launched from there. The most famous ship built in the Middle Haddam
yards was the United States Battleship "Connecticut" launched in 1799.
The village of East Hampton also prospered during the shipbuilding era. The local farms found a steady
market for their timber in Middle Haddam, and the forge on the Pocotopaug outlet supplied much of the iron
used in the ships. In 1808 William Barton moved to East Hampton and set up a factory for the manufacture
of bells. East Hampton, as the center of the bell-making industry for the country, soon became known as
"Belltown." One of the oldest firms, Bevin Bros. (1832), was destroyed by fire in 2012. There are plans to
rebuild and the company has set up a temporary manufacturing facility in town.
In the late 19th and 20th centuries, the improved accessibility afforded by the railroad led to the
development of a successful tourist industry in East Hampton, with Lake Pocotopaug, which is one of
Connecticut's largest natural lakes, as the main attraction.
From the colonial period until the arrival of the railroad in 1874, the Connecticut River served as
East Hampton's artery for transportation and shipping. With the arrival of the railroad, use of the Connecticut
River for transportation decreased until 1927 when the passenger trains stopped coming to East Hampton
and 1965 when freight trains ceased operation. However, the river still serves as an important scenic
and recreational resource.
Other natural resources contributing to the Town's aesthetic appeal and providing recreational
opportunities are numerous lakes, ponds, rivers, and streams including Hurd State Park with 884 acres,
Lake Pocotopaug with 511 acres, Meshomasic State Forest with 2,298 acres, Salmon River State Forest
with 516 acres, and Wopowog Management Area with 440 acres.
6
The Lake Pocotopaug Association and Princess Pocotopaug Corporation are separate tax districts
or coterminous entities within the territorial limits of the Town of East Hampton.
Form of Government
The Town of East Hampton has a Council-Manager form of government with a Town Council
consisting of seven elected members serving concurrent two-year terms and a Board of Finance consisting
of seven elected regular members serving overlapping four-year terms. Powers and privileges are conferred
and granted to the Town by the Connecticut General Statutes and a Charter which was adopted in
1971, effective 1973 and revised in 1987 and 2016. The legislative power of the Town is vested with the
Town Council and the Town Meeting, which must approve the annual budget, all special appropriations
or expenditures, and all bond and note authorizations. The Chairman of the Council, who is an elected
member of the Council, is appointed Chairman by the Council and is recognized as the official head of
the Town for all ceremonial purposes. Presiding over the Council, the Chairman has full voting
privileges. The Town Manager is the chief executive officer and chief administrative officer of the Town
and is responsible for the administration of all Town matters with the exception of the education system.
A Director of Finance, appointed by the Town Manager, serves as Treasurer for the Town and is
responsible for the operation and supervision of the Department of Finance. The Director of Finance has
full supervisory responsibilities for the keeping of accounts and financial records; the receipt of operating
and other revenues; the custody and disbursement of Town and Board of Education funds and money; the
control over expenditures and such other powers and duties as may be required by the Charter and
ordinance or resolution of the Council. The Collector of Revenue and the Assessor, both appointed by the
Town Manager, work under the supervision of the Director of Finance.
The Board of Finance is the budget-making authority responsible for financial and taxation matters,
presenting the annual operating budget and special appropriations to the Council for its approval and
establishing the tax rate. The Council is responsible for submitting the annual operating budget and special
appropriations to the Town Meeting.
The local Board of Education, which is an elected nine-member board, is the policy-making body
for all public education, grades pre-kindergarten through twelve. The Superintendent of Schools is directly
responsible to the Board of Education for the supervision and administration of the education system.
7
TOWN OF EAST HAMPTON
TOWN MANAGER PROPOSED
July 1, 2021 ‐ June 30, 2022
TOWN MANAGER 2021 to 2022
Actual Actual Revised PROPOSED INCREASE/ Percent Change
2018‐2019 2019‐2020 2020‐2021 2021‐2022 (DECREASE) From Revised Bud.
EXPENDITURES
EDUCATION $ 30,729,252 $ 31,176,193 $ 32,132,300 $ 33,187,395 $ 1,055,095 3.28%
TOWN OPERATIONS
ADMINISTRATION & FINANCE 4,105,290 4,213,304 4,460,648 4,666,108 205,460 4.61%
PUBLIC SAFETY 2,519,802 2,548,537 2,881,558 2,995,045 113,487 3.94%
HEALTH & HUMAN SERVICES 414,988 417,175 506,346 500,698 (5,648) ‐1.12%
CULTURE & RECREATION 1,008,485 1,017,563 1,134,682 1,190,979 56,297 4.96%
REGULATORY TOWN 363,711 408,543 425,075 457,269 32,194 7.57%
PUBLIC WORKS GOVERNMENT 2,139,463 2,130,373 2,227,349 2,266,585 39,236 1.76%
TRANSFERS TO OTHER FUNDS
OTHER FUNDS 40,000 40,000 42,500 42,500 ‐ 0.00%
CAPITAL IMPROVEMENT 812,206 1,499,681 416,931 885,725 468,794 112.44%
DEBT SERVICE 3,228,384 3,223,384 3,229,776 3,593,524 363,748 11.26%
TOTAL EXPENDITURES $ 45,361,581 $ 46,674,753 $ 47,457,165 $ 49,785,828 $ 2,328,663 4.91%
REVENUES
FEDERAL REVENUES $ 817 $ 5,298 $ 19,368 $ ‐ $ (19,368) ‐100.00%
GRANTS ‐ STATE OF CT (EDUCATION) 7,135,740 7,066,380 6,922,366 6,922,849 483 0.01%
GRANTS ‐ STATE OF CT (OTHER) 530,205 556,601 527,923 528,110 187 0.04%
LICENSES, PERMITS AND FEES 534,127 537,561 469,900 515,800 45,900 9.77%
OTHER REVENUE 70,802 109,977 75,750 78,750 3,000 3.96%
INVESTMENT INCOME 110,384 96,090 75,000 20,000 (55,000) ‐73.33%
PROPERTY TAX REVENUE (PRIOR YEARS) 1,011,589 939,057 802,500 802,500 ‐ 0.00%
TRANSFERS FROM OTHER FUNDS 116,079 127,082 26,517 27,315 798 3.01%
TOTAL REVENUES (Before taxes & fund balance) $ 9,509,743 $ 9,438,046 $ 8,919,324 $ 8,895,324 $ (24,000) ‐0.27%
USE OF FUND BALANCE $ 738,000 ‐ (738,000)
PROPERTY TAXES (CURRENT) $ 36,129,557 $ 37,364,030 $ 37,799,841 $ 40,890,504
TOTAL REVENUES $ 45,639,300 $ 46,802,076 $ 47,457,165 $ 49,785,828 $ 2,328,663 4.91%
NET GRAND LIST $ 1,139,887,929 $ 1,149,470,916 $ 1,157,829,579 $ 1,195,291,091 $ 37,461,512
VALUE OF MILL $ 1,119,370 $ 1,132,229 $ 1,140,462 $ 1,177,362
ESTIMATED COLLECTION RATE 98.20% 98.50% 98.50% 98.50%
ADOPTED MILL RATE 32.21 33.14 33.14 34.73 1.59 4.80%
EAST HAMPTON TOWN COUNCIL
Pete Brown, Chairman
Dean Markham, Vice Chairman
Tim Feegel
Derek Johnson
Barbara Moore
Mark Philhower
Kevin Reich
8
Town of East Hampton
TOWN MANAGER PROPOSED
BUDGET SUMMARY
TOWN GOVERNMENT BUDGET
TRANSFERS &
EDUCATION TOWN DEBT SERVICE CAPITAL GRAND TOTAL
Budget Increase 3.3% 3.8% 11.26% 102% 4.91%
Expenditures $ 33,187,395 $ 12,076,684 $ 3,593,524 $ 928,225 $ 49,785,828
Estimated Revenue 6,922,849 1,972,475 ‐ $ 8,895,324
Amount to be Raised by Taxation 26,264,546 10,104,209 3,593,524 928,225 40,890,504
MILLS 22.31 8.58 3.05 0.79 34.73
64.2% 24.7% 8.8% 2.3% 100%
Mill Increase (1.59 mills)
Expenditure related mill increase = 1.98 Revenue related mill decrease = (.39)
0.90
0.63
0.37 0.40 0.31
0.02
(1.04)
EDUCATION TOWN OPERATIONS CAPITAL & DEBT SERVICE GRAND LIST CHANGE REVENUE LOSS USE OF FUND
TRANSFERS BALANCE (One time
use in FY 2021)
9
Example of Estimated Taxes
2021‐2022
Proposed Mill Rate 34.73
Proposed Mill Rate Change 1.59
Example of Estimated Taxes
Yearly Monthly
Market Value Assessment Taxes Increase Increase
$ 142,857 $ 100,000 $ 3,473 $ 159 $ 13
$ 214,286 $ 150,000 $ 5,210 $ 238 $ 20
$ 285,714 $ 200,000 $ 6,946 $ 318 $ 26
$ 357,143 $ 250,000 $ 8,683 $ 398 $ 33
$ 428,571 $ 300,000 $ 10,419 $ 477 $ 40
$ 714,286 $ 500,000 $ 17,365 $ 795 $ 66
10
TOWN OF EAST HAMPTON
TOWN MANAGER PROPOSED
JULY 1, 2021 ‐ JUNE 30, 2022
2021‐2022
2nd Referendum FY 2021 (Revised) to FY 2022
TOWN MANAGER
ACTUAL ACTUAL ACTUAL Revised Budget Department Town Manager PROPOSED Increase Percent
2017‐2018 2018‐2019 2019‐2020 2020‐2021 2021‐2022 Changes 2021‐2022 (Decrease) Change
ADMINISTRATION & FINANCE
TOWN MANAGER'S DEPARTMENT $ 347,909 $ 344,391 $ 361,587 $ 366,269 $ 373,471 $ 373,471 $ 7,202 2.0%
COUNCIL ‐ SPECIAL PROGRAMS 29,214
38,877 37,981 40,424 40,424 40,424 ‐ 0.0%
LEGAL DEFENSE & FEES 152,025 71,693 82,632 85,000 85,000 85,000 ‐ 0.0%
TOWN HALL & HUMAN SVS. ANNEX 250,767 239,950 185,652 ‐ ‐ ‐ ‐
NEW TOWN HALL / POLICE / BOE ‐ ‐ 85,533 265,115 289,151 289,151 24,036 9.1%
FINANCE AND ACCOUNTING 436,008 454,889 471,071 479,125 489,312 489,312 10,187 2.1%
COLLECTOR OF REVENUE 155,341 173,979 161,412 173,349 178,406 178,406 5,057 2.9%
ASSESSOR'S OFFICE 160,876 182,678 171,680 189,719 198,571 198,571 8,852 4.7%
TOWN CLERK'S OFFICE 156,777 163,615 172,575 179,875 179,086 179,086 (789) ‐0.4%
REGISTRARS/ELECTIONS 35,077
46,463 29,253 43,051 43,562 43,562 511 1.2%
GENERAL INSURANCE 378,903 403,432 350,516 372,000 398,050 398,050 26,050 7.0%
PROBATE COURT 16,244
16,143 16,732 15,958 18,943 18,943 2,985 18.7%
EMPLOYEE BENEFITS 1,787,244 1,754,530 1,867,066 2,093,662 2,233,281 (35,000) 2,198,281 104,619 5.0%
INFORMATION TECHNOLOGY 104,421 114,650 119,614 127,101 143,851 143,851 16,750 13.2%
CNG COMMUNITY CONTRIBUTION 100,000 100,000 100,000 ‐ ‐ ‐ ‐
CONTINGENCY ‐ ‐ 30,000 30,000 30,000 ‐ 0.0%
TOTAL ADMINISTRATION & FINANCE 4,110,806 4,105,290 4,213,304 4,460,648 4,701,108 (35,000) 4,666,108 205,460 4.6%
PUBLIC SAFETY
POLICE ADMINISTRATION 324,603 310,065 325,550 337,358 347,398 347,398 10,040 3.0%
POLICE REGULAR PATROL 1,496,109 1,542,376 1,590,388 1,742,554 1,802,751 1,802,751 60,197 3.5%
LAKE PATROL/BOAT REGISTRATIONS 924 305 101 1,723 2,096 2,096 373 21.6%
ANIMAL CONTROL 45,850
47,020 48,400 50,402 51,900 51,900 1,498 3.0%
FIRE DEPARTMENT 262,884 260,923 219,114 319,815 325,310 325,310 5,495 1.7%
FIRE MARSHAL 47,971
47,328 60,306 60,498 133,543 (41,533) 92,010 31,512 52.1%
TOWN CENTER FIRE SYSTEM 28,817
4,650 3,241 8,050 8,050 8,050 ‐ 0.0%
AMBULANCE SERVICES
15,301 13,394 14,106 63,443 64,790 64,790 1,347 2.1%
CIVIL PREPAREDNESS / L.E.P.C
15,881 12,814 21,033 6,640 17,665 (8,000) 9,665 3,025 45.6%
PUBLIC SAFETY DISPATCH 200,686 232,158 214,970 240,075 240,075 240,075 ‐ 0.0%
STREET LIGHTING 55,366
48,769 51,328 51,000 51,000 51,000 ‐ 0.0%
TOTAL PUBLIC SAFETY 2,494,392 2,519,802 2,548,537 2,881,558 3,044,578 (49,533) 2,995,045 113,487 3.9%
HEALTH AND HUMAN SERVICES
CHATHAM HEALTH DISTRICT ASSESSMENT 138,481 142,852 152,877 179,786 163,503 3,797 167,300 (12,486) ‐6.9%
HUMAN SERVICES 88,588
105,368 94,796 115,822 121,747 121,747 5,925 5.1%
SENIOR CENTER 117,330 117,656 111,262 145,313 155,633 (9,407) 146,226 913 0.6%
TRANSPORTATION 52,600
38,350 47,850 53,500 53,500 53,500 ‐ 0.0%
COMMUNITY SERVICES 4,615 4,745 5,460 5,725 5,725 5,725 ‐ 0.0%
CEMETERY CARE 4,928 4,901 4,900 5,000 5,000 5,000 ‐ 0.0%
COMMISSION ON AGING 401 1,116 30 1,200 1,200 1,200 ‐ 0.0%
TOTAL HEALTH AND HUMAN SERVICES 406,943 414,988 417,175 506,346 506,308 (5,610)
500,698 (5,648) ‐1.1%
11
TOWN OF EAST HAMPTON
TOWN MANAGER PROPOSED
JULY 1, 2021 ‐ JUNE 30, 2022
2021‐2022
2nd Referendum FY 2021 (Revised) to FY 2022
TOWN MANAGER
ACTUAL ACTUAL ACTUAL Revised Budget Department Town Manager PROPOSED Increase Percent
2017‐2018 2018‐2019 2019‐2020 2020‐2021 2021‐2022 Changes 2021‐2022 (Decrease) Change
REGULATORY
PLANNING, ZONING & BUILDING 327,068 333,786 366,171 378,769 392,278 392,278 13,509 3.6%
ECONOMIC DEVELOPMENT 4,229 1,482 1,790 5,302 5,302 5,302 ‐ 0.0%
CONSERVATION AND LAKE COMMISSION 20,477
26,448 39,172 38,742 57,427 57,427 18,685 48.2%
REDEVELOPMENT AGENCY 616 1,253 939 1,462 1,462 1,462 ‐ 0.0%
MIDDLE HADDAM HISTORIC DISTRICT 378 742 471 800 800 800 ‐ 0.0%
TOTAL REGULATORY 352,768 363,711 408,543 425,075 457,269 ‐ 457,269 32,194
7.6%
PUBLIC WORKS
PUBLIC WORK DEPARTMENT 1,344,552 1,388,139 1,391,931 1,477,685 1,501,362 1,501,362
23,677 1.6%
ENGINEERING 49,996
54,012 49,867 40,000 40,000 40,000 ‐ 0.0%
TOWN GARAGE 55,078
61,917 40,110 55,467 52,118 52,118 (3,349) ‐6.0%
TOWNWIDE MOTOR FUEL 133,425 131,669 104,959 100,480 100,450 100,450 (30) 0.0%
ROAD MATERIALS 353,964 347,535 365,922 365,925 370,000 370,000 4,075 1.1%
TRANSFER STATION 162,408 153,563 174,308 184,352 202,655 202,655 18,303 9.9%
SEPTAGE DISPOSAL 2,556 2,628 3,276 3,440 ‐ ‐ (3,440) ‐100.0%
TOTAL PUBLIC WORKS 2,101,979 2,139,463 2,130,373 2,227,349 2,266,585 ‐ 2,266,585 39,236
1.8%
CULTURE AND RECREATION
PARK & RECREATION 377,501 389,963 413,521 420,636 457,078 3,385 460,463 39,827 9.5%
ARTS & CULTURAL COMMISSION 1,466 1,870 651 2,500 2,300 2,300 (200) ‐8.0%
E H COMMUNITY CENTER 159,046 165,769 164,923 164,735 163,877 163,877 (858) ‐0.5%
E HAMPTON PUBLIC LIBRARY 419,752 440,883 433,468 541,811 559,339 559,339 17,528 3.2%
MIDDLE HADDAM LIBRARY 15,000
10,000 5,000 5,000 10,000 (5,000) 5,000 ‐ 0.0%
TOTAL CULTURE AND RECREATION 972,765 1,008,485 1,017,563 1,134,682 1,192,594 (1,615)
1,190,979 56,297
5.0%
TOTAL OPERATING BUDGET (TOWN) 10,439,653 10,551,739 10,735,495 11,635,658 12,168,442 (91,758) 12,076,684 441,026 3.79%
DEBT SERVICE (Includes tax exempt leases) 2,775,513 3,228,384 3,223,384 3,229,776 3,593,524 ‐ 3,593,524 363,748 11.26%
CONTRIBUTIONS TO OTHER FUNDS
TRANSFER TO CAPITAL RESERVE FUND 1,348,000 812,206 1,499,681 416,931 1,285,725 (400,000) 885,725 468,794 112.4%
TRANSFER TO COMP. ABSENCES FUND 37,500
40,000 40,000 42,500 42,500 42,500 ‐ 0.0%
TOTAL CONTRIBUTIONS TO OTHER FUNDS 1,385,500 852,206 1,539,681 459,431 1,328,225 (400,000) 928,225 468,794 102.0%
TOWN GOVERNMENT TOTAL 14,600,666 14,632,329 15,498,560 15,324,865 17,090,191 (491,758) 16,598,433 1,273,568 8.31%
EDUCATION 30,047,971 30,729,252 31,176,193 32,132,300 33,187,395 ‐ 33,187,395 1,055,095 3.28%
TOTAL $ 44,648,637 $ 45,361,581 $ 46,674,753 $ 47,457,165 $ 50,277,586 (491,758) $ 49,785,828 $ 2,328,663 4.91%
12
TOWN OF EAST HAMPTON
JULY 1, 2021 ‐ JUNE 30, 2022
ESTIMATED REVENUES
Actual Actual Budget Budget Increase/ Percent
2018‐2019 2019‐2020 2020‐2021 2021‐2022 (Decrease) Change
FEDERAL GRANTS
FEMA $ 3,031 $ ‐ $ ‐
Miscellaneous 817 2,267 19,368 ‐ (19,368) ‐100.0%
Total 817 5,298 19,368 ‐ (19,368) ‐100.0%
EDUCATION GRANTS ‐ STATE
Education Cost Sharing 7,118,965 7,046,881 6,902,775 6,902,775 ‐ 0.0%
Adult Education 16,775 19,499 19,591 20,074 483 2.5%
Total 7,135,740 7,066,380 6,922,366 6,922,849 483 0.0%
GENERAL OPERATING GRANTS ‐ STATE
State Owned Property 19,217 19,217 19,217 19,217 ‐ 0.0%
Corona Relief (OPM) 5,269
Stabilization Grant 120,397 120,397 120,397 120,397 ‐ 0.0%
Mashantucket Pequot/Mohegan grant 6,742 6,742 6,742 6,742 ‐ 0.0%
Disability Tax Relief 1,427 1,486 1,100 1,100 ‐ 0.0%
Veterans Exemptions 5,361 4,781 4,350 4,350 ‐ 0.0%
Youth & Family Services 15,650 15,718 15,911 15,911 ‐ 0.0%
Town Aid Road 320,960 321,263 321,263 321,450 187 0.1%
Grants for Municipal Projects (OPM) 18,943 18,943 18,943 18,943 ‐ 0.0%
Telephone Access Line Share 20,481 20,012 20,000 20,000 ‐ 0.0%
Miscellaneous 1,027 22,773 ‐ ‐ ‐
Total 530,205 556,601 527,923 528,110 187 0.0%
TOTAL STATE FUNDING 7,665,945 7,622,981 7,450,289 7,450,959 670 0.0%
LICENSES, FEES AND PERMITS
Town Clerk's Office 270,988 275,084 244,550 279,750 35,200 14.4%
Police Department 8,681 6,497 6,000 6,000 ‐ 0.0%
Tax Collecting Department 3,918 1,406 1,000 1,000 ‐ 0.0%
Tax Assessing Department 528 361 600 300 (300) ‐50.0%
Blasting Permits 120 330 100 100 ‐ 0.0%
Animal Control Fees ‐ 5 ‐ ‐ ‐
Building Department 190,697 185,049 168,600 178,600 10,000 5.9%
Zoning Permits 2,835 2,980 2,800 2,800 ‐ 0.0%
Planning/Zoning Commission 8,572 8,612 5,000 7,500 2,500 50.0%
Zoning Board of Appeals 1,600 1,200 1,200 1,200 ‐ 0.0%
Inland Wetlands Commission 3,400 4,560 3,000 3,500 500 16.7%
Public Works Department 350 345 350 350 ‐ 0.0%
Library Fees 4,649 3,445 3,500 1,000 (2,500) ‐71.4%
Middle Haddam Hist. District 250 225 150 150 ‐ 0.0%
CRRA recycle rebate 711 ‐ 500 500
Transfer Station Fees 37,539 46,751 33,050 33,050 ‐ 0.0%
Total 534,127 537,561 469,900 515,800 45,900 9.8%
13
TOWN OF EAST HAMPTON
JULY 1, 2021 ‐ JUNE 30, 2022
ESTIMATED REVENUES
Actual Actual Budget Budget Increase/ Percent
2018‐2019 2019‐2020 2020‐2021 2021‐2022 (Decrease) Change
OTHER REVENUE
New Town Hall rent (BOE) 20,000 21,000 1,000 5.0%
Finance Department 4,515 4,484 50 2,550 2,500 5000.0%
Community Room Rental 150 100 150 150 ‐ 0.0%
Housing Authority (P.I.L.O.T) 22,759 22,206 15,000 17,000 2,000 13.3%
Sears Park Boat Passes 3,311 3,353 3,000 3,000 ‐ 0.0%
Pavilion Rental 1,525 600 700 700 ‐ 0.0%
Library Fines 3,522 1,595 2,500 ‐ (2,500) ‐100.0%
Cell tower rent 32,851 32,851 32,850 32,850 ‐ 0.0%
Insurance reimbursement ‐ 13,253 ‐ ‐ ‐
Sale of equipment ‐ 29,642 ‐ ‐ ‐
Sale of food at Sears Park 1,304 1,823 1,500 1,500 ‐ 0.0%
Social Service donations 650 ‐ ‐ ‐ ‐
Miscellaneous 215 70 ‐ ‐ ‐
Total 70,802 109,977 75,750 78,750 3,000 4.0%
INTEREST INCOME 110,384 96,090 75,000 20,000 (55,000) ‐73.3%
PROPERTY TAX REVENUE ‐ OTHER
Supp. Motor Vehicle 437,226 428,474 375,000 375,000 ‐ 0.0%
Back Taxes 313,337 287,147 275,000 275,000 ‐ 0.0%
Interest on back taxes 258,500 221,140 150,000 150,000 ‐ 0.0%
Lien Fees 2,526 2,296 2,500 2,500 ‐ 0.0%
Total 1,011,589 939,057 802,500 802,500 ‐ 0.0%
TRANSFERS FROM OTHER FUNDS
Capital Reserve Fund & Other Funds 91,084 113,823 ‐ ‐
W.P.C.A. / Jt. Facilities (Interfund Service Charge) 24,995 13,259 26,517 27,315 798 3.0%
Total 116,079 127,082 26,517 27,315 798 3.0%
USE OF FUND BALANCE (Additional Appropriations) ‐ ‐ 738,000 ‐ (738,000) ‐100.0%
CURRENT TAXES 36,129,557 37,364,030 37,799,841 40,890,504 3,090,663 8.2%
TOTAL REVENUES $ 45,639,300 $ 46,802,076 $ 47,457,165 $ 49,785,828 $ 2,328,663 4.91%
14
Object Code Classifications
Department Budget Accounts
The department budget accounts presented this fiscal year have been presented at the object
category level. This level of presentation was done in an effort to provide more transparency to
our citizens.
Object Classification
This classification is used to describe the service or commodity obtained as the result of a
specific expenditure. There are eight major object categories and are further subdivided. The
definitions of the object classes and selected sub‐object categories follow:
Personal Services ‐ Salaries. Amounts paid to both permanent and temporary employees,
including personnel substituting for those in permanent positions. This includes gross salary for
personal services rendered while on the payroll of the town.
5110 Full Time Salaries
5120 Part Time/Seasonal Salaries
5130 Overtime Salaries
5140 Longevity Pay
Personal Services ‐ Employee Benefits. Amounts paid by the town on behalf of employees
(amounts not included in gross salary but in addition to that amount). Such payments are fringe
benefit payments and, although not paid directly to employees, nevertheless is part of the cost
of personal services.
5210 Medical Insurance
5213 Life Insurance
5220 Social Security
5221 Medicare
5230 Pension
5240 Tuition Reimbursement
5250 Unemployment Compensation
5260 Worker's Compensation
15
Professional and Technical Services. Services that by their nature can be performed only by
persons or firms with specialized skills and knowledge. Although a product may or may not
result from the transaction, the primary reason for the purchase is the service provided.
Included are the services of architects, engineers, auditors, dentists, medical doctors, lawyers,
consultants, and accountants
5316 Computer Consulting Services
5319 Meetings/Conferences
5320 Physicals/Medical
5330 Professional/Tech. Services
Purchased Property Services. Services purchased to operate, repair, maintain, and rent
property owned or used by the town. These services are performed by persons other than town
employees. Although a product may or may not result from the transaction, the primary reason
for the purchase is the service provided.
5430 Bldg & Equip Maintenance & Repair
5431 Grounds Maintenance
5435 Refuse Removal
5438 Vehicle Repair/Maintenance
5440 Rental/Contractual
Other Purchased Services. Amounts paid for services rendered by organizations or personnel
not on the payroll of the town (separate from Professional and Technical Services or Property
Services). Although a product may or may not result from the transaction, the primary reason
for the purchase is the service provided.
5520 Property/Liability Insurance
5530 Communications
5540 Newspaper Advertising
5550 Printing/Binding
16
Supplies. Amounts paid for items that are consumed, are worn out, or have deteriorated
through use or items that lose their identity through fabrication or incorporation into different
or more complex units or substances.
5611 Supplies/Materials/Minor Equip
5620 Heating Oil
5622 Electricity
5623 Bottled gas
5627 Motor Fuel
5642 Library Books/Periodicals
Property. Expenditures for acquiring capital assets, including land, existing buildings, existing
infrastructure assets, and equipment.
5741 Machinery
5742 Vehicles
5743 Furniture & fixtures
5744 Computer Equipment
Other. Expenditures or assessments for membership in professional or other organizations or
payments to a paying agent for services rendered. Also included in this category are
contributions and donations
17
TOWN MANAGER
ADMINISTRATION/HUMAN RESOURCES/EMPLOYEE BENEFITS
PROGRAM DESCRIPTION (Administration)
The Town Manager’s Office is organized under the East Hampton Town Charter adopted in 1971,
effective in 1973 and revised in 1987 and 2016. The Charter creates a Council/Manager form of
government for the Town of East Hampton to provide for a professional administrator to manage
and coordinate the day-to-day functions of local government under the direction and control of an
elected legislative, policy-making, body known as the Town Council. The Town Manager’s duties
are delineated under sections 3.1, 3.2, and 3.3 of the East Hampton Town Charter.
The Town Manager, as appointed by the Town Council, serves as Chief Executive and
Administrative Officer of the Town government, and is directly responsible to the Council for
planning, organizing and directing the activities of all municipal operations. The Manager appoints
all staff, oversees all day to day operation and ensures that all laws and ordinances governing
the Town are faithfully enforced. The Manager recommends to the Council such measures or
actions which appear necessary and desirable; the Manager participates in all Council meetings
and deliberations (without a vote); the Manager prepares and submits the annual Town Budget;
and the Manager performs other duties as directed by Council or stated in the Town Charter.
The mission of this office is to implement Town Council policy directives, provide organizational
leadership, coordinate Town departments, and agencies, liaison with community organizations,
and to continue the efforts to instill excellence in Public Service; seek out innovations to improve
organizational efficiency; to make recommendations for funding town programs, departments,
agencies, and initiatives; and to ensure the delivery of quality service to the citizens of the Town
of East Hampton is both responsive and appropriate.
SUCCESSES & ACCOMPLISHMENTS 2020-2021
Oversaw and managed Town-wide response to the COVID-19 pandemic and Civil
Preparedness and Public Health Emergency declared statewide on March 10, 2020 and
locally on March 20, 2020. The Statewide declarations are scheduled to end on April 19,
2021.
Continued coordinated and enhanced communication among Town Departments through
bi-weekly staff meetings and among public health and safety responders more regularly.
Sustained and enhanced public safety through enhancements to East Hampton’s radio
systems.
Continued efforts with the State, surrounding communities, private sector and community
stakeholders to develop plans for new infrastructure including water.
Helped coordinate Lake focused organizations to improve use of resources and
implementation of lake grant and implement in-lake treatment.
Managed Brownfield grants in the continuing effort to bring 1&13 Watrous back online in
order to generate tax revenue from surrounding properties
Continued to work with the Facility Building Committee on the Town Hall/ PD construction
project to complete the project and facilitate the relocation of Town Departments.
GOALS & PRIORITIES FOR 2021-2022
Continue to facilitate the Town’s COVID-19 response.
Implement career development plans and performance evaluations with department
heads to ensure we are meeting staff needs for training and professional development.
18
Work with the State, private sector and community stakeholders to enhance current and
new infrastructure including, primarily, a municipal water system.
Further develop documented Town procedures - Work with departments to develop town
wide procedures.
Coordinate Lake focused organizations to improve use of resources and implementation
of lake improvement projects.
Coordination and enhanced communication and team building between Town
Departments.
Continue to evaluate and support appropriate efforts of regionalization and shared
services in order to provide the most efficient and effective services to the taxpayers of
East Hampton.
Continue smart economic growth to help diversify tax base.
Manage Brownfield grants and develop and implement an RFP process to solicit a private
partner to bring 1&13 Watrous back online in order to generate tax revenue from
surrounding properties.
Continue to monitor State budget process and revenue to ensure a balanced budget.
PROGRAM DESCRIPTION (Human Resources)
The Human Resources department is a part of the Town Manager’s office. It is responsible for
the administration and coordination of personnel, labor relations, and employee benefits. This
department maintains employee records and provides staff support to all town agencies.
The mission of this department is to implement and manage the Town’s human resources
(personnel) program in accordance with adopted personnel policies, the local personnel
ordinance, and applicable state statutes and negotiated labor contracts; to provide for operations
in pension, social security, health insurance and other employee benefits along with employee
counseling, recruitment, orientation and training.
SUCCESSES & ACCOMPLISHMENTS 2021
Continued to evaluate and update existing job descriptions and develop new job
descriptions as necessary.
Continued with staff meetings, employee workshops and training.
Full-time positions filled were Assessor, Young Adult Librarian, Parks Maintainer, Public
Works Maintainer, Assistant Town Clerk, a Police Sergeant (promotion) and two (2) Police
Officers. Part-time positions filled were in the Fire Marshal’s Office, the Library and the
Registrar’s Office, along with Parks and Recreation seasonal positions. (Currently, vacant
positions include the Code and Enforcement Official, Office Technician for the building
department, Senior Center Van Driver, part-time office technician and the Prevention
Coordinator position).
Negotiated Municipal Employees Union Independent (MEUI-Town Supervisors) and East
Hampton Police Union Local, #2407 (AFSCME) bargaining agreements.
Began contract negotiations with National Association of Government Employees (NAGE
(Local R1-216 - Public Works & Clerical and Local R1-319 – WPCA/Joint Facilities).
Held Wellness Committee meetings and activities.
Held Safety Committee meetings.
Resumed payroll processing for a period during the fiscal year.
GOALS & PRIORITIES FOR 2021-2022
Continue improving employee relations (i.e. communications, Health & Wellness
initiatives, training and development and performance reviews).
Continue pursuing interdepartmental coordination.
Review and update, as needed, Town of East Hampton Employee Handbook.
19
Review and update, as needed, the recruitment process.
Conduct an audit of personnel files.
PERFORMANCE MEASURES
QUANTITATIVE FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Actual Actual Actual Estimated Estimated
Council Meetings – Regular 22 18 22 22 22
Council Meetings – Special 5 10 15 11 11
Employee Grievances Filed 1 1 0 1 0
Employee Grievances Settled 1 1 0 1 0
Union Contracts Negotiated 3 1 0 4 0
PERSONNEL
QUANTITATIVE FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Actual Actual Actual Adopted Proposed
Town Manager 1 1 1 1 1
Administrative Secretary 1 1 1 1 1
Personnel Technician 1 1 1 1 1
(Human Resources)
Benefits Clerk .5 .5 .5 .5 .5
TOTAL 3.5 3.5 3.5 3.5 3.5
20
PROGRAM DESCRIPTION (Employee Benefits)
This program provides funding for the various employee benefits. These include health, dental,
vision, prescription, life, an employee assistance program, and unemployment compensation. All
employees contribute to health benefit premiums and pension contributions. There is a defined
contribution plan (401a), and a defined benefit plan. Also offered to employees are voluntary
programs such as accident, and cancer policies through AFLAC and additional life insurance.
SUCCESSES & ACCOMPLISHMENTS 2021
• Smooth transition from United Healthcare to Anthem. (10/1/2020).
• Coordinated online harassment/sexual harassment.
• In coordination with Solution’s, EAP, our employee assistance program provider, held a
workshop on “Stress and COVID”.
• In coordination with Chatham Health, provided a flu shot clinic for employees.
• Employees generously donated Christmas gifts to the residents of a local nursing home.
GOALS & PRIORITIES FOR 2021-2022
• To keep health insurance claims at a controlled level.
• Employee training to reduce workers compensation injuries.
• Review record retention schedule & dispose as necessary.
• Continued research on employee benefit plans.
• Review and amend Emergency Action Plan.
• Conduct fire drills.
• Conduct Employee Health Fair.
PERFORMANCE MEASURES
QUANTITATIVE FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Actual Actual Actual Estimated Estimated
Unemployment claims 2 2 12 17 3
Health insurance plans administered 1 1 1 1 1
Retirements 3 3 2 7 0
21
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
GENERAL GOVERNMENT
2020 2021 2021 2021 2022 $ Change From
01010000 ‐ Town Manager's Department Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5110 Full Time Salaries 276,760 277,169 277,169 186,613 286,080 8,911
5120 Part Time/Seasonal Salaries 11,567 15,000 15,000 8,682 12,000 (3,000)
5130 Over me Salaries ‐ 500 500 ‐ 500 ‐
5140 Longevity Pay 1,300 1,300 1,300 950 1,450 150
SALARIES & WAGES 289,628 293,969 293,969 196,246 300,030 6,061
5220 Social Security 17,802 18,226 18,226 11,601 18,600 374
5221 Medicare 4,178 4,263 4,263 3,105 4,350 87
5290 Other Employee Benefits 29,335 28,200 28,200 25,890 28,725 525
EMPLOYEE BENEFITS 51,315 50,689 50,689 40,596 51,675 986
5319 Mee ngs/Conferences/Training 2,454 4,000 4,000 622 4,000 ‐
5320 Physicals/Medical 661 425 425 1,124 680 255
5330 Professional/Tech. Services ‐ 1,000 1,000 484 1,000 ‐
5340 Other Professional Services 150 0 ‐ ‐ ‐ ‐
PROFESSIONAL SVS. 3,265 5,425 5,425 2,230 5,680 255
5530 Communica ons 309 660 660 291 660 ‐
5540 Newspaper Adver sing 330 1,250 1,250 1,174 1,250 ‐
5550 Prin ng/Binding 350 300 300 ‐ 350 50
5580 Staff Travel ‐ 226 226 ‐ 226 ‐
5590 Other Purchased Services 3,872 4,500 4,500 3,820 4,350 (150)
OTHER PURCH. SVS. 4,861 6,936 6,936 5,285 6,836 (100)
5611 Supplies/Materials/Minor Equip 3,911 5,000 5,000 2,485 5,000 ‐
5642 Books/Periodicals 254 600 600 ‐ 600 ‐
SUPPLIES 4,165 5,600 5,600 2,485 5,600 ‐
5810 Dues and Fees 4,447 3,650 3,650 1,394 3,650 ‐
5890 Other 3,906 0 ‐ 1,473 ‐ ‐
OTHER 8,353 3,650 3,650 2,867 3,650 ‐
Total Town Manager's Department $361,587 366,269 $366,269 $249,709 $373,471 $7,202
% Change From Revised Budget 2.0 %
22
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
GENERAL GOVERNMENT
2020 2021 2021 2021 2022 $ Change From
01020000 ‐ Town Council/Special Programs Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5120 Part Time/Seasonal Salaries 1,174 2,200 2,200 594 2,200 ‐
5130 Over me Salaries 94 0 ‐ ‐ ‐ ‐
SALARIES & WAGES 1,268 2,200 2,200 594 2,200 ‐
5220 Social Security 78 136 136 37 136 ‐
5221 Medicare 18 32 32 9 32 ‐
EMPLOYEE BENEFITS 97 168 168 45 168 ‐
5319 Mee ngs/Conferences/Training 135 0 ‐ ‐ ‐ ‐
5330 Professional/Tech. Services 21,481 2,500 2,500 ‐ 2,500 ‐
PROFESSIONAL SVS. 21,616 2,500 2,500 ‐ 2,500 ‐
5540 Newspaper Adver sing 565 2,000 2,000 250 2,000 ‐
5590 Other Purchased Services 325 0 ‐ ‐ ‐ ‐
OTHER PURCH. SVS. 890 2,000 2,000 250 2,000 ‐
5611 Supplies/Materials/Minor Equip 293 350 350 75 350 ‐
5690 Other Supplies/Materials ‐ 300 300 ‐ 300 ‐
SUPPLIES 293 650 650 75 650 ‐
5810 Dues and Fees 8,008 8,900 25,206 18,459 25,206 ‐
5815 Contribu ons/Dona ons 5,809 24,006 7,700 2,601 7,700 ‐
OTHER 13,817 32,906 32,906 21,060 32,906 ‐
Total Town Council/Special Programs $37,981 40,424 $40,424 $22,025 $40,424 $0
% Change From Revised Budget ‐ %
23
LEGAL DEFENSE & FEES
PROGRAM DESCRIPTION
The Town Attorney and Labor Attorney represent the Town in all litigation either instituted by the
Town or brought against the Town. They provide advice to Town Council, Town Manager,
department heads and boards and commissions. They review and draft contracts, resolutions and
various other documents. They also provide assistance in labor matters, including union contract
negotiations.
PROGRAM OBJECTIVES
• Work with Town Officials to minimize litigation.
• Provide effective legal representation to Town and its Officials.
• Maintain open lines of communication between office and Town officials to assure legal
compliance.
• Effectively utilize Town Attorney services to minimize legal costs
LEGAL EXPENSES
$253,415
$193,241
$193,003
$174,309
$155,521
$154,747
$152,025
$85,000
$82,632
$71,693
$67,289
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
(YTD) BUDGET
24
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
GENERAL GOVERNMENT
2020 2021 2021 2021 2022 $ Change From
01040000 ‐ LEGAL Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5330 Professional/Tech. Services 54,506 40,000 40,000 22,671 40,000 ‐
5331 Labor A orney 26,626 45,000 45,000 44,118 45,000 ‐
PROFESSIONAL SVS. 81,132 85,000 85,000 66,789 85,000 ‐
5893 Claims & Se lements 1,500 0 ‐ 500 ‐ ‐
OTHER 1,500 0 ‐ 500 ‐ ‐
Total LEGAL $82,632 85,000 $85,000 $67,289 $85,000 $0
% Change From Revised Budget ‐ %
25
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
GENERAL GOVERNMENT
2020 2021 2021 2021 2022 $ Change From
01050000 ‐ Town Hall/Annex Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5130 Over me Salaries 155 0 ‐ ‐ ‐ ‐
SALARIES & WAGES 155 0 ‐ ‐ ‐ ‐
5220 Social Security 9 0 ‐ ‐ ‐ ‐
5221 Medicare 2 0 ‐ ‐ ‐ ‐
EMPLOYEE BENEFITS 11 0 ‐ ‐ ‐ ‐
5410 Public U li es 910 0 ‐ ‐ ‐ ‐
5420 Cleaning Services 19,298 0 ‐ ‐ ‐ ‐
5430 Bldg & Equip Maint/Repair 14,155 0 ‐ ‐ ‐ ‐
5434 Fire/Alarm Protec on 1,984 0 ‐ ‐ ‐ ‐
5435 Refuse Removal 3,381 0 ‐ ‐ ‐ ‐
5436 Water & Underground Tank Test. 6,746 0 ‐ ‐ ‐ ‐
5437 Pest Control 1,225 0 ‐ ‐ ‐ ‐
5440 Rental 64,218 0 ‐ ‐ ‐ ‐
PURCH. PROP. SVS. 111,916 0 ‐ ‐ ‐ ‐
5530 Communica ons 27,928 0 ‐ ‐ ‐ ‐
5590 Other Purchased Services 4,879 0 ‐ ‐ ‐ ‐
OTHER PURCH. SVS. 32,807 0 ‐ ‐ ‐ ‐
5611 Supplies/Materials/Minor Equip 7,673 0 ‐ ‐ ‐ ‐
5621 Natural Gas 4,379 0 ‐ ‐ ‐ ‐
5622 Electricity 27,552 0 ‐ ‐ ‐ ‐
5690 Other Supplies/Materials 913 0 ‐ ‐ ‐ ‐
SUPPLIES 40,518 0 ‐ ‐ ‐ ‐
5810 Dues and Fees 244 0 ‐ ‐ ‐ ‐
OTHER 244 0 ‐ ‐ ‐ ‐
Total Town Hall/Annex $185,652 0 $0 $0 $0 $0
% Change From Revised Budget ‐ %
26
Town Hall / Police / Board of Education
1 Community Drive
The Town Hall / Police / Board of Education budget covers the maintenance, repairs,
utilities, communications and other expenses at the newly constructed facility. The
facility is approximately 34,000 sq. ft.
The following departments can be found here:
• Town Manager
• Human Resources
• Tax Assessor
• Tax Collector
• Town Clerk
• Registrar of Voters
• Finance Department
• Information Technology
• Police Department
• Building Department
• Land Use
• Fire Marshal
• Parks & Recreation
• Human Services
• Board of Education
27
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
GENERAL GOVERNMENT
2020 2021 2021 2021 2022 $ Change From
01050130 ‐ New Town Hall/Police/BOE Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5110 Full Time Salaries 19,377 46,551 66,551 31,533 72,500 5,949
5130 Over me Salaries 577 0 ‐ 1,087 2,500 2,500
SALARIES & WAGES 19,953 46,551 66,551 32,620 75,000 8,449
5220 Social Security 1,151 2,886 2,886 1,881 4,650 1,764
5221 Medicare 269 675 675 440 1,085 410
5235 DC Plan Contribu on 998 2,328 2,328 1,559 2,635 307
EMPLOYEE BENEFITS 2,419 5,889 5,889 3,880 8,370 2,481
5410 Public U li es 301 6,600 6,600 5,442 8,325 1,725
5430 Bldg & Equip Maint/Repair ‐ 5,000 5,000 ‐ 13,761 8,761
5434 Fire/Alarm Protec on 480 4,000 4,000 821 1,000 (3,000)
5435 Refuse Removal 201 3,000 3,000 1,711 2,760 (240)
5437 Pest Control ‐ 0 ‐ 100 100 100
5440 Rental ‐ 20,825 20,825 18,492 20,825 ‐
5480 So ware Maintenance Agreement ‐ 4,250 4,250 795 4,250 ‐
PURCH. PROP. SVS. 982 43,675 43,675 27,361 51,021 7,346
5530 Communica ons 5,533 40,980 40,980 39,329 40,860 (120)
5590 Other Purchased Services 25 1,500 1,500 146 1,500 ‐
OTHER PURCH. SVS. 5,558 42,480 42,480 39,475 42,360 (120)
5611 Supplies/Materials/Minor Equip 5,551 5,000 5,000 7,093 8,000 3,000
5615 Uniforms 575 575 575 575 575 ‐
5621 Natural Gas ‐ 18,000 18,000 9,240 18,000 ‐
5622 Electricity 9,290 70,020 70,020 32,456 65,000 (5,020)
5626 Diesel Fuel ‐ 500 500 ‐ 500 ‐
5685 Cleaning & Maint.Supplies 1,034 5,000 5,000 3,649 5,000 ‐
5690 Other Supplies/Materials 125 0 ‐ 1,087 1,000 1,000
SUPPLIES 16,575 99,095 99,095 54,100 98,075 (1,020)
5741 Machinery & Equipment 36,596 0 ‐ ‐ ‐ ‐
PROPERTY & EQUIPMENT 36,596 0 ‐ ‐ ‐ ‐
5810 Dues and Fees 3,450 7,425 7,425 5,804 14,325 6,900
OTHER 3,450 7,425 7,425 5,804 14,325 6,900
Total New Town Hall/Police/BOE $85,533 265,115 $265,115 $163,240 $289,151 $24,036
% Change From Revised Budget 9.1 %
28
FINANCE DEPARTMENT
ADMINISTRATION, TREASURY & ACCOUNTING
PROGRAM DESCRIPTION
The Department of Finance is responsible for management and oversight of the Town’s budget,
purchasing, payroll, accounts receivable and payable, tax collections and assessments, investments
and accounting activities. These responsibilities include:
• Maintaining and monitoring complete financial records for all Town departments,
including the Board of Education.
• Oversee property taxes, sewer assessments, sewer use and miscellaneous revenues.
• Oversee the administration of the assessment of all taxable Town property.
• Investing Town funds.
• Recording and processing payments for Town/Board of Education/Chatham Health
District employees and vendors.
• Administering the Town’s pension plans.
• Preparation of periodic status reports for the Board of Finance and Town Council.
• Completion of the Town’s annual audit and issuance of the Comprehensive Annual
Financial Report at year-end
• Monitoring of debt short and long-term debt
OUR MISSION
To provide timely, accurate and relevant budgetary and financial information to our citizens, customers
and various boards and assure compliance with established accounting standards. To maintain and
control the general ledger, accounts payable and payroll while ensuring accountability and timely and
accurate financial information. The department is committed to enhance services to our customers
through innovative ideas and to think creatively on ways to operate more efficiently.
SUCCESSES & ACCOMPLISHMENTS 2020
• Maintained a “AAA” bond rating from Standard and Poor’s Rating Services.
• Updated the town’s debt affordability model for long term planning and forecasting
• Receive the award for excellence in financial reporting from the Government Finance Officers
Association
• In September 2020 sold $7,810,000 of bonds to finance the new Town Hall and High School
renovation project. Also issued $1,225,000 of bonds to re-finance debt previously issued at a lower
interest rate. The refinancing saved taxpayers more than $145,000.
• Completed the implementation of a content management program for financial data
• Set up Zoom and the Town’s YouTube channel for citizen engagement.
29
GOALS & PRIORITIES FOR 2021-2022
• Upgrade the Town’s financial management system software (MUNIS)
• Increase electronic funds transfers and purchase card payments.
• Continue to develop a user-friendly budget document
• Update the town’s debt affordability model for long term planning and forecasting
• Receive the award for excellence in financial reporting from the Government Finance
Officers Association
• Evaluate capital planning software
PERFORMANCE MEASURES
QUANTITATIVE FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Actual Actual Actual Actual Estimated Estimated
# of Accounts payable checks issued 4,433 3,554 3,588 3,278 3,200 3,100
# of Accounts payable direct deposits 2,202 2,230 2,198 2,017 2,050 2,200
# of Invoices processed 15,429 15,321 14.679 13,052 13,400 13,500
# of Purchase orders issued 1,303 1,565 1,276 1,146 1,150 1,150
PERSONNEL
FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Actual Actual Actual Approved Proposed
Finance Director 1 1 1 1 1
Assistant Finance Director 1 1 1 1 1
Account Clerks 3 3 3 3 3
TOTAL 5 5 5 5 5
30
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
GENERAL GOVERNMENT
2020 2021 2021 2021 2022 $ Change From
01060135 ‐ Finance and Accoun ng Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5110 Full Time Salaries 346,304 364,435 364,435 223,784 371,930 7,495
5120 Part Time/Seasonal Salaries 312 0 ‐ ‐ ‐ ‐
5130 Over me Salaries 1,032 2,100 2,100 1,193 2,100 ‐
5140 Longevity Pay 890 1,200 1,200 60 1,000 (200)
SALARIES & WAGES 348,538 367,735 367,735 225,038 375,030 7,295
5220 Social Security 20,558 22,737 22,737 13,187 23,250 513
5221 Medicare 4,808 5,332 5,332 3,084 5,440 108
5235 DC Plan Contribu on 8,676 9,375 9,375 5,382 9,590 215
EMPLOYEE BENEFITS 34,042 37,444 37,444 21,653 38,280 836
5319 Mee ngs/Conferences/Training 4,228 4,070 4,070 72 3,770 (300)
5330 Professional/Tech. Services 33,051 26,000 26,000 19,436 27,300 1,300
PROFESSIONAL SVS. 37,279 30,070 30,070 19,508 31,070 1,000
5440 Rental 2,573 3,200 3,200 2,481 3,025 (175)
5480 So ware Maintenance Agreement 28,332 28,166 28,166 26,618 29,572 1,406
PURCH. PROP. SVS. 30,905 31,366 31,366 29,099 32,597 1,231
5530 Communica ons 480 480 480 480 480 ‐
5540 Newspaper Adver sing 114 200 200 50 200 ‐
5550 Prin ng/Binding 141 0 ‐ ‐ ‐ ‐
5580 Staff Travel 201 425 425 ‐ 250 (175)
5590 Other Purchased Services 2,959 1,000 1,000 303 1,000 ‐
OTHER PURCH. SVS. 3,895 2,105 2,105 833 1,930 (175)
5611 Supplies/Materials/Minor Equip 10,835 3,900 3,900 4,002 3,900 ‐
5642 Books/Periodicals 50 400 400 59 400 ‐
SUPPLIES 10,885 4,300 4,300 4,061 4,300 ‐
5810 Dues and Fees 1,110 1,105 1,105 590 1,105 ‐
5890 Other 4,416 5,000 5,000 2,007 5,000 ‐
OTHER 5,526 6,105 6,105 2,597 6,105 ‐
Total Finance and Accoun ng $471,071 479,125 $479,125 $302,789 $489,312 $10,187
% Change From Revised Budget 2.1 %
31
OFFICE OF THE COLLECTOR OF REVENUE
PROGRAM DESCRIPTION
The Office of the Collector of Revenue is responsible for the annual billing and collection
of real estate, motor vehicle and personal property taxes; as well as the annual billing
and collection of sewer use fees. The Office initiates all enforcement procedures within
Connecticut General State Statute guidelines in the pursuit of the collection of delinquent
taxes. This includes but is not limited to demand notices, alias tax warrants, intent to
lien notices, tax sales, and bank executions. It is the Office’s mission to make sure that
all taxpayers are treated equally while providing excellent customer service.
SUCCESSES AND ACCOMPLISHMENTS 2020
• Had a successful collection rate of 99.00%
• Worked with taxpayers in a sensitive and private way during the pandemic to help
ensure payments were made
• Sent out extra delinquent mailings to bring in revenue during the pandemic
• Sent out reminder notices for the second installment bringing in revenue earlier than
anticipated
• Sent out MVS bills early in December bringing in revenue earlier than anticipated
• Used Accurint – LexisNexis to locate numerous “bad address” accounts helping
eliminate the amount of returned mail and bring in revenue
GOALS & PRIORITIES FOR 2021/2022
• Work on improving the Collector’s salary, possibly with a transfer of part-time funds
• The IT Department would like to back-up tax files using QDS iCloud
• Work with Finance on implementing debit and credit card payments in the office
• Continue working on taking classes through the Connecticut Conference of
Municipalities to become a Certified Connecticut Municipal Official
• Work on becoming a recertified Collector every five years
PERFORMANCE MEASURES
QUANTITATIVE FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22
2018 Actual 2019 Actual 2020 Actual 2020 Estimated 2021 Estimated
Tax Collection Rate 99.20% 99.20% 99.00% 99.00% 98.50%
Number of Tax Bills 23,222 23,283 23,151 22,948 22,940
Number Sewer Bills 2,711 2,732 2,741 2,739 2,744
PERSONNEL 2018 Actual 2019 Actual 2020 Actual 2021 Actual 2022 Proposed
Full Time 2 2 2 2 2
Part Time 1 1 1 1 Floater 1
32
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
GENERAL GOVERNMENT
2020 2021 2021 2021 2022 $ Change From
01060136 ‐ Collector of Revenue Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5110 Full Time Salaries 112,697 114,779 114,779 76,467 117,237 2,458
5120 Part Time/Seasonal Salaries 3,991 9,000 9,000 3,387 9,000 ‐
5130 Over me Salaries 317 500 500 899 500 ‐
SALARIES & WAGES 117,006 124,279 124,279 80,753 126,737 2,458
5220 Social Security 7,014 7,682 7,682 4,823 7,860 178
5221 Medicare 1,640 1,796 1,796 1,128 1,840 44
5235 DC Plan Contribu on 5,651 5,739 5,739 3,868 5,739 ‐
EMPLOYEE BENEFITS 14,305 15,217 15,217 9,819 15,439 222
5319 Mee ngs/Conferences/Training 1,292 1,200 1,200 45 1,200 ‐
PROFESSIONAL SVS. 1,292 1,200 1,200 45 1,200 ‐
5430 Bldg & Equip Maint/Repair 450 450 450 450 450 ‐
5440 Rental 1,601 1,566 1,566 1,570 1,628 62
5480 So ware Maintenance Agreement 2,179 5,575 5,575 5,475 6,028 453
PURCH. PROP. SVS. 4,230 7,591 7,591 7,495 8,106 515
5540 Newspaper Adver sing 520 800 800 780 800 ‐
5550 Prin ng/Binding 885 950 950 ‐ 950 ‐
5580 Staff Travel 150 1,000 1,000 27 1,000 ‐
5590 Other Purchased Services 19,250 18,562 18,562 9,332 20,424 1,862
OTHER PURCH. SVS. 20,805 21,312 21,312 10,139 23,174 1,862
5611 Supplies/Materials/Minor Equip 3,609 3,500 3,500 2,716 3,500 ‐
SUPPLIES 3,609 3,500 3,500 2,716 3,500 ‐
5810 Dues and Fees 165 250 250 165 250 ‐
OTHER 165 250 250 165 250 ‐
Total Collector of Revenue $161,412 173,349 $173,349 $111,132 $178,406 $5,057
% Change From Revised Budget 2.9 %
33
TOWN OF EAST HAMPTON
Office of the Assessor
1 Community Drive
East Hampton, CT 06424
Phone: 860-267-2510
Fax: 860-267-1027
[email protected]
Office of the Assessor FY 2022
Mission & Description:
The purpose of the Assessor’s Office is to discover, list and value all real estate, business personal
property, and motor vehicles in a uniform, equitable manner, conforming to State and Federal
standards and mandates. This is an annual cycle with an assessment date of October 1. It is the
Assessor’s responsibility to ensure all values are properly and uniformly made and that the grand
list is a true and accurate report of all taxable and tax-exempt property in the municipality.
Assessed values in the State of Connecticut are based on 70% of fair market value.
All Connecticut Towns are required to perform a state mandated revaluation every 5 years. The
Town of East Hampton has conducted a Statistical 2020 Revaluation with Vision Government
Solutions. Assessment information and technical assistance are provided to property owners,
attorneys, appraisers, real estate agents, title searchers, developers, and the Board of Assessment
Appeals on a frequent and regular basis.
Accomplishments:
Vision software was successfully updated to Vision 8.
Utilization and understanding of the Vision 8 software is ongoing with successful results.
Completion of 2020 Statistical Revaluation.
Grand List signed in a timely manner.
OPM reports sent in a timely manner.
Acclamation of the new office environment.
The continuation to organize and address solutions for storing pertinent documents, files, and
grand lists required by Connecticut State Statutes.
All staff members continue to provide outstanding customer service and professionalism as
required in our office as well as successfully adhering to state guidelines due to Covid-19.
Social distancing and the requirement of wearing a mask is currently being conducted.
Goals & Objectives:
Continue to deliver excellent customer service and professionalism while representing the Town of
East Hampton. Many of the tasks include:
• Maintenance of approximately 6200 real estate accounts, 13,370 motor vehicle accounts
and 900 personal property accounts.
• Administering and maintaining tax relief programs for the elderly, disabled, blind, farmers
and veterans.
• Adherence of Local Ordinances relevant to assessment and taxation.
• Administering and maintaining the Renters Rebate program
• Applying the PA490 statute to preserve farm and forest land
• Inspecting all permitted construction
• Updating ownership of real estate upon transfer of title.
• Updating maps on our GIS which contribute to more accurate land records. 34
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
GENERAL GOVERNMENT
2020 2021 2021 2021 2022 $ Change From
01060137 ‐ Assessor Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5110 Full Time Salaries 112,909 127,124 127,124 73,398 129,509 2,385
5120 Part Time/Seasonal Salaries 3,358 6,500 6,500 879 6,500 ‐
5130 Over me Salaries 41 250 250 337 250 ‐
SALARIES & WAGES 116,308 133,874 133,874 74,613 136,259 2,385
5220 Social Security 7,074 8,300 8,300 4,584 8,450 150
5221 Medicare 1,654 1,941 1,941 1,072 1,975 34
5235 DC Plan Contribu on 5,648 6,356 6,356 3,687 6,842 486
EMPLOYEE BENEFITS 14,376 16,597 16,597 9,342 17,267 670
5316 Computer Consul ng Services 3,500 3,625 3,625 ‐ 3,625 ‐
5319 Mee ngs/Conferences/Training 200 1,250 1,250 ‐ 1,295 45
PROFESSIONAL SVS. 3,700 4,875 4,875 ‐ 4,920 45
5440 Rental 1,203 1,276 1,276 1,195 1,232 (44)
5480 So ware Maintenance Agreement 12,606 14,307 14,307 15,803 20,103 5,796
PURCH. PROP. SVS. 13,809 15,583 15,583 16,998 21,335 5,752
5540 Newspaper Adver sing 150 200 200 150 200 ‐
5550 Prin ng/Binding 3,063 3,425 3,425 2,007 3,425 ‐
5580 Staff Travel 184 500 500 29 500 ‐
5590 Other Purchased Services 16,524 12,500 12,500 3,750 12,500 ‐
OTHER PURCH. SVS. 19,921 16,625 16,625 5,936 16,625 ‐
5611 Supplies/Materials/Minor Equip 2,706 1,050 1,050 493 1,050 ‐
5642 Books/Periodicals 570 700 700 ‐ 700 ‐
SUPPLIES 3,276 1,750 1,750 493 1,750 ‐
5810 Dues and Fees 290 415 415 390 415 ‐
OTHER 290 415 415 390 415 ‐
Total Assessor $171,680 189,719 $189,719 $107,772 $198,571 $8,852
% Change From Revised Budget 4.7 %
35
TOWN CLERK
PROGRAM DESCRIPTION
The Town Clerk's office provides a wide variety of services, including the recording, scanning and
maintenance of land records and maps; serving as Registrar of Vital Statistics in the filing of births,
marriages and deaths and the issuance of related certificates; presiding as one of three
permanent election officials in the conduct of elections, primaries and referenda; responsible for
restoration and preservation of permanent records; recording trade names, veterans' discharge
records, liquor permits and notary public commissions; issuance of sports licenses, dog licenses,
and certified copies of public records.
GOALS
To utilize technology to enhance the services we provide to our residents and the public as well
as continue to preserve the history of the town through preservation of historic records.
SUCCESSES & ACCOMPLISHMENTS 2020 Status
Eliminated subscription fees to view land records/maps Completed
online.
Total conversion of existing electronic land records data and Completed
images to a new records management system.
Preservation of historic documents utilizing grants funds. Completed
PROGRAM OBJECTIVES FOR FY 2021-2022
Continue digital conversion of records and expand online services.
Review options for accepting Credit and Debit Cards as a payment option.
Apply for grant funds to continue historic preservation projects.
PERFORMANCE MEASURES
QUANTITATIVE FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Actual Actual Actual Estimated Estimated
# of Land Records 3,382 3,024 2,795 3,072 3,068
# of Sports Licenses 379 726 349 348 450
# of Dog Licenses 1,426 1327 930 1,045 1,182
# of Marriage Licenses 35 35 29 37 34
# of Maps Filed 84 60 31 58 58
PERSONNEL
FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Actual Actual Actual Adopted Proposed
Town Clerk 1 1 1 1 1
Assistant Town Clerk 1 1 1 1 1
Assistant Town Clerk .25 .25 .25 .25 .25
Total 2.25 2.25 2.25 2.25 2.25
36
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
GENERAL GOVERNMENT
2020 2021 2021 2021 2022 $ Change From
01070000 ‐ Town Clerk Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5110 Full Time Salaries 125,492 127,528 127,528 80,643 124,393 (3,135)
5120 Part Time/Seasonal Salaries 5,196 6,000 6,000 6,112 6,000 ‐
5130 Over me Salaries 440 1,000 1,000 597 1,000 ‐
5140 Longevity Pay 650 650 650 ‐ ‐ (650)
SALARIES & WAGES 131,778 135,178 135,178 87,352 131,393 (3,785)
5220 Social Security 8,091 8,381 8,381 5,360 8,150 (231)
5221 Medicare 1,892 1,960 1,960 1,254 1,905 (55)
5235 DC Plan Contribu on 3,702 3,766 3,766 3,094 6,163 2,397
EMPLOYEE BENEFITS 13,686 14,107 14,107 9,708 16,218 2,111
5319 Mee ngs/Conferences/Training 642 920 920 285 745 (175)
5340 Other Professional Services 3,938 4,808 4,808 4,742 6,075 1,267
PROFESSIONAL SVS. 4,581 5,728 5,728 5,027 6,820 1,092
5430 Bldg & Equip Maint/Repair 378 517 517 164 300 (217)
5440 Rental 1,871 1,972 1,972 1,756 1,972 ‐
5480 So ware Maintenance Agreement 15,301 16,823 16,823 16,923 16,923 100
PURCH. PROP. SVS. 17,550 19,312 19,312 18,843 19,195 (117)
5540 Newspaper Adver sing 460 750 750 750 750 ‐
5580 Staff Travel 384 75 75 ‐ 75 ‐
OTHER PURCH. SVS. 844 825 825 750 825 ‐
5611 Supplies/Materials/Minor Equip 3,513 4,050 4,050 6,226 4,100 50
SUPPLIES 3,513 4,050 4,050 6,226 4,100 50
5810 Dues and Fees 623 675 675 505 535 (140)
OTHER 623 675 675 505 535 (140)
Total Town Clerk $172,575 179,875 $179,875 $128,411 $179,086 ($789)
% Change From Revised Budget (0.4%)
37
REGISTRAR OF VOTERS/ADMINISTRATOR OF ELECTIONS
PROGRAM DESCRIPTION
Under the direction of the State of Connecticut’s Secretary of State, the Registrar of Voters
Office in East Hampton must perform all duties in accordance with the Connecticut State
Statutes. The responsibilities of the Office of the Registrar of Voters include, but are not limited
to, the management of all election processing for the town; the maintenance of accurate voters’
registry list; and the preparedness of the election officials and voting equipment.
The Office of the Registrar strives to be non-partisan, unbiased, and fair. It is our continued
practice to treat every person and issue with respect and dignity.
GOALS AND PRIORITIES Fiscal Year 2021-2022
• Completion of Professional Certification Program by new Registrar
• On-going training for current registrar to maintain Certification
• Continue to accurately and safely maintain and store elector records
• Maintain election equipment and prepare machines for all referenda and elections
• Provide East Hampton voters with a positive voting experience that is professional and
welcoming
• Continue to develop a pool of available poll workers and moderators
• Ensure the successful training of poll workers and moderators
• Recruit poll-workers to be trained in the state system to work Election Day Registration
• Conduct the annual canvass of voters
• Perform work on ERIC reports. This is a series of reports that cross-check electors to
ensure elimination of duplicate voter registration, especially across states
• Conduct voter registration sessions at the East Hampton High School, as allowed by the
current pandemic
• Assist both elderly and disabled to obtain “permanent” absentee ballot status
• Supply IVS (Integrated Voting Solutions) and curbside voting services for ill and
handicapped
• Be more pro-active in updating the ROV website with information for voters
As of January 1, 2021 there were 9,315 active voters. This is an increase of 687
(almost 8%) from January 1, 2020, predominantly due to enthusiasm surrounding
the 2020 Presidential election.
PERSONNEL 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022
Actual Actual Actual Actual Approved Proposed
Registrars 2 2 2 2 2 2
Deputy Registrars 2 2 2 2 2 2
Assistant Registrars 2 2 2 2 2 2
TOTAL 6 6 6 6 6 6
38
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
GENERAL GOVERNMENT
2020 2021 2021 2021 2022 $ Change From
01080000 ‐ Registrars/Elec ons Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5120 Part Time/Seasonal Salaries 18,627 23,862 23,862 15,092 24,339 477
SALARIES & WAGES 18,627 23,862 23,862 15,092 24,339 477
5220 Social Security 1,155 1,480 1,480 936 1,510 30
5221 Medicare 270 346 346 219 350 4
EMPLOYEE BENEFITS 1,425 1,826 1,826 1,155 1,860 34
5319 Mee ngs/Conferences/Training 792 1,525 1,525 260 1,525 ‐
PROFESSIONAL SVS. 792 1,525 1,525 260 1,525 ‐
5430 Bldg & Equip Maint/Repair 1,791 2,300 2,300 2,203 2,300 ‐
PURCH. PROP. SVS. 1,791 2,300 2,300 2,203 2,300 ‐
5530 Communica ons 25 100 100 ‐ 100 ‐
5540 Newspaper Adver sing ‐ 60 60 ‐ 60 ‐
5550 Prin ng/Binding 2,290 5,500 5,500 7,630 5,500 ‐
5580 Staff Travel 127 100 100 ‐ 100 ‐
5590 Other Purchased Services 1,910 5,000 5,000 13,535 5,000 ‐
OTHER PURCH. SVS. 4,352 10,760 10,760 21,165 10,760 ‐
5611 Supplies/Materials/Minor Equip 2,126 2,638 2,638 2,057 2,638 ‐
SUPPLIES 2,126 2,638 2,638 2,057 2,638 ‐
5810 Dues and Fees 140 140 140 140 140 ‐
OTHER 140 140 140 140 140 ‐
Total Registrars/Elec ons $29,253 43,051 $43,051 $42,071 $43,562 $511
% Change From Revised Budget 1.2 %
39
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
GENERAL GOVERNMENT
2020 2021 2021 2021 2022 $ Change From
01090000 ‐ General Insurance Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5260 Worker's Compensa on 175,383 202,000 202,000 197,265 208,000 6,000
EMPLOYEE BENEFITS 175,383 202,000 202,000 197,265 208,000 6,000
5330 Professional/Tech. Services 10,000 10,000 10,000 9,000 10,000 ‐
PROFESSIONAL SVS. 10,000 10,000 10,000 9,000 10,000 ‐
5520 Property/Liability Insurance 165,133 160,000 160,000 161,654 180,050 20,050
OTHER PURCH. SVS. 165,133 160,000 160,000 161,654 180,050 20,050
Total General Insurance $350,516 372,000 $372,000 $367,919 $398,050 $26,050
% Change From Revised Budget 7.0 %
40
PROBATE COURT (Region 14)
PROGRAM DESCRIPTION
Effective January 5, 2011, our Probate Court become part of a new regional probate district per
State of Connecticut Public Act 09-1. The regionalized district is comprised of East Hampton,
Portland, Marlborough and East Haddam and is located in Marlborough. The Town of East
Hampton is assessed an annual fee that is based on the net value of real property from the
October grand list.
The primary functions of the Probate Court are as follows:
Preside over matters regarding decedents' estates; trusts; conservators;
Preside over matters regarding guardians of the mentally retarded and related issues
regarding the mentally retarded;
Preside over matters regarding guardians of the person of minor children; termination of
parental rights; adoptions, including adult adoptions; paternity; emancipation of minors;
Preside over matters regarding mental health commitments; drug and alcohol
commitments; name changes; and passport applications.
The Probate Court is located at 9 Austin Dr. Ste 211, Marlborough, CT 06447
41
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
GENERAL GOVERNMENT
2020 2021 2021 2021 2022 $ Change From
01100000 ‐ Probate Court Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5446 Probate District #14 16,732 15,958 15,958 16,859 18,943 2,985
PURCH. PROP. SVS. 16,732 15,958 15,958 16,859 18,943 2,985
Total Probate Court $16,732 15,958 $15,958 $16,859 $18,943 $2,985
% Change From Revised Budget 18.7 %
42
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
GENERAL GOVERNMENT
2020 2021 2021 2021 2022 $ Change From
01110000 ‐ Employee Benefits Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5210 Medical Insurance 1,194,785 1,365,000 1,365,000 987,599 1,400,000 35,000
5213 Life Insurance 4,304 10,000 10,000 3,712 10,000 ‐
5220 Social Security 9,613 1,225 1,225 677 1,000 (225)
5221 Medicare 247 287 287 165 225 (62)
5230 Pension 588,514 658,500 658,500 641,884 730,406 71,906
5235 DC Plan Contribu on 675 600 600 325 600 ‐
5250 Unemployment Compensa on 15,764 2,000 2,000 9,581 2,000 ‐
5265 Heart & Hypertension 25,462 30,600 30,600 2,489 30,600 ‐
5290 Other Employee Benefits 22,221 19,750 19,750 8,875 17,750 (2,000)
EMPLOYEE BENEFITS 1,861,586 2,087,962 2,087,962 1,655,306 2,192,581 104,619
5330 Professional/Tech. Services 4,700 4,700 4,700 3,525 4,700 ‐
PROFESSIONAL SVS. 4,700 4,700 4,700 3,525 4,700 ‐
5611 Supplies/Materials/Minor Equip 781 1,000 1,000 114 1,000 ‐
SUPPLIES 781 1,000 1,000 114 1,000 ‐
Total Employee Benefits $1,867,066 2,093,662 $2,093,662 $1,658,945 $2,198,281 $104,619
% Change From Revised Budget 5.0 %
43
CONTINGENCY
PROGRAM DESCRIPTION
The purpose of this account is to fund unforeseen expenditures that may occur during the year.
There are no expenses charged to the contingency account. Amounts may only be transferred
out of the contingency account after recommendation by the Board of Finance and approval by
the Town Council.
65
60
30
30
20
20
20
20
20
20
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
44
INFORMATION TECHNOLOGY
PROGRAM DESCRIPTION
This program provides funding for Town’s network and backup infrastructure. This program
provides technical support to over 70 users. Department specific software and support will
continue to be charged to the various departments. Costs covered in this program include:
• Computer consulting for server maintenance, PC break/fix, data backup, new computer
installs, internet and e-mail connectivity and wide area network support for 5 locations.
• Annual software subscription for: anti-virus, web filter, data backup, VMware, server
hardware/software, server room ups.
• Replacement parts for network connected devices (cables, network switches, monitors,
hard drives, memory, keyboards, Mice, VPN and firewall products)
• Offsite backup and disaster recovery
SUCCESSES AND ACCOMPLISHMENTS 2020
• 99.9% up-time for email
• Tested disaster recovery server & data recovery from offsite backup
• Respond to critical PC issues within 2Hrs
• Timely review and processing of:
o Munis application software updates (MIU Updates)
o *Sonicwall (Firewall / Web Filter/ VPN) appliance software updates, 4 locations
o Server / firmware updates / MS updates
o Local Area Network switch & Wireless Access Point / firmware updates
o Replaced older generation Backup appliance with new gen appliance with more capacity
o Backup appliance / software updates
• Continually updating PC inventory
• Processed VMWare procedure to reclaim disk space, reducing backup footprint &
duration and amount of disk usage on the SAN(Storage Area Network).
• Installed newest Microsoft Office 2019 for several PCs with much older Microsoft Office
suites, as required by Microsoft Office 365 email platform.
• Investigated Anti-Virus platform
• The following Major accomplishments were achieved regarding the move from the
Old Town Hall, to the New TH facilities in 2020. There was a tremendous amount of
planning, vendor interaction, configuration, testing, time, work and effort involved.
Moved the core server and SAN infrastructure components from the Old Town Hall to
the New Town Hall and to rack / mount these devices in the New Town Hall MDF:
o Re: New Town Hall: Work with vendor(s) to: (Install configure and test new LAN
Switch infrastructure)
o Re: New Town Hall: Work with vendor(s) to: (Install configure and test new
WAP(Wireless Access Points))
o Re: New Town Hall: Work with vendor(s) to: (Install and test new VOIP phone
system) (*Please note: Jeff took the lead on this and seamlessly integrated this
new system)
45
o Patch all PCs and Printers into new LAN Switch infrastructure and test.
o Connect all Town Hall servers and SAN together and into new LAN Switch
infrastructure and test.
o Reconfigure and test internet connectivity and all site to site VPN connections
• Worked with Tyler Technologies to coordinate the upgrade to the TCM (Tyler Content
Management) application on server.
• Performed install of new PCs to replace older inadequate / outdated models and re-
installed, configured and tested all necessary applications.
• Evaluated and purchased increased concurrent licenses for Sonicwall Netextender VPN
remote access for users to work from home, necessary due to outbreak of COVID.
• Purchased laptops, configured and tested for remote access for users to work from
home, necessary due to outbreak of COVID.
GOALS AND PRIORITIES FOR 2021-2022
• 99.9% up-time for email
• Continue to respond to PC issues within 2Hrs
• Timely review and processing of:
o Munis application software updates
o Sonicwall (Firewall / Web Filter/ VPN) appliance software updates, 4 locations
o Antivirus application software upgrades and issues
o VMware software updates / upgrades
o Server / firmware updates / MS updates
o Local Area Network switch / firmware updates
o Backup appliance / software updates
• Investigate and implement: 2FA (two factor authentication) to further secure remote
access, work from home.
• Investigate the possibility of 2FA and or other ways to secure in-house A.D. access:
• Install 2 PCs in the Voter Registrars’ office to achieve segregation between the in-house
LAN and the state of Connecticut.
• Perform install of new PCs to replace older inadequate / outdated models and re-
installed, configured and tested all necessary applications and upgrade of any remaining
PCs with older suites to Microsoft Office 2019.
• Investigate options / offerings for our Sonicwall Firewall platform to achieve greater
network visibility regarding the data traffic breakdown within the Town’s networks.
• As budget permits, build new virtual servers to replace older virtual servers.
o Work with Vendors to re-install and configure applications on new virtual servers,
o Migrate data from old to the new virtual servers,
o Coordinate a cutover window from old to new virtual servers,
o Then configure and test user access to the new virtual servers and respective
applications.
46
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
GENERAL GOVERNMENT
2020 2021 2021 2021 2022 $ Change From
01150000 ‐ Informa on Technology Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5110 Full Time Salaries 59,378 60,475 60,475 44,091 70,000 9,525
SALARIES & WAGES 59,378 60,475 60,475 44,091 70,000 9,525
5220 Social Security 3,488 3,749 3,749 2,598 4,340 591
5221 Medicare 816 876 876 608 1,015 139
5235 DC Plan Contribu on 2,969 3,024 3,024 2,205 3,500 476
EMPLOYEE BENEFITS 7,273 7,649 7,649 5,410 8,855 1,206
5316 Computer Consul ng Services 1,731 0 ‐ ‐ 2,500 2,500
5319 Mee ngs/Conferences/Training ‐ 600 600 ‐ 600 ‐
PROFESSIONAL SVS. 1,731 600 600 ‐ 3,100 2,500
5430 Bldg & Equip Maint/Repair 4,425 9,400 9,400 ‐ 11,350 1,950
5480 So ware Maintenance Agreement 18,070 23,706 23,706 7,172 24,631 925
PURCH. PROP. SVS. 22,495 33,106 33,106 7,172 35,981 2,875
5530 Communica ons 900 900 900 900 900 ‐
5590 Other Purchased Services 15,015 14,346 14,346 4,741 14,715 369
OTHER PURCH. SVS. 15,915 15,246 15,246 5,641 15,615 369
5611 Supplies/Materials/Minor Equip 115 0 ‐ ‐ ‐ ‐
5695 Technology Supplies 12,307 8,900 8,900 1,410 8,900 ‐
SUPPLIES 12,422 8,900 8,900 1,410 8,900 ‐
5810 Dues and Fees 400 1,125 1,125 1,147 1,400 275
OTHER 400 1,125 1,125 1,147 1,400 275
Total Informa on Technology $119,614 127,101 $127,101 $64,871 $143,851 $16,750
% Change From Revised Budget 13.2 %
47
POLICE
PATROL/INVESTIGATION/TRAFFIC SAFETY
MISSION STATEMENT
It is the mission of the East Hampton Police Department to safeguard the lives and property of the
people of East Hampton; to reduce the fear of crime through vigilant prevention efforts while
enhancing public safety, and; to work with and among our community partners to improve the quality
of life for our citizens. We will serve East Hampton with honor and integrity and at all times conduct
ourselves with the highest ethical standards to foster and maintain the trust of our community.
PROGRAM ACCOMPLISHMENTS 2020:
Processed 66 pistol permit applications
Responded to 567 medical emergencies, and provided lifesaving medical care
Responded to 7284 calls for service, crime-related incidents and quality of life issues
Conducted preliminary investigations, collection of evidence and arrested offenders
Worked with neighboring police agencies in solving crime and sharing information
Hired two new officers to fill vacancies created by a retirement and a new position
Continued our goal of providing quality service to the community, even during the pandemic
PROGRAM OBJECTIVES 2021-2022:
Continue our work with school officials to improve school security, and our response to
emergency (All Hazard) plans
Continue our partnership with the Town of Glastonbury for our multi-town dispatch center for
public safety.
Complete the installation of the new public safety radio system for Police/Fire/EMS and Public
Works
Implement a full-time detective position
Continue to Increase our training opportunities for Officers by hosting classes in our new
Police facility
Conduct a week long “Youth Day Camp” for middle school age students to introduce them to
the police profession
Conduct a “Citizens Police Academy” for adults
Equip two police officers with the necessary equipment (tactical vests/gas
masks/uniforms/helmet/cold weather gear/rifles) to join the regional emergency response
team (SWAT) currently made up of officers from Middletown and Portland
48
PROGRAM DESCRIPTION (INVESTIGATIONS)
To conduct thorough and comprehensive criminal and traffic collision investigations that will lead to
identification, arrest and successful prosecution of offenders.
PROGRAM ACCOMPLISHMENTS 2020:
Provided service to the community that ensured professional and thorough follow-up of
reported criminal acts
Conducted a high level of self-initiated criminal investigations
Served search and arrest warrants on complex investigations such as robbery, burglary,
sexual assault, child abuse and neglect, and larceny
PROGRAM OBJECTIVES 2021-2022:
Develop our patrol officers as criminal investigators through education and training classes
held at the new police facility
Work with school officials and Youth and Family Services to combat underage drinking and
vaping
Work with State Liquor Control to combat the sale of alcohol to minors through liquor
compliance checks
PROGRAM DESCRIPTION (TRAFFIC SAFETY)
Traffic Patrol is responsible for the enforcement of state and local traffic laws, traffic investigation and
traffic control within East Hampton. The goal is to reduce traffic accidents and ensure the safe
movement of pedestrian and vehicle traffic throughout the Town.
PROGRAM ACCOMPLISHMENTS 2020:
Speed monitor-placement on town roads for high visibility to assist traffic calming efforts
Provided high-visibility enforcement on roads which were identified as having a high number of
speeding violators
Conducted special enforcement at high accident rate locations
Worked with other Town departments to improve sight line issues on roads to enhance traffic
safety
Collaborated with community members to address neighborhood traffic issues
Used unmarked patrol vehicle for speed and DUI enforcement
Deployed unmarked patrol vehicle to target aggressive and distracted drivers
PROGRAM OBJECTIVES 2021-2022:
Apply for State or Federal grant funded DUI and distracted driving patrols
Use electronic speed monitoring signs to provide feedback to concerned citizens and motorists
Assist Town departments in roadway design and engineering to ensure efficient traffic flow
Schedule additional enforcement patrols during peak “commuter hours” and holidays
Use non-traditional vehicles and or individuals to identify offenders who fail to yield the right of
way to pedestrians in crosswalks
49
PATROL/INVESTIGATION/TRAFFIC SAFETY
PERFORMANCE MEASURES
2019-2020 2020-2021 2021-2022
QUANTITATIVE Actual Estimated Projected
Number of medical calls 567 281 281
Identity Theft 39 21 21
Larceny 128 117 117
Number of M/V Contacts 1,081 1,104 1,104
Number of Alarms 372 302 302
Number of Property Checks 2,563 2,419 2,419
Fingerprint Citizens 232 555 555
Accident Investigations 186 199 199
Fatalities 0 0 0
2019-2020 2020-2021 2021-2022
PERSONNEL Actual Estimated Proposed
Sergeant 4 4 4
Officers 12 13 13
POLICE – CRIME PREVENTION
PROGRAM DESCRIPTION
To educate citizens of East Hampton about crime prevention techniques, to help them protect
themselves and their property, to assist crime victims, enhance community relations and reduce the
number of false alarm calls.
PROGRAM ACCOMPLISHMENTS 2020:
Provided safety presentations at schools, daycares and other town events
Conducted tours of the Police Station for civic organizations and individuals
Strengthened relations between the Police Department and the public
Conducted crime prevention programs through group presentations
PROGRAM OBJECTIVES 2021-2022:
Work with residents and businesses to reduce the incidence of false burglary alarms
Continue to strengthen relationships between the Police Department and the public
Enhance crime prevention programs and conduct security inspections
Coordinate food/toy drives with local Food Bank
50
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
PUBLIC SAFETY
2020 2021 2021 2021 2022 $ Change From
01210211 ‐ Police Administra on Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5110 Full Time Salaries 217,295 221,671 221,671 147,350 225,900 4,229
5130 Over me Salaries 389 0 ‐ ‐ ‐ ‐
5140 Longevity Pay 700 700 700 ‐ 700 ‐
SALARIES & WAGES 218,384 222,371 222,371 147,350 226,600 4,229
5220 Social Security 13,104 13,787 13,787 8,793 14,050 263
5221 Medicare 3,065 3,224 3,224 2,057 3,285 61
5235 DC Plan Contribu on 5,823 5,894 5,894 3,934 6,031 137
5280 Uniform Cleaning Allowance 800 800 800 400 800 ‐
EMPLOYEE BENEFITS 22,791 23,705 23,705 15,184 24,166 461
5319 Mee ngs/Conferences/Training 7,641 12,500 12,500 13,159 12,500 ‐
5320 Physicals/Medical (227) 2,602 2,602 1,182 4,352 1,750
5330 Professional/Tech. Services 2,535 2,000 2,000 2,385 2,000 ‐
PROFESSIONAL SVS. 9,949 17,102 17,102 16,726 18,852 1,750
5430 Bldg & Equip Maint/Repair 2,118 5,150 5,150 719 5,150 ‐
5438 Vehicle Repair/Maintenance 22,127 20,000 20,000 17,753 20,000 ‐
5440 Rental 2,222 2,800 2,800 2,541 2,800 ‐
5480 So ware Maintenance Agreement 20,223 17,950 17,950 12,834 22,600 4,650
PURCH. PROP. SVS. 46,690 45,900 45,900 33,847 50,550 4,650
5530 Communica ons 6,518 6,480 6,480 4,845 6,480 ‐
5540 Newspaper Adver sing 80 0 ‐ ‐ ‐ ‐
5550 Prin ng/Binding ‐ 100 100 ‐ 100 ‐
5590 Other Purchased Services 2,873 3,750 3,750 1,660 2,700 (1,050)
OTHER PURCH. SVS. 9,471 10,330 10,330 6,505 9,280 (1,050)
5611 Supplies/Materials/Minor Equip 15,570 15,000 15,000 10,401 15,000 ‐
5615 Uniforms 469 850 850 114 850 ‐
5690 Other Supplies/Materials 360 350 350 136 350 ‐
SUPPLIES 16,399 16,200 16,200 10,651 16,200 ‐
5810 Dues and Fees 1,715 1,650 1,650 1,340 1,650 ‐
5890 Other 151 100 100 ‐ 100 ‐
OTHER 1,866 1,750 1,750 1,340 1,750 ‐
Total Police Administra on $325,550 337,358 $337,358 $231,603 $347,398 $10,040
% Change From Revised Budget 3.0 %
51
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
PUBLIC SAFETY
2020 2021 2021 2021 2022 $ Change From
01210212 ‐ Regular Patrol Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5110 Full Time Salaries 1,209,505 1,355,838 1,355,838 896,367 1,387,104 31,266
5130 Over me Salaries 207,845 193,800 193,800 143,200 200,000 6,200
5140 Longevity Pay 7,250 7,300 7,300 5,500 6,500 (800)
SALARIES & WAGES 1,424,600 1,556,938 1,556,938 1,045,066 1,593,604 36,666
5220 Social Security 87,250 94,731 94,731 62,544 98,800 4,069
5221 Medicare 20,405 22,154 22,154 14,912 23,090 936
5240 Tui on Reimbursement 3,600 5,650 5,650 2,300 6,250 600
5280 Uniform Cleaning Allowance 12,000 12,800 12,800 6,400 13,600 800
5290 Other Employee Benefits 1,500 1,750 1,750 1,000 ‐ (1,750)
EMPLOYEE BENEFITS 124,755 137,085 137,085 87,156 141,740 4,655
5530 Communica ons 1,044 1,320 1,320 683 1,320 ‐
OTHER PURCH. SVS. 1,044 1,320 1,320 683 1,320 ‐
5615 Uniforms 15,483 19,011 19,011 15,024 22,050 3,039
5690 Other Supplies/Materials 5,476 14,400 14,400 11,055 14,400 ‐
5693 Canine Supplies 3,623 5,000 5,000 3,006 5,000 ‐
SUPPLIES 24,582 38,411 38,411 29,085 41,450 3,039
5741 Machinery & Equipment 5,084 5,000 5,000 ‐ 5,000 ‐
5744 Computer Equipment 8,321 0 ‐ ‐ 3,000 3,000
PROPERTY & EQUIPMENT 13,405 5,000 5,000 ‐ 8,000 3,000
5810 Dues and Fees 2,000 3,800 3,800 ‐ 3,800 ‐
OTHER 2,000 3,800 3,800 ‐ 3,800 ‐
5994 New Staff / Program Requests ‐ 0 ‐ ‐ 12,837 12,837
NEW PROGRAM REQUEST ‐ 0 ‐ ‐ 12,837 12,837
Total Regular Patrol $1,590,388 1,742,554 $1,742,554 $1,161,990 $1,802,751 $60,197
% Change From Revised Budget 3.5 %
52
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
PUBLIC SAFETY
2020 2021 2021 2021 2022 $ Change From
01210213 ‐ Lake Patrol Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5130 Over me Salaries ‐ 1,250 1,250 ‐ 1,250 ‐
SALARIES & WAGES ‐ 1,250 1,250 ‐ 1,250 ‐
5220 Social Security ‐ 78 78 ‐ 78 ‐
5221 Medicare ‐ 18 18 ‐ 18 ‐
EMPLOYEE BENEFITS ‐ 96 96 ‐ 96 ‐
5438 Vehicle Repair/Maintenance 101 377 377 377 750 373
PURCH. PROP. SVS. 101 377 377 377 750 373
Total Lake Patrol $101 1,723 $1,723 $377 $2,096 $373
% Change From Revised Budget 21.6 %
53
ANIMAL CONTROL
PROGRAM DESCRIPTION
To provide humane animal control services which efficiently respond to the needs of the
community. Animal control is responsible for handling calls for service concerning animals and
their welfare and acts as a liaison to animal welfare agencies. Beginning July 1, 2015, the Town
of East Hampton entered into an agreement with the Town of East Haddam to create a Regional
Animal Control Department covering East Haddam and East Hampton.
Some important items in the agreement are as follows:
East Haddam will retain all administrative control of the Regional
Animal Control Department, including, but not limited to, the
budget, dog pound and employees.
The Regional Animal Control Department will be staffed by one
(1) Animal Control Officer and four (4) Assistant Animal Control
Officers.
, The Animal Control Officer and Assistant Animal Control
Officers will be considered employees of East Haddam and be
paid wages by East Haddam.
The Animal Control Officer and Assistant Animal Control
Officers will be responsible for all animal control duties and
responsibilities for both towns twenty-four hours per day/seven
days per week/three hundred sixty five days per year in
accordance with a schedule set forth by East Haddam.
East Haddam and East Hampton will maintain their own
respective vehicles for use by the Animal Control Officer and
Assistant Animal Control Officers. Gasoline, maintenance,
service, repairs and auto insurance shall be the responsibility of
the town that owns the vehicles.
54
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
PUBLIC SAFETY
2020 2021 2021 2021 2022 $ Change From
01210214 ‐ Animal Control Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5438 Vehicle Repair/Maintenance ‐ 500 500 54 500 ‐
5449 East Haddam‐Dog Pound 48,400 49,852 49,852 49,852 51,350 1,498
PURCH. PROP. SVS. 48,400 50,352 50,352 49,906 51,850 1,498
5611 Supplies/Materials/Minor Equip ‐ 50 50 ‐ 50 ‐
SUPPLIES ‐ 50 50 ‐ 50 ‐
Total Animal Control $48,400 50,402 $50,402 $49,906 $51,900 $1,498
% Change From Revised Budget 3.0 %
55
EAST HAMPTON VOLUNTEER FIRE DEPARTMENT
PROGRAM DESCRIPTION
The Department is made up of approximately 70 active volunteer members that include
Firefighters, Fire Police and Junior members. The Department is run by a Chief, a Deputy Chief
and an Assistant Chief. The chiefs are elected by the membership at their annual meeting in
December. The Department is under the administration of a Board of Fire Commissioners
consisting of five volunteer members appointed by the Town Council.
The Department is established to provide emergency service to the people of East Hampton on a
24/7 basis 365 days per year. In order to do this well, the members must spend many hours
training. This is provided formally by taking classes and informally by continual practice. The
members also do much in the way of maintaining the vehicles and equipment used and their
personal gear. Three buildings, fifteen vehicles and all personal gear must be maintained.
GOALS & PRIORITIES FOR 2021-2022
Continue to maintain our readiness to fight fires, save lives and preserve property. We will continue
with the First Responder (R-1) supplement so that the Fire Department can assist the R-1 provider
(the Police Department) at the scene of motor vehicle accidents, and cardiac arrests. We will be
looking to increase the number of EMTs and MRTs to aid in this endeavor. Migration to a cloud
based computer record keeping system late in 2020 in assisting with overall operational efficiency.
The Commissioners, the Chiefs, Officers and the members all work together to make the East
Hampton Volunteer Fire Department the best that it can be.
Performance Measurements
The Department has maintained a membership level of 70 members, with new members replacing
ones leaving, new members are vital for longevity. Retaining membership at this level continues
to be a challenge, as finding dedicated, long-term volunteers in today's world is difficult at best.
Maintaining the equipment, and membership, strictly by a volunteer staff is a formidable task. The
breakdown of calls shows that 25% of our calls are alarms, these include unfounded alarms, CO
alarms (no CO), and unintentional alarms. 25% of the calls were rescues, including MVAs lost
souls, and water rescues. 20% of our calls were hazardous materials involved including gas spills,
propane, CO and other reportable materials. 15% of the total were actual fires that resulted in loss
of property and structural damage. the remainder of the calls were good intent calls or service calls
to help the public in a safe manner.
56
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
PUBLIC SAFETY
2020 2021 2021 2021 2022 $ Change From
01220221 ‐ Firefigh ng Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5120 Part Time/Seasonal Salaries 2,784 7,355 7,355 2,453 7,355 ‐
5180 S pend ‐ 53,750 53,750 51,250 53,750 ‐
SALARIES & WAGES 2,784 61,105 61,105 53,703 61,105 ‐
5220 Social Security 173 3,789 3,789 3,330 3,790 1
5221 Medicare 40 886 886 779 885 (1)
EMPLOYEE BENEFITS 213 4,675 4,675 4,109 4,675 ‐
5316 Computer Consul ng Services ‐ 1,000 1,000 2,000 1,000 ‐
5319 Mee ngs/Conferences/Training 9,183 9,500 9,500 2,570 9,500 ‐
5320 Physicals/Medical 1,273 16,500 16,500 5,354 16,500 ‐
5330 Professional/Tech. Services 13,829 3,000 3,000 9,611 3,000 ‐
5335 Fire Equipment Tes ng 2,391 13,500 13,500 3,271 13,500 ‐
PROFESSIONAL SVS. 26,677 43,500 43,500 22,806 43,500 ‐
5410 Public U li es ‐ 0 ‐ ‐ 495 495
5420 Cleaning Services 7,990 8,000 8,000 5,170 8,000 ‐
5430 Bldg & Equip Maint/Repair 11,989 20,600 20,600 10,566 20,600 ‐
5434 Fire/Alarm Protec on 1,440 815 815 ‐ 815 ‐
5435 Refuse Removal 1,158 1,200 1,200 797 1,200 ‐
5436 Water & Underground Tank Test. 7,845 7,200 7,200 3,894 7,200 ‐
5438 Vehicle Repair/Maintenance 46,239 41,000 41,000 76,948 41,000 ‐
5440 Rental 708 1,000 1,000 ‐ 1,000 ‐
5480 So ware Maintenance Agreement ‐ 1,500 1,500 9,345 6,500 5,000
PURCH. PROP. SVS. 77,370 81,315 81,315 106,719 86,810 5,495
5530 Communica ons 10,744 6,500 6,500 4,770 6,500 ‐
5540 Newspaper Adver sing ‐ 100 100 ‐ 100 ‐
5580 Staff Travel 115 1,000 1,000 ‐ 1,000 ‐
5590 Other Purchased Services 8,316 11,545 11,545 ‐ 11,545 ‐
OTHER PURCH. SVS. 19,175 19,145 19,145 4,770 19,145 ‐
5611 Supplies/Materials/Minor Equip 1,335 2,000 2,000 ‐ 2,000 ‐
5620 Hea ng Oil 3,079 7,840 7,840 1,654 7,840 ‐
5621 Natural Gas 9,847 4,500 4,500 3,348 4,500 ‐
5622 Electricity 12,253 14,470 14,470 6,565 14,470 ‐
5623 Bo led/Compressed Gas 926 1,500 1,500 473 1,500 ‐
5626 Diesel Fuel ‐ 500 500 ‐ 500 ‐
5630 FOOD 1,748 3,500 3,500 1,318 3,500 ‐
5632 Firemen Award Program 19,745 21,000 21,000 ‐ 21,000 ‐
5633 Annual Contribu on 8,500 8,500 8,500 ‐ 8,500 ‐
5642 Books/Periodicals 329 500 500 91 500 ‐
5650 Vehicle Maintenance Supplies 2,511 2,500 2,500 357 2,500 ‐
5652 Coats, Boots & Helmets 4,421 12,365 12,365 3,370 12,365 ‐
5654 Radio & Communica on Supplies ‐ 2,000 2,000 ‐ 2,000 ‐
5655 Building Maintenance Supplies 1,339 1,500 1,500 1,075 1,500 ‐
5657 Hose & Foam 355 6,000 6,000 848 6,000 ‐
5658 Fire Figh ng Supplies 14,629 10,300 10,300 13,908 10,300 ‐
5659 Fire Police Supplies ‐ 2,000 2,000 1,193 2,000 ‐
5690 Other Supplies/Materials 1,290 4,000 4,000 134 4,000 ‐
57
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
PUBLIC SAFETY
2020 2021 2021 2021 2022 $ Change From
01220221 ‐ Firefigh ng Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
SUPPLIES 82,309 104,975 104,975 34,333 104,975 ‐
5735 Technology So ware ‐ 0 ‐ 15,753 ‐ ‐
5741 Machinery & Equipment 5,281 0 ‐ ‐ ‐ ‐
5744 Computer Equipment 3,265 4,000 4,000 ‐ 4,000 ‐
PROPERTY & EQUIPMENT 8,547 4,000 4,000 15,753 4,000 ‐
5810 Dues and Fees 310 600 600 310 600 ‐
5815 Contribu ons/Dona ons 290 500 500 ‐ 500 ‐
5893 Claims & Se lements 1,440 0 ‐ ‐ ‐ ‐
OTHER 2,040 1,100 1,100 310 1,100 ‐
Total Firefigh ng $219,114 319,815 $319,815 $242,503 $325,310 $5,495
% Change From Revised Budget 1.7 %
58
FIRE MARSHAL
EMERGENCY MANAGEMENT DIRECTOR
OPEN BURNING OFFICIAL
EXECUTIVE SUMMARY
The Fire Marshal’s office has responsibilities that are far reaching. Those responsibilities
range from annual inspections to investigation of fires to the review and inspection of
new building projects.
The Fire Marshal’s office has done what it can with the resources it has been allotted.
The staffing levels in Fiscal Year 2021 only allowed for 7% of the required inspections to
be completed. Even with the completion of the town hall, there are several large projects
that will require resources that, without adequate staffing, the end result will be the
same. There are currently 457 required annual inspections, and with the construction
projects currently on the books, this number will increase to an estimated 523 annual
inspections in Fiscal Year 2022. Not included in those numbers are the required re-
inspections due to violations, which previous data suggests 89% of the properties will
require.
As the town of East Hampton continues to grow, more funding is needed to conduct the
work of the Fire Marshal’s office. It is solely the responsibility of the Fire Marshal’s office
to prevent life safety incidents from occurring and annual inspections are a key
component of that work.
Upcoming Goals for 2021-2022
Goals in 2021-2022 are to continue to enforce the rules and regulations set forth by the
state of CT. In order to achieve these required goals, we are proposing an increase in
staff outlined below.
59
PROGRAM DESCRIPTION
The Fire Marshal enforces all applicable Federal, State and Local Fire Codes and
Regulations and performs other duties as set forth in the Connecticut General Statutes
or other legislation enacted by the Town of East Hampton. Duties and responsibilities
include:
• Inspection of all buildings and facilities of public service and all occupancies
regulated by the Connecticut Fire Safety Code, and cause the mitigation of any
conditions not in compliance with the Code
• Investigation of the cause and origin of all fires and explosions
• Enforce regulations relative to hazardous material storage and transportation
• Issue permits for the transportation, storage and use of explosives in compliance
with State Explosive Regulations and inspect job sites where blasting is to occur
• Inspect all flammable and combustible liquid storage tank installations for
compliance with Connecticut Flammable and Combustible Liquids regulations
• Inspect and enforce Connecticut Regulations concerning the storage, use and
transportation of liquefied natural gas and liquefied petroleum gas
• Review and approve construction plans and specifications for proposed buildings
and facilities for compliance with The Connecticut Fire Safety Code and the
Connecticut Fire Prevention Code
• Review and approve plans for new subdivisions to determine if additional fire
protection measures are required
• Inspect tents and portable structures, fireworks displays and special effects, and
sales of consumer sparklers and fountains
• Enforce Department of Environmental Protection Open Burning Regulations
• Provide public fire safety education to the public and coordinate fire safety
programs in conjunction with the volunteer fire department Public Education
Division
• Attend training programs and seminars as required to maintain the Fire Marshal
Certification and to stay abreast of the codes, regulations and new technology
• Prepare documentation required to keep East Hampton eligible for federal
matching funds for the Emergency Management Department
• Provide documentation to the state as needed for eligibility for FEMA assistance
• Activate EOC as requested
• Keep East Hampton’s Emergency Preparedness plan current
• Witness school district lockdown drills and fire drills
60
GOALS & PRIORITIES FOR 2021-2022
• Increase in staffing levels to complete statutory inspection requirements in
response to the CT Supreme Court case Williams v. Housing Authority
(SC19570)
http://jud.ct.gov/external/supapp/Cases/AROcr/CR327/327CR108.pdf. As a result
of the CT Supreme Court case the City of Bridgeport paid out $825,000 to the
claimant. The fire marshal’s office is currently only able to complete 7% of the
mandatory inspections (see CGS 29-305(b)), and the Board of Fire
Commissioners as the appointing authority (CGS29-297(b) has determined that
an increase of staffing is required to meet these obligations
• 100% completion of the required annual inspections of multi-family homes as
they are the most vulnerable population.
• There are several large construction projects that are coming on line in the next
fiscal year. These projects will require the commitment of many hours in order to
get them to completion. Some of the projects include Edgewater Hills new
apartment buildings and mixed-use building, St. Clement’s Castle banquet hall
project, two new gas stations, plus a new veterinarian practice.
• Provide professional, responsive and equitable administration of The Connecticut
Fire Safety Code, Connecticut Fire Prevention Code, and Connecticut General
Statutes
• Provide public fire prevention education
• Provide technical assistance to the public as requested, regarding construction,
smoke detection, fire sprinklers, alarm and other protective systems
• Designate appropriate fire protection measures or enhancements for new
subdivisions
• Reduce the threat of injury, death and property loss to our citizens from fire or
explosion through the performance of life safety inspections.
• Administer emergency response and actions during an emergency
• Enhance our Community Emergency Response Team (CERT) in East Hampton
through training and actively recruiting more volunteers.
61
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
PUBLIC SAFETY
2020 2021 2021 2021 2022 $ Change From
01220223 ‐ FIRE MARSHAL Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5120 Part Time/Seasonal Salaries 50,412 42,904 50,904 31,712 51,922 1,018
SALARIES & WAGES 50,412 42,904 50,904 31,712 51,922 1,018
5220 Social Security 3,163 2,660 3,156 1,985 3,155 (1)
5221 Medicare 740 622 738 464 740 2
5280 Uniform Cleaning Allowance 600 600 600 300 600 ‐
EMPLOYEE BENEFITS 4,502 3,882 4,494 2,749 4,495 1
5319 Mee ngs/Conferences/Training 95 800 800 50 800 ‐
PROFESSIONAL SVS. 95 800 800 50 800 ‐
5438 Vehicle Repair/Maintenance 824 0 ‐ 6,270 1,000 1,000
PURCH. PROP. SVS. 824 0 ‐ 6,270 1,000 1,000
5530 Communica ons 1,656 1,200 1,200 953 1,740 540
5540 Newspaper Adver sing ‐ 0 ‐ 50 ‐ ‐
OTHER PURCH. SVS. 1,656 1,200 1,200 1,003 1,740 540
5611 Supplies/Materials/Minor Equip 224 300 300 606 300 ‐
5615 Uniforms 573 600 600 134 600 ‐
5642 Books/Periodicals 1,819 1,800 1,800 1,664 1,800 ‐
5652 Coats, Boots & Helmets ‐ 0 ‐ ‐ 2,715 2,715
5699 Program expenses 120 100 100 40 100 ‐
SUPPLIES 2,737 2,800 2,800 2,443 5,515 2,715
5810 Dues and Fees 80 300 300 ‐ 300 ‐
OTHER 80 300 300 ‐ 300 ‐
5994 New Staff / Program Requests ‐ 8,612 ‐ ‐ 26,238 26,238
NEW PROGRAM REQUEST ‐ 8,612 ‐ ‐ 26,238 26,238
Total FIRE MARSHAL $60,306 60,498 $60,498 $44,227 $92,010 $31,512
% Change From Revised Budget 52.1 %
62
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
PUBLIC SAFETY
2020 2021 2021 2021 2022 $ Change From
01240000 ‐ Emergency Management Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5120 Part Time/Seasonal Salaries ‐ 0 ‐ 4,138 ‐ ‐
SALARIES & WAGES ‐ 0 ‐ 4,138 ‐ ‐
5220 Social Security ‐ 0 ‐ 257 ‐ ‐
5221 Medicare ‐ 0 ‐ 60 ‐ ‐
EMPLOYEE BENEFITS ‐ 0 ‐ 317 ‐ ‐
5319 Mee ngs/Conferences/Training ‐ 400 400 ‐ 400 ‐
5330 Professional/Tech. Services 1,500 0 ‐ ‐ 2,000 2,000
PROFESSIONAL SVS. 1,500 400 400 ‐ 2,400 2,000
5430 Bldg & Equip Maint/Repair ‐ 500 500 ‐ 535 35
5438 Vehicle Repair/Maintenance ‐ 2,000 2,000 ‐ 2,000 ‐
PURCH. PROP. SVS. ‐ 2,500 2,500 ‐ 2,535 35
5530 Communica ons 2,592 840 840 536 840 ‐
5550 Prin ng/Binding ‐ 100 100 ‐ 100 ‐
5580 Staff Travel ‐ 100 100 ‐ 100 ‐
OTHER PURCH. SVS. 2,592 1,040 1,040 536 1,040 ‐
5611 Supplies/Materials/Minor Equip 1,707 800 800 175 800 ‐
5615 Uniforms ‐ 250 250 298 250 ‐
5690 Other Supplies/Materials ‐ 750 750 498 750 ‐
5699 Program expenses 106 750 750 153 750 ‐
SUPPLIES 1,814 2,550 2,550 1,124 2,550 ‐
5741 Machinery & Equipment ‐ 0 ‐ ‐ 990 990
PROPERTY & EQUIPMENT ‐ 0 ‐ ‐ 990 990
5810 Dues and Fees ‐ 150 150 ‐ 150 ‐
5960 Extraordinary Items 15,127 0 ‐ 8,478 ‐ ‐
OTHER 15,127 150 150 8,478 150 ‐
Total Emergency Management $21,033 6,640 $6,640 $14,593 $9,665 $3,025
% Change From Revised Budget 45.6 %
Highlighted items represent COVID related expenses.
63
TOWN CENTER FIRE SYSTEM
The Town acquired the rights to the water tower property on 3 Walnut Avenue in 2006. The
Town Center Fire System (which included a water tower, fire pump and pond providing fire
protection for the center of town through a hydrant system) is located on this parcel. The
System was not functional and did not meet current codes. The Town received a grant from the
D.E.C.D. to rebuild the System. A new fire pump was installed, the pond was excavated to hold
more water, the tower was demolished, and the exterior of the fire pump building is currently
being improved.
64
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
PUBLIC SAFETY
2020 2021 2021 2021 2022 $ Change From
01220225 ‐ Town Center Fire System Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5430 Bldg & Equip Maint/Repair ‐ 3,000 3,000 ‐ 3,000 ‐
5434 Fire/Alarm Protec on 480 1,450 1,450 ‐ 1,450 ‐
PURCH. PROP. SVS. 480 4,450 4,450 ‐ 4,450 ‐
5530 Communica ons 960 1,000 1,000 573 1,000 ‐
OTHER PURCH. SVS. 960 1,000 1,000 573 1,000 ‐
5622 Electricity 1,801 2,100 2,100 1,217 2,100 ‐
5627 Motor Fuel ‐ 500 500 212 500 ‐
SUPPLIES 1,801 2,600 2,600 1,429 2,600 ‐
Total Town Center Fire System $3,241 8,050 $8,050 $2,002 $8,050 $0
% Change From Revised Budget ‐ %
65
Ambulance
Ambulance services are provided by the East Hampton Volunteer Ambulance Association. The
Ambulance Association leases its facility, located at 4 Middletown Avenue from the Town. The
Town makes an annual contribution to the Ambulance Association and provides building
maintenance support.
The professionally trained and dedicated volunteers of the East Hampton Volunteer Ambulance
Association (EHVAA) have been providing outstanding service for nearly six decades.
The Association provides 24-hour service to the residents and visitors of East Hampton, Haddam
Neck, Middle Haddam and Cobalt. They also provide mutual aid support to the surrounding towns
when needed.
The EHVAA provides standby coverage at many major town events including Old Home Days,
the Haddam Neck Fair, the High School Graduation Ceremony, and the Middle School
Pantherfest.
HISTORY
The East Hampton Volunteer Ambulance Association (EHVAA) has a long and proud history in
our town. East Hampton was originally part of an eight-town association known as the Intercounty
Ambulance Service. In 1953, townspeople felt the town had outgrown a shared service and on
April 24th First Selectman, Milton Nichols, named a committee to investigate the specifics of
creating an emergency medical service. They created the East Hampton Volunteer Ambulance
Association and Frank Popowitcz was named president.
The new service was run by a small group of volunteers known as “First Aiders” who
transported people to Middlesex Memorial Hospital in an old Cadillac! Townspeople became
“members” of the association by paying $5 a year and were guaranteed free transportation to
the hospital.
On August 24, 1961 Assistant Fire Chief, Alfred Royce and Fireman, Hubert Flood, returned
from Lima, Ohio with the first new ambulance for the association. At this time the ambulance
was manned by volunteers from the East Hampton Volunteer Fire Department. Today the
EHVAA has its own certified emergency medical personnel.
Since the days of the old Cadillac, the level of training and service provided by EHVAA has
been greatly enhanced. By-laws were established, a scheduling system was put in place
ensuring 24/7 response, training was increased, and state certifications were required for all
volunteer responders.
A Board of Directors was established to govern the operations of the association. Today, two
state-of-the-art ambulances answer nearly 1,000 calls a year. Two state certified members are
part of each ambulance crew. Each member is provided with a pager and two-way radios are
used for quick and accurate communication.
66
In the late 1980’s the EHVAA significantly enhanced their services by joining forces with the
Middlesex Paramedic Service. The paramedics provide additional quality and timely advanced
medical care to the people of East Hampton.
In 1997 the ambulance corps moved away from the membership program and became an
insurance supported response team – although everyone is still guaranteed treatment and
transportation.
The most recent project was the planning, design and final construction of a new headquarters
made possible by bonding from the town and the general support of citizens during our Capital
Fund Drive. The three-bay facility, located on Rt. 16 is well equipped to serve as a regional
center for emergency personnel in times of disaster, complete with communication capabilities,
dorm rooms, a full kitchen and other stand-by emergency equipment.
The East Hampton Volunteer Ambulance holds firm to its original motto, “Neighbors Helping
Neighbors”.
67
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
PUBLIC SAFETY
2020 2021 2021 2021 2022 $ Change From
01230000 ‐ Ambulance Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5180 S pend ‐ 45,000 45,000 46,250 46,250 1,250
SALARIES & WAGES ‐ 45,000 45,000 46,250 46,250 1,250
5220 Social Security ‐ 2,790 2,790 2,868 2,870 80
5221 Medicare ‐ 653 653 671 670 17
EMPLOYEE BENEFITS ‐ 3,443 3,443 3,538 3,540 97
5430 Bldg & Equip Maint/Repair 1,176 2,000 2,000 ‐ 2,000 ‐
PURCH. PROP. SVS. 1,176 2,000 2,000 ‐ 2,000 ‐
5590 Other Purchased Services 12,930 13,000 13,000 9,641 13,000 ‐
OTHER PURCH. SVS. 12,930 13,000 13,000 9,641 13,000 ‐
Total Ambulance $14,106 63,443 $63,443 $59,429 $64,790 $1,347
% Change From Revised Budget 2.1 %
68
Public Safety Dispatch
Effective July 1, 2016 the Town of East Hampton entered a contract with the Town of Glastonbury
to create a regional dispatch center. This regional service provides emergency communications
and dispatch services for the Town of East Hampton Fire, EMS and Police Department.
CALLS FOR SERVICE
319 332
332 324 391
996 1139 1085 1000
937
7118 7541 7469 7413 7487
2016 2017 2018 2019 2020
Police EMS Fire
69
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
PUBLIC SAFETY
2020 2021 2021 2021 2022 $ Change From
01250000 ‐ Public Safety Dispatch Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5430 Bldg & Equip Maint/Repair ‐ 1,800 1,800 ‐ 1,800 ‐
5440 Rental ‐ 275 275 ‐ 275 ‐
PURCH. PROP. SVS. ‐ 2,075 2,075 ‐ 2,075 ‐
5535 Glastonbury Dispatch Fee 211,397 235,000 235,000 86,457 235,000 ‐
OTHER PURCH. SVS. 211,397 235,000 235,000 86,457 235,000 ‐
5622 Electricity 3,572 3,000 3,000 2,735 3,000 ‐
SUPPLIES 3,572 3,000 3,000 2,735 3,000 ‐
5741 Machinery & Equipment ‐ 0 ‐ 10,953 ‐ ‐
PROPERTY & EQUIPMENT ‐ 0 ‐ 10,953 ‐ ‐
Total Public Safety Dispatch $214,970 240,075 $240,075 $100,145 $240,075 $0
% Change From Revised Budget ‐ %
70
Street Lighting
All street lights in Town are owned and maintained by Eversource Energy. The Town of East
Hampton pays the electric cost to operate over 400 street lights.
Amount
$70,000
$60,000
$50,000
$40,000
$30,000
$20,000
$10,000
$0
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
(Budget) Budget
71
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
PUBLIC SAFETY
2020 2021 2021 2021 2022 $ Change From
01260000 ‐ Street Ligh ng Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5590 Other Purchased Services 683 0 ‐ ‐ ‐ ‐
OTHER PURCH. SVS. 683 0 ‐ ‐ ‐ ‐
5622 Electricity 50,645 51,000 51,000 35,089 51,000 ‐
SUPPLIES 50,645 51,000 51,000 35,089 51,000 ‐
Total Street Ligh ng $51,328 51,000 $51,000 $35,089 $51,000 $0
% Change From Revised Budget ‐ %
72
CHATHAM HEALTH DISTRICT
Program Description
The Chatham Health District through its Board of Health and established By-Laws serves the towns of
Colchester, East Haddam, East Hampton, Hebron, Marlborough, Portland and Colchester. The Health
District provides public health programs in seven target service areas: Public Health Statistics, Health
Education, Nutritional Services, Maternal and Child Health Services, Communicable and Chronic
Disease Control, Environmental Health, Community Nursing, Emergency Medical Services
Planning/Emergency Response Planning. The essential functions of the District are:
Monitor Health of the Community
Diagnose & Investigate Community Health Problems
Inform, Educate and Empower
Mobilize Community Partnerships
Policy Development
Enforce Laws and Regulations
Link People to Health Services
Assure a Competent Workforce
Evaluate Program Quality
Research for New Insights
The Town pays an annual assessment to the Health District based on its population.
$167,300
Annual Assessment
$160,418
$152,877
$142,852
$138,569
$132,602
$121,341
$115,813
$110,407
$107,242
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
73
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
HEALTH AND HUMAN SERVICES
2020 2021 2021 2021 2022 $ Change From
01310000 ‐ Chatham Health District Fee Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5443 Chatham Health District 152,877 160,418 179,786 160,418 167,300 (12,486)
PURCH. PROP. SVS. 152,877 160,418 179,786 160,418 167,300 (12,486)
Total Chatham Health District Fee $152,877 160,418 $179,786 $160,418 $167,300 ($12,486)
% Change From Revised Budget (6.9%)
74
East Hampton Human Services
PROGRAM OVERVIEW
Social Services and Youth and Family Services has one full‐time Director as well as a part‐time case
manager and a part‐time youth/adult peer mentor. In addition, we have five student interns enrolled in
Marriage and Family Programs from Central Connecticut State University and St. Joseph’s University
who provide no‐cost therapeutic services to East Hampton residents.
The department offers critical services to residents and responds to a variety of basic human needs,
including: fuel assistance, food insecurity, housing emergencies, counseling services, and restorative
justice opportunities.
GOAL AND PRIORITIES FOR 2021‐2022
The department will continue to provide these essential services to the community as needed. We
intend to resume in person programs and events, something that we have not been able to do with
COVID. We will continue with our JRB program as cases come in. The department would like to establish
a model for dealing with emergency housing issues. This could include streamlining access to how we
use 211 and shelter contacts. The department would also like to have a list of landlords in town. We
have tried in the past without success; however, it is a major goal going forward to establish some type
of rapport with local landlords so that we can create a list of possible rentals in the area for apartment
seekers. The department would like to see if it is possible to increase the hours of our part‐time case
manager to meet the increased calls coming in for energy assistance, housing needs, medication issues,
and food insecurity. We are finding more callers with spillover needs.
RESPONSE TO HEATING AND HOUSING
As of February 1, 2021, Connecticut Energy Assistance Program has paid out $15,165 in energy
assistance to East Hampton residents. This dollar amount will increase significantly as the program does
not end until mid‐May 2021. Operation Fuel typically allots $2,500 to East Hampton residents, but we
have not used any of these funds. The town’s direct assistance fund paid out $416 for situation that
required immediate attention. Typically, this is not the case, however.
The department was also responsible for relocation assistance in the amount of $4,000 for a family
displaced due to an inhabitable structure.
75
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
HEALTH AND HUMAN SERVICES
2020 2021 2021 2021 2022 $ Change From
01320000 ‐ Human Services Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5110 Full Time Salaries 53,444 68,675 68,675 63,434 70,350 1,675
5120 Part Time/Seasonal Salaries 26,528 21,737 21,737 13,208 21,737 ‐
SALARIES & WAGES 79,972 90,412 90,412 76,642 92,087 1,675
5220 Social Security 4,958 5,606 5,606 4,701 5,710 104
5221 Medicare 1,160 1,311 1,311 1,100 1,335 24
5235 DC Plan Contribu on 2,672 3,370 3,370 2,881 3,518 148
EMPLOYEE BENEFITS 8,790 10,287 10,287 8,682 10,563 276
5319 Mee ngs/Conferences/Training 400 500 500 52 500 ‐
5320 Physicals/Medical 173 173 173 ‐ 173 ‐
PROFESSIONAL SVS. 573 673 673 52 673 ‐
5444 Direct Assistance 2,842 10,000 10,000 873 14,000 4,000
5480 So ware Maintenance Agreement ‐ 350 350 ‐ 324 (26)
PURCH. PROP. SVS. 2,842 10,350 10,350 873 14,324 3,974
5530 Communica ons 478 480 480 442 480 ‐
5540 Newspaper Adver sing 250 400 400 ‐ 400 ‐
5580 Staff Travel ‐ 1,100 1,100 ‐ 1,100 ‐
OTHER PURCH. SVS. 728 1,980 1,980 442 1,980 ‐
5611 Supplies/Materials/Minor Equip 1,201 1,000 1,000 947 1,000 ‐
SUPPLIES 1,201 1,000 1,000 947 1,000 ‐
5810 Dues and Fees 690 1,120 1,120 375 1,120 ‐
OTHER 690 1,120 1,120 375 1,120 ‐
Total Human Services $94,796 115,822 $115,822 $88,012 $121,747 $5,925
% Change From Revised Budget 5.1 %
76
EAST HAMPTON SENIOR CENTER
PROGRAM DESCRIPTION
The primary goal of the Senior Center is to be a clearinghouse for all social service programs designed
for older adults. The Center accomplishes this by providing direct services, entitlement counseling and
assistance, disseminating information, home-bound services and programs, referrals to appropriate
agencies and follow up. The Center also provides an array of services and programs to help older adults
maintain their independence and wellness. These services provide an opportunity for social integration,
health and nutritional education, fitness, outreach, meals, transportation, volunteerism, recreation and
more.
MISSION
The Senior Center is a community focal point where older adults come together for services and activities
that reflect their experience and skill, respond to their diverse needs and interests, enhance their
independence. The Senior Center encourages their involvement in and with the Center and the
community. The Center also serves as a resource for the entire community for information on aging,
support for family caregivers, training for lay leaders and students for development of innovative
approaches to addressing aging issues.
PROGRAM NARRATIVE
The Town of East Hampton has a very active Senior Center. The programs are designed around the
active older adult’s needs. This year, we had to change abruptly and learn new ways to offer programs
and services due to the COVID-19 Pandemic. We stopped all in person group activity; no exercise, yoga,
dance, art, hot meals, puzzles, Mahjongg games, Mexican Train Dominoes, cards, crafting or travelling, in
order to follow the Governor’s Executive order to Stay Home and Stay Safe. We immediately were faced
with the task of how to keep people involved and active in a safe manner. We quickly learned how to
provide some of this programming virtually. By mid- April, the Center was offering many of the programs
listed above virtually. The Senior Center staff spent many hours educating the participants on the key
components of ‘Zooming’. The older adults took to the challenge and jumped at the opportunity to
participate in our virtual programs. Additionally, staff kept a hand on the pulse of those struggling via
phone calls, conference calls, pen pal programs and more. Initially, our phone conversations average 2-5
minutes in length; those calls are on an average of 15-30 minutes in length as the pandemic continues.
People have been nearly a year later, housebound, frustrated and fighting isolation and loneliness
through the winter months.
In 2019/2020 there were 2500 cultural, social, nutritional, fitness/exercise, health clinics and informational
events offered at the Center and virtually. We had 434 individuals participated in these events. We
averaged about 43 people per day participating in group programs. We did redesign our program this
year to provide another array of services virtually. It has been a struggle to create and maintain
consistency with such a variable, volatile environment. Staff first had to be trained on the technological
piece of the new virtual reality. Then we trained the residents on the new programming. At present we
have approximately 230 participating in a variety of programs, virtually and by appointment.
In the present climate, the unpredictability of the Pandemic makes it difficult to predict the future senior
center needs. The needs are based on the older adults needs. Outreach is a critical need, to ensure
people are safe and getting their basic needs met.
Middletown Area Transit- Dial A Ride program has provided the transportation services during the
Pandemic. Due to the safety measures in place the demand has not been as great. MAT did offer free
transportation from March 2020 thru the summer, but is now requesting the $3.50 per ride fare. We are
now faced with re-structuring the East Hampton transportation based on the needs of the community. We
did not hire the part-time driver this year as we were not providing recreational based transportation and
77
MAT seemed to be meeting that need.
The Community Renewal Team (CRT) has provided a Grab and Go meal program during the Pandemic.
We range from 12-20 people receiving this service, approximately 1,680 meals were provided from March
thru January 2021. Prior to the pandemic, CRT served about 1,920 meals at the senior center.
Approximately 2,000 homebound meals were distributed by CRT throughout the year.
STAFFING
PERSONNEL FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Actual Actual Actual Adopted Proposed
FT Senior Center Director35hrs/wk. 1 1 1 1 1
FT Program Assistant35 hrs. /wk. - - - - -
Part-time Assistants 2 2 2 2 3
Part-time Driver 19.5 hrs./wk. 1 1 1 1 1
Part-time driver/scheduler - - - 1 -
Part time Activity Specialists 15hrs/wk. 2 2 2 2 2
Part time Food Site Manager 15hrs/wk. - - - 1 -
SUCCESSES & ACCOMPLISHMENTS 2021
Developed and implemented a virtual program to accommodate the stay safe stay home order
from Gov. Lamont issued in March 2020.
Educated staff and older Adults to the virtual programming.
Collaborated with Community Renewal Team to provide weekly frozen ‘Grab and Go’ meals
replace the congregate meals that were stopped due to the Pandemic.
Developed and implemented safety protocols at the senior center to align with the State Re-
Opening Measures.
Established a Volunteer Shopping program to lower the contact risk for older adults.
Publicized a statewide virtual Holiday Event in December. We had 60 East Hampton residents
participate. This was one of the highest participation levels within the communities in CT.
Implemented a ‘Sparkle Give-A-Away during the Holidays. Over 30 people with gift cards and
prizes that Center School and local businesses contributed.
2 Drive Through Lunch opportunities, one at the Town Hall and the other at a local church. We
gave out 145 meals for both events. The senior center collaborated with local nursing homes and
organizations in town.
Offering a 6-week Live Well program via Chatham Health, via telephone. This program is
designed to help people determine strategies to manage chronic pain.
Applied for and awarded $ 2,500 grant from the State Unit on Aging to assist Senior Centers.
during the Pandemic.
AARP Volunteers offering 2020 Contactless tax assistance to 60 older adults for 4 weeks
Provide Medicare Counselling continually throughout the year, in person and virtually and on the
phone.
Collaborated with Chatham Health District to implement Vaccine Clinic(s) for resident over 65.
Developed and activated an East Hampton Face book page to increase visibility to public.
Provided on-line resource so people can sign-up online for senior center programs.
78
PERFORMANCE MEASURES
QUANTITATIVE FY 2017 FY 2018 FY2019 FY2020 FY 2021 FY 2022
Actual Actual Actual Actual Estimated Estimated
Membership 1,300 1,585 1,200 1,300 1,200 1,200
Meals program 3,764 4,000 1,298 3,600 3,600 3,600
Transportation 4,000 4,000 * *
Annual volunteer hours 520 1,208 1,200 100 200 500
Other programs (participation) 11,304 13,500 12,248 1,193 2,500 5,000
* the monthly stats from MAT are not available, for ridership, at this time.
GOALS & PRIORITIES FOR 2021-2022
1. Promote Older Adults awareness of health, nutrition, financial, social, and recreational
well-being by providing comprehensive services and programs.
2. Increase transportation opportunities to Older Adults in East Hampton with the support of
the Town.
3. Identify outreach opportunities to Older Adults who do not use the Senior Center.
4. Develop staffing structure to allow development of additional recreational, educational
programming/services and increase options.
5. Develop a volunteer program to assist meet Older Adults needs relating to the Covid-19
Pandemic.
79
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
HEALTH AND HUMAN SERVICES
2020 2021 2021 2021 2022 $ Change From
01330000 ‐ Senior Center Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5110 Full Time Salaries 55,932 56,889 56,889 37,851 58,027 1,138
5120 Part Time/Seasonal Salaries 37,735 46,000 67,134 24,706 67,200 66
5140 Longevity Pay 650 650 650 ‐ 650 ‐
SALARIES & WAGES 94,317 103,539 124,673 62,557 125,877 1,204
5220 Social Security 5,650 6,419 7,729 3,761 7,820 91
5221 Medicare 1,321 1,501 1,807 880 1,825 18
EMPLOYEE BENEFITS 6,971 7,920 9,536 4,640 9,645 109
5319 Mee ngs/Conferences/Training 665 300 300 ‐ 300 ‐
5340 Other Professional Services ‐ 0 ‐ 500 ‐ ‐
PROFESSIONAL SVS. 665 300 300 500 300 ‐
5440 Rental 56 160 160 61 160 ‐
5480 So ware Maintenance Agreement 600 700 700 1,200 700 ‐
PURCH. PROP. SVS. 656 860 860 1,261 860 ‐
5530 Communica ons 2,839 2,844 2,844 1,649 2,844 ‐
5540 Newspaper Adver sing ‐ 200 200 ‐ 200 ‐
5580 Staff Travel ‐ 300 300 ‐ 300 ‐
5590 Other Purchased Services 1,540 2,500 2,500 800 2,500 ‐
OTHER PURCH. SVS. 4,379 5,844 5,844 2,449 5,844 ‐
5611 Supplies/Materials/Minor Equip 929 2,000 2,000 2,634 2,000 ‐
5642 Books/Periodicals 400 400 400 ‐ ‐ (400)
5690 Other Supplies/Materials 1,048 1,200 1,200 1,155 1,200 ‐
SUPPLIES 2,377 3,600 3,600 3,789 3,200 (400)
5744 Computer Equipment 1,450 0 ‐ ‐ ‐ ‐
PROPERTY & EQUIPMENT 1,450 0 ‐ ‐ ‐ ‐
5810 Dues and Fees 446 500 500 259 500 ‐
OTHER 446 500 500 259 500 ‐
Total Senior Center $111,262 145,313 $145,313 $75,454 $146,226 $913
% Change From Revised Budget 0.6 %
80
Transportation
Elderly Transportation - Middletown Area Transit Authority (MAT) for East Hampton
Seniors
Whether it's a trip to the doctor, the dentist's office, the Senior Center or door-to-door
transportation for weekly grocery shopping, the Middletown Area Transit Authority and the
Town can help. East Hampton has partnered with the MAT to provide transportation for
Belltown Older Adults and residents with disabilities. This service to the residents costs
$3.50 per ride ($7.00 round trip). The residents call ahead (48 hrs.) to MAT to schedule
their trip. The bus provides door to door service.
Clients are primarily persons over the age of 60 who lack reliable support or access to
alternative sources of transportation. The program is designed to help individuals live
independently for as long as possible.
Annual Contribution
The Town makes an annual contribution to the Middletown Area Transit Authority (MAT)
for fixed route bus services in East Hampton.
81
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
HEALTH AND HUMAN SERVICES
2020 2021 2021 2021 2022 $ Change From
01340000 ‐ Transporta on Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5511 Other Transporta on 33,600 34,000 34,000 34,440 34,000 ‐
OTHER PURCH. SVS. 33,600 34,000 34,000 34,440 34,000 ‐
5633 Annual Contribu on 14,250 19,500 19,500 19,475 19,500 ‐
SUPPLIES 14,250 19,500 19,500 19,475 19,500 ‐
Total Transporta on $47,850 53,500 $53,500 $53,915 $53,500 $0
% Change From Revised Budget ‐ %
82
COMMUNITY SERVICES
Program Description
The Community Services budget is used for the payment of sewer use fees associated with the Town’s
two elderly housing complexes (Bellwood Court and Chatham Acres).
About The Housing Authority
The Housing Authority of the Town of East Hampton provides property management for affordable
apartments for seniors and the disabled. The Authority currently administers a total of 70 assisted
dwelling units (apartments) within the Town of East Hampton. These include the following housing
developments: Chatham Acres with 40 units which opened in 1984 with 4 handicap apartments and
Bellwood Court with 30 units built in 1976 which currently cannot accommodate wheel chair access. The
rate of turnover is approximately 10 apartments per year.
The Authority is not subsidized by the state and depends on its income from rents and any applications
that it submits for grants.
General duties include management of the properties, screening of applicants; maintenance of the
budget; and responsibility for making financial decisions.
The East Hampton Housing Authority is regulated by state statute Title 8, Zoning, Planning, Housing,
Economic and Community Development and Human Resources, Chapter 128 Section 8-40 to 8-44a.
83
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
HEALTH AND HUMAN SERVICES
2020 2021 2021 2021 2022 $ Change From
01350000 ‐ Community Services Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5410 Public U li es 5,460 5,725 5,725 4,950 5,725 ‐
PURCH. PROP. SVS. 5,460 5,725 5,725 4,950 5,725 ‐
Total Community Services $5,460 5,725 $5,725 $4,950 $5,725 $0
% Change From Revised Budget ‐ %
84
CEMETERY CARE
Program Description
The Cemetery Care budget was established in fiscal year 2012-2013. At the request of
the Cemetery Board this budget has been established for the maintenance of the
town’s five cemeteries. In October 2011 the Town purchased 1.25 acres of land on
Young Street for future expansion of the Town’s cemeteries.
Town Cemeteries
• Skinner Street
• Old Young Street
• Seldon on Rt. 151
• Tartia Rd.
• Hog Hill
85
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
HEALTH AND HUMAN SERVICES
2020 2021 2021 2021 2022 $ Change From
01360000 ‐ CEMETERY CARE Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5431 Grounds Maintenance 4,900 5,000 5,000 2,800 5,000 ‐
PURCH. PROP. SVS. 4,900 5,000 5,000 2,800 5,000 ‐
Total CEMETERY CARE $4,900 5,000 $5,000 $2,800 $5,000 $0
% Change From Revised Budget ‐ %
86
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
HEALTH AND HUMAN SERVICES
2020 2021 2021 2021 2022 $ Change From
01370000 ‐ Commission on Aging Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5319 Mee ngs/Conferences/Training ‐ 150 150 ‐ 150 ‐
5330 Professional/Tech. Services ‐ 200 200 ‐ 200 ‐
PROFESSIONAL SVS. ‐ 350 350 ‐ 350 ‐
5530 Communica ons ‐ 100 100 ‐ 100 ‐
5550 Prin ng/Binding ‐ 250 250 ‐ 250 ‐
5580 Staff Travel ‐ 100 100 ‐ 100 ‐
OTHER PURCH. SVS. ‐ 450 450 ‐ 450 ‐
5611 Supplies/Materials/Minor Equip 30 400 400 197 400 ‐
SUPPLIES 30 400 400 197 400 ‐
Total Commission on Aging $30 1,200 $1,200 $197 $1,200 $0
% Change From Revised Budget ‐ %
87
Planning, Zoning & Building
Mission
The Building and Land Use budget represents two separate departments with separate and
distinct local and state regulatory authorities and requirements. The departments are housed
together and as a result realize efficiencies. Communication between the two is paramount to
the success of the development of East Hampton. The two departments work cooperatively with
all departments and agencies in Town including the WPCA, Public Works, Parks and
Recreation, East Hampton Fire Marshal, Police Department, Chatham Health District, Social
Services, and the Assessor in order to ensure that all projects within the Town of East Hampton
are coordinated across all departments and adhere to all local and state laws and regulations.
The departments share a part-time assistant to assist customers at the counter, answer phones,
and input applications.
Building Department: The Building Department currently consists of two full-time employees;
the Building Official and Inspector and the Permit Technician. The primary responsibilities of the
Building Department are to administer, implement and enforce the Connecticut State Building
Code (Residential, Commercial, Electrical, Mechanical, Plumbing, etc.). The department is
charged with the following tasks: Review construction plans for compliance with the Connecticut
State Building Code for all residential, commercial and municipal projects and issue necessary
permits; determine when licensed design professionals are required; review architectural,
structural, mechanical, electrical, plumbing, alarm, sprinkler plans, and ADA handicapped
accessibility; determine what construction inspections and procedures are required; monitor the
project while under construction; collect all final sign offs from the other agencies; perform a
final inspection; and issue Certificates of Occupancy or Approval. The Staff regularly and
routinely works with homeowners who have conducted or inherited work done without permits,
correcting violations and ensuring the properties throughout town are safe for use and reuse.
The Building Department is also charged with the task of enforcing the Blight Ordinance, which
includes inspections and enforcement orders. The Building Official also staffs the Energy Task
Force and Design Review Board.
Land Use Department: The Land Use Department currently consists of two full time staff
employees; the Planning and Zoning Official, and the Zoning Enforcement Technician. Staff
works to provide general planning services to the Town, implement the Plan of Conservation
and Development, and enforce the East Hampton Zoning Regulations, Subdivision Regulations,
Inland Wetland and Watercourses Regulations, and Design Review Guidelines. In addition, the
Land Use Department oversees several boards and commissions including the Planning and
Zoning Commission, the Zoning Board of Appeals, and the Inland Wetlands/Watercourses
Agency. The Department also works closely with the Design Review Board, Economic
Development Commission and the Conservation Lake Commission with Department Staff
attending their meetings as needed. The Department regularly relies upon the expertise of the
Town Clerk’s office for historic filings The Department is also charged with the task of Zoning
Enforcement and Wetlands Enforcement.
Public Trust: The Building and Land Use Departments effectively manage existing and future
development by facilitating the availability of adequate services and facilities, advocating wise
use of resources, promoting an awareness and consideration of cultural resources and
protecting and enhancing the quality of life in the Town of East Hampton. In addition, the
Departments work to maintain and enhance individual property values throughout East
Hampton.
Practices: Staff provides precise, up-to-date and innovative advice and technical expertise; are
“problem solvers” seeking solutions to issues within the framework of regulations; develops a
working environment that strives for excellence and exemplary customer service through
teamwork, and receives continuous training, career advancement and innovation.
People: All members of the public, permit applicants, decision-makers, and co-workers are
treated in a courteous, respectful and professional manner.
88
Major Accomplishments 2019-20
Cross Department Accomplishments
• Continued to expand the use of IPS software; all permit applications, complaints, meetings,
inspections and other department functions are now digitized.
• Continued digitizing records within the department to increase storage capacity of the
department. This includes building plans, subdivisions, and site plans. Digitization allows the
department to protect property values through the permanent retention of documents. This also
allows us to digitally share information with police, fire and EMS services in order to protect the
first responders and homeowners. Changes in property values are shared in real time with the
Assessor’s office in order to maintain the Grand List.
• Updated forms and information packets to better inform customers and provide for a better
customer service experience.
• Staff attended many training opportunities in order to stay informed of latest trends and best
practices.
• Worked cooperatively with developers on major projects in town including but not limited to;
Edgewater Hill, Salmon Run Estates, Skyline Estates, St. Clements Marina, T&O Enterprises,
Belltown Recycling, and others.
• Completed the move to the new Town Hall Facility and improved front counter operations to
enhance customer service.
• Continued to hold meetings with members of the public regarding applications, concerns and
other land use issues.
• The department has continued to complete timely zoning, wetland, and building inspections,
permit applications, and site plan reviews.
• Staff coordinates and staffs the IWWA, P&Z, ZBA, DRB, ETF, SBC, and CLC. Overseeing all of
these commissions allows the department to have a full picture of development and trends in
East Hampton.
• Continued uninterrupted service during the unprecedented realties of the COVID 19 Pandemic,
including field inspections, virtual meetings, and plan reviews, even during a complete closure of
the Town Hall facility for three months.
Building Department Major Accomplishments
• Building Official regularly conducts meetings with developers and builders in an effort to educate
them of the latest code requirements in an effort to avoid delays.
• The new code requires additional information at time of inspection which results in more review
time on each plan and more compliance inspections than before.
• Continued use of an inspection reminder program that sends directly to contractors and
homeowners.
• Reviews of all building plans to ensure compliance with the CT State Building Code.
• Attended continuing education opportunities in order to stay informed and maintain certification.
• Continues to operate as efficiently as possible, especially during the COVID 19 pandemic, which
has caused a 50% increase in permit numbers.
Land Use Department Major Accomplishments
• Worked cooperatively with Regional towns through RiverCOG.
• Continued work with all commissions to ensure adherence to all state and local regulations and
laws.
• Continued to review Zoning Regulations for required or suggested updates, including better
protection of Lake Pocotopaug and more housing options for residents.
• Completed and implemented new Lake Pocotopaug Watershed Zoning regulations.
• Updated data for upcoming 2020 census.
• Coordination of future use and environmental assessments of 1 Watrous Street.
• Attended continuing education opportunities in order to stay informed and maintain certification.
89
Department Goals for 2021-2022
The East Hampton Building, Planning, and Zoning Department will continue to strive for
excellence in its field. The department will continue to issue permits on a timely basis and track
all permits utilizing permitting software already in use by the department.
• Continue to provide all the required inspection and permitting services to ensure public safety and
quality construction standards throughout town.
• Continue to provide services in a friendly, courteous, and professional environment.
• Enforce the Building and Zoning Fee Structures to ensure that the department is adequately
offsetting costs.
• The department will continue to properly control development through Zoning, Subdivision,
Wetlands Regulations, blight enforcement, zoning enforcement, as well as adherence to State
Building Code.
• Continue to strengthen and enhance coordination and communication across all regulatory
boards and commission to ensure cohesive and sound development throughout East Hampton.
• The department will work to strengthen regulations and ordinances in order to protect and
improve property values throughout town.
• The department will work to protect our environmental resources consistent with existing
regulations and state statutes.
• The department will continue to emphasize the importance of communications between and with
all departments. Regular meetings with other department heads will be a priority.
• Continue professional development of full time staff through use of conferences, trainings and
other educational opportunities.
• Provide appropriate and professional administrative support for all programs within the
department.
• Seek out appropriate grant opportunities in order to enhance the Town of East Hampton.
• Work with the WPCA and other boards and agencies to solve water issues throughout Town.
• Continue to strengthen communication across departments throughout Town.
• Implement the new Building Code set to take effect in October 2021.
• Begin the process of digitizing all building records to better serve the community and protect the
documentation in perpetuity.
Performance Measures
Building Department:
FY 2021
FY 2018 FY 2019 FY 2020 FY 2022
QUANTITATIVE (Through
Actual Actual Actual Estimate
1/31/20)
# of Permit Applications Received 1049 1191 1082 809 1200
# of Permits Issued 1105 1077 995 794 1200
# of Inspections Performed by PZB Department 2156 2485 2587 1863 2400
# Cert. of Approval *** 426 315 152 253 500
# of Certificates of Occupancy Issued* 20 11 21 14 30
# of Building Complaints 8 9 8 18 15
# of Blight Complaints 4 1 0 1 1
# of Freedom of Information Requests &
3 1 0 0 1
Investigations
FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
PERSONNEL/STAFFING
Actual Actual Actual Actual Proposed
Full-time 2 2 2 2 2
Part-time 0.25 0.25 .5 .25 .25
90
Land Use Department
FY 2021
FY 2018 FY 2019 FY 2020 FY 2022
QUANTITATIVE (Through
Actual Actual Actual Estimate
1/31/20)
# of Zoning Approval Applications Received 188 216 224 186 250
# of Zoning Approvals Issued 176 204 213 184 250
# of Approval Inspections Performed**** 145 217 117 68 225
# Cert. of Zoning Compliance 95 99 48 86 100
# of Land-Use Applications Reviewed** 60 53 60 38 60
# of Variance Applications 12 16 13 12 15
# of Appeals Heard 0 0 1 0 1
# of Zoning / Land Use Complaints 30 35 24 13 30
# of Freedom of Information Requests &
3 1 0 0 1
Investigations
FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
PERSONNEL/STAFFING
Actual Actual Actual Actual Proposed
Full-time 2 2 2 2 2
Part-time 0.25 0.25 0.12 .25 .25
Notes:
* As of the 2017 Fiscal Year, COs are being issued only to projects which require those certificates.
All other projects are issued Certificates of Approval.
** As of the 2017 Fiscal Year, the manner in which these measures are quantified has changed.
The prior practice was to count any meeting in which an application was reviewed.
*** The newest code requires that all new habitable structures or use changes receive a Certificate of
Occupancy, all other work requires a Certificate of Approval.
**** This number does not include inspections relating to zoning complaints and violations, routine site
inspections for large projects, or wetland violations. This is strictly tied to zoning approvals given.
91
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
REGULATORY AND DEVELOPMENT
2020 2021 2021 2021 2022 $ Change From
01410000 ‐ Building, Planning & Zoning Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5110 Full Time Salaries 269,240 278,797 278,797 189,723 282,303 3,506
5120 Part Time/Seasonal Salaries 20,425 15,000 15,000 35,109 15,500 500
5130 Over me Salaries 9,911 8,000 8,000 4,687 5,000 (3,000)
SALARIES & WAGES 299,576 301,797 301,797 229,519 302,803 1,006
5220 Social Security 17,899 18,711 18,711 13,776 18,775 64
5221 Medicare 4,186 4,376 4,376 3,240 4,390 14
5235 DC Plan Contribu on 2,360 2,557 2,557 1,565 9,457 6,900
EMPLOYEE BENEFITS 24,445 25,644 25,644 18,581 32,622 6,978
5316 Computer Consul ng Services 800 3,000 3,000 154 3,000 ‐
5319 Mee ngs/Conferences/Training 2,474 3,400 3,400 165 2,000 (1,400)
PROFESSIONAL SVS. 3,274 6,400 6,400 319 5,000 (1,400)
5430 Bldg & Equip Maint/Repair ‐ 0 ‐ 525 ‐ ‐
5438 Vehicle Repair/Maintenance 1,220 1,000 1,000 2,228 2,000 1,000
5440 Rental 5,147 5,742 5,742 4,125 5,345 (397)
5480 So ware Maintenance Agreement 6,617 4,638 4,638 5,068 5,010 372
5490 Other Purchased Prop Services ‐ 20,000 20,000 ‐ 20,000 ‐
PURCH. PROP. SVS. 12,983 31,380 31,380 11,946 32,355 975
5530 Communica ons 1,684 1,968 1,968 1,392 1,968 ‐
5540 Newspaper Adver sing 2,003 3,000 3,000 2,302 3,000 ‐
5580 Staff Travel 4 1,000 1,000 ‐ 250 (750)
5590 Other Purchased Services ‐ 0 ‐ ‐ 7,000 7,000
OTHER PURCH. SVS. 3,691 5,968 5,968 3,694 12,218 6,250
5611 Supplies/Materials/Minor Equip 3,088 3,000 3,000 5,444 3,000 ‐
5642 Books/Periodicals 1,423 3,000 3,000 985 1,500 (1,500)
SUPPLIES 4,511 6,000 6,000 6,429 4,500 (1,500)
5744 Computer Equipment ‐ 0 ‐ ‐ 1,200 1,200
PROPERTY & EQUIPMENT ‐ 0 ‐ ‐ 1,200 1,200
5810 Dues and Fees 17,691 1,580 1,580 1,069 1,580 ‐
OTHER 17,691 1,580 1,580 1,069 1,580 ‐
Total Building, Planning & Zoning $366,171 378,769 $378,769 $271,557 $392,278 $13,509
% Change From Revised Budget 3.6 %
92
ECONOMIC DEVELOPMENT COMMISSION
PROGRAM DESCRIPTION
The Economic Development Commission mission is as follows: “To successfully attract new
business, retain established business, and improve the quality of life of East Hampton residents,
visitors, and tourists.” The EDC works closely with other Boards, Commissions, and the Town
Council to promote economic development that is consistent with our Plan of Conservation and
Development. The commission makes advisory recommendations to improve the Town’s
economic condition and development. This last year the EDC underwent an extensive strategic
planning process further fleshing out priorities for the upcoming year.
GOALS & PRIORITIES FOR 2021-2022
• Continue to develop appropriate marketing and communication materials,
completely revise and enhance EDC web page and increase social media
presence
• Remain engaged with appropriate EDC organizations such as the Middlesex
Chamber, MCRC, DECD, CERC etc.
Invite Speakers and the public to monthly meeting
• Collaborate and form relationships with other organizations in town, such as:
EHSC- East Hampton Soccer Club
East Hampton HAWKS football and cheer
East Hampton Parks and Rec.
The Lions
The Rotary
• Launch and support business retention efforts
Welcome New Business announcement banner
Business of the Month banner
• Support efforts that will bring water to the village center and greater East
Hampton
• Support business development efforts throughout the greater East Hampton
community
Initiate a bi-yearly business networking event
• First successful event held at Bevin House in Fall of 2017
Initiate a yearly ‘Belltown Family and Business’ Event (First Successful
event held April 28th, 2018)
Look at collaborating with downtown business district to join the large
yearly event formerly known as the ‘Strawberry Fest’
93
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
REGULATORY AND DEVELOPMENT
2020 2021 2021 2021 2022 $ Change From
01420000 ‐ Econ. Development Commission Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5120 Part Time/Seasonal Salaries 469 1,000 1,000 350 1,000 ‐
SALARIES & WAGES 469 1,000 1,000 350 1,000 ‐
5220 Social Security 29 62 62 22 62 ‐
5221 Medicare 7 15 15 5 15 ‐
EMPLOYEE BENEFITS 36 77 77 27 77 ‐
5319 Mee ngs/Conferences/Training ‐ 200 200 ‐ 200 ‐
PROFESSIONAL SVS. ‐ 200 200 ‐ 200 ‐
5540 Newspaper Adver sing 500 1,500 1,500 125 1,500 ‐
5550 Prin ng/Binding ‐ 400 400 ‐ 400 ‐
5580 Staff Travel ‐ 75 75 ‐ 75 ‐
OTHER PURCH. SVS. 500 1,975 1,975 125 1,975 ‐
5611 Supplies/Materials/Minor Equip ‐ 600 600 275 600 ‐
SUPPLIES ‐ 600 600 275 600 ‐
5810 Dues and Fees 785 1,450 1,450 785 1,450 ‐
OTHER 785 1,450 1,450 785 1,450 ‐
Total Econ. Development Commission $1,790 5,302 $5,302 $1,561 $5,302 $0
% Change From Revised Budget ‐ %
94
CONSERVATION-LAKE POCOTOPAUG COMMISSION
PROGRAM DESCRIPTION
The Commission is responsible to develop, conserve, supervise and regulate natural resources
and the Lake Pocotopaug Watershed. It reviews problems of water pollution and water supply;
adopts good land use and soil conservation practices; works with the Parks and Recreation
Department in planning for present and future park and recreation needs; urges use of open
spaces, marshland and flood plain for wildlife development and sanctuary and act as coordinating
agency for the Town on conservation and lake matters. The Commission also evaluates and
monitors the environmental needs and biological conditions of Lake Pocotopaug, the Salmon
River, the Connecticut River and other streams and tributaries of same within the Town.
ACCOMPLISHMENTS FOR 2019 – 2020
• State grant funding for Lake Pocotopaug was awarded in the amount of $236,700
• This funding allowed the town to complete 15 Low Impact Development projects at 9
different location, the locations are as follows: Sears Park, Skyline, Seven Hills, Mott Hill,
Clark Hill, Sears Place, Hawthorne, Wangonk North Beach and Wangonk South Beach.
• Helped facilitate the installment of the lake Aeration System to help reduce Algae Blooms
in Lake Pocotopaug.
• Incorporated a knowledge-based program to help homeowners who live in the watershed
establish an understanding of safe practices to help protect against nutrient loading into
Lake Pocotopaug. This program called “Lake Smart” has already awarded 6 plaques to
residents around the lake that are displayed on their property for others to see.
GOALS & PRIORITIES FOR 2021 - 2022
• To continue seeking open space parcels to purchase with grants and/or receive as gifts
in the Town of East Hampton
• To promote and encourage conservation and lake educational activities in Town and
conduct several conservation/lake health educational days, including Lake Pocotopaug
Watershed Cleanup Day
• Continue making residents more aware of the natural resources, wildlife, open space
and conservation opportunities that are available in East Hampton
• Work with local hiking group, land trusts and school groups to improve trails/passive
recreational opportunities on East Hampton owned conservation lands
• Continue seeking out projects involving the prioritized management actions cited in
Table 9-1 of the Lake Loading Response report for Lake Pocotopaug to improve lake
health and reduce nutrient loading
• Continue working with CT DEP to seek out additional grants and opportunities to
improve Lake Pocotopaug Watershed health
• Continue to work with CT DEP and Lake Limnologist to improve LID procedures from the
Lake Pocotopaug 9-Elements Watershed Based Plan.
• Continue working with EverBlue Lakes to incorporate their Bio Blast treatment and
manage their Aeration system to help with Algae Blooms during the summer months.
95
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
REGULATORY AND DEVELOPMENT
2020 2021 2021 2021 2022 $ Change From
01430000 ‐ Conserva on & Lake Commission Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5120 Part Time/Seasonal Salaries 664 1,000 1,000 402 1,000 ‐
SALARIES & WAGES 664 1,000 1,000 402 1,000 ‐
5220 Social Security 41 62 62 25 62 ‐
5221 Medicare 10 15 15 6 15 ‐
EMPLOYEE BENEFITS 51 77 77 31 77 ‐
5330 Professional/Tech. Services 34,341 32,715 32,715 16,348 35,300 2,585
PROFESSIONAL SVS. 34,341 32,715 32,715 16,348 35,300 2,585
5435 Refuse Removal ‐ 540 540 ‐ 540 ‐
PURCH. PROP. SVS. ‐ 540 540 ‐ 540 ‐
5540 Newspaper Adver sing 809 900 900 ‐ 900 ‐
5590 Other Purchased Services 3,007 0 ‐ ‐ ‐ ‐
OTHER PURCH. SVS. 3,816 900 900 ‐ 900 ‐
5611 Supplies/Materials/Minor Equip ‐ 1,800 1,800 1,000 1,800 ‐
5622 Electricity ‐ 0 ‐ 5,053 16,100 16,100
5690 Other Supplies/Materials ‐ 1,710 1,710 ‐ 1,710 ‐
SUPPLIES ‐ 3,510 3,510 6,053 19,610 16,100
5810 Dues and Fees 300 0 ‐ ‐ ‐ ‐
OTHER 300 0 ‐ ‐ ‐ ‐
Total Conserva on & Lake Commissio $39,172 38,742 $38,742 $22,834 $57,427 $18,685
% Change From Revised Budget 48.2 %
96
Brownfields Redevelopment Agency
The Redevelopment Agency was created by the Town in accordance with the Connecticut
General Statutes Section 8-126, as amended, and said agency shall be known as the “East
Hampton Redevelopment Agency.” The Agency shall have any and all rights, powers, duties
and obligations now or hereafter provided for redevelopment agencies by the Connecticut
General Statutes.
In 2009 the Redevelopment Agency was merged with the Brownfields Commission and the new
name of the Agency became the “East Hampton Brownfields Redevelopment Agency.”
There are several Brownfields, or potentially environmentally impaired, properties identified
within the Village Center, each in various stages of investigation and remediation, which are
targeted for redevelopment and that this agency is working on. The Town was awarded federal
EPA Brownfield Assessment and Cleanup Grants in 2003, 2006, 2007 and 2010, and a state
STEAP grant in 2014.
The agency has administered these grants to successfully complete a number of projects to
investigate, remediate and improve properties within the Village Center. One property was
remediated and redeveloped through a grant administered by the Agency, and is now used as a
municipal parking lot located adjacent to the Town Library and Senior Center. Soil and
groundwater investigation and the removal of a structurally unsound water tower on another
property took place within the Village Center. An update of the initial Brownfield Inventory has
been completed and an evaluation of groundwater was conducted throughout the Village
Center. Several investigations were conducted on a property which is an arts and theatre
organization for community children and teenagers.
A great deal of this Agency’s work has been federally funded. In the coming year, the Agency
will continue to assist in administering previous state funding and seeking new funding for the
investigation and remediation, including soil remediation at one tor more targeted site(s). This
property was the subject of previous investigations and remediation funded by federal grants.
The agency shall be composed of seven electors resident in the Town, appointed by the Town
Council.
97
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
REGULATORY AND DEVELOPMENT
2020 2021 2021 2021 2022 $ Change From
01460000 ‐ Redevelopment Agency Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5120 Part Time/Seasonal Salaries 413 800 800 301 800 ‐
SALARIES & WAGES 413 800 800 301 800 ‐
5220 Social Security 26 50 50 19 50 ‐
5221 Medicare 6 12 12 4 12 ‐
EMPLOYEE BENEFITS 32 62 62 23 62 ‐
5319 Mee ngs/Conferences/Training 494 600 600 ‐ 600 ‐
PROFESSIONAL SVS. 494 600 600 ‐ 600 ‐
Total Redevelopment Agency $939 1,462 $1,462 $324 $1,462 $0
% Change From Revised Budget ‐ %
98
Middle Haddam Historic District Commission
PROGRAM DESCRIPTION
Governed by Town Ordinance, Chapter 211, and the CT Historic District enabling Statute Section
7-147a-y, the purpose of the Commission is to promote the educational, cultural, economic,
general welfare and to preserve and protect the distinctive characteristics of buildings and places
within the District. The Commission conducts public hearings to consider applications for
Certificates of Appropriateness required for all properties within the District wishing to construct,
demolish or alter any exterior features including parking all of which is visible from a public way.
It is responsible for communications with residents associated with applications and the permitting
process. In addition, the Commission provides information to property owners and others involving
preservation within the district, may make periodic reports to the legislative body, suggest pertinent
legislation, initiate planning and zoning proposals, comment on all applications for zoning
variances and special exceptions where they affect the district. The Commission also renders
advice on sidewalk construction and repair, tree planting, street improvements and the erection or
alteration of public buildings that may affect the district, provides assistance in connection with any
capital improvement programs and consults with groups of experts. It is also responsible to review
and comment on any changes to the Ordinance and any other plans or proposals that affect the
district.
99
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
CULTURE AND RECREATION
2020 2021 2021 2021 2022 $ Change From
01470000 ‐ Middle Haddam Historic Dist. Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5120 Part Time/Seasonal Salaries 159 280 280 271 280 ‐
SALARIES & WAGES 159 280 280 271 280 ‐
5220 Social Security 10 17 17 17 17 ‐
5221 Medicare 2 4 4 4 4 ‐
EMPLOYEE BENEFITS 12 21 21 21 21 ‐
5540 Newspaper Adver sing 300 400 400 350 400 ‐
OTHER PURCH. SVS. 300 400 400 350 400 ‐
5611 Supplies/Materials/Minor Equip ‐ 99 99 ‐ 99 ‐
SUPPLIES ‐ 99 99 ‐ 99 ‐
Total Middle Haddam Historic Dist. $471 800 $800 $642 $800 $0
% Change From Revised Budget ‐ %
100
Public Works Department
PROGRAM DESCRIPTION
The Public Works Department is responsible for:
• Maintenance, repair, and construction of Town’s road infrastructure;
• Repair and maintenance of sidewalks;
• Cleaning and repairing catch basins and drainage infrastructure;
• Traffic sign maintenance and installation;
• Line striping, cross walks and traffic markings;
• Sweeping of residential streets, schools and municipal parking lots;
• Snow removal and ice control of residential streets, schools, municipal parking lots and
sidewalks;
• Mowing roadside right-of-way and intersections to maintain site lines;
• Removing dead or dangerous trees within the Town’s right-of-way;
• Maintain rolling stock, facilities and equipment;
• Maintain Town cemeteries;
• Maintenance of Village Center;
• Operation of Town’s transfer station and waste hauling permits;
• Operation of Town’s fuel pumps/tanks;
• Maintenance of Town’s facilities and buildings;
• Excavation and driveway permits;
• Assist other departments as necessary.
• Preform and coordinate inspections of construction on private development roads to be
accepted by the Town.
PROGRAM ACCOMPLISHMENTS 2020-2021
• Improved many drainage issues including the a Flooding issue on Watrous Street,
repaired and upgraded drainage systems on Holly drive, Sunset Drive and Dogwood
Drive. Cleaned and reestablished drainage swales on Peach Farm Rd, Cleaned and
restored the Anderson Way detention Basin.
• Pavement restoration on Holly Drive, Dogwood Drive, and Sunset Drive. Including
installation of curbing, and restoration of driveway aprons and turf establishment.
• Pavement crack filling on Pocotopaug Drive, Auburn Knoll, Island Terrace, Blue Heron
Drive, Eastham Bridge Road, Seven Hills Crossing, Fernwood Drive, Crestwood Drive,
Glenwood Drive, Birchwood Drive, and Country lane.
• Successfully paved a degraded portion of Ola Avenue to eliminate a long term icing
condition.
• Replaced failed drainage cross culverts on School House Lane and Collie Brook Road.
• Set up and implemented a town wide Pavement Management System to assist with long
term capital and maintenance planning of paved roads.
• Improved drainage issues on unimproved roads;
• Monitored and inspected construction of 3 private development roads to ensure
construction met Town Standards.
• Evaluated and removed many risk trees; many due to the emerald ash borer and gypsy
moth infestation;
• Mowed roadsides and Rails to Trails areas throughout the growing season;
• Road center lines painted;
• Swept all paved roads;
• Maintained all Town owned buildings;
101
• Schedule system maintenance at Town buildings as required;
• Relieved areas where beavers build dams;
• Cleaned catch basins throughout the town and twice in the lake Pocotopaug watershed.
GOALS AND PRIORITIES FOR 2021-2022
• Continue to address and correct drainage issues throughout Town;
• Implement Town wide pavement management strategy;
• Continue to improve the quality of waste streams at the Transfer Station, and continue to
investigate and implement cost saving measures;
• Continue to Clean catch basins in lake Pocotopaug watershed area semiannually and
throughout town annually;
• Continue to improve and implement cost saving measures throughout the department;
• Continue to evaluate and remove dead and dying Town owned trees.
• Replace road crossing culverts on Clark Hill Road.
• Replace drainage on Edgerton Street in anticipation of paving in in the spring of 2022.
PERFORMANCE MEASURES
QUANTITATIVE 2019-20 ACTUAL 2020/21 Actual 2021/22 PROJECTED
Miles of Road 92.13 93.15 93.15
Unimproved Roads 8.48 8.48 8.48
Catch Basins Maintained 1,679 1679 1749
Cemeteries Maintained 6 6 6
Rolling Stock Maintained 45 47 47
PERSONNEL 2019-20 2020-21 2021/22
Full Time 16 16 16
Part-time (shared staff) 2 2 2
Admin. Assistant 1 1 1
102
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
PUBLIC WORKS
2020 2021 2021 2021 2022 $ Change From
01510000 ‐ Public Works Admin. Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5110 Full Time Salaries 936,060 980,269 980,269 640,575 999,310 19,041
5120 Part Time/Seasonal Salaries ‐ 0 ‐ 162 ‐ ‐
5130 Over me Salaries 66,512 118,000 118,000 98,311 118,000 ‐
5140 Longevity Pay 6,850 7,650 7,650 6,000 7,250 (400)
SALARIES & WAGES 1,009,422 1,105,919 1,105,919 745,048 1,124,560 18,641
5220 Social Security 59,807 68,566 68,566 44,052 69,725 1,159
5221 Medicare 14,019 16,063 16,063 10,302 16,305 242
5235 DC Plan Contribu on 13,713 13,993 13,993 10,859 17,385 3,392
5275 Storm Meals 2,967 5,900 5,900 2,802 5,900 ‐
5280 Uniform Cleaning Allowance 589 980 980 326 980 ‐
EMPLOYEE BENEFITS 91,096 105,502 105,502 68,341 110,295 4,793
5319 Mee ngs/Conferences/Training 1,659 5,650 5,650 275 5,650 ‐
5320 Physicals/Medical 2,001 3,092 3,092 718 3,092 ‐
PROFESSIONAL SVS. 3,660 8,742 8,742 993 8,742 ‐
5430 Bldg & Equip Maint/Repair 550 0 ‐ 3,867 ‐ ‐
5431 Grounds Maintenance 46,933 47,000 47,000 37,000 50,000 3,000
5437 Pest Control 675 1,050 1,050 625 1,050 ‐
5438 Vehicle Repair/Maintenance 81,214 92,007 92,007 51,736 90,000 (2,007)
5440 Rental 1,219 3,500 3,500 2,748 3,500 ‐
5480 So ware Maintenance Agreement 5,955 2,000 2,000 2,000 2,000 ‐
PURCH. PROP. SVS. 136,546 145,557 145,557 97,977 146,550 993
5540 Newspaper Adver sing 50 100 100 60 100 ‐
5580 Staff Travel ‐ 102 102 ‐ 102 ‐
5590 Other Purchased Services 45,744 45,000 45,000 37,834 45,000 ‐
OTHER PURCH. SVS. 45,794 45,202 45,202 37,894 45,202 ‐
5611 Supplies/Materials/Minor Equip 18,999 8,470 8,470 4,113 8,470 ‐
5615 Uniforms 8,775 9,750 9,750 9,079 9,000 (750)
5642 Books/Periodicals 409 400 400 ‐ 400 ‐
5690 Other Supplies/Materials 22,617 23,643 23,643 9,566 23,643 ‐
SUPPLIES 50,800 42,263 42,263 22,758 41,513 (750)
5741 Machinery & Equipment 53,435 23,000 23,000 13,304 23,000 ‐
PROPERTY & EQUIPMENT 53,435 23,000 23,000 13,304 23,000 ‐
5810 Dues and Fees 1,177 1,500 1,500 870 1,500 ‐
OTHER 1,177 1,500 1,500 870 1,500 ‐
Total Public Works Admin. $1,391,931 1,477,685 $1,477,685 $987,184 $1,501,362 $23,677
% Change From Revised Budget 1.6 %
103
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
PUBLIC WORKS
2020 2021 2021 2021 2022 $ Change From
01520000 ‐ Engineering Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5330 Professional/Tech. Services 39,953 40,000 40,000 5,022 40,000 ‐
PROFESSIONAL SVS. 39,953 40,000 40,000 5,022 40,000 ‐
5690 Other Supplies/Materials 9,913 0 ‐ ‐ ‐ ‐
SUPPLIES 9,913 0 ‐ ‐ ‐ ‐
Total Engineering $49,867 40,000 $40,000 $5,022 $40,000 $0
% Change From Revised Budget ‐ %
104
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
PUBLIC WORKS
2020 2021 2021 2021 2022 $ Change From
01530000 ‐ Town Garage Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5330 Professional/Tech. Services ‐ 3,000 3,000 14 ‐ (3,000)
PROFESSIONAL SVS. ‐ 3,000 3,000 14 ‐ (3,000)
5410 Public U li es ‐ 0 ‐ ‐ 495 495
5420 Cleaning Services 3,218 0 ‐ ‐ ‐ ‐
5430 Bldg & Equip Maint/Repair 8,110 20,000 20,000 9,613 20,000 ‐
5434 Fire/Alarm Protec on 1,061 2,122 2,122 861 2,122 ‐
5435 Refuse Removal 1,642 1,864 1,864 1,118 1,864 ‐
5490 Other Purchased Prop Services 3,219 3,000 3,000 ‐ 3,000 ‐
PURCH. PROP. SVS. 17,249 26,986 26,986 11,592 27,481 495
5530 Communica ons 4,905 4,788 4,788 2,962 5,160 372
OTHER PURCH. SVS. 4,905 4,788 4,788 2,962 5,160 372
5611 Supplies/Materials/Minor Equip 2,788 900 900 343 900 ‐
5620 Hea ng Oil ‐ 500 500 ‐ 500 ‐
5621 Natural Gas 3,941 4,668 4,668 1,616 4,452 (216)
5622 Electricity 10,409 13,000 13,000 5,352 12,000 (1,000)
5690 Other Supplies/Materials 739 1,500 1,500 427 1,500 ‐
SUPPLIES 17,877 20,568 20,568 7,738 19,352 (1,216)
5810 Dues and Fees 80 125 125 ‐ 125 ‐
OTHER 80 125 125 ‐ 125 ‐
Total Town Garage $40,110 55,467 $55,467 $22,307 $52,118 ($3,349)
% Change From Revised Budget (6.0%)
105
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
PUBLIC WORKS
2020 2021 2021 2021 2022 $ Change From
01540000 ‐ Townwide Motor Fuel Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5430 Bldg & Equip Maint/Repair 1,281 2,000 2,000 550 2,000 ‐
PURCH. PROP. SVS. 1,281 2,000 2,000 550 2,000 ‐
5627 Motor Fuel 103,678 98,480 98,480 60,633 98,450 (30)
SUPPLIES 103,678 98,480 98,480 60,633 98,450 (30)
Total Townwide Motor Fuel $104,959 100,480 $100,480 $61,183 $100,450 ($30)
% Change From Revised Budget ‐ %
106
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
PUBLIC WORKS
2020 2021 2021 2021 2022 $ Change From
01550000 ‐ Road Materials Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5690 Other Supplies/Materials 365,922 365,925 365,925 133,953 370,000 4,075
SUPPLIES 365,922 365,925 365,925 133,953 370,000 4,075
Total Road Materials $365,922 365,925 $365,925 $133,953 $370,000 $4,075
% Change From Revised Budget 1.1 %
107
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
PUBLIC WORKS
2020 2021 2021 2021 2022 $ Change From
01560000 ‐ Transfer Sta on Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5130 Over me Salaries 41,130 47,936 47,936 25,999 47,936 ‐
SALARIES & WAGES 41,130 47,936 47,936 25,999 47,936 ‐
5220 Social Security 2,394 2,972 2,972 1,519 2,975 3
5221 Medicare 565 695 695 355 695 ‐
EMPLOYEE BENEFITS 2,959 3,667 3,667 1,874 3,670 3
5330 Professional/Tech. Services ‐ 2,724 2,724 ‐ 2,724 ‐
PROFESSIONAL SVS. ‐ 2,724 2,724 ‐ 2,724 ‐
5430 Bldg & Equip Maint/Repair ‐ 4,000 4,000 ‐ 4,000 ‐
5435 Refuse Removal 115,228 100,000 100,000 65,885 115,000 15,000
5440 Rental 6,720 7,500 7,500 3,745 7,500 ‐
PURCH. PROP. SVS. 121,948 111,500 111,500 69,630 126,500 15,000
5550 Prin ng/Binding 350 500 500 ‐ 500 ‐
5590 Other Purchased Services 710 1,700 1,700 2,200 4,000 2,300
OTHER PURCH. SVS. 1,060 2,200 2,200 2,200 4,500 2,300
5611 Supplies/Materials/Minor Equip 425 1,200 1,200 ‐ 1,200 ‐
5622 Electricity 701 725 725 446 725 ‐
5633 Annual Contribu on 5,120 13,000 13,000 13,788 14,000 1,000
5690 Other Supplies/Materials 164 500 500 39 500 ‐
SUPPLIES 6,411 15,425 15,425 14,272 16,425 1,000
5810 Dues and Fees 800 900 900 800 900 ‐
OTHER 800 900 900 800 900 ‐
Total Transfer Sta on $174,308 184,352 $184,352 $114,776 $202,655 $18,303
% Change From Revised Budget 9.9 %
108
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
PUBLIC WORKS
2020 2021 2021 2021 2022 $ Change From
01570000 ‐ Septage Disposal Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5410 Public U li es 3,276 3,440 3,440 1,980 ‐ (3,440)
PURCH. PROP. SVS. 3,276 3,440 3,440 1,980 ‐ (3,440)
Total Septage Disposal $3,276 3,440 $3,440 $1,980 $0 ($3,440)
% Change From Revised Budget(100.0%)
109
PARKS AND RECREATION DEPARTMENT
PROGRAM DESCRIPTION
The East Hampton Parks and Recreation Department is committed to providing innovative
program opportunities and well-maintained facilities that enrich the East Hampton Community.
Responsibilities include.
Parks Maintenance Division:
• Maintenance of all East Hampton Public Schools' grounds and athletic complexes
encompassing 90 acres. Duties include preparing fields for various athletic competitions
including soccer, football, cross country, baseball, softball, tennis and volleyball. Spreading
mulch each year to various locations throughout the grounds of each school.
• 90% of all turf maintenance practices are completed In-house using an Integrated Pest
Management system
• Maintenance and upkeep of Sears Park including all facilities, waterfront, beach, courts,
picnic areas and performing arts gazebo
• Maintenance of municipal properties in the Village Center and Middle Haddam’s Pocket
Park. Maintenance of intersection of East High St and Lake View street and beach near the
bow and arrow marker across from CVS.
• Care for Parks and Rec motorboat, and dock, installation and removal of regulatory buoys
on Lake Pocotopaug
• Maintain and repair equipment, systems, and trucks; including preventative maintenance
• 2 full time Park Maintainers are loaded to the Public Works Department for storm duty/snow
removal
Recreation:
• Create, implement, schedule, publish and over-see recreational programs and special
events
• Maintain and provide customer oriented registration software via web based program
• Administer and maintain social media outlets
• Provide a wide range of camps, clinics, lessons, instruction and programming for young
people including sports leagues and an after-school program
• Partner with local businesses in the leisure and recreation fields to expand resources and
offer programming for adults such as zumba, aerobics, karate, and yoga often utilizing their
facilities
• Run basketball, soccer and softball leagues for adults utilizing school facilities or fields
Operations:
• Recruit, train, hire and supervise program instructors, coaches, officials, seasonal
maintainers, lifeguards and park attendants
• Promote the department and its offerings using professionally published brochures,
advertisements, social media and email blasts
• Prepare department budgets, including Operating, Capital Improvement Projects, and
Special Revenue accounts
• Prepares bid packages, oversees the procurement process and manages construction
projects on parks, grounds and facilities
• Manage operations of Sears Park and town recreation facilities, including the distribution
and management of Sears Park boat launch and daily use passes
110
SUCCESSES & ACCOMPLISHMENTS 2019/20
Capital and Operating
• Rebuild Middle School Softball infield which addressed drainage concerns.
• Completed Master Plan of Sears Park parking lot which incorporated Low Impact
development changes that added; two retention basins, 1 bioswale, Bod Pave paver
systems for parking stalls, one in ground cistern to collect rain water from roof leaders,
75 foot berm and underdrain on basketball court.
• Completed necessary drainage work of Air Line Trail from Cranberry Bog to Viaducts
that included 3 rip/rap swales and new stone dust.
Recreational Programming
• Improved marketing methods through the use of social media and email blasts to
program participants by adding the addition of an Instagram page.
• Hired a Program Lead position to help facilitate and create new program opportunities
and as a result created 14 new programs during the pandemic that did not exist last
year.
• Programs continued to run even with the pandemic and even though numbers were
down those who participated were thankful we continued to offer programs.
• In the fall of 2019, the Afternoon Adventures program saw an increase in participation
from previous year a 25% increase over the course of the year from 40 kids to 50 kids in
our Memorial School and Center school locations.
GOALS AND PRIORITIES 2021-2022
Operating
Highlights of funding requests for operating are slated to fund:
• Continue to stock 2000 fingerling walleye.
• Increase in Grounds Maintenance budget to $38,0000 to keep up with necessary
maintenance needs at Sears Park, Seamster Park, Sports fields and school properties,
Downtown district and Town Hall. This increase will address the baseball field at Middle
School, Ash trees being removed at Sears Park (Emerald Ash Borer), Landscaping at Sears
Park and Playground mulch for all playground sites.
• Increase Professional/Tech Services to create Seamster Park Master Plan and design 1200
Feet of wetlands delineated portion of unfinished part of Air Line Trail.
• Continue work on Low Impact Development around the Lake that incorporates 319 Grant
money and capital funds.
Other general initiatives include:
• Master Plan and Needs Assessment for Parks and Recreation Department
• Seek training opportunities for staff
111
Recreation Programs
• Continue to Increase community wide special events independently and in partnership with
other civic groups, town departments and business owners.
• Expand programming for middle school age youth
• Continue to operate our CIT (counselor in training) program for our summer camp staff.
• Offer low or no cost programming opportunities
• Develop a youth and adult recreation Volleyball League.
PERFORMANCE MEASURES
FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Staffing Actual Actual Actual Adopted Proposed
Director 1 1 1 1 1
Program Coordinator 1 1 1 1 1
Park Maintainers 2 2 2 2 3
Seasonal Maintainers 2 2 2 2 2
Part-time Seasonal Staff 55 55 46 50 52
Instructors, Volunteers 280 290 300 320 320
Part-time Admin. Assistant .33 .33 .33 .33 .33
Part-time Program Leader .33 .33
FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Recreational Programming Actual Actual Actual Estimated Estimated
Program sessions classes 328 388 308 350 400
Program instructors, volunteers 360 410 350 380 450
Program revenue $200,092 242,013 $232,843 $200,000 $280,000
Program enrollments 3200 3927 3621 3367 4300
Brochures, flyers 15 16 20 20 25
FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Parks Maintenance Actual Actual Actual Estimated Estimated
Number of acres maintained 146 148 148 153 153
Number of sites managed/maintained 17 17 17 17 17
Number of sports competitions 430 445 425 380 435
Number of playscapes/playgrounds 7 6 7 7 7
Inventory of athletic equipment 108 108 108 108 108
Mechanical systems 15 15 15 15 15
Services user groups or teams 44 44 44 42 46
Turf Maintenance Equipment CY 2017 CY 2018 CY 2019 CY 2020 CY 2021
Cumulative Running Hours Actual Actual Actual Actual Estimated
2009 Tiger 61” 2268.8 2268.8 2269 2269 2269
Walk-behind Scag 201 230.3 256.6 293 329.4
Toro Grounds Master 4000 913 1027.5 1101.9 1,188.8 1,275.7
Kubota Tractor 196 226.2 256.2 326.2 396.6
2014 Tiger 61” 653.5 832.1 1016.5 1155 1173
2016 Tiger 61” 313 548.7 727.5 947.3 1167.2
Toro Infield Pro 822 858.6 888.5 911.9 935.3
112
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
CULTURE AND RECREATION
2020 2021 2021 2021 2022 $ Change From
01610610 ‐ Park & Recrea on Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5110 Full Time Salaries 215,046 227,919 227,919 141,889 237,220 9,301
5120 Part Time/Seasonal Salaries 80,860 72,700 72,700 56,295 80,000 7,300
5130 Over me Salaries 2,671 2,000 2,000 1,062 2,000 ‐
5140 Longevity Pay 350 850 850 350 850 ‐
SALARIES & WAGES 298,926 303,469 303,469 199,596 320,070 16,601
5220 Social Security 18,086 18,815 18,815 12,073 19,845 1,030
5221 Medicare 4,230 4,400 4,400 2,823 4,645 245
5235 DC Plan Contribu on 5,864 6,534 6,534 3,661 6,355 (179)
EMPLOYEE BENEFITS 28,180 29,749 29,749 18,557 30,845 1,096
5319 Mee ngs/Conferences/Training 2,451 3,000 3,000 1,290 3,000 ‐
5320 Physicals/Medical 415 250 250 ‐ 250 ‐
5330 Professional/Tech. Services 10,112 10,000 10,000 8,496 10,000 ‐
PROFESSIONAL SVS. 12,979 13,250 13,250 9,786 13,250 ‐
5410 Public U li es 455 600 600 495 600 ‐
5430 Bldg & Equip Maint/Repair 7,235 6,000 6,000 4,309 6,000 ‐
5431 Grounds Maintenance 30,202 31,000 31,000 29,172 38,000 7,000
5434 Fire/Alarm Protec on ‐ 0 ‐ 203 ‐ ‐
5435 Refuse Removal 6,378 5,500 5,500 1,630 5,500 ‐
5436 Water & Underground Tank Test. 3,255 2,560 2,560 1,798 2,560 ‐
5437 Pest Control 675 900 900 375 900 ‐
5438 Vehicle Repair/Maintenance 1,323 1,200 1,200 404 1,200 ‐
5440 Rental 1,188 1,284 1,284 1,163 1,284 ‐
PURCH. PROP. SVS. 50,711 49,044 49,044 39,549 56,044 7,000
5530 Communica ons 2,074 2,000 2,000 1,239 2,000 ‐
5540 Newspaper Adver sing 960 900 900 610 900 ‐
5550 Prin ng/Binding 910 1,200 1,200 467 1,000 (200)
5580 Staff Travel 170 0 ‐ 95 ‐ ‐
5590 Other Purchased Services 127 500 500 1,103 500 ‐
OTHER PURCH. SVS. 4,240 4,600 4,600 3,514 4,400 (200)
5611 Supplies/Materials/Minor Equip 1,904 1,500 1,500 649 2,000 500
5615 Uniforms 580 1,150 1,150 1,350 1,150 ‐
5622 Electricity 6,840 6,449 6,449 4,611 6,449 ‐
5630 FOOD 1,131 800 800 470 800 ‐
5690 Other Supplies/Materials 6,950 10,000 10,000 5,197 10,000 ‐
SUPPLIES 17,406 19,899 19,899 12,277 20,399 500
5810 Dues and Fees 1,078 625 625 997 625 ‐
OTHER 1,078 625 625 997 625 ‐
5994 New Staff / Program Requests ‐ 0 ‐ ‐ 14,830 14,830
NEW PROGRAM REQUEST ‐ 0 ‐ ‐ 14,830 14,830
Total Park & Recrea on $413,521 420,636 $420,636 $284,276 $460,463 $39,827
% Change From Revised Budget 9.5 %
113
Arts & Cultural Commission
The mission of the East Hampton Arts and Culture Commission is to foster, promote, encourage and
celebrate the excellence, enjoyment, and abundance of arts and culture in East Hampton. The
Commission intends to support and promote interesting, innovative and entertaining programs that are
representative of the fine, applied and performing arts in East Hampton.
The Commission strives to promote a supportive climate to attract artists of all ages, cultural roots and
areas of interest, as well as to promote participation in our community. Through its endeavors, the East
Hampton Arts & Cultural Commission helps broaden understanding of and the appreciation for artistic
diversity, cultural awareness and a sense of community spirit.
The Commission consists of nine (9) members appointed by the Town Council, there are currently only
seven (7) members.
Successes and accomplishments for 2020‐21
*Will distribute mini grants of $500 to two local organizations, which will be repeated in 2021 with an
application deadline of the spring of 2022.
*Will distribute one grant of $200 to an East Hampton High School Student to support his or her
Capstone Project. The deadline for this grant opportunity is Feb. 1, 2021.
*Due to Covid 19, the art purchase award initiative with the East Hampton Art Association in the
amount of $500 did not occur I. 2020. The objective is to keep local artists' work ‐ and art as a public
enterprise, in the public eye in public spaces.
Currently locally made art can be found in 7 East Hampton municipal buildings and schools. The seventh
annual purchase award is slated for June 2021 or 2022 if the art association chooses to cancel this year's
event.
*Due to Covid 19 and the East Hampton School District's move to online learning, the commission's
initiative to present engraved Bevin Bells and certificates of appreciation to East Hampton students from
all four public schools whose artwork was featured in an all‐district art show did not occur in 2020. Their
artwork would have been exhibited for a month in the Town Hall Art Gallery. This initiative of $300 will
be held in the Spring of 2021 or 2022 of the school district cancels the annual All District Art Show.
*Paid for web address and services and maintained an online calendar of events, photo montages and
other art and culture related information and news on the commission's web site
www.artsforeasthamtponct.org
*Continued to deploy social media ‐ Facebook ‐ to connect residents to various arts and culture related
events and organizations, opportunities and accomplishments locally and area‐wide. The page connects
residents to local news about issues of concern related to the delivery of arts and culture programs and
services. The page reaches nearly 750 people on Facebook in 2020.
*Due to Covid 19, the commission did not support any local theater group by purchasing ad space in
their performance program because all live shows were cancelled. This typically helps promote the
114
commission within the community by sharing our contact information within the ad. Supporting local
theater through ad space in their theater programs will be continued by the Commission in 2020 or
2021 depending on the decisions various groups make on performing live.
Goals and Priorities for 2021‐2022
Fund the 7th annual art purchase award program to be exhibited at a town operated or owned building
Fund the annual student art award program, incorporating town history and heritage with an engraved
Bevin Bell and a certificate of appreciation.
Offer 2 grant opportunities to local arts and culture organizations, artists, performers, musicians or
dancers in support of programming that benefits the East Hampton Community
Offer 1 grant opportunity to and East Hampton High School student to support his or her Capstone
Project
Continue to support local theater groups and provide information about the Commission by advertising
in theater advertising booklet, which is distributed during the groups' performances.
Continue to work toward offering initiatives that support arts and culture in East Hampton, perhaps
through an online exhibit of community creativity during the Covid crisis.
Continue to maintain the Commission web site www.artsforeasthamptonct.org where events, artist
information, exhibit opportunities and other arts and culture related information is available, as well as
our email information [email protected]
Maintain our Commission Facebook page as a way to share arts and cultural events, accomplishments,
opportunities and information with the community.
115
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
CULTURE AND RECREATION
2020 2021 2021 2021 2022 $ Change From
01660000 ‐ Arts & Cultural Commission Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5340 Other Professional Services ‐ 200 200 ‐ 200 ‐
PROFESSIONAL SVS. ‐ 200 200 ‐ 200 ‐
5540 Newspaper Adver sing 25 100 100 ‐ 100 ‐
5590 Other Purchased Services ‐ 300 300 ‐ 300 ‐
OTHER PURCH. SVS. 25 400 400 ‐ 400 ‐
5815 Contribu ons/Dona ons 626 1,900 1,900 ‐ 1,700 (200)
OTHER 626 1,900 1,900 ‐ 1,700 (200)
Total Arts & Cultural Commission $651 2,500 $2,500 $0 $2,300 ($200)
% Change From Revised Budget (8.0%)
116
East Hampton Community Center
The Community Center is a one-story 17,000 sq. ft. wood frame building on 3.01 acres that is
occupied by the Town Library and Senior Center. The annual budget is for maintenance and
upkeep of the building including all utilities. A 2,200 sq. ft. expansion to the Senior Center was
completed during fiscal year 2013.
117
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
CULTURE AND RECREATION
2020 2021 2021 2021 2022 $ Change From
01670000 ‐ Community Center Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5110 Full Time Salaries 58,780 60,278 60,278 41,852 64,160 3,882
5130 Over me Salaries 3,874 5,000 5,000 1,648 4,000 (1,000)
5140 Longevity Pay 650 650 650 ‐ 650 ‐
SALARIES & WAGES 63,304 65,928 65,928 43,500 68,810 2,882
5220 Social Security 3,739 4,088 4,088 2,562 4,265 177
5221 Medicare 874 946 946 599 1,000 54
EMPLOYEE BENEFITS 4,613 5,034 5,034 3,161 5,265 231
5330 Professional/Tech. Services ‐ 120 120 ‐ ‐ (120)
PROFESSIONAL SVS. ‐ 120 120 ‐ ‐ (120)
5410 Public U li es ‐ 0 ‐ ‐ 1,485 1,485
5420 Cleaning Services 1,060 2,100 2,100 ‐ 2,500 400
5430 Bldg & Equip Maint/Repair 31,008 21,000 21,000 11,223 21,000 ‐
5434 Fire/Alarm Protec on 1,895 1,800 1,800 500 1,800 ‐
5435 Refuse Removal 2,298 2,376 2,376 1,451 2,580 204
5436 Water & Underground Tank Test. 6,450 4,256 4,256 2,451 4,280 24
5437 Pest Control 900 1,200 1,200 500 1,100 (100)
5438 Vehicle Repair/Maintenance 163 0 ‐ ‐ ‐ ‐
5440 Rental 312 24 24 ‐ ‐ (24)
PURCH. PROP. SVS. 44,085 32,756 32,756 16,124 34,745 1,989
5530 Communica ons 627 636 636 359 636 ‐
5590 Other Purchased Services 1,999 0 ‐ 2,463 ‐ ‐
OTHER PURCH. SVS. 2,626 636 636 2,822 636 ‐
5611 Supplies/Materials/Minor Equip 4,348 4,150 4,150 590 4,150 ‐
5615 Uniforms 575 575 575 535 575 ‐
5621 Natural Gas 11,864 16,836 16,836 4,395 15,996 (840)
5622 Electricity 31,308 37,000 37,000 18,396 32,000 (5,000)
5690 Other Supplies/Materials 2,073 1,575 1,575 3,048 1,575 ‐
SUPPLIES 50,169 60,136 60,136 26,965 54,296 (5,840)
5810 Dues and Fees 125 125 125 605 125 ‐
OTHER 125 125 125 605 125 ‐
Total Community Center $164,923 164,735 $164,735 $93,176 $163,877 ($858)
% Change From Revised Budget (0.5%)
118
East Hampton Public Library
PROGRAM DESCRIPTION
The East Hampton Public Library delivers high quality public education for all ages through three pillars
of service.
1. Self-directed education through vast collections of items in print, audio and electronic formats
with thousands of specialized online research and learning tools.
2. Research and education assistance and instruction for individuals and groups. This includes
one-on-one research and reference sessions as well as classes, workshops and lectures for all
ages taught by highly trained and educated staff members and contracted instructors.
3. Instructive and enlightening experiences through cultural and community events and
partnerships.
PRINCIPLE PROGRAMS
• A lending collection of approximately 60,000 physical items and over 35,000 digital items serving
all ages and education levels housed in East Hampton plus an additional 2.6 million items
housed in other partner LION libraries available for delivery to East Hampton.
• Literacy and pre-literacy classes for children ages birth to 12 taught by trained staff offered both
in the library and off-site at preschools, day care centers, camps and schools.
• Lectures, workshops and classes for adult continuing education.
• Computer, internet and wireless access for the public, as well as printing, mobile printing,
scanning and faxing services.
• Technology training and assistance.
• Specialized online research and education tools including Ancestry.com, CreativeBug,
Transparent Language Learning and Consumer Reports.
• Research assistance and individualized instruction for all ages.
ACCOMPLISHMENTS FY 2019/2020
Borrowing and Program Attendance Up Despite Pandemic
On March 16, 2020, the Library closed its doors to the public due to the COVID-19 pandemic. For two
months our book drop remained locked and our collection was inaccessible to the public. During this
unusual time, the Library quickly pivoted to offering programs online via Zoom and Facebook, reinvested
in our digital and downloadable collections and began offering remote readers advisory and reference
services. The Library re-opened on July 6, 2020. It was because of the extraordinary efforts of the staff
that the Library can report that borrowing and program attendance in fiscal year 2019/2020 exceeded
the previous year’s efforts.
119
Fiber Internet and Mobile Printing
The Library made major advances in technology to meet East Hampton’s growing need. In October
2019, the Library launched mobile printing. Patrons can email a print job to the Library’s printer from
any internet enabled device and pick up their prints at their convenience.
In March 2020, the Library went live with a fiber internet connection through the Connecticut Education
Network. This fiber connection, which was funded by a $26,000 grant from the Connecticut State
Library, increased the speed and reliability of the Library’s internet connection.
Building Updates
Since roof repairs were completed in July of 2019, the Library has seen several cosmetic upgrades. With
assistance from the Public Works department, the Library’s 30-year-old ceiling tiles were replaced in the
Winter of 2019/2020. Additionally, with help from the Parks and Recreation and Public Works
Maintainers, the community room, the local history room, parts of the children’s room and the hallway
were painted.
Strategic Planning
In July 2019, the Library Advisory Board voted to engage the East Hampton community in a strategic
planning process. In January 2020, the Library launched a community survey to ask people what the
Library was doing well, how it could do better and how it could best help the East Hampton community.
The Library also held several focus groups to share highlights from the community feedback, discuss
emerging ideas and review identified priorities for the Library over the next three years. After
community feedback was completed, the Library Advisory Board and Library staff reviewed the
cultivated ideas and opinions and authored a strategic plan that outlines the goals and priorities of the
Library over the next three years. That document can be viewed at EastHamptonPublicLibrary.org.
GOALS FOR FY 2021/2022
The Library’s annual goals are driven by those laid out in our three-year Strategic Plan. The full
document can be found on our website: EastHamptonPublicLibrary.org.
Marketing and Promotion
Our strategic plan reads: “Establish engaging digital, print and virtual content and spaces to promote,
deliver and showcase library programs, services and collections.” To that end, the Library will pursue
several print and digital marketing efforts.
Facilities Assessment
Our strategic plan reads: “Evaluate and address library building and facility needs to provide accessible,
attractive and functional spaces for all members of our community.” In FY 2020/2021, the Capital
Budget set aside $7,500 to engage a space planner to evaluate and assess our building. To that end, the
Library will pursue retaining and working with a space planner.
Program Accessibility
Our strategic plan reads: “Explore and establish alternative methods of program delivery.” Due to the
COVID-19 pandemic, the Library has been creative in delivering programs virtually. While residents are
120
being vaccinated, the Library will continue to explore new alternatives to in-person, indoor programs so
that the community can participate in Library events while mitigating risk.
Increase Borrowing
Our strategic plan reads: “Develop highly curated collections that are attractive and relevant to East
Hampton patrons.” To that end, the Library will pursue re-cataloging the non-fiction collection, more
targeted buying of library materials to meet patron demand and continue to evaluate our current
collection for relevancy.
PERFORMANCE MEASURES
Quantitative FY 18/19 FY 19/20 **
Items Borrowed 77,255 82,314
Number of Cardholders 5,453 5,188
Items Borrowed per Capita 5.95 6.34
People entering the library 65,731 42,015
Groups using the library community room 261 177
Continuing education classes or events for adults. 54 49
Adults served by continuing education classes or events. 880 748
Educational classes or events for young adults. 13 67
Young adults attending educational classes or events. 93 391
Early literacy classes taught for children. 333 277
Children served by early literacy classes 5,340 6,408
Reference Questions 5,856* 5,489
*Partial year. The Library started counting questions in October 2019.
** The Library was closed to the public from March 16, 2020 – July 6, 2020.
STAFFING
STAFFING FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Proposed
Library Director 1 1 1 1 1 1
Children’s 1 1 1 1 1 1
Librarian
Acquisitions LTA 1 1 1 1 1 1
YA/Reference 0 0 0 0 1 1
Part Time 10 9 9 9 9 9
BUDGET REQUEST: INCREASE TO PART TIME WAGES
The Library is requesting a $1.00 per hour increase to part-time Public Service Associate wages. The
Library has eight Public Service Associates who make a minimum of $15.90 per hour and one Page who
makes minimum wage.
121
In August of 2021, minimum wage will increase to $13.00 per hour. This erodes the value of the Public
Service Associate position. When the hourly wage for the Public Service Associate position was set at
$15.00 per hour, the State minimum wage was $10.10; a wage difference of 39%. This gap will narrow to
22% in August if no changes to Public Service Associate wages are made. A $1.00 per hour increase to
the hourly wage of Public Service Associates will result in a 30% wage difference between the Public
Service Associate position and the Page position.
In Fiscal Year 2018/2019 and 2019/2020, the Board of Finance and Town Council agreed to wage
increases for the Public Service Associate position because they valued the unique and professional
nature of this position. The position’s minimum hourly wage was raised from $12.26 per hour to $14.00
per hour in FY 18/19 and $15.00 per hour in FY 19/20.
In Fiscal Year 2020/2021, the Board of Finance and Town Council again agreed to wage increases for the
Public Service Associate position due to the rising minimum wage. If Public Service Associate wages are
not increased, by 2023 they will be making just slightly more than minimum wage.
A $1.00 per hour wage increase will result in a minimum hourly wage for Public Service Associates of
$16.90. Due to several retirements of long-serving Public Service Associates who made more than the
current minimum hourly wage, the Library is requesting a 3% increase in the Part Time Staff line item.
BUDGET REQUEST: COMPUTER REPLACEMENT
The Library is requesting to replace two public computers that are seven years old.
On average, the Library’s public computers are used 500 to 600 times per month. Patrons use the
computers for a variety of tasks including: applying for jobs or social services, checking email, searching
for housing, conducting research, accessing Library databases, taking exams for online classes, creating
documents for their small business and printing out documents.
The Library’s public computers have begun to fail. Computers freeze multiple times each day causing
patrons to lose their work. This is frustrating for patrons and staff. If computers are not replaced, these
computer failures will only increase.
The Library has 21 computers including:
• 9 computers for public use.
• 8 computers for staff use.
• 1 laptop that can be used by staff or by the public.
• 1 computer for the Library’s Print and Computer Management Station.
• 2 chrome boxes for the Library’s Catalog.
In Fiscal Year 2017/2018 the Library began the process of replacing computers. Each year the Library
receives at least one replacement computer from our consortium LION at no cost to the Town. A chart
below details our ongoing replacement plan.
Fiscal Year 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23
Number of library computers at the 20 20 20 21 21 21
start of the FY.
Number of computers to be 20 17 16 9 3 3
122
replaced at the start of the FY.
Number of computers provided by 3 1 2* 1 1 1
LION during the FY.
Number of computers provided by 0 0 6** 6 2 2
Town during the FY.
Approximate cost to Town $0.00 $0.00 $6,240 $6,240 $2,080 $2,080***
* LION provided a computer for the Library’s print management station at no cost to the town. This
computer added to the Library’s total number of computers in FY 20/21. LION also replaced one staff
computer.
** Computers were purchased in FY 2019/2020 with FY 2018/2019 funds. The Library replaced five staff
computers and one laptop that is used by both the staff and the public.
*** Assuming the price of computers does not rise.
123
Town of East Hampton
Town Manager Recommended 2021‐2022 Budget
CULTURE AND RECREATION
2020 2021 2021 2021 2022 $ Change From
01680681 ‐ E Hampton Public Library Actual Original Bud Revised Bud YTD Exp. Budget Revised Budget
5110 Full Time Salaries 174,786 226,844 226,844 123,492 240,924 14,080
5120 Part Time/Seasonal Salaries 103,259 142,307 142,307 77,398 146,124 3,817
SALARIES & WAGES 278,045 369,151 369,151 200,890 387,048 17,897
5220 Social Security 17,128 22,689 22,689 12,405 23,995 1,306
5221 Medicare 4,005 5,308 5,308 2,901 5,600 292
5235 DC Plan Contribu on 6,822 8,248 10,883 6,175 12,001 1,118
EMPLOYEE BENEFITS 27,955 38,880 38,880 21,480 41,596 2,716
5319 Mee ngs/Conferences/Training 360 2,100 2,100 619 1,350 (750)
5350 Digital Media Services 24,267 21,380 21,380 19,118 24,105 2,725
PROFESSIONAL SVS. 24,627 23,480 23,480 19,737 25,455 1,975
5440 Rental 20,308 20,435 20,435 21,025 23,335 2,900
PURCH. PROP. SVS. 20,308 20,435 20,435 21,025 23,335 2,900
5530 Communica ons 3,177 3,600 3,600 2,694 3,420 (180)
5580 Staff Travel 254 600 600 ‐ 600 ‐
5590 Other Purchased Services 4,379 6,000 6,000 3,166 6,000 ‐
OTHER PURCH. SVS. 7,811 10,200 10,200 5,860 10,020 (180)
5611 Supplies/Materials/Minor Equip 11,660 8,000 8,000 7,724 8,000 ‐
5642 Books/Periodicals 61,696 63,850 63,850 45,648 60,850 (3,000)
SUPPLIES 73,356 71,850 71,850 53,372 68,850 (3,000)
5743 Furniture & fixtures ‐ 0 ‐ 1,316 ‐ ‐
5744 Computer Equipment ‐ 6,280 6,280 2,748 2,080 (4,200)
PROPERTY & EQUIPMENT ‐ 6,280 6,280 4,064 2,080 (4,200)
5810 Dues and Fees 1,368 1,535 1,535 855 955 (580)
OTHER 1,368 1,535 1,535 855 955 (580)
Total E Hampton Public Library $433,468 541,811 $541,811 $327,283 $559,339 $17,528
% Change From Revised Budget 3.2 %
124
MIDDLE HADDAM LIBRARY
PROGRAM DESCRIPTION
The Middle Haddam Public Library is a not-for-profit institution operated on the
public’s behalf. The Library was founded in 1909. Over 40% of the users reside in
the greater East Hampton area. Annually, the Town makes a donation to the
Middle Haddam Public Library to assist in operational costs.
HISTORY
The Middle Haddam Library is a fascinating example of late 18th century
commercial style architecture. Originally built as a store by Cyrus Bill and Daniel
Tracy in 1799, Tracy soon left the partnership and was replaced by Seth Overton.
A commercial establishment until 1825, it was converted first to a dwelling and in
1908 was donated by Delia Rounds, the former owner, to the local library
committee
Funding History
MIDDLE HADDAM LIBRARY ANNUAL
CONTRIBUTION
$20,000
$20,000
$20,000
$19,000
$15,000
$10,000
$10,000
$10,000
$5,000
$5,000
$5,000
2022 MANAGER
2022 LIBRARY
2013
2014
2015
2016
2017
2018
2019
2020
2021
PROPOSED
PROPOSED
125
DEBT SERVICE PRINCIPAL
PROGRAM DESCRIPTION
This appropriation includes amounts for payment of principal on School and Town Bonds issues by the
Town. A summary of scheduled debt payments is shown below.
PROGRAM COMMENTARY
This appropriation reflects a $165,000 increase from FY 2021. This increase is due to debt issued in
September 2020 for the following projects: Town Hall and High School Renovations. Debt payments
relating to sewers are paid directly by the WPCA.
Maturity Original Budgeted
DESCRIPTION Issue Date Date Amount Interest Rate Actual 2020 2021 Proposed 2021
Public Works Infrastructure 4/15/2009 4/15/2029 $ 2,985,000 2.50 - 4.50% $ 155,000 $ 155,000 -
General Obligation Refunding Bonds 09/11/2020 07/15/2028 1,225,000 5.00% 30,000
Public Water System 2/1/2006 2/1/2021 712,200 3.40-5.00% 45,000 - -
School Water, Public Works & Recreation 2/1/2006 2/1/2021 2,462,800 3.40-5.00% 105,000 - -
Memorial School, Public Works & Fire 8/15/2013 8/15/2033 3,885,000 2.00-4.00% 210,000 210,000 210,000
High School Renovation & Roads 12/18/2015 07/15/2035 21,225,000 2.00-4.00% 1,060,000 1,060,000 1,060,000
High School Renovation & Roads 09/14/2017 09/01/2037 7,105,000 2.00-5.00% 505,000 505,000 505,000
Town Hall, Fuel Island, Fire Engine, Public
Safety & Center School Heating 09/12/2019 09/01/2039 13,670,000 2.00-5.00% 765,000 770,000
Town Hall & High School Renovations 09/11/2020 09/01/2040 7,810,000 1.00-4.00% 280,000
TOTALS $ 2,080,000 $ 2,695,000 $ 2,855,000
A schedule of future principal payments for general fund supported debt (issued only) is presented below.
Principal Payments
3,500,000
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
-
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
2041
126
DEBT SERVICE INTEREST
PROGRAM DESCRIPTION
This appropriation includes amounts for payment of interest on School and Town Bonds issues by
the Town. A summary of scheduled interest payments is shown below.
PROGRAM COMMENTARY
This appropriation reflects an increase of $332,308. The increase is primarily due to interest related to the
Town Hall and High School projects. Debt payments relating to sewers are paid directly by the WPCA.
Maturity Original Budgeted Proposed
DESCRIPTION Issue Date Date Amount Interest Rate Actual 2020 2021 2022
Public Works Infrastructure 4/15/2009 4/15/2029 $ 2,985,000 2.50 - 4.50% $ 64,908 $ 54,056 -
Refunding Bonds 09/11/2020 07/15/2028 1,225,000 5.00% - - 52,750
Public Water System 2/1/2006 2/1/2021 712,200 3.40-5.00% 4,789 - -
School Water, Public Works & Recreation 2/1/2006 2/1/2021 2,462,800 3.40-5.00% 12,161 - -
Athletic Facility / Fire Tankers 8/15/2002 8/15/2017 2,345,000 3.00-4.125% - - -
Memorial School, Public Works & Fire 8/15/2013 8/15/2033 3,885,000 2.00-4.00% 88,600 80,200 75,738
High School Renovation & Roads * 12/18/2015 07/15/2035 21,225,000 2.00-4.00% 515,455 126,775 284,375
High School Renovation & Roads * 09/14/2017 09/01/2037 7,105,000 2.00-5.00% 189,262 7,381 45,382
New Town Hall/Boiler/Fire Truck/Radios * 09/12/2019 09/01/2039 13,670,000 2.00-5.00% - 40,900 102,525
New Town Hall & High School 09/11/2020 09/01/2040 7,810,000 1.00-4.00% 80,850
TOTALS $ 875,175 $ 309,312 $ 641,620
*- Net of bond premium
A schedule of future interest payments for general fund supported debt (issued only) is
presented below.
Interest Payments
1,200,000
1,000,000
800,000
600,000
400,000
200,000
-
2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041
127
DEBT SERVICE
Capital Leases
PROGRAM DESCRIPTION
This appropriation includes amounts for capital lease payments.
A schedule of estimated lease payments is presented below.
Public Projected
Works Public Public Works Leases from
Fiscal Year Truck Works Truck Equipment CIP Plan ^ TOTAL
2022 26,491 26,854 43,559 ‐ $ 96,904
2023 26,491 26,854 43,559 30,901 $ 127,805
2024 43,559 30,901 $ 74,460
2025 43,559 102,127 $ 145,686
2026 43,559 175,335 $ 218,894
2027 43,559 175,335 $ 218,894
2028 175,335 $ 175,335
2029 175,335 $ 175,335
2030 186,534 $ 186,534
2031 186,534 $ 186,534
2032 115,278 $ 115,278
128
CAPITAL IMPROVEMENT PLAN
CAPITAL BUDGET FINANCING
Capital projects may be funded from several sources, including general fund contributions, grants, and debt financing.
General fund contributions are appropriated annually and transferred to the Capital Reserve Fund as part of the budget
process. These contributions have historically been used to fund capital projects
DEBT FINANCING
Using General Obligation Bonds is another way to finance capital improvement projects (such as roads, bridges, parks,
facilities, major equipment and streetscapes) by issuing bonds with low interest rates. Bonds are authorized by ordinance or
resolution adopted by the Board of Finance & Town Council. No ordinance authorizing the issuance of bonds shall become
effective until approved by a majority of the qualified electors voting at a town meeting, general election, or special election
called by the Town Council for such purpose.
Why Are Bonds Needed?
The sale of municipal bonds is a form of long-term borrowing that spreads the cost of major capital improvements over the
years the assets are used. This method of financing ensures that both current and future users help pay for the improvements.
Similarly, individuals obtain mortgages on their residences to spread the major costs of home buying over a number of years.
Financing these improvements with current operating funds instead of bonds would take resources away from other
programs.
The Town of East Hampton currently has a credit ranking of AAA from Standard & Poor’s. This favorable credit rating has
helped the Town sell bonds at low interest rates. In addition, since the interest earned by holders of municipal bonds is
exempt from federal taxes, interest rates for these bonds generally are lower than the rate charged for private loans. If
approved, the bonds will be sold when needed to meet cash requirements for projects included in this town meeting.
CONCLUSION
In reviewing the Capital Improvement Plan, it is important to remember that this program is one of the community's most
significant physical and financial planning tools. Objectives set forth in this plan and succeeding plans shall significantly
influence the standard of facilities and services East Hampton provides it citizens in the future. As such, careful analysis and
evaluation is necessary if this plan is to serve as a rational planning guideline for the improvement of the community.
129
TOWN OF EAST HAMPTON As of Capital Committee Recommended
CAPITAL IMPROVEMENT PLAN 2021‐2025 6/15/2020 11/9/2020 1/28/2021
2021 Council
Category Project Name Funding 2020 Approved Approved 2022 Attachment 2023 2024 2025 2026 Available Balance Total Project Cost Column1
EDUCATION
Buildings & Grounds Asbestos abatement and floor replacement General Fund $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 12,682 Open
Buildings & Grounds Bathroom and copier room ventilation General Fund 3,146 Open
Buildings & Grounds Interior Finishes General Fund 20,000 20,000 20,000
Buildings & Grounds Lobby/Building Access Control General Fund ‐ Open
Buildings & Grounds School Safety General Fund 6,548 7,500 20,000 (12,199) In‐process
Buildings & Grounds School security grant match General Fund 564 Complete
Buildings & Grounds Track resurface sinking fund Finance/GF ‐ 189,420 240,000 Need $225K to $240K
Buildings & Grounds Tennis court resurface sinking fund General Fund ‐
Buildings & Grounds Floor Tile and Carpet (Center & Memorial) General Fund ‐ 15,000 20,000
Buildings & Grounds Interior Door Locks (All Schools) ‐ School Safety General Fund 16,814
Buildings & Grounds HVAC RTU Equipment Replacement (Middle, Center & Memorial) General Fund 35,000 25,000 25,000 25,000 27,414
Buildings & Grounds CCTV Upgrade General Fund 15,000 15,000
Buildings & Grounds Building Automation Controller General Fund 25,000 25,000 25,000 25,000
Buildings & Grounds Gymnasium Dividing Wall Replacement (Middle School) General Fund
Buildings & Grounds Gymnasium Bleacher Replacement (Middle School) General Fund 40,000
Buildings & Grounds Roof Replacement & Insulation ‐ Middle School Finance 1,700,000
Buildings & Grounds Lighting Replacement ‐ (Center School, Memorial & Middle) General Fund 25,000
Buildings & Grounds Building Envelope Repairs & Windows General Fund 25,000
Buildings & Grounds Pavement Replacement Parking Lots (Center, Memorial & Middle) General Fund 25,000 50,000 50,000 25,000
Buildings & Grounds Athletic Field Accessibility General Fund
Buildings & Grounds Window Drape Replacement Commons General Fund 15,000
Buildings & Grounds Building Infrastructure Replacements General Fund 50,000
Buildings & Grounds Playground Fall Protection General Fund 15,000 15,000
Technology Technology General Fund 65,952 134,021 119,000 1 ‐
Technology Upgrade Center School Wireless General Fund ‐
$ 132,500 $ 241,521 $ 259,000 $ 60,000 $ 1,895,000 $ 185,000 $ ‐ $ 287,841 TOTAL EDUCATION
CULTURE & RECREATION
Equipment Scag Turf Tiger General Fund $ 16,000 $ 16,000
Equipment Vehicle Sinking Fund General Fund 40,000 3 Replace F‐150 use rental vehicle when needed
Buildings & Grounds H.S. Baseball Field Improvements Finance
Buildings & Grounds Match contribution towards Phase III ‐ Airline Trail Project General Fund 20,000 20,000
Buildings & Grounds Pickle Ball Court at Sears Park General Fund 50,000
Buildings & Grounds Insulate and heat the Pavilion at Sears Park General Fund
Buildings & Grounds Senior Center Shingles General Fund 20,000 20,000 20,000 20,000
Buildings & Grounds Library Parking Lot Reconstruction General Fund 90,000 21,333
Buildings & Grounds Library Carpet Replacement General Fund ‐
Buildings & Grounds Library Space Planner General Fund 7,500 7,500
Buildings & Grounds Library Ceiling Tile Replacement General Fund 3,505
Buildings & Grounds Exterior Paint ‐ Community Center General Fund 7,500
Buildings & Grounds Interior Paint ‐ Community Center General Fund 16,000 16,000
Buildings & Grounds Playscape Replacement at Memorial School (Sinking Fund) General Fund 10,000 ‐ Complete
Buildings & Grounds Park and Recreation Master Plan General Fund 25,000 25,000
Buildings & Grounds Sears Park Parking Lot and Boat Launch Master Plan General Fund 23,000 50,000 23,000 80,000 Will use additional boat launch funds
$ 26,000 $ 140,500 $ 135,000 $ 131,000 $ 20,000 $ ‐ $ ‐ $ 98,838 TOTAL CULTURE & RECREATION
GENERAL GOVERNMENT
Land Land acquisition ‐ Town General Fund $ 8,162 Open
Land Land acquisition ‐ Open Space General Fund 150,000 143,800
Other Revaluation General Fund 50,000 20,000 20,000 20,000 20,000 20,000 36,836 Next reval starts in FY 2025
Technology Sinking fund ‐ New Town Hall Technology General Fund 10,725 10,725 10,725 10,725 10,725 Estimated to have a 7 year life ($75K)
Technology Upgrade servers / printers General Fund 14,000 14,000 ‐ ‐ ‐ On‐going
Technology Upgrade/Enhance Software General Fund ‐ On‐going
$ 50,000 $ 150,000 $ 44,725 $ 44,725 $ 30,725 $ 30,725 $ 30,725 $ 188,798 TOTAL GENERAL GOVERNMENT
HEALTH AND HUMAN SERVICES Cemetery Sinking Fund $ 20,000
PUBLIC SAFETY
Buildings & Grounds Boiler Replacement ‐ Fire Co. 1 General Fund $ 9,732
Buildings & Grounds Dry Hydrant Installations General Fund 25,000 10,000 10,000 25,000 25,000 25,000 51,918 Open
Buildings & Grounds Fire Department Facility Maintenance & Repair Sinking Fund General Fund 30,000 30,000 20,000 50,000 50,000 50,000 67,073 Sinking Fund
Buildings & Grounds Furnace Replacement Fire Co. 2 General Fund 12,000
Buildings & Grounds Town Center Hydrant Dredging General Fund 50,000 19,325 In process
Buildings & Grounds Repave Lot and Apron ‐ Co. 1 General Fund 50,000 (1,288) In process
Buildings & Grounds Company 2 Roof Replacement General Fund ‐
Buildings & Grounds Renovate Co 1 Finance 350,000
Equipment Gym Equipment General Fund 20,000 15,965
Equipment Air Bottles General Fund 10,000 10,000 10,000 20,000 20,000 20,000 31,184 On‐going
Equipment Trailers General Fund 7,889
Equipment Turnout gear General Fund 20,000 10,000 10,000 20,000 20,000 20,000 53,643 On‐going
Equipment Taser Replacement General Fund 25,000 771
Equipment Hurst Tool Replacement General Fund 38,000 38,000
Other Glastonbury Dispatch General Fund 23,222 In process
130
TOWN OF EAST HAMPTON As of Capital Committee Recommended
CAPITAL IMPROVEMENT PLAN 2021‐2025 6/15/2020 11/9/2020 1/28/2021
2021 Council
Category Project Name Funding 2020 Approved Approved 2022 Attachment 2023 2024 2025 2026 Available Balance Total Project Cost Column1
Technology Accountability System General Fund 15,000 15,000
Technology Computer replacement in police vehicles General Fund 25,556 26,000 25,556
Technology In car and body cameras General Fund 164,000 ‐ ‐ ‐ ‐
Vehicles Fire Marshal replacement vehicle General Fund ‐
Vehicles Cruisers and Conversion ‐ Vehicle Sinking Fund General Fund 48,330 55,000 3 110,000 110,000 115,000 115,000 19,160 On‐going
Vehicles Replace Boat ‐ Fire Department General Fund
Vehicles Police Chief Replacement Vehicle General Fund 45,000
Vehicles Replace Boat ‐ Police General Fund 2,416
Vehicles Fire Chief Replacement Vehicle General Fund 65,000 24,757
Vehicles Replace Engine 312 Finance 650,000
Vehicles Replace tanker 112 Finance 330,000
$ 308,000 $ 218,886 $ 975,000 $ 875,000 $ 225,000 $ 230,000 $ 115,000 $ 416,323 TOTAL PUBLIC SAFETY
PUBLIC WORKS
Equipment Equipment Sinking Fund General Fund $ 80,000 2 $ 90,000 $ 110,000 $ 120,000 $ 400,000
Equipment Replace cans & equipment trash recycling at Transfer station General Fund 7,475 Sinking Fund
Equipment Truck plows / sanders General Fund 15,000 10,000 54,372 Sinking Fund
Roads / Sidewalks Edgerton Street Pavement Rehab. Drainage General Fund 74,000 74,000
Roads / Sidewalks Edgerton Street Pavement Rehab Pavement General Fund ‐ 180,000
Roads / Sidewalks Road Repair / Maintenance General Fund 350,000 276,000 180,000 450,000 550,000 650,000 86,193 On‐going
Roads / Sidewalks Road repairs (Private Roads) General Fund 19,458 On‐going
Roads / Sidewalks Sidewalk repair and replacement General Fund 30,000 15,000 15,000 15,000 15,000 15,000 92,690 On‐going
Buildings & Grounds Water quality infrastructure improvements (Increased 6/9/2020) General Fund 135,000 50,000 50,000 50,000 50,000 50,000 50,000 235,219
Buildings & Grounds In‐Lake Treatment/Aeration General Fund 150,000 150,000 150,000 150,000 150,000
Roads / Sidewalks Repair/Replace Town Bridges General Fund ‐ ‐ ‐ ‐ ‐
Roads / Sidewalks Hales Brook Crossing Lake Drive General Fund 15,000 20,000 75,000 75,000 75,000 260,000
Buildings Public Works Cold Storage Building General Fund 400,000 400,000
Vehicles Excavator Finance 110,000 47 Complete
Vehicles International Dump Truck 4900 Finance 185,000 8,759 In‐process
Vehicles Vehicle Sinking Fund General Fund 46,250 55,000 3 70,000 80,000 85,000 90,000 137,050 225,000 On‐going
$ 530,000 $ 916,250 $ 725,000 $ 1,245,000 $ 1,030,000 $ 1,145,000 $ 215,000 $ 715,263 TOTAL PUBLIC WORKS
TOTAL $ 1,046,500 $ 1,667,157 $ 2,138,725 $ 2,355,725 $ 3,200,725 $ 1,590,725 $ 360,725 $ 1,727,063
TOTAL EDUCATION $ 132,500 $ 241,521 $ 259,000 $ 60,000 $ 1,895,000 $ 185,000
TOTAL TOWN $ 914,000 $ 1,425,636 $ 1,879,725 $ 2,295,725 $ 1,305,725 $ 1,405,725
$ 680,000 Finance
$ 50,000 Police Camera Grants
$ 48,000 Residual Project Balances
$ 75,000 LOTCIP Grant
Town Manager Recommendation $ 400,000 Other Funding Sources (TBD)
March 15, 2021 $ 885,725 Levy Amount
131
Attachment 1 1/27/2021
Education Technology Activity
EDUCATION 2022
Technology Teacher Laptops 40 units at $1,200 $48,000
Technology Video Surveillance Server NVR $20,000
Technology Phone System Center School $16,000
Technology Phone System Memorial School $35,000
Annual Expenses $119,000
Current Available $ ‐
Annual Funding $ 119,000
Lease Proceeds
End of Year Total Available $ ‐
132
Attachment 2 1/27/2021
Equipment Sinking Fund Activity
VIN/Serial Number YEAR Department MAKE/MODEL/DESCRIPTION Current Age Replacement Age Replacement Year Replacment Cost with inflation 3% Current Estimate Cost Notes 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032
1FV6H2BA1XH989487 Public Works Freightliner Sweeper 2025 $250,000.00 $250,000
611262 Public Works Volvo Loader 2024 $150,000.00 $150,000
Public Works Fork Lift
Public Works Caterpiller Crawler Backhoe
Public Works Tiger Roadside Mower
Public Works Ingersoll Rand Roller
Public Works Morbark Brush Chipper
Public Works Volvo Loader
Public Works Trackless Tractor
Public Works Volvo Grader
Public Works Leaf Vacuum
Public Works John Deere Backhoe
Public Works Bobcat Loader
1HTWPAZT45HJ13635 Public Works International Vactor
Annual Expenses $0 $0 $150,000 $250,000 $0 $0 $0 $0 $0 $0 $0
Current Available
Annual Funding $ 80,000 $ 90,000 $ 110,000 $ 120,000 $ 120,000 $ 120,000 $ 120,000 $ 120,000 $ 120,000 $ 120,000 $ 120,000
Lease Proceeds
End of Year Total Available $ 80,000 $ 170,000 $ 130,000 $ - $ 120,000 $ 240,000 $ 360,000 $ 480,000 $ 600,000 $ 720,000 $ 840,000
Lease Payments
Total Lease Payments $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
Cash Financing $ 80,000 $ 90,000 $ 110,000 $ 120,000 $ 120,000 $ 120,000 $ 120,000 $ 120,000 $ 120,000 $ 120,000 $ 120,000
TOTAL COST $ 80,000 $ 90,000 $ 110,000 $ 120,000 $ 120,000 $ 120,000 $ 120,000 $ 120,000 $ 120,000 $ 120,000 $ 120,000
133
Attachment 3 1/27/2021
Vehicle Sinking Fund Activity
PLATE YEAR Department MAKE/MODEL/DESCRIPTION Current Age Replacement Age Replacement Year Replacment Cost with inflation 3% Current Estimate Cost Notes 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032
34 EN 2001 Public Works International 4900 4x2 Dump 20 20 2020 $185,000.00 $185,000.00 Truck On Order Should be here Nov 15th
43 EN 1999 Public Works Chev. Pickup 4 x 4 22 22 2022 $36,050.00 $35,000.00 Possibly replace with Fire Dept Rescue Vehicle Or F350 with Plow $35,000
7 EN 2008 Public Works Ford 550 4 x 4 Dump 13 14 2022 $92,700.00 $90,000.00 This is a must Current Truck Inoperable Needs new diesel Engine seve $90,000
37 EN 2001 Public Works International Dump 4900 4x2 20 22 2023 $196,100.00 $185,000.00 $196,100
58 EN 2008 Public Works Ford Expedition 13 15 2023 $29,680.00 $28,000.00 Replace with Ford F150 4X4 $29,680
81 EN 2009 Public Works Ford F-350 4x4 (white) 12 15 2023 $37,100.00 $35,000.00 $37,100
85 EN 2009 Public Works Ford Ranger (white) 12 15 2024 $30,520.00 $28,000.00 Replace with 150 4X4 $30,520
45 EN 2000 Public Works International 4900 4X2 21 25 2025 $207,200.00 $185,000.00 $207,200
4 EN 2006 Public Works Ford E150 Van 15 20 2025 $67,200.00 $60,000.00 Replace with covered utility body truck $67,200
21 EN 2011 Public Works Ford Crown Vict.LTD Police Interceptor 10 15 2025 $28,000.00 $25,000.00 Replace with Ford Escape or similar $28,000
20 EN 1997 Public Works International 4800 4 x 4 Dump 24 28 2025 $240,800.00 $215,000.00 $240,800
2 EN 2012 Public Works Ford F150 4 x 4 9 15 2026 $32,200.00 $28,000.00 $32,200
30 EN 2012 Public Works Ford F 550 4x4 9 15 2026 $103,500.00 $90,000.00 $103,500
33 EN 2004 Public Works International 7300 4 x 4 Dump 17 23 2026 $247,250.00 $215,000.00 $247,250
66 EN 2002 Public Works International 4900 4 x 2 Dump 19 25 2026 $212,750.00 $185,000.00 $212,750
29 EN 2001 Public Works International 4700 LP Dump 20 27 2028 $218,300.00 $185,000.00 $218,300
72 EN 2005 Public Works International 7300 4 X 4 Dump 16 25 2029 $266,600.00 $215,000.00 $266,600
10 EN 2017 Public Works Ford 145 F350 4x4 reg cab SRW 4 15 2031 $65,000.00 $50,000.00 $65,000
38 EN 2017 Public Works Ford F-550 4 x 4 Dump 4 15 2031 $117,000.00 $90,000.00 $117,000
78 EN 2009 Public Works International 7400 SBA 4 x 2 12 25 2033 $251,600.00 $185,000.00
82 EN 2010 Public Works International 7400 SBA 4 x 2 11 25 2034 $257,150.00 $185,000.00
22 EN 2016 Public Works International Dump 7500 SFA 4x2 5 20 2035 $284,000.00 $200,000.00
44 EN 2017 Public Works International 7500 SFA 4X2 4 20 2036 $268,250.00 $185,000.00
93EN 2018 Public Works International 7500 SFA 4X2 3 25 2042 $301,550.00 $185,000.00
Parks & Recreation Ford F350 W/Plow 15 2022 $40,000
41EN 2003 Parks & Recreation Ford F150 4 x 2 18 20 2023 $29,000
39EN 2014 Police 2014 Ford SUV Interceptor 7 9 2023 Patrol, 79K Miles, TX to Building Dept. $55,000 $57,500
83EN 2017 Police 2017 Ford SUV Interceptor 4 7 2024 Patrol $55,000 $57,500
11EN 2011 Police 2011 Ford CV Interceptor 10 14 2025 Patrol, Canine Spare, TX from Canine X X
86EN 2019 Police 2019 Ford SUV Interceptor 2 6 2025 Patrol, Canine, TX to Canine Spare $57,500 $60,000
97EN 2021 Police 2021 Ford SUV Interceptor 0 6 2027 Patrol $57,500
87EN 2019 Police 2019 Ford SUV Interceptor 2 7 2026 Patrol $57,500 $60,000
67EN 2017 Police 2017 Ford SUV Interceptor 4 9 2026 Patrol, TX to Fire Marshal $57,500 $60,000
42EN 2015 Police 2015 Ford SUV Interceptor 6 7 2022 Patrol, 83K, TX to Planning $55,000 $57,500
24EN 2015 Police 2015 Ford Expedition 6 9 2024 Supervisor Vehicle $55,000 $57,500
AW66157 2020 Police 2020 Ford SUV Interceptor 1 8 2028 Chief Vehicle
236ZVX 2013 Police 2013 Ford Taurus Interceptor 8 12 2025 General/Detective $57,500 $60,000
285WLE 2007 Police 2007 Chevrolet Impala 14 To Be Disposed
3EN 2016 Police 2016 Ford Taurus Interceptor 5 7 2023 Patrol, Unmarked, Traffic Detail $55,000 $57,500
59EN 2011 Building Department Ford Crown Vict.LTD Police Interceptor 10 12 2023 TX FROM PD X X
6EN 2010 Planning Ford Crown Vict.LTD Police Interceptor 11 12 2022 TX FROM PD X X
2015 Fire Marshal Ford Explorer 6 11 2026 TX FROM PD X X
2017 Y/F Services Ford Transit Cargo Van 4 10 2027 $45,000
Annual Expenses $220,000 $401,880 $140,520 $658,200 $710,700 $102,500 $275,800 $115,000 $381,600 $302,000 $120,000
Current Available $ 137,050
Annual Funding $ 150,000 $ 180,000 $ 190,000 $ 190,000 $ 190,000 $ 190,000 $ 190,000 $ 190,000 $ 180,000 $ 180,000 $ 250,000
Lease Proceeds $ 196,100 $448,000 $460,000 $266,600
End of Year Total Available $ 67,050 $ 41,270 $ 90,750 $ 70,550 $ 9,850 $ 97,350 $ 11,550 $ 86,550 $ 151,550 $ 29,550 $ 159,550
Lease Payments $ 30,901 $ 30,901 $ 30,901 $ 30,901 $ 30,901 $ 30,901 $ 30,901
$ 71,256 $ 71,256 $ 71,256 $ 71,256 $ 71,256 $ 71,256 $ 71,256
$ 73,178 $ 73,178 $ 73,178 $ 73,178 $ 73,178 $ 73,178 $ 73,178
$ 42,100 $ 42,100 $ 42,100
Total Lease Payments $ - $ 30,901 $ 30,901 $ 102,157 $ 175,335 $ 175,335 $ 175,335 $ 175,335 $ 186,534 $ 186,534 $ 115,278
Cash Financing $ 150,000 $ 180,000 $ 190,000 $ 190,000 $ 190,000 $ 190,000 $ 190,000 $ 190,000 $ 180,000 $ 180,000 $ 250,000
TOTAL COST $ 150,000 $ 210,901 $ 220,901 $ 292,157 $ 365,335 $ 365,335 $ 365,335 $ 365,335 $ 366,534 $ 366,534 $ 365,278
134
Transfers Out To Other Funds
The general fund makes contributions to other funds as a way to finance activities. The
following is a list of funds that are recommended for funding:
Capital Reserve fund ($882,725) – Annual transfer to fund requested capital
improvement projects.
Compensated Absences ($42,500) – Annual transfer to provide funding to establish
reserves to cover the cost of employees sick and vacation payments at retirement.
135
