West Hartford Proposed Budget 2024-2025

Town of West Hartford, Connecticut
ANNUAL BUDGET
2024-2025
Proposed by the Town Manager &

Superintendent of Schools
Annual Budget
Fiscal Year July 1, 2024 - June 30, 2025
Proposed by the Town Manager

and Superintendent of Schools
West Hartford
Connecticut
Town of West Hartford – Office of the Town Manager
50 South Main Street, Room 310, West Hartford, CT 06107
P: (860) 561-7440 F: (860) 561-7438 www.westhartfordct.gov
March 12, 2024
Town Council
Re: Proposed Fiscal Year 2025 Budget
Guided by sound fiscal management principles and thoughtful deliberations with our leadership
team, I am pleased to submit the Proposed FY 2025 Budget for consideration by our Town Council.
At the heart of our efforts lies a commitment to our residents’ well-being and the prosperity of
our Town.
This budget helps to foster a thriving West Hartford and build a safer, stronger, more sustainable
community for the years ahead. To balance the increasing demand for resources throughout our
Town, with the unforeseen needs of our future, we have prudently navigated the continued
uncertain and challenging financial environment. However, I am confident this proposed budget
captures our current financial state with an eye on the future, with continued strong
economic development town-wide, increased affordable housing options, safer streets for
everyone and building a more sustainable town for years to come.
The Proposed FY 2025 Budget totals $349,071,774. This represents an increase of $17,881,110 or
5.4% from the FY 2024 Adopted Budget. The municipal services portion of the proposed budget
totals $131,523,008 representing an increase of $6,759,788 or 5.42% over the current year
Adopted Budget. The Superintendent of Schools’ Proposed Budget totals $201,303,856, an
increase of $11,112,735 or 5.84% over the current year. The capital financing portion of the budget
for both municipal and education services totals $16,244,910, an increase of $8,587 or .05%.
The proposed budget would require an increase of $14,553,712 or 5.13% in property tax revenue.
Budget Policy Objectives

The budget proposed maintains the high level of services provided to Town residents, taxpayers
and guests. No new positions are added, however individual department budgets have been
adjusted for contractual increases, minimum wage requirements and, in some cases, additional
operational equipment. Also, with the end of the Federal Elementary and Secondary School
Emergency Relief Fund (ESSER) grant, the budget request proposed by the Superintendent of
Schools preserves the funding required to maintain the high academic standards our school
district is noted for.
Additionally, this proposed budget fully funds the Town’s pension liabilities and maintains our
past funding commitment to Other Post-Employment Benefits (OPEB) liabilities. Of note, this
budget also reflects the implementation of two recent policy/ordinance changes. The first is to
increase the Town’s annual contribution to the pension Actuarially Determined Employer
Contribution (ADEC) from a 5% year over year increase to 8%. Also in years when ADEC is
reduced from the prior year, level fund the liability and transfer the excess funds to the Pension
Bond Reserve Fund as a replenishment mechanism or offset to the years that require a contribution
from that fund. This will help sustain the fund and reduce the possibility that the fund will be
depleted prior to the Pension Obligation Bonds being fully paid off. The next change was made as
a result of comments from bond rating agencies that the Town’s unreserved fund balance is too
low when compared to comparable communities. The new policy requires that in years when the
Town has a surplus, that surplus will be used in the following manner: first, identify funds to
maintain the current fund balance ratio; second, take one third of the remaining balance and apply
that to the unreserved fund balance; third, any remaining funds should be applied to bolster
reserves in other funds such as Capital Non-Recurring (CNRE), the Risk Fund and the Utility
Services Fund. Last year, this policy enabled the Town’s unreserved fund balance to grow from
9.2% to 9.9% which is a significant accomplishment.
Revenue Outlook
Fiscal Year 2025 reflects a nominal increase to the Grand List. The following are the changes in each
property class:
Variance From Percentage

Grand List Grand List 2022 GL Change
2022 2023 Variance
Real Property 6,382,820,619 6,401,835,573 19,014,954 0.30%
Personal Property 223,817,839 237,267,170 13,449,331 6.01%
Motor Vehicles 616,308,164 589,486,236 (26,821,928) -4.35%
7,222,946,622 7,228,588,979 5,642,357 0.08%
The total net assessed value of all taxable property prior to Board of Assessment Appeal actions
is $7,228,588,979, representing an increase in the net taxable list of $5,642,357 or .08% above last
year’s list. As you can see, there was growth in Real and Personal Property but that was
substantially eroded by the roughly 4.35% drop in Motor Vehicle values from the prior year.
During the COVID years, the value of new and used vehicles increased substantially due to supply
and demand issues. Now that equilibrium has returned to a large degree, the inflated values of
motor vehicles have reversed to more normal levels. Additionally, the value of electric vehicles
have dropped across the board precipitously. High end electric vehicles such as Tesla experienced
the largest price drop due to the influx of competing brands.
For intergovernmental aid, the Governor’s Proposed Biennial Budget includes the continuation of
the Motor Vehicle Tax Cap which sets the cap at 32.46 mills. As an offset to municipalities whose
uniform or single motor vehicle mill rate exceeds that cap, the Governor proposes an offsetting
grant for FY 2025, which, for the Town, is $5,874,518. Additionally his budget recommends an
increase of $2,060,273 to Education Cost Sharing and an increase of $194,683 to Property Payment
in Lieu of Taxes as well as other minor adjustments.
One other significant area of revenue increase is investment earnings. The proposed increase from
fiscal year 2024 is $650,000. Fiscal year 2024 has seen a significant rise in interest rates resulting
in an estimated $4,500,000 in interest earnings. However, research indicates that the Federal
Reserve Board will gradually reduce those rates, starting possibly during the summer of 2024. Our
projections indicate that the current State of Connecticut Short Term Investment Fund (STIF) rate
of 5.40% (as of 6/7/2024) will gradually decline to the 3.0% to 3.5% range by the third quarter of
fiscal year 2025.
Expenditures
The Town of West Hartford’s General Fund budget is comprised of three major components:
municipal services, the West Hartford Public Schools budget, and capital financing.
Municipal Services: Overall Increase of $6,759,788 or 5.42%
• Regular payroll totals $41,974,334, an increase of $1,358,039 or 3.3% from prior adopted
budget. This appropriation represents the wages and salaries associated with all full-time
employees, inclusive of paramedic stipends and hazardous material certification stipends.
All Town union contracts expired in June, 2021 with the exception of Police and Streets
bargaining units (expiring June 30, 2024) and Fire and Grounds bargaining units (expiring
June 30, 2025), however applicable merit increases for eligible employees are included. A
contingency has been established for potential wage settlements for all unsettled collective
bargaining unit contracts and are not recorded in the regular payroll account. During fiscal
year 2024, two new positions were approved: Building Inspector and a Civil Engineer II
in the Community Development budget. No new positions are included in this budget for
fiscal year 2025.
• An increase of $264,656 in part time payroll as a result of minimum wage and step
increases.
• An increase of $43,840; primarily in Public Safety Overtime.
• An increase in Office Expense of $171,775 primarily representing the year one cost of a
multi-year plan to replace outdated non-lethal weapons (Tasers) in the Police
Department.
• An increase in Contractual Services of $249,003 primarily related trash and recycling
increases.
• An increase to the West Hartford Bloomfield Health District of $71,649.
• An increase to Town Utility costs of $52,442.
• An Increase to Maintenance of $206,815 primarily related to the Town wide radio system
and the license plate recognition camera system maintenance contracts.
• An increase to Risk Management of $1,202,297 for employee health and insurance
premiums.
• An increase to General Fund Pension Contribution of $927,310.
• An increase to Retiree Health Reserve of $400,000.
• An increase of $1,521,227 in the Contingency account for unsettled labor contracts.
West Hartford Public Schools Budget: $201,303,856, an increase of $11,112,735 or 5.84%.
• Salaries, which comprise 64% of the budget, increase $6,686,648, or 5.5%. This increase
reflects rate adjustments required by collective bargaining agreements, as well as current
staffing for regular and special education services. Staffing of pupil services support
specialists and paraprofessionals exceeds budget in the current year to meet increased
student needs. The 2024-25 budget reflects a net reduction of 10.6 positions from current
staffing. While new certified special education positions are proposed to meet student
needs, they are offset by reductions achieved through enrollment changes, scheduling and
program efficiencies, and administrative and support staff adjustments.
• Employee benefit expense, which represents 18% of the budget, are increasing by 6.3%.
Pension costs for non-certified staff reflect a reduction of $520,259 based upon the Board’s
share of the actuarially determined employer contribution for the Town Pension plan and
a prorated share of the debt service on pension obligation bonds issued by the Town. The
appropriation for health insurance increases based upon an estimated increase in medical
premiums for the State Partnership Plan, current staffing, and a reduced use of the health
reserve. In addition, social security costs increase consistent with staffing and wages.
• Transportation, Tuition, and Utilities reflect an increase of 7.3%. Pupil transportation
increases $227,424 due to contractual rate increases. Tuition reflects an increase of
$1,533,622 based upon the number of students placed out of district to meet their
educational needs, an increase in tuition rates, and the continued underfunding of the State
reimbursement for excess costs. Overall, the appropriation for utilities reflects a reduction
of $188,357 due to moderated rate adjustments and consistent usage.
• The remainder of the district’s costs consist of items such as instructional supplies,
professional services, copiers, textbooks, technology, maintenance and custodial supplies,
rent, and general insurance. The increase of $681,525 relates to an increase in workers’
compensation and general liability insurance.
Capital Financing: Overall Increase of $8,587 or 0.05%
The capital financing portion of the budget for both municipal and education services totals
$16,244,910, representing an increase of $8,578 or 0.05% over the current year plan. Key
project areas/projects include:
• Transportation and Circulation: Following the Town Council’s implementation of West

Hartford Vision Zero Plan 2024, this budget will consider the appropriation of $1,000,000
in capital financing to fund road design changes town-wide during the upcoming fiscal
year. In addition to Vision Zero, the Farmington Ave Reconstruction Project applies
$5,500,000 of ARPA funds to provide Complete Streets improvements on Farmington
Avenue from Walden Street to Main Street including the intersections at Walden Road,
LaSalle Road, and the Municipal Parking Lot Driveway. Program elements include
sidewalk expansions, replacement of sidewalk surfaces, replacement of street trees and tree
wells, sidewalk furniture, low impact development drainage improvements, traffic calming
improvements, roadway repaving, and new pavement markings.
• Parks and Recreation: Rockledge Irrigation originally installed in 1981, is set to be
replaced. The irrigation system is important to maintain quality golf; all greens, tees and
most fairways are irrigated. Components include the irrigation ponds (fed by wells); a
pump station, water distribution pipes, control valves, control lines (with controllers) and
sprinkler heads. Irrigation complements fertilizer and Integrated Pest Management,
allowing for judicious use and increased use of organic treatments. It also helps control
algae and heat stress. The project has a duration of one year, planned to start in Year 1, and
has a total cost of $2,400,000.
• Town Building Improvements: Included in this capital plan is the construction of a new
Elmwood Community Center to be located at 100 Mayflower Street. In FY 2024, after this
proposed budget is submitted, the Town Council will consider an appropriation of
$3,000,000 of ARPA funds to develop plans and specifications for the new building. In
Year 2 of this plan $5,000,000 in bond funds is proposed to hire a construction management
firm who will oversee the construction, owner’s representative, commissioning agent and
other professional/consulting services related to construction of the building. Year 3 of this
plan includes $55,000,000 in bond funds for the actual construction of the building.
• Miscellaneous Equipment: Year 1 of the plan includes $115,000 for a Street Brine
System. Public Works during winter months is responsible for the clearing and safe
utilization of all parks and BOE parking as well as over 220 miles of roads within the town
of West Hartford. The application of ClearLane, a road treatment material, is needed to
assure there is no icing, preventing the potential for student or resident harm. The use of a
brine system for the application of deicing materials to town roads, center sidewalks and
school areas allow more precise application of materials, reducing waste and being
environmentally friendly.
Impact on the Taxpayer

The FY 2025 Proposed Budget of $349,071,774 represents an increase of $17,881,110 or 5.4%
over the FY 2024 Adopted Budget. Of this increase amount, $14,553,712 will be financed by taxes
which represents a 5.13% increase and the balance of $3,327,398 will be financed by increases in
non-tax revenue such as an increase of $2,060,273 from the Education Cost Sharing Grant, an
increase of $194,683 from the Property PILOT and an increase of $650,000 from investment
earnings.
In order to finance this budget, I am proposing a mill rate of 42.90 for Real Estate and Personal
Property. This represents an increase of 1.98 mills or 4.84% from the FY 2024 mill rate of 40.92.
Also, in accordance with the State Statute capping the motor vehicle mill rate, I am proposing a
motor vehicle mill rate of 32.46 which is the same mill rate as FY 2024.
Conclusion
In closing, I believe this budget addresses the diverse needs of our community while being
mindful of our responsibility to our taxpayers. The Proposed FY 2025 Budget is a sound,
responsible spending plan designed to provide services that are important to maintaining
West Hartford’s quality of life and our standing as one of the nation’s premier communities.
The preparation of the proposed budget and CIP requires a great deal of time and effort. I would
like to thank our directors and the members of the budget team for their patient and thorough work
in preparing this submission. I am grateful for their diligence and commitment in keeping West
Hartford an incredible place to live, work, learn and play.
We appreciate the Town Council’s review of this budget proposal.
Sincerely,
Richard C. Ledwith
Town Manager
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
Town of West Hartford

Connecticut
For the Fiscal Year Beginning
July 01, 2023
Executive Director
ANNUAL BUDGET 2024-2025
TABLE OF CONTENTS
Budget Guide
A Reader’s Guide to the Budget ............................................................................................ 1 - 1
Town of West Hartford’s Organization Values .................................................................... 1 - 2
Six Major Public Policies for the Future .............................................................................. 1 - 3
Town of West Hartford’s Annual Budget Process ................................................................ 1 - 4
Financial Organization of Accounts ...................................................................................... 1 - 6
Organizational Structure ....................................................................................................... 1 - 10
Fiscal Policies
Fiscal Policies Section ........................................................................................................... 2 - 1
Fund Balance Policy – General Fund ................................................................................... 2 - 10
Statement of General Investment Policy .............................................................................. 2 - 12
Budget Summaries
Budget In Brief - All Funds................................................................................................... 3 - 1
Summary of Sources, Uses and Changes in Fund Balances - All Funds .............................. 3 - 2
Budget In Brief - General Fund............................................................................................. 3 - 4
Expenditure Summary by Department - General Fund ......................................................... 3 - 5
Estimated Revenues and Other Resources – General Fund .................................................. 3 - 6
Comparison of Wages and Salaries, Operating Expense, Equipment, and Social Security -
General Fund ...................................................................................................................... 3 - 9
Full-Time Position Summary ............................................................................................... 3 - 13
Categories of Expense Summary – General Fund................................................................ 3 - 16
General Government
General Fund Overview ........................................................................................................ 4 - 1
Town Council ........................................................................................................................ 4 - 3
Town Clerk ............................................................................................................................ 4 - 7
Town Manager ..................................................................................................................... 4 - 13
Corporation Counsel ............................................................................................................ 4 - 21
Registrar of Voters ............................................................................................................... 4 - 25
Assessor’s Office.................................................................................................................. 4 - 29
Information Technology
Technology Investment Fund ................................................................................................ 5 - 7
Financial Services
Budget by Division(s) ........................................................................................................... 6 - 3
West Hartford, Connecticut

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Human Resources
General Fund Overview ......................................................................................................... 7 - 1
Risk Management Fund ......................................................................................................... 7 - 7
Pension Operating Fund ....................................................................................................... 7 - 16
Pension Bond Reserve Fund ................................................................................................ 7 - 20
Fire Services
Police Services
Police Private Duty Fund ..................................................................................................... 9 - 27
Community Development
General Fund Overview ....................................................................................................... 10 - 1
Budget by Division(s) .......................................................................................................... 10 - 4
Public Works
Budget by Division(s) ......................................................................................................... 11 - 4
Parking Lot Fund ................................................................................................................ 11 - 19
Cemetery Operating Fund .................................................................................................. 11 - 24
Facilities Services
Budget by Division(s) .......................................................................................................... 12 - 3
Utilities Services Fund ......................................................................................................... 12 - 8
Leisure Services and Social Services

General Fund Overview........................................................................................................ 13 - 1
Leisure Services Fund ........................................................................................................ 13 - 24
Community Development Block Grant Fund ..................................................................... 13 - 31
CDBG – Housing Rehabilitation Fund .............................................................................. 13 - 36
State Housing and Community Development Fund ........................................................... 13 - 39
Westmoor Park Fund .......................................................................................................... 13 - 41
Library Services
West Hartford Library Fund ............................................................................................... 14 - 17
Education
General Fund Overview ..................................................................................................... 15 – 1

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Non-Departmental
Summary by Program........................................................................................................... 16 - 1
Private School Services Fund ............................................................................................... 16 - 4
Blue Back Square Fund ........................................................................................................ 16 - 7
West Hartford Center – Special Services District Fund ...................................................... 16 – 9
American Rescue Plan Act Fund ....................................................................................... 16 - 11
Capital Budget
Debt Service Fund ................................................................................................................ 17 - 2
Capital and Non-Recurring Expenditure Fund ..................................................................... 17 - 4
Capital Financing Summary ................................................................................................. 17 - 7
Comprehensive Capital Financing Policy .......................................................................... 17 - 15
Fiscal Year 2024-2025 and 2025-2026 Capital Budget ..................................................... 17 - 18
Summary of Capital Improvements 2024-2025 ................................................................. 17 - 21
2024-2025 Detailed Project Descriptions .......................................................................... 17 - 22
Summary of Capital Improvements 2025-2026 ................................................................. 17 - 71
2025-2026 Detailed Project Descriptions .......................................................................... 17 - 72
Budget Resolutions .............................................................................................................. 18 - 1
Supplemental Summaries ..................................................................................................... 19 - 1
Glossary
Glossary of Terms ................................................................................................................ 20 - 1
Abbreviations/Acronyms ..................................................................................................... 20 - 6
Description of Funds .......................................................................................................... 20 - 10

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A READER’S GUIDE TO THE BUDGET
This budget document is designed to serve as a policy document, a financial plan, an operations guide, and
a communication tool. It is organized by department and within each department by the various funds that
comprise the financial operations of the Town.
The Fiscal Policy & Trends section provides information on the major highlights and fiscal policies of
the General Fund budget and a discussion of the trends and influences that affect the environment in which
policy decisions regarding spending and taxation are made.
The Budget Summaries section summarizes financial and other information by fund and provides a
concise overview of the budget for the fiscal year. Included in this section are summaries of revenues and
expenditures by department and by category, as well as information on full-time positions and capital
outlay.
Each Departmental section begins with a mission statement and a budget summary of the department’s
General Fund budget. The budget summary is classified into four categories:
• Wages & Salaries – Payroll costs for full-time and temporary employees.
• Operating Expense – Costs incurred for the normal operation and performance of Town
services.
• Equipment – Payments of a relatively recurring nature to acquire or replace equipment for
normal operating purposes with a value greater than $5,000 and a life expectancy of one to
five years.
• Social Security/Fringe Benefits – Costs related to social security, insurance, pension, active
and retiree health care, and workers compensation expense. Also included are transfers and
capital financing costs.
The remaining portion of this section contains a narrative describing budget and program highlights, detail
of expenditures by division, performance measures and policy issues where appropriate, authorized
positions and source of funds within the department. If the department has operations in a budgeted fund
other than the General Fund, information is provided about the purpose of the fund, the strategy of the
fund, the historical performance of the fund, the expected performance during the current fiscal year
compared to the budgeted performance, and a discussion of the budget for the upcoming year.
The Capital Budget section details the Town’s capital plan for the next two fiscal years providing
financing policy and implications, as well as a detailed summary of each of the planned capital projects.
The Budget Resolution section contains the legislative actions for the Town Council to formally establish
the budget for the upcoming fiscal year.
A Glossary section provides definitions of terms and acronyms used in the budget document and an
alphabetized list of the budgeted “Other Funds” included in the budget document.

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TOWN OF WEST HARTFORD ORGANIZATION VALUES
The Town of West Hartford is dedicated to providing quality services, as established by Town
policymakers, in a responsive and cost-effective manner. This commitment to quality depends upon
a dedicated partnership between residents, elected officials and the employees of the Town.
The Town of West Hartford has certain expectations and values shared by all to ensure organizational
excellence and service quality. They are:
Getting Close to our Residents (Customers)

We encourage and promote communication between Town residents and all municipal employees
by ensuring friendly, courteous and responsive services. We further encourage and promote resident
participation in the development and review of all Town services.
Enhancing our Public Image

We are committed to upholding the highest ideals of professionalism and integrity in performing our
responsibilities. We will strive to promote an awareness and understanding of Town programs and
services to Town residents, our peers and other communities.
Improving Relations Among All Employees

We are committed to promoting the well-being of employees through professional development, skill
building programs, open lines of communication and encouraging organizational participation and
teamwork.
Being on the Leading Edge of Technology

We recognize that in order to remain competent and to be leaders in our areas of specialty, we must
be committed to incorporating appropriate technological advancements into our delivery of services.
Committing to Long Range Fiscal and Administrative Planning

We are committed to a proactive approach to the issues and challenges confronting the community.
We will utilize a wide range of forecasting models and tools to help ensure that the Town will
anticipate events and make informed decisions that will help shape the future.

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SIX MAJOR PUBLIC POLICIES FOR THE FUTURE
West Hartford must continually position itself to meet the challenges that lie ahead. There are six
major public policies that form the basis of public actions.
FIRST: and foremost, West Hartford must be among the safest (personal and property
security) in the region.
SECOND: West Hartford schools must continue the long tradition of being the State's public
education leader by becoming more resourceful, providing quality programs, and
being customer (parent) responsive.
THIRD: West Hartford's physical appearance must be the best in the area, without
exception. This includes not only roads, sidewalks, and other parts of the rights-
of-way in residential and commercial areas, but the strict enforcement of housing,
zoning and environmental health codes to prevent the appearance of neglect.
FOURTH: West Hartford must provide the best customer service. The Town will commit
itself to continuous improvement to achieve this.
FIFTH: West Hartford will incorporate the market forces of competition and
entrepreneurialism while being mindful of the need to maintain public
accountability.
SIXTH: West Hartford must always strive to be inclusive of its residents in developing
public policy, and recognize the importance that strong neighborhoods have in
enhancing the image of the community.

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TOWN OF WEST HARTFORD'S ANNUAL BUDGET PROCESS
Budget Process Guided by Town Charter/Town Ordinance
The Town of West Hartford's fiscal year begins on July 1st and ends on June 30th. The budget cycle is
determined by the requirements outlined in the Town Charter, Chapter VII, as follows:
1. Not later than 130 days before the end of the fiscal year, each department files a detailed statement
of estimated revenues and proposed expenditures for the ensuing fiscal year. The Superintendent
of Schools files a similar statement with the Board of Education and Town Manager at least 115
days prior to the end of the fiscal year.
2. Not later than 110 days prior to the end of the fiscal year, the Town Manager submits to the Town
Council a recommended operating budget for the fiscal year commencing the following July 1.
The operating budget includes proposed expenditures and the means of financing them.
3. Not later than 75 days before the end of the fiscal year, two or more public hearings are conducted
at locations throughout the Town to obtain public comments.
4. Not later than 65 days before the end of the fiscal year, the budget is legally enacted through passage
of an ordinance.
Budget Referendum Process
Within 25 days from adoption of the budget, Town electors may request that the budget be repealed if
6% of the electors sign a petition. The Town Clerk must certify the petition within five days.
After the Town Clerk’s certification of the petition, the question shall be submitted to a referendum
of the electors of the town, conducted in accordance with the relevant general statutes. At least ten
days prior to such referendum the council shall cause to be published in a newspaper having
circulation in the town a notice of such referendum, setting forth the date on which and the hours
during which the referendum will be held and the text of the question as it will appear on the voting
machines. Such referendum shall be held on a Tuesday.
If the vote to repeal succeeds, the Town Council shall adopt a substitute budget not later than midnight
on June 30.
The substitute budget shall be subject to repeal if 6% of the electors sign a petition by July 31.
On the last Tuesday of September, the question shall be submitted to a referendum of the electors of
the Town. A majority vote of the electors to repeal the budget ordinance shall not become effective
unless a total of at least 15% of the electors have voted.
If the vote to repeal succeeds, the council shall, not later than midnight on October 15, adopt a second
substitute budget. The second substitute budget is not subject to a referendum.

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Calendar for Fiscal Year 2024-2025 Budget Process
December 4, 2023 Budget guidelines distributed to departments

December 4 - January 5, 2024 Departments prepare budget submissions
January 6 - March 11, 2024 Town Manager's budget review and production of Proposed Budget
March 12, 2024* Proposed Budget presented to Town Council by Town Manager
March 13 - April 24, 2024 Council review of budget and two public hearings on budget
April 24, 2024** Town Council adoption of budget
April 25 - June 17, 2024 Preparation of Adopted Budget documents
* Deadline, per Town Charter, is March 13th.
** Deadline, per Town Charter, is April 27th.
Budget Amendment Process
Per the Code of the Town of West Hartford, Chapter 18, Article II, section 18-28, the Town Council
may make by resolution supplemental appropriations to the operating or capital budgets at any time
during the fiscal year.
In order to do this, the Director of Financial Services must certify that there exists in the General Fund
balance or in the capital reserve account a sufficient sum which is unencumbered and able to meet such
appropriation.
Any additional appropriation that the Council may wish to provide must be embodied in a separate
resolution which specifically designates the purpose of such appropriation to some single project or
program. The source of revenue must be stated within the resolution.
The Town Council adopts the operating budget by department and appropriates funds into four
categories of expense: wages & salaries, operating expense, equipment, fringe benefits and insurance.
During the fiscal year, a department may transfer funds from one line item to another to meet unexpected
costs. To do this an internal transfer of funds occurs, provided that the funds are transferred within one
of the four characters of expense. This type of transfer requires the approval of the Director of Financial
Services and the Town Manager. Any transfer between departments or characters of expense requires
approval by the Town Council.

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FINANCIAL ORGANIZATION OF ACCOUNTS

The financial operations of the Town of West Hartford are organized into funds, each of which is a
separate fiscal and accounting entity. The funds employed by the Town are detailed below, by fund
type. Funds denoted in bold are budgeted funds and the department responsible for the operations of
each fund is in parentheses.
GOVERNMENTAL FUNDS
Governmental funds are those through which most governmental functions typically are financed.
There are five types of governmental funds: the General Fund, Special Revenue Funds, Capital Project
Funds, Debt Service Funds and Permanent Funds.
General Fund – the primary operating fund of the Town. This fund is used to account for all financial
transactions and resources except those required to be accounted for in another fund. Revenues are
derived primarily from property taxes, state and federal grants, licenses, permits, charges for services,
fines and forfeitures and interest income. The Pension Bonds Reserve fund is consolidated with the
General Fund at year end for financial statement purposes.
Special Revenue Funds – account for revenue derived from specific sources (other than major capital
projects) that are restricted by legal and regulatory provisions to finance specific activities. The Town’s
Special Revenue Funds are as follows (funds are listed in department order):
Technology Investment Fund (Information Technology) – accounts for a recurring revenue

stream dedicated to continued investment in the Town’s e-business strategy.
Police Private Duty Fund (Police Services) – accounts for revenues generated by police private
duty overtime fees and the related costs.
Police Home Ownership Program Fund (Police Services) – accounts for loan activity to assist
police officers with closing and down payment costs to encourage them to reside in the
Southeast quadrant of West Hartford.
Drug Enforcement Fund (Police Services) – accounts for grant revenue and proceeds from
seized property to be used for drug enforcement and education.
Parking Lot Fund (Public Works) – accounts for operations of the Town’s gated parking lots
and parking meters in the Town Center.
Cemetery Operating Fund (Public Works) – an expendable trust fund that accounts for
donations and other resources provided for the maintenance of Town-owned cemeteries.
Veterans Memorial Fund (Public Works) – accounts for donations to finance construction and
maintenance of a community memorial to honor veterans.
Community Development Block Grant Fund (Leisure Services & Social Services) – accounts
for federal grant revenue from the United States Department of Housing and Urban
Development.
CDBG Housing Rehabilitation Fund (Leisure Services & Social Services) – accounts for
housing rehabilitation activities funded via federal grant monies from the U.S.
Department of Housing and Urban Development.
State Housing and Community Development Fund (Leisure Services & Social Services) –
accounts for state housing funds for community development programs.
Westmoor Park Fund (Leisure Services & Social Services) – accounts for income received
from an external trust and expenditures to maintain Westmoor Park.

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CF Morway Fund (Leisure Services & Social Services) – accounts for trust revenue which may
be utilized to purchase park and recreation equipment and facilities.
Affordable Housing Trust Fund (Leisure Services & Social Services) – accounts for loan activity
to assist low- and moderate-income families.
The Town That Cares Fund (Leisure Services & Social Services) – accounts for donations used
to provide financial assistance to residents in need.
West Hartford Library Fund (Library Services) – accounts for grants and other revenue
derived from the Connecticard program and computer search activities.
School Cafeteria Fund (Board of Education) – accounts for the operations of the school
cafeterias, including sales of food, and state and federal subsidies.
School Interscholastic Sports Fund (Board of Education) – accounts for resources and
expenditures related to interscholastic sports at the Town’s high schools.
School Grants Fund (Board of Education) – accounts for state and federal grants used for various
education programs.
School Special Programs Fund (Board of Education) – accounts for state grants, federal grants
and charges for services to fund education special programs.
School Donations Trust Fund (Board of Education) – accounts for contributions to the school
system used to make public school purchases.
Private School Services Fund (Non-Departmental) – accounts for a state grant and other funds
necessary to provide mandated services to the Town’s non-public schools.
American Rescue Plan Act (ARPA) (Non-Departmental) – accounts for Federal funds received
to provide support to local governments in responding to the economic and public health
impacts of COVID-19.
Capital Projects Funds – used to account for and report on resources that are restricted, committed or
assigned to expenditures for capital outlay.
Capital Projects Fund (Capital Financing) – accounts for all financial resources used for the
acquisition of capital assets or construction of major capital facilities.
Capital and Non-Recurring Expenditures Fund (Capital Financing) – accounts for the
resources accumulated for capital projects or equipment acquisition.
Debt Service Funds – used to account for and report on resources that are restricted, committed or
assigned to expenditures for principal and interest.
Debt Service Fund (Capital Financing) – accounts for the accumulation of resources for, and the
payment of, general long-term debt principal and interest, as well as Pension Obligation
Bonds long-term debt principal and interest.
Blue Back Square Fund (Non-Departmental) – accounts for the financial activity of the Blue
Back Square development project.
Permanent Funds – used to report resources that are legally restricted to the extent that only earnings,
and not principal, may be used for purposes that support the Town’s programs. The Town has one
permanent fund:

1 -7
Private Cemetery Fund (Public Works) – accounts for contributions and trust income used for
the maintenance of private cemetery lots.
PROPRIETARY FUNDS
Proprietary funds are used to account for activities that are similar to those often found in the private
sector. These funds are accounted for on the flow of economic resources measurement focus and use
the accrual basis of accounting. The Town has two types of proprietary funds:
Enterprise Funds – account for operations that are financed in a manner similar to private business
enterprises, where the intent is that costs of providing goods or services to the general public on a
continuing basis be financed or recovered primarily through user charges.
Leisure Services Fund (Leisure Services & Social Services) – accounts for the operations of
the Town’s leisure activities.
West Hartford Center – Special Services District Fund (Non-Departmental) - accounts for the
financial activity of the West Hartford Center Special Development District.
Internal Service Funds – account for the financing of goods or services provided by one department to
other departments or agencies of the Town on a cost-reimbursement basis. The Town has two internal
service funds:
Risk Management Fund (Human Resources) – accounts for the cost of the Town’s insured and
self-insured risk programs.
Utilities Services Fund (Facilities Services) – accounts for the cost of the Town’s energy usage.
FIDUCIARY FUNDS
Fiduciary Funds are used to account for assets held by the Town in a trustee capacity or as an agent for
individuals, private organizations, and other governments. The Town has two types of fiduciary funds:
Trust Funds – involve a trust agreement that affects the degree of management involvement and the
length of time that resources are held. The Town has two trust funds:
Pension Trust Fund (Human Resources) – accounts for the payment of pension benefits and
other costs associated with the operation of the Town’s pension plan.
Other Post-Employment Benefits Fund (Human Resources) – used to report resources that are
required to be held in trust for the members and beneficiaries of the Town’s post-
employment benefit plan.
Agency Funds – are custodial in nature (assets equal liabilities) and do not involve measurement of
results of operations. The Town has one agency fund:

1 -8
Student Activity Fund (Board of Education) – accounts for the monies generated by student
activities in the West Hartford school system.
BASIS OF ACCOUNTING
All General and Special Revenue Funds shall be accounted for on the modified accrual basis, under
which revenues shall be recognized when actually received, or accrued when the Director of Financial
Services determines them to be both measurable and available, and commitments of money shall be
recorded as soon as they result in contingent liabilities to be met from available appropriations. This
shall not apply to interest earnings, which may be recognized on a full-accrual basis, so as not to preclude
the Town from maximizing investment earnings through utilization of long-term investments
transcending one (1) or more fiscal years. Enterprise and Internal Services Funds utilize a full-accrual
system of accounting. The Town shall utilize a full-encumbrance system for all funds in all financial
transactions of the town. Salaries and wages of Town employees chargeable against valid personal
services appropriations need not be encumbered, except at the close of the fiscal year. At the close of
the fiscal year, all salary commitments and related employee benefits, such as social security, group
insurance, retirement contributions and other obligations, as evidenced by a valid purchase order or
contract accruing to the current accounting period, shall be itemized in a reserve for encumbrances; said
itemized encumbrances, at the discretion of the Director of Financial Services, may be met from the
aggregate total of the reserve for encumbrances.
This document is prepared on a budgetary basis, which follows the modified accrual basis of
accounting except:
a. Encumbrances are recognized as a valid and proper charge against a budget appropriation in the year
in which the purchase order is issued and, accordingly, encumbrances outstanding at year-end are
reflected in budgetary reports as expenditures in the current year but are shown as reservations of fund
balance on a GAAP basis.
b.The Town accounts for "on-behalf" contributions made by the State of Connecticut to the Connecticut
State Teachers' Retirement System as revenue in accordance with GASB Statement No. 24,
Accounting and Financial Reporting for Certain Grants and Other Financial Assistance. As such,
General Fund revenue and expenses on a GAAP basis reflect the recognition of "on-behalf”
contributions by the State.

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ORGANIZATIONAL STRUCTURE
TOWN OF WEST HARTFORD, CONNECTICUT
Electors
Board of Registrar
Town Council Town Clerk
Education of Voters
Board
Superintendent Corporation Library
Town Manager of
of Schools Counsel Board
Assessors
Director of
Director of Leisure Director of
Director of
Community Services Library
Assessment
Development & Social Services
Services
Director of Director of
Public Financial
Works Services
Director of
Police
Human
Chief
Resources
Director of Plant
Fire
and Facilities
Chief
Services
Director of
Information
Technology

1 -10
FISCAL POLICIES SECTION
The Town’s annual budget reflects priorities of the Town Council with respect to maintaining a high level of
service to the community, mitigating, to the extent possible, tax increases and looking prospectively to the future
in hopes that any and all potential contingencies have been properly addressed.
This Proposed budget is designed to maintain the undesignated fund balance level at 9.9% of General Fund
expenditures, with an eye towards incrementally increasing that level based on the recently amended fund
balance policy which will earmark one third of prior year budgetary surplus to the fund. In addition, this
proposed budget recommends to fully fund the pension Actuarially Determined Employer Contribution
(ADEC) through a combination of direct funding by all covered funds along with a contribution from the
Pension Bond Reserve (POB) Fund. This fund was created in 2021 to absorb any increases in excess of 8%
over the prior year ADEC.
The state-wide uniform mill rate of 32.46 which was established for motor vehicles is not changed. Any
City/Town who had proposed a mill rate greater than 32.46 for motor vehicles will receive a grant which will
offset that loss in revenue. The Town received a grant in the amount of $5,590,704 in FY 2024 and the Governor
proposed a grant of $5,874,518 which is included in this Proposed budget.
This Proposed budget also includes a $400K increase towards Other Post-Employment Benefits (OPEB)
liabilities in an effort to gradually improve the OPEB unfunded liability.
Lastly, this Proposed budget also addresses operational needs in public safety, public works, and general
government. The following policies are reflected in this budget:
• Continue to assume a property tax collection rate of 99.1%.

• Continue to use conservative revenue estimates in all non-tax and non-municipal aid categories.
• Utilize the Governor’s Proposed budget for State aid estimates.
• Continue to fully fund the Actuarially Determined Employer Contribution (ADEC) related to
Pension liabilities.
• Adhere to planned phase in of ADEC related to Other Post-Employment Benefits (OPEB) liabilities.
• Explore options for service sharing with other municipalities.
• Regular rebidding of contracts for goods and services.
• Continued efforts to modify employee benefit programs to reduce costs.
• Evaluation of best practices for government operations.
The fiscal year Proposed 2025 General Fund budget totals $349,071,774 and represents an increase of
$17,881,110 or 5.4% from fiscal year 2024. The municipal services portion of the budget totals $131,523,008;
an increase of $6,759,788 or 5.42%. The education budget totals $201,303,856, an increase of $11,112,735 or
5.84%. The capital financing budget for both municipal and education services is $16,244,910 an increase of
$8,587 or .05%. In order to finance the budget, an increase in current year property tax revenue of $14,553,712
or 5.13% is required. Property taxes are the primary source of revenue for municipalities in Connecticut and
increases in property tax revenue are generated from growth in the value of taxable property and increases in
the tax rate. As a fully developed community, growth in the Town’s taxable property is through re-use of existing
property. The October 1, 2023 Grand List totals $7,228,588,979, an increase of $5,642,357 or .08%. This growth

2 -1
equates to approximately $239,913 in property tax revenue. In order to generate the remaining property tax
required, a mill rate of 42.90 is required.
SUMMARY OF REVENUES
FY 2024 FY 2025 Increase/ Percent

Adopted Proposed (Decrease) Change
Current Year Property Taxes $283,585,319 $298,139,031 $14,553,712 5.13%
Other Property Taxes 4,535,350 4,435,350 (100,000) -2.20%
Intergovernmental Revenue 32,331,426 34,898,196 2,566,770 7.94%
Charges for Services 7,194,185 7,391,948 197,763 2.75%
Miscellaneous Revenue 2,832,200 3,491,850 659,650 23.29%
Transfers from Other Funds 712,184 715,399 3,215 0.45%
Total Revenues $331,190,664 $349,071,774 $17,881,110 5.40%
Property Taxes
Approximately 85% of the annual General Fund budget is financed through current year property tax
revenue. Increases in property tax revenue are generated from growth in the value of taxable property and
increases to the mill rate. As a fully developed community, growth in the Town’s taxable property is
normally through re-use of existing property.
With the increase in the Grand List, the value of a mill has increased. A mill is used to determine local
property taxes. One mill equals one-thousandth of a dollar. For each mill levied on your property, your
taxes will be $1 per every $1,000 of assessed value. This budget will have one mill rate for real and personal
property of 42.90 mills; an increase of 1.98 mills or 4.84% and 32.46 mills for motor vehicles which was
established by the State last year and remains in effect. Based on the mill rate cap for motor vehicles, the
Town is expecting to receive an offset grant by the State of $5,874,518. The successful collection of current
year property taxes is a critical element in determining property tax revenues and effectively managing the
budget during the fiscal year. The collection of the second installment of real estate property taxes in January
2024 was consistent with experience in prior years. Over the last ten years, the average collection rate for
the Town has been 99.3%. The Proposed 2025 Budget maintains a conservative 99.1% collection rate
assumption.
Tax Collection Rate

100.00
99.50 99.40 99.40

99.50
99.40
99.30 99.30 99.30 99.30
99.20 99.20 99.20 99.20
99.10 99.10 99.10 99.10 99.10 99.10
99.00 99.00
98.90
98.50
98.00
97.50
Fiscal Year

2 -2
Intergovernmental Revenue
Estimated Intergovernmental Revenue for the Proposed fiscal year 2024-2025 budget is detailed below.
State Aid revenue assumptions are based on the Governor’s proposed budget.
FY2024 FY2025 Increase/

Grant Adopted Proposed Decrease
Dial-A-Ride $ 80,880 $ 80,880 -
Total Federal Revenue $ 80,880 $ 80,880 -
Motor Vehicle Property Grant $ 5,590,704 $ 5,874,518 $ 283,814

Education Cost Sharing 23,028,564 25,088,837 2,060,273
Disabled Property Tax Relief 6,000 6,000 -
Grant for Municipal Projects 820,784 843,784 23,000
Payment in Lieu of Taxes (PILOT) Property 1,062,641 1,257,324 194,683
Payment in Lieu of Taxes (PILOT) Grant 691,253 691,253 -
Veterans Tax Relief 62,613 62,613 -
Alcohol/Drug Abuse Grant 7,142 12,142 5,000
Town Aid Road 691,660 691,660 -
Emergency 911 Service Grant 141,000 141,000 -
Pequot/Mohegan Fund Grant 27,820 27,820 -
Telephone Grant 120,365 120,365 -
Total State Aid $ 32,250,546 $ 34,817,316 $ 2,566,770
Total Intergovernmental Revenue $ 32,331,426 $ 34,898,196 $ 2,566,770
Intergovernmental Revenue
40,000,000
35,000,000
30,000,000
25,000,000
20,000,000
15,000,000
10,000,000
5,000,000
0
Fiscal Years

2 -3
Charges for Services
Building Permits
Estimated building permit revenue is budgeted at $2,300,000 for the Proposed fiscal year 2025 budget, a
decrease of $50,000. The building permit fee is calculated on the value of new construction or building
improvements. The fiscal year 2024 estimate is based on anticipated residential housing and commercial
construction projects.
Real Estate Transactions
The Town receives fees established by the State of Connecticut for real estate transactions. Land records
fee revenue is received for the recording of legal documents and conveyance taxes are charged on the
transfer of all real estate. The fiscal year 2025 Proposed budget reflects conveyance tax revenue of
$1,400,000 based upon the level of activity in the current fiscal year. The fiscal year 2025 Proposed budget
increases land records fee revenue from $175,000 to $185,000.
Conveyance Tax
1,800,000
1,600,000
1,400,000
1,200,000
1,000,000
800,000
600,000
400,000
200,000
0
Miscellaneous Revenues
Investment Income
The Town invests available cash to generate interest income, a source of non-property tax revenue in the
annual budget. The Proposed fiscal year 2025 interest income increases $650,000 as interest rates remain
favorable due to the Federal Government raising the prime interest rate a number of times during the fiscal
year. The Town invests available cash in the State Treasurer’s Short-Term Investment Fund (STIF) at
current rates between 5.11% and 5.45%.
Fund Balance
Fund balance is the amount the Town has accumulated from prior years when revenues exceeded actual
expenditures. As of June 30, 2023, the Town’s fund balance increased from the prior year ratio of 9.2% to
9.9% for a total of $32,195,879.

2 -4

10 Year History of Unassigned Fund Balance
$40,000,000 12.0%
9.9%
$35,000,000
9.0% 9.1% 9.1% 9.1% 9.2% 10.0%
$30,000,000 8.1% 8.1% 8.1% 8.1%
8.0%
$25,000,000
Fund Balance
$20,000,000 6.0%
$15,000,000
4.0%
$10,000,000
2.0%
$5,000,000
$- 0.0%
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Unreserved Fund Balance % of General Fund Expenditures
SUMMARY OF EXPENDITURES
FY 2024 FY 2025 Increase/ Percent

Adopted Proposed (Decrease) Change
Town Services
Wages & Salaries $ 49,244,491 $ 50,987,992 $ 1,743,501 3.54%
Operating Expense 29,982,964 31,187,198 1,204,234 4.02%
Fringe Benefits 45,535,765 49,347,818 3,812,053 8.37%
Total Town Services $124,763,220 $131,523,008 $ 6,759,788 5.42%
Board of Education $190,191,121 $201,303,856 $11,112,735 5.84%
Capital Financing $16,236,323 $16,244,910 $8,587 0.05%
Total Expenditures $331,190,664 $349,071,774 $17,881,110 5.40%
Town Services
Wages & Salaries
Wages and Salaries total $50,987,992, an increase of $1,743,501 or 3.54% from the prior adopted budget.
This appropriation represents the wages and salaries associated with all full-time employees, inclusive of
paramedic stipends and hazardous material certification stipends. All Town union contracts expired June
30, 2021 with the exception of Police and Streets bargaining units (expiring June 30, 2024) and Fire and
Grounds bargaining units (expiring June 30, 2025), however applicable merit increases for eligible
employees are included. A contingency has been established for potential wage settlements for all unsettled
collective bargaining unit contracts and are not included in the regular payroll account. During fiscal year

2 -5
2024, two new General Fund positions were approved: Building Inspector and a Civil Engineer II, both in
the Department of Community Development.
The appropriation for part-time personnel increases $264,656 or 8.8%. The increase is largely due to the
increase in CT minimum wage amount on January 1, 2024, contractual wages and step increases for eligible
employees. Increases can be found in the Leisure and Social Services department due to part-time staff for
programming and staff for the summer and school programs. In addition, increases can be found in the
Registrar of Voters and the Town Clerk budgets due to additional part-time staff necessary due to the early
voting statutory requirement as well as the Federal election in fiscal year 2025.
The overtime appropriation slightly increases by $59,177 with increases in Police and Fire departments.
Operating Expense
Operating expense totals $31,187,198, an increase of $1,204,234 or 4.02% from the 2024 adopted budget.
Payment to the MDC, the quasi-governmental agency responsible for sewage treatment and disposal, is
based upon the agency’s adopted budget and appropriated to the member communities based upon the
local property tax levy. The appropriation for fiscal year 2025 slightly decreases ($38,523) or -0.3% from
fiscal year 2024. Operating expense encompasses a variety of items from office expenses to professional
services, utilities and information technology for all Town departments. Office expenses increase by
$171,775 primarily due to early voting statutory requirements, employee recognition and staff event
expenses, and a price increase for the annual subscription for commercial real estate information along
with publications for the Police department. Renovations to an interview room for the Detective Bureau
along with tasers, cartridges and batteries for the tasers are also included. Professional services increase
$168,220 primarily for services provided by outside counsel, labor attorneys, and consultants, contractual
costs such as internal mail, switchboard and copying services, and annual physicals which follow a
national standard promulgated by National Fire Protection Association (NFPA 1582) for approximately
92 employees. In addition, there are increased costs for the annual audit, transcription services to address
additional needs, and a wetlands consultant to assist with application review. The office and minor
equipment line increases $108,602 to purchase a variety of minor equipment related to the Fire, Police
and Public Works Departments. This includes an increase in the radio maintenance contract ($87,695),
Glock simulation guns for the Police Department ($3,500), technical rescue equipment ($4,000) for the
Fire Department and stripping, painting crosswalks and pedestrian areas ($8,700) in the Public Works
department. Maintenance and repairs include all Town wide equipment repair and maintenance. Included
in this category are sidewalk maintenance, streetlight maintenance, signal and traffic light maintenance
and hardware/equipment maintenance. The increase of $206,815 is primarily for the Police Department
relating to license plate recognition camera system (Flock Safety) ($65,000), software ($7,000),
commercial copier in the training room ($2,000), software upgrade to the radio system ($90,000) and
additional EMS supplies ($27,625). Additional increases are found in the Public Works department for
signal maintenance ($15,400), materials for sign making ($12,000), bituminous materials used for
patching roads ($29,550) and contractual services for tree removal and crane support ($10,000).
Contractual Services reflect a net increase of $249,093 primarily due to increased costs for the Town’s
curbside services related to trash pick-up and the continuance of a bi-weekly recycling collection program
($134,313). Other contractual services that increase include miscellaneous contractual services in Public
Works ($30,000) and contracted services in the Facilities department ($10,000).

2 -6

Solid Waste Disposal Costs
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$-
Fiscal Year
Fringe Benefits, Insurance & Miscellaneous

Fringe Benefits, Insurance & Miscellaneous total $49,437,818, an increase of $3,812,053 or 8.4% from the
adopted 2024 budget. This appropriation represents risk management expenses such as the cost of
employee health benefits, insurance, self-insurance and workers’ compensation programs. This also
includes pension benefits, transfers to other funds, social security and contingencies for tentative wage
settlements on open union contracts.
Risk management expense, which is charged to all funds, increases $2,213,478 or 7.5% in fiscal year 2025. The
Town Health Program expense increases $1,308,969 with the General Fund’s portion of the increase ($780,411)
in the contribution for retiree health and an increase in active employee health care costs based upon current
year trends. In addition, there are increases in insurance premiums on renewals on a number of policies (i.e.,
property, excess auto, general liability, cyber liability, public official, school leaders.) The other risk programs
are experiencing variances due to claim trends and amortization of accumulated surplus/deficit in each program,
as detailed in the Human Resources departmental section.
On June 24, 2021, the Town issued $324.3M of Pension Obligation Bonds (POB’s). The fiscal year 2025
contribution to the Pension Fund reflects the Town's total Pension Liability which consists of the Debt
Service on the Pension Obligation Bonds of $17,658,777 and the actuarially determined employer
contribution (ADEC) of $9,171,477 which when combined equal the total Town Pension liability of
$26,830,254. This reflects a decrease of $352,026 over the fiscal year 2024 adopted budget, as discussed
more fully in the Human Resources departmental section. Although there is an overall decrease in the
Town’s pension liability, the impact to the Town’s portion of the General Fund contribution represents an
increase of $927,310, as there is an actuarial percentage shift in the cost between the Town and Board of
Education.
The ADEC represents contributions from the Town, Board of Education and covered non-general fund
programs that have employees that fall under the Town’s Pension umbrella. The $9,171,477 is comprised
of Town, BOE and other covered programs contributions of $7,981,105 and a contribution from the Pension
Bond Reserve Fund of $1,190,372.

2 -7
In addition to pension benefits, the Town provides medical benefits to retired employees. The total liability
for retiree medical benefits, last measured on July 1, 2021, is $242,528,208. These benefits are paid from a
retiree health care reserve fund established in 1984. The General Fund makes a contribution to the reserve
fund each year and these funds are invested in fixed income and equity securities. A long range funding
plan for the retiree health care reserve fund was implemented in fiscal year 2005 to restore the General Fund
contribution to the reserve fund to a level sufficient to preserve the financial viability of the fund. The
General Fund contribution to the retiree health care reserve fund increases $400,000 in fiscal year 2025
resulting in a Town contribution of $11,272,000.
The Town extended the retirement eligibility for new employees hired after 2003 which significantly
lowered the liability associated with retiree health care. An OPEB (Other Post-Employment Benefits) trust
fund was established for these employees and the Actuarially Determined Employer Contribution (ADEC)
to the trust for the cost of retirement health care benefits earned has been deposited in the fund each year.
The Town has also begun phasing in contributions to reach the ADEC for employees hired prior to 2003
over a multi-year period.
A contingency of $2,012,227 is appropriated one for unsettled labor agreements that have already expired
and two for contracts (Police and Streets) that will expire at the end of fiscal year 2024.
Education
West Hartford Public Schools – The FY 2024-2025 education budget totals $201,303,856, an increase of
$11,112,735 or 5.8%.
• Salaries, which comprise 64% of the budget, increase $6,686,648, or 5.5%. This increase reflects
rate adjustments required by collective bargaining agreements, as well as current staffing for regular
and special education services. Staffing of pupil services support specialists and paraprofessionals
exceeds budget in the current year to meet increased student needs. The 2024-25 budget reflects a
net reduction of 10.6 positions from current staffing. While new certified special education positions
are proposed to meet student needs, they are offset by reductions achieved through enrollment
changes, scheduling and program efficiencies, and administrative and support staff adjustments.
• Employee benefit expense, which represents 18% of the budget, is increasing by 6.3%. Pension
costs for non-certified staff reflect a reduction of $520,259 based upon the Board’s share of the
actuarially determined employer contribution for the Town Pension plan and a prorated share of the
debt service on pension obligation bonds issued by the Town. The appropriation for health insurance
increases based upon an estimated increase in medical premiums for the State Partnership Plan,
current staffing, and a reduced use of the health reserve. In addition, social security costs increase
consistent with staffing and wages.
• Transportation, Tuition, and Utilities reflect an increase of 7.3%. Pupil transportation increases
$227,424 due to contractual rate increases. Tuition reflects an increase of $1,533,622 based upon
the number of students placed out of district to meet their educational needs, an increase in tuition
rates, and the continued underfunding of the State reimbursement for excess costs. Overall, the
appropriation for utilities reflects a reduction of $188,357 due to moderated rate adjustments and
consistent usage.
• The remainder of the district’s costs consist of items such as instructional supplies, professional
services, copiers, textbooks, technology, maintenance and custodial supplies, rent, and general

2 -8
insurance. The increase of $681,525 relates to an increase in workers’ compensation and general
liability insurance.
The Superintendent’s budget maintains class size guidelines, instructional coaches at the middle schools,
and a broad array of courses to challenge students and prepare them for college and career. In addition, it
preserves counseling and student supports, programs and services to meet the distinctive needs of all
learners, and a strong commitment to the arts.
CAPITAL FINANCING SUMMARY
The 2025-2036 Capital Improvement Program (CIP) invests $522,193,000 in the West Hartford community
over the next twelve years. These funds will be invested in Town and School buildings, transportation and
infrastructure, parks and recreational projects and capital equipment.
While the CIP is comprised primarily of recurring projects whose purpose is to maintain the infrastructure
of the Town and prevent expensive repairs, there are also a few non-recurring projects as noted below.
• Transportation and Circulation: Farmington Ave Reconstruction Project applies $5,500,000 of

ARPA funds to provide Complete Streets improvements on Farmington Avenue from Walden Street
to Main Street including the intersections at Walden Road, LaSalle Road, and the Municipal Parking
Lot Driveway. Program elements include sidewalk expansions, replacement of sidewalk surfaces,
replacement of street trees and tree wells, sidewalk furniture, low impact development drainage
improvements, traffic calming improvements, roadway repaving, and new pavement markings.
• Parks and Recreation: Rockledge Irrigation, originally installed in 1981, is set to be replaced. The
irrigation system is important to maintain quality golf; all greens, tees and most fairways are
irrigated. Components include the irrigation ponds (fed by wells); a pump station, water distribution
pipes, control valves, control lines (with controllers) and sprinkler heads. Irrigation complements
fertilizer and Integrated Pest Management, allowing for judicious use and increased use of organic
treatments. It also helps control algae and heat stress. The project has a duration of one year, planned
to start in Year 1, and has a total cost of $2,400,000.
• Town Building Improvements: Included in this capital plan is the construction of a new Elmwood
Community Center to be located at 100 Mayflower Street. In FY 2024, after this proposed budget
is submitted, the Town Council will consider an appropriation of $3,000,000 in ARPA funds to
develop plans and specifications for the new building. In Year 2 of this plan $5,000,000 in bond
funds is proposed to hire a construction management firm who will oversee the construction,
owner’s representative, commissioning agent and other professional/consulting services related to
construction of the building. Year 3 of this plan includes $55,000,000 in bond funds for the actual
construction of the building.
• Miscellaneous Equipment: Year 1 of the plan includes $115,000 for a Street Brine System. Public
Works during winter months is responsible for the clearing and safe utilization of all parks and BOE
parking as well as over 220 miles of roads within the town of West Hartford. The application of
ClearLane, a road treatment material, is needed to assure there is no icing, preventing the potential
for student or resident harm. The use of a brine system for the application of deicing materials to
town roads, center sidewalks and school areas allow more precise application of materials, reducing
waste and being environmentally friendly.

2 -9
The Town utilizes four main financing sources for projects in the CIP: long-term debt (General Obligation
Bonds), the Capital and Non-Recurring Expenditure (CNRE) Fund, State and Federal grants, and “other”
funds. Projects being financed via other funds include projects at Rockledge Golf Course (excluding the
irrigation and retaining wall projects), which are financed through capital projects user fees for golfers,
projects at Westmoor Park, which are financed through use of the Westmoor Park fund balance, and projects
eligible for funding under the Community Development Block Grant program.
FUND BALANCE POLICY – GENERAL FUND
TOWN OF WEST HARTFORD
The Government Finance Officers Association (“GFOA”) recommends that governments establish a formal
policy on the level of unrestricted fund balance in the General Fund. Credit agencies are in general
agreement with this GFOA recommendation as they carefully monitor levels of unrestricted fund balance
in a government’s General Fund in order to properly evaluate a government’s continued creditworthiness.
The Town of West Hartford (“Town”) is in agreement and believes that in order to ensure the long-term
economic stability of the Town, a policy that requires maintaining a prudent level of financial resources in
order to protect against reducing service levels or raising taxes and fees as a result of unforeseen catastrophic
events, unexpected revenue shortfalls, or unpredicted one-time expenditures, is necessary. Furthermore, the
Town recognizes that the creation of a formal fund balance policy for the General Fund is essential to
maintaining the highest credit rating available.
Accordingly, the Town seeks to gradually increase unrestricted fund balance in the General Fund to 16%
of expenditures as stated in the General Fund Schedule of Expenditures and Other Financing Uses Budget
and Actual (NON-GAAP BUDGETARY BASIS) in the Town’s most recent Comprehensive Audited
Financial Report. The Town intends to reach this level over time by committing year end surplus in the
following manner:
1. First, depending on the amount of surplus, at a minimum, utilize surplus funds to maintain the
current unreserved fund balance ratio.
2. Second, for surplus funds over and above the amount needed to maintain the current fund balance
ratio, commit to utilizing one third of that amount to increase the unreserved fund balance.
3. Third, the balance of any surplus, after points 1 and 2 are achieved, will be used to bolster reserves
in other funds such as, but not limited to, the Capital Non-Recurring Fund, Utility Services Fund
and Risk Management Fund.
As of the adoption of this revised policy, the Town’s unreserved fund balance is 9.2%. In the event the
unrestricted fund balance falls below 9.2%, the Town will take all necessary steps to restore it to at least
9.2% as soon as practical, which steps may or may not be those set forth above.
The Town intends to limit its unrestricted fund balance in the General Fund to no more than 16% of the
audited General Fund Expenditures as stated in the General Fund Schedule of Expenditures and Other

2 -10
Financing Uses Budget and Actual (NON-GAAP BUDGETARY BASIS) in the Town’s most recent
Comprehensive Audited Financial Report.
Amounts in excess of 16% will be available for appropriation for the following purposes:
1. Tax Relief Purposes: Excess unrestricted fund balance may be used for tax relief purposes. This is
permitted only when that tax relief is part of an overall strategy that is intended to smooth out
projected tax levy increases over a multiyear period.
2. Unanticipated Operating Expenses: Excess unrestricted fund balance may be used to offset
operating budget expenses in extraordinary cases where those expenses are unanticipated and
substantial and/or are projected to occur over a multiyear period.
3. Recurring Capital Projects: Excess unrestricted fund balance may be used for recurring capital
projects including, but not limited to, Arterial Street Reconstruction, Neighborhood Street
Reconstruction, Street Resurfacing and Town Building Improvements.
The Town acknowledges that a drawdown of excess fund balance to mitigate tax increases or to support
operations is essentially a one-time source of funding and, therefore, the Town commits to manage any
excess fund balance drawdown(s) in a prudent and fiscally responsible manner. When appropriate,
drawdowns of excess fund balance will be utilized over a multiyear period. If a significant drawdown of
excess fund balance is proposed for a single fiscal year period, the Town Manager will be required to submit
a fiscal analysis to the Town Council outlining the impact that one time revenue will have on the following
fiscal year’s operating budget.
Any recommended usage of excess fund balance must be proposed by the Town Manager and authorized
by the Town Council.
Proposed: 12/13/2016 / Revised: 2/14/2023

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TOWN OF WEST HARTFORD, CONNECTICUT

STATEMENT OF GENERAL INVESTMENT POLICY
I. Responsibility
Under Chapter 18 of the West Hartford Code, the Director of Finance is responsible for the custody of Town
funds and money. This includes the investment of all town funds of the Town of West Hartford, including the
General Fund, Special Revenue Funds, Capital Projects Fund, Proprietary Funds, and Trust and Agency Funds,
and any other funds which may be created from time to time. Investment of those funds shall be administered
in accordance with the provisions of this policy. This policy does not apply to the Risk Management Fund (and
Capital and Nonrecurring Expenditure Fund), equity reserves and designated liability reserves, which are
governed by the Statement of Reserve Investment Policy, nor its employee retirement system funds, which are
administered separately and governed by the Statement of Pension Plan Investment Policy.
In meeting this responsibility, the Director of Financial Services establishes objectives for the investment of
these funds, may select an investment manager, oversees the compliance of the manager with all articles and
restrictions on the investment of the funds, and evaluates the performance of the investment manager, if one is
selected. The Town Manager approves the contracts and/or fee schedules of the investment manager and the
investment custodian and approves the continuation of the business relationships with the investment manager
and the custodian.
Town funds are invested under the authority of Section 7-400 of the Connecticut General Statutes (CGS).
II. Policy Rationale

The Town believes that prudent investment management requires a statement of investment policies and
objectives to guide the investment manager responsible for investing Town assets. Investment objectives should
reflect the Town’s goal of attaining market rates of return on its investments, consistent with constraints imposed
by its safety objectives, cash flow considerations, and state laws that restrict the investment of public funds. All
participants in the investment process shall seek to act responsibly as custodians of the public trust.
Inherent in the investment policy statement is the Town’s belief that investment strategies should reflect a
prudent investor’s tolerance for risk. Certain specified investment restrictions are appropriate to help define the
degree of risk tolerance acceptable to the Town. The Town believes that diversification is fundamental to the
spreading of risk, for example. Fundamental to this diversification is asset allocation, and as indicated below,
the Town accepts responsibility for asset allocation decisions, but may delegate asset allocation responsibility
to its investment manager.
The Town’s rationale for a statement of investment policy is to produce a superior return for the Town through
prudent asset allocation and superior investment performance within the designated asset classes.
III. Objectives
The primary objective of the investment of Town funds is to earn an annualized return, including both income
and changes in market value after management charges, which exceeds the rate of inflation by 2% as periodically
expressed in the Consumer Price Index. The Town recognizes that this objective will not be attainable in periods
of market adversity, and the Town places its emphasis on measuring attainment over periods long enough to
encompass both a peak and a bottom in the appropriate markets.
The secondary objective of the investment fund is to earn an annualized return which ranks it in the top 40% of
appropriate populations of funds as tabulated by Piper, SEI, and others. As in the case of the primary objective,

2 -12
the Town will emphasize standings in these populations for periods long enough to encompass market peaks
and valleys, but will nonetheless assess relative performance at least quarterly.
Although these objective standards will be primary in the Town’s assessment of manager performance, the Town
will make use of other competitive data, as are made available to it.
If the Town selects an investment manager or managers for expertise in a specific class, or classes, of securities,
the class objective standard will become primary in the Town’s assessment of the particular manager. The Town
will assess performance quarterly and will expect that the manager will rank in the top 40% of the appropriate
population(s) over periods long enough to encompass both a peak and a bottom in the appropriate markets.
IV. Asset Allocation

Although asset allocation is finally the responsibility of the Town, the Town may delegate this responsibility or
portion thereof to its investment manager, subject to certain restrictions. The Town will strive to give its
investment manager the broadest possible mandate to utilize their expertise.
V. Specific Restrictions
A. General Restrictions on Asset Classes
Per CGS Sections 7-400, the portfolio may be invested:
a. In the obligations of the U.S. Government, including the joint and several obligations of
the FHLMC, FNMA, GNMA, and FSLIC, the U.S. Postal Service, all federal home loan
banks, all federal land banks, all federal intermediate credit banks, the Central Bank for
Cooperatives, the Tennessee Valley Authority, or any other agency of the United States
government.
b. In the obligations of any state of the United States or of any political subdivision,
authority of agency thereof, provided at the time of investment such obligations are rated
within one of the top two rating categories of any nationally recognized rating service or
of any rating service recognized by the state commissioner of banking.
c. In the obligations of the State of Connecticut or of any regional school district, town,
city, borough or metropolitan district in the State of Connecticut, provided at the time of
investment the obligations of such government entity are rated within one of the top three
rating categories of any nationally recognized rating service or of any rating service
recognized by the state commissioner of banking.
Other permissible investments include certificates of deposit, commercial paper, savings

accounts, and bankers’ acceptances, and the State Short Term Investment Fund (STIF).
B. Specific Restrictions
Unless specifically approved by the Town, all short term securities in the investment fund will be under
the management of the Town, a single investment manager or the Town’s custodian bank. To the extent
that an investment manager elects to leave monies allocated to it in short term investments, these
investments will be aggregated with all securities under the manager’s responsibility for management
fee purposes.
Short term securities are those which have a maturity date within one year at time of purchase. All short
term investments must satisfy at least one of the following criteria:

2 -13
a. It is an obligation or guaranteed by the U.S. Government.

b. It is commercial paper rate A-1 or P-1 by Moody’s Investors Service or Standard and
Poor’s Corporation.
c. It is a certificate of deposit or a banker’s acceptance of a commercial bank with assets of
at least $20 billion and permanent capital of at least $1 billion with the last five years of
profitable operation.
d. It is a repurchase agreement against the collateral of U.S. Treasury or government
guaranteed securities with banks meetings requirement c. above and primary government
securities dealers.
Because of the need to demonstrate compliance with state statutes, the Town does not permit the pooling
of short term investments with those of other accounts under the manager’s or the bank’s direction.
VI. Diversification and Maturities

Funds of the Town shall be invested in instruments whose maturities do not exceed five years at the time of
purchase. Investments shall be diversified to eliminate the risk of loss resulting from overconcentration in a
specific maturity, a specific issuer, or a specific class of securities. In establishing diversification strategies, the
following general policies shall apply:
a. Maturities shall be staggered to avoid undue concentration of funds in a specific

maturity. Maturities selected shall provide for stability of income and reasonable
liquidity.
b. Liquidity shall be assured through practices ensuring that the next disbursement date and
payroll date cash flow needs are covered through maturing investments or marketable
U.S. Treasury bills.
c. At least five (5) percent of the portfolio shall be invested in overnight instruments or in
marketable securities which can be converted into cash with one day’s notice.
VII. Security
To protect against potential fraud, funds of the Town invested in repurchase agreements or bearer instruments
shall be secured through third-party custody and safekeeping procedures. Investment officials shall be bonded
to protect the public against possible embezzlement and malfeasance. Collateralized securities such as
repurchase agreements shall be purchased using the delivery versus payment procedure. Unless prevailing
practices or economic circumstances dictate otherwise, ownership shall be protected through third-party
custodial safekeeping.
VIII. Investment Coordinator

The Town’s Director of Finance shall serve as the investment coordinator.
IX. Investment Custodian

The Town (shall) may employ an investment custodian to hold or arrange for the holding of the securities in the
portfolio and to execute investment transactions in accordance with instruction received from the investment
manager. At least annually, the Town will review the fee schedule and performance of the investment custodian
and approve the custodian’s fees.

2 -14

FISCAL YEAR 2024-2025
BUDGET IN BRIEF
ALL FUNDS
ACTUAL ADOPTED ESTIMATED PROPOSED
REVENUES AND OTHER RESOURCES 2022-2023 2023-2024 2023-2024 2024-2025
General Fund $327,314,125 $331,190,664 $336,003,996 $349,071,774

Blue Back Square Fund 3,654,022 3,656,800 3,656,800 3,662,050
Community Development Block Grant Fund 1,542,670 678,482 1,753,051 686,237
CDBG – Housing Rehabilitation Fund 305,780 320,000 330,000 310,000
State Housing & Community Development Fund 19 20 15
Westmoor Park Fund 845,596 852,740 820,040 901,686
Leisure Services Fund 5,267,766 5,432,145 5,460,481 5,767,740
Private School Services Fund 2,280,993 2,711,802 2,653,431 2,946,640
West Hartford Library Fund 20,123 3,228
Parking Lot Fund 2,669,011 2,397,086 2,473,586 2,468,336
Technology Investment Fund 17,136 10,000 10,000 10,000
Capital & Non-Recurring Expenditure Fund 3,757,930 109,000
Police Private Duty Fund 1,897,257 2,000,000 1,850,000 1,900,000
Cemetery Operating Fund 546,668 679,000 530,000 576,000
Total Revenue & Other Resources $350,119,096 $349,928,719 $355,653,633 $368,300,478

EXPENDITURES AND OTHER USES 2022-2023 2023-2024 2023-2024 2024-2025
General Fund $323,797,340 $331,190,664 $333,069,289 $349,071,774

Blue Back Square Fund 3,654,000 3,637,000 3,637,000 3,642,250
Community Development Block Grant Fund 1,542,670 678,482 1,753,051 686,237
CDBG – Housing Rehabilitation Fund 305,780 320,000 330,000 310,000
State Housing & Community Development Fund
Leisure Services Fund 5,179,606 4,979,018 5,355,874 5,536,136
Private School Services Fund 2,280,993 2,711,802 2,653,431 2,946,640
West Hartford Library Fund 36,924 9,016
Parking Lot Fund 2,475,831 2,923,318 2,956,329 3,003,067
Technology Investment Fund 8,197 10,000 10,000 10,000
Capital & Non-Recurring Expenditure Fund 2,219,616 1,366,000 1,816,000 2,243,000
Police Private Duty Fund 1,789,732 1,845,401 1,867,059 1,971,475
Total Expenditures & Other Uses $344,646,155 $350,951,078 $354,823,141 $371,052,083
CHANGE IN FUND BALANCE $ 5,472,941 ($ 1,022,359) $ 830,492 ($ 2,751,605)

BEGINNING BALANCE $ 29,585,557 $ 35,058,498 $ 35,058,498 $ 35,888,990
ENDING BALANCE $ 35,058,498 $ 34,036,139 $ 35,888,990 $ 33,137,385

3 -1
Summary of Sources, Uses And Changes in Fund Balances - All Funds
CDBG
Housing State Westmoor Leisure
General Blue Back CDBG Rehab Housing Park Services
Fund Square Fund Fund Fund Fund Fund Fund
Revenues
Property Taxes $302,574,381
Intergovernmental 34,898,196 $686,237 $310,000
Charges for Services 7,391,948 $19,800 $15 $446,686 $5,635,240
Miscellaneous 3,491,850 455,000 62,500
Total Revenues $348,356,375 $19,800 $686,237 $310,000 $15 $901,686 $5,697,740
Other Resources
Transfers In $715,399 $3,642,250 $70,000
Total Other Resources $715,399 $3,642,250 $0 $0 $0 $0 $70,000
Total Revenue & Other
Resources $349,071,774 $3,662,050 $686,237 $310,000 $15 $901,686 $5,767,740
Expenditures
Town Clerk $ 414,544
Town Council 450,839
Town Manager 911,047
Corporation Counsel 545,567
Registrar of Voters 365,506
Information Technology 1,365,439
Financial Services 2,786,331
Assessor 931,361
Human Resources 600,302
Fire Department 15,388,812
Police Department 18,843,559
Community Development 3,404,502
Public Works 14,172,068
Plant & Facilities
Services 2,742,722
Leisure Services &
Social Services 4,099,195 $686,237 $310,000 $844,797 $5,536,136
Library Services 3,705,249
Education 201,303,856
Debt Service 16,244,910
Non-Departmental 58,707,335 $3,642,250
Total Expenditures $346,983,144 $3,642,250 $686,237 $310,000 $0 $844,797 $5,536,136
Other Uses
Transfers Out 2,088,630
Total Other Uses $2,088,630 $0 $0 $0 $0 $0 $0
Total Expenditures and
Other Uses $349,071,774 $3,642,250 $686,237 $310,000 $0 $844,797 $5,536,136
Change in Fund
Balance $0 $19,800 $0 $0 $15 $56,889 $231,604
Estimated Fund
Balance 7/1/24 $35,130,586 $30,209 $0 $0 $591 $441,127 ($4,385,500)
Estimated Fund
Balance 6/30/25 $35,130,586 $50,009 $0 $0 $606 $498,016 ($4,153,896)
NOTE: Transfers In and Out on this schedule may not balance since some transfers are between budgeted and unbudgeted funds.

3 -2
Summary of Sources, Uses And Changes in Fund Balances - All Funds
Capital & Police
Private Non- Private
School Parking Technology Recurring Duty Cemetery Total
Services Library Lot Investment Expenditure Service Operating All
Fund Fund Fund Fund Fund Fund Fund Funds
Revenues
Property Taxes $302,574,381
Intergovernmental $750,864 36,645,297
Charges for Services $1,824,000 $10,000 $1,900,000 $506,000 17,733,689
Miscellaneous 24,000 70,000 4,103,350
Total Revenues $750,854 $0 $1,848,000 $10,000 $0 $1,900,000 $576,000 $361,056,717
Other Resources
Transfers In $2,195,776 $620,336 $0 $7,243,761
Total Other Resources $2,195,776 $0 $620,336 $0 $0 $0 $0 $7,243,761
Total Revenue & Other
Resources $2,946,640 $0 $2,468,336 $10,000 $0 $1,900,000 $576,000 $368,300,478
Expenditures
Town Clerk $ 414,544
Town Council 450,839
Town Manager 911,047
Corporation Counsel 545,567
Registrar of Voters 365,506
Information Technology $10,000 1,375,439
Financial Services 2,786,331
Assessor 931,361
Human Resources 600,302
Fire Department 15,388,812
Police Department $1,846,475 20,690,034
Community Development 3,404,502
Public Works $3,003,067 $786,707 17,961,842
Plant & Facilities
Services 2,742,722
Leisure Services &
Social Services 11,476,365
Library Services 3,705,249
Education 201,303,856
Debt Service 16,244,910
Non-Departmental $2,946,640 $1,408,218 66,704,443
Total Expenditures $2,946,640 $0 $3,003,067 $10,000 $1,408,218 $1,846,475 $786,707 $368,003,671
Other Uses
Transfers Out 834,782 125,000 3,048,412
Total Other Uses $0 $0 $0 $0 $834,782 $125,000 $0 $3,048,412
Total Expenditures and
Other Uses $2,946,640 $0 $3,003,067 $10,000 $2,243,000 $1,971,475 $786,707 $371,052,083
Change in Fund
Balance $0 $0 ($534,731) $0 ($2,243,000) ($71,475) ($210,707) ($2,751,605)
Estimated Fund
Balance 7/1/24 $0 $72,099 ($159,065) $17,774 $2,881,789 $385,454 $1,473,721 $35,888,990
Estimated Fund
Balance 6/30/25 $0 $72,099 ($693,796) $17,774 $638,789 $313,979 $1,263,014 $33,137,385
NOTE: Transfers In and Out on this schedule may not balance since some transfers are between budgeted and unbudgeted funds.

3 -3

FISCAL YEAR 2024-2025
BUDGET IN BRIEF
GENERAL FUND
REVENUES AND OTHER RESOURCES 2022-2023 2023-2024 2023-2024 2024-2025
Current Year Property Taxes $276,147,409 $283,585,319 $283,585,319 $298,139,031

Other Property Taxes 5,756,481 4,535,350 4,785,350 4,435,350
Intergovernmental 32,850,028 32,331,426 34,402,056 34,898,196
Charges for Services 7,493,512 7,194,185 7,289,958 7,391,948
Miscellaneous 4,562,195 2,832,200 5,241,881 3,491,850
Transfers In 504,500 712,184 699,432 715,399
Total Revenue & Other Resources $327,314,125 $331,190,664 $336,003,996 $349,071,774

EXPENDITURES AND OTHER USES 2022-2023 2023-2024 2023-2024 2024-2025
Town Council $ 467,287 $ 420,512 $ 450,349 $ 450,839

Town Clerk 413,837 368,612 359,246 414,544
Town Manager 716,126 785,338 793,437 911,047
Corporation Counsel 527,605 514,261 514,261 545,567
Registrar of Voters 260,991 313,791 242,566 365,506
Assessor 746,791 889,105 867,164 931,361
Information Technology 1,254,593 1,342,287 1,338,860 1,365,439
Financial Services 2,405,927 2,727,317 2,770,905 2,786,331
Human Resources 519,808 566,160 559,423 600,302
Fire 14,884,823 14,645,302 15,004,006 15,388,812
Police 18,638,184 18,552,154 19,244,814 18,843,559
Community Development 2,823,410 3,172,936 3,329,250 3,404,502
Public Works 12,856,107 13,523,585 13,612,544 14,172,068
Plant and Facilities Services 2,565,806 2,654,040 2,747,998 2,742,722
Leisure Services & Social Services 3,662,479 3,829,514 4,237,583 4,099,195
Library 3,376,665 3,611,759 3,542,953 3,705,249
Education 181,012,512 190,191,121 190,191,121 201,303,856
Capital Financing 19,794,587 16,236,323 16,256,323 16,244,910
Non-Departmental 56,869,802 56,846,547 57,006,486 60,795,965
CHANGE IN FUND BALANCE $ 3,516,785 $ $ 2,934,707 $

ENDING BALANCE $ 32,195,879 $ 32,195,879 $ 35,130,586 $ 35,130,586

3 -4
SUMMARY BY DEPARTMENT
GENERAL FUND EXPENDITURES AND OTHER USES
ACTUAL ADOPTED ESTIMATED PROPOSED PERCENT

FY 2022-2023 FY 2023-2024 FY 2023-2024 FY 2024-2025 CHANGE
Town Council $ 467,287 $ 420,512 $ 450,349 $ 450,839 7.2%

Town Clerk 413,837 368,612 359,246 414,544 12.5%
Town Manager 716,126 785,338 793,437 911,047 16.0%
Corporation Counsel 527,605 514,261 514,261 545,567 6.1%
Registrar of Voters 260,991 313,791 242,566 365,506 16.5%
Assessor's Office 746,791 889,105 867,164 931,361 4.8%
Information Technology 1,254,593 1,342,287 1,338,860 1,365,439 1.7%
Financial Services 2,405,927 2,727,317 2,770,905 2,786,331 2.2%
Human Resources 519,808 566,160 559,423 600,302 6.0%
Fire 14,884,823 14,645,302 15,004,006 15,388,812 5.1%
Police 18,638,184 18,552,154 19,244,814 18,843,559 1.6%
Community Development 2,823,410 3,172,936 3,329,250 3,404,502 7.3%
Public Works 12,856,107 13,523,585 13,612,544 14,172,068 4.8%
Plant and Facilities Services 2,565,806 2,654,040 2,747,998 2,742,722 3.3%
Leisure Services & Social Services 3,662,479 3,829,514 4,237,583 4,099,195 7.0%
Library 3,376,665 3,611,759 3,542,953 3,705,249 2.6%
Education 181,012,512 190,191,121 190,191,121 201,303,856 5.8%
Capital Financing 19,794,587 16,236,323 16,256,323 16,244,910 0.1%
Non-Departmental 56,869,802 56,846,547 57,006,486 60,795,965 6.9%
Total Expenditures & Other Uses $323,797,340 $331,190,664 $333,069,289 $349,071,774 5.4%

3 -5
GENERAL FUND ESTIMATED REVENUES AND OTHER RESOURCES
Actual Adopted Actual Estimated Proposed Percent

2022-2023 2023-2024 6 months 2023-2024 2024-2025 Change
PROPERTY TAXES
Current Year Taxes $276,147,409 $283,585,319 166,618,605 $283,585,319 $298,139,031 5.1%
Motor Vehicle Supplement 2,207,151 2,410,350 715,687 2,660,350 2,310,350 -4.1%
Prior Year Taxes 2,435,091 1,425,000 848,575 1,425,000 1,425,000
Suspense 88,360
Interest & Lien Fees 1,025,879 700,000 445,902 700,000 700,000
TOTAL PROPERTY TAXES 281,903,890 288,120,669 168,628,769 288,370,669 302,574,381 5.0%
INTERGOVERNMENTAL REVENUES
Federal
Dial-A-Ride Assistance 80,880 80,880 39,180 80,880 80,880
American Rescue Plan Act
FEMA Grant 205,659
Miscellaneous Federal 57,088
Total Federal Revenues 343,627 80,880 39,180 80,880 80,880
State
MV Property Grant 5,186,025 5,590,704 5,590,704 5,590,704 5,874,518 5.1%
ECS Grant 22,149,807 23,028,564 5,759,333 23,028,564 25,088,837 8.9%
Sub-Total Education 27,335,832 28,619,268 11,350,037 28,619,268 30,963,355 8.2%
Disabled Property Tax Relief 4,822 6,000 4,719 6,000 6,000

Municipal Revenue Sharing 1,398,160 1,819,880 1,819,880
Grant for Municipal Projects 1,017,502 820,784 49,314 940,066 843,784 2.8%
Payment in lieu of Taxes (PILOT) Property 10,991 1,062,641 1,194,183 1,194,183 1,257,324 18.3%
Payment in lieu of Taxes (PILOT) Grant 1,590,998 691,253 691,253 691,253 691,253
Veterans Tax Relief 44,016 62,613 41,428 41,428 62,613
Sub-Total Property Tax Relief 4,066,489 2,643,291 3,800,777 4,692,810 2,860,974 8.2%
Alcohol/Drug Abuse Grant 11,583 7,142 17,142 17,142 12,142 70.0%

YSB Grant
Sub-Total Human & Cultural 11,583 7,142 17,142 17,142 12,142 70.0%
Town Aid Road 691,660 691,660 345,515 691,031 691,660

Emergency 911 Service Grant 208,070 141,000 30,971 141,000 141,000
Emergency Management Grant 37,030
FEMA-Coronavirus Relief Fund
Pequot/Mohegan Fund Grant 27,820 27,820 9,273 27,820 27,820
Telephone Grant 120,417 120,365 120,365 120,365
Preservation of Historic Documents 7,500 11,740 11,740
Sub-Total Other State Aid 1,092,497 980,845 397,499 991,956 980,845
Total State Revenue 32,506,401 32,250,546 15,565,455 34,321,176 34,817,316 8.0%
TOTAL INTERGOVERNMENTAL 32,850,028 32,331,426 15,604,635 34,402,056 34,898,196 7.9%

3 -6

2022-2023 2023-2024 6 months 2023-2024 2024-2025 Change
CHARGES FOR SERVICES
Licenses & Permits

Building Permits 2,258,944 2,350,000 1,268,380 2,350,000 2,300,000 -2.1%
Dog Licenses 20,538 12,000 944 12,000 12,000
Fire Occupancy Fees 94,649 100,000 32,945 100,000 100,000
Fire Plan Review Fees 426,780 353,340 345,590 375,000 378,340 7.1%
Marriage Licenses 23,136 20,000 12,528 20,000 20,000
Miscellaneous Permits 2,198 1,800 286 750 1,800
Liquor Permits 1,760 2,000 760 -100.0%
Public Works Permits 158,369 116,500 76,488 158,650 258,500 121.9%
Weapons Permits 15,355 20,000 6,415 15,000 20,000
Engineering Licenses & Permits 53,500 54,500 31,550 55,000 55,000 0.9%
Zoning Permits 52,530 35,000 12,367 35,000 35,000
Total Licenses & Permits 3,107,759 3,065,140 1,788,253 3,121,400 3,180,640 3.8%

Alarm Fees 21,169 15,000 1,976 5,100 15,000
Photo Fees 159 500 94 250 500
Birth Certificates 21,510 16,000 7,715 16,000 16,000
Conveyance Taxes 1,372,100 1,400,000 629,323 1,400,000 1,400,000
Copies 48,418 53,325 30,582 66,760 67,345 26.3%
Day Care Services 36,924 38,148 19,074 -100.0%
Death Certificates 70,205 61,600 31,775 61,600 61,600
General Admissions 122,475 102,000 97,411 117,000 113,000 10.8%
Expedited Fees 600 600 600
Land Records Fee 193,946 175,000 93,522 175,000 185,000 5.7%
Land Records – Farmland Bill Fees 16,785 18,000 7,905 18,000 18,000
MERS Fee 53,182 75,000 20,483 75,000 75,000
Memberships 66,401 69,000 32,159 21,000 10,500 -84.8%
Metal Recycling 9,969 4,000 5,445 7,500 7,000 100.0%
Recycling Revenue 2,246 1,000 1,114 1,500 1,000
Additional Barrel Fees 51,581 52,000 52,000 52,000
Miscellaneous Charges For Services 49,495 36,000 14,479 791,190 700,483 1,845.8%
Paramedic Services 592,311 760,000 271,038 571,538 760,000
Paramedic Intercept
Program Registrations 843,992 665,000 619,403 171,148 180,908 -72.8%
Land Leases 222,042 175,752 86,441 175,752 175,752
Rental of Facilities 104,387 92,820 43,106 51,320 51,320 -44.7%
Special Events 45,356 42,000 16,252 38,000 35,500 -15.5%
TPZ/IWW Applications 48,407 17,500 6,197 -100.0%
Zoning Petitions 60,425 25,000 10,654 60,000 25,000
Total Charges for Services 4,053,485 3,895,245 2,046,148 3,876,258 3,951,508 1.4%
Fines & Forfeitures

Adult Library Fines 24,675 3,000 4,499 10,000 4,000 33.3%
Moving Vehicle Violations 38,185 20,000 27,914 35,000 20,000
Ordinance Violations 24,222 8,000 14,370 20,000 8,000
Parking Violation 241,536 200,000 111,398 225,000 225,000 12.5%
Miscellaneous Fines & Forfeitures 3,650 2,800 530 2,300 2,800
Total Fines & Forfeitures 332,268 233,800 158,711 292,300 259,800 11.1%
TOTAL CHARGES FOR SERVICES 7,493,512 7,194,185 3,993,112 7,289,958 7,391,948 2.7%

3 -7

2022-2023 2023-2024 6 months 2023-2024 2024-2025 Change
MISCELLANEOUS REVENUES
Miscellaneous Revenue 406,412 200,000 98,006 283,931 200,000
Commissions 22,420
Contributions 12,297 11,700 12,848 86,950 21,350 82.5%
Private Bequests 6,437 9,000 9,000 9,000
Donations 915 500 760 500 500
Interest & Investment Income 3,727,408 2,250,000 3,030,508 4,500,000 2,900,000 28.9%
Miscellaneous Reimbursements 22,889 1,000 200 1,500 1,000
Workers Compensation Reimbursements 363,417 360,000 232,616 360,000 360,000
Refund of Prior Year Expenditures
TOTAL MISC REVENUES 4,562,195 2,832,200 3,374,938 5,241,881 3,491,850 23.3%
TRANSFERS IN
Financial Services (Accounting Services) 68,776 72,000 72,000 72,000
Human Resources (RMF) 40,000 40,000 40,000 40,000
Police (PPD) 125,000 125,000 125,000 125,000
Community Development (CDBG) 26,926 75,000 15,324 40,000 20,000 -73.3%
Public Works (CNRE)
Facilities Services (CPF) 243,798 289,000 289,000 302,719 4.7%
Social Services (CNRE) 22,248 44,496 100.0%
Non-Departmental 111,184 111,184 111,184
TOTAL TRANSFERS IN 504,500 712,184 15,324 699,432 715,399 0.5%
GENERAL FUND TOTAL REVENUE $327,314,125 $331,190,664 $191,616,778 $336,003,996 $349,071,774 5.4%

3 -8
COMPARISON OF WAGES AND SALARIES, OPERATING EXPENSE,

EQUIPMENT, AND SOCIAL SECURITY
GENERAL FUND
Actual Adopted Estimated Proposed Percent

2022-23 2023-24 2023-24 2024-25 Change
Town Council
Wages & Salaries $188,282 $138,136 $156,332 $149,869 8.5%
Operating Expense 268,788 272,097 283,738 289,505 6.4%
Social Security 10,217 10,279 10,279 11,465 11.5%
TOTAL $467,287 $420,512 $450,349 $450,839 7.2%
Town Clerk
Wages & Salaries $287,001 $258,099 $246,257 $291,327 12.9%
Social Security 16,745 19,118 17,299 18,822 -1.5%
TOTAL $413,837 $368,612 $359,246 $414,544 12.5%
Town Manager
Wages & Salaries $643,550 $696,326 $700,160 $727,942 4.5%
Social Security 42,528 50,582 47,342 51,895 2.6%
TOTAL $716,126 $785,338 $793,437 $911,047 16.0%
Corporation Counsel
Wages & Salaries $341,798 $352,215 $352,215 $375,911 6.7%
Social Security 24,909 26,246 26,246 27,606 5.2%
TOTAL $527,605 $514,261 $514,261 $545,567 6.1%
Registrar of Voters
Wages & Salaries $178,665 $216,663 $150,655 $267,743 23.6%
Operating Expense 76,528 86,330 85,000 83,860 -2.9%
Social Security 5,798 10,798 6,911 13,903 28.8%
TOTAL $260,991 $313,791 $242,566 $365,506 16.5%
Assessor
Wages & Salaries $657,046 $746,654 $730,517 $785,092 5.1%
Social Security 46,896 55,361 53,478 58,067 4.9%
TOTAL $746,791 $889,105 $867,164 $931,361 4.8%

3 -9

GENERAL FUND
2022-23 2023-24 2023-24 2024-25 Change
Wages & Salaries $535,361 $529,684 $530,121 $540,657 2.1%
Social Security 39,324 39,603 39,603 40,282 1.7%
TOTAL $1,254,593 $1,342,287 $1,338,860 $1,365,439 1.7%
Financial Services
Wages & Salaries $1,891,046 $1,961,751 $2,024,209 $2,012,819 2.6%
Social Security 133,020 142,335 139,169 146,776 3.1%
TOTAL $2,405,927 $2,727,317 $2,770,905 $2,786,331 2.2%
Human Resources
Wages & Salaries $358,459 $411,658 $377,147 $424,809 3.2%
Social Security 26,060 30,002 27,476 30,893 3.0%
TOTAL $519,808 $566,160 $559,423 $600,302 6.0%
Fire
Wages & Salaries $12,828,206 $12,755,268 $13,034,693 $13,382,831 4.9%
Operating Expense 1,855,926 1,679,976 1,748,645 1,774,734 5.6%
Social Security 200,691 210,058 220,668 231,247 10.1%
TOTAL $14,884,823 $14,645,302 $15,004,006 $15,388,812 5.1%
Police
Wages & Salaries $16,968,974 $16,989,227 $17,667,518 $17,030,120 0.2%
Social Security 361,016 376,322 371,261 379,795 0.9%
TOTAL $18,638,184 $18,552,154 $19,244,814 $18,843,559 1.6%
Wages & Salaries $2,341,619 $2,619,757 $2,696,722 $2,846,073 8.6%
Operating Expense 315,107 358,200 435,958 349,150 -2.5%
Social Security 166,684 194,979 196,570 209,279 7.3%
TOTAL $2,823,410 $3,172,936 $3,329,250 $3,404,502 7.3%

3 -10

GENERAL FUND
2022-23 2023-24 2023-24 2024-25 Change
Public Works
Wages & Salaries $4,415,799 $4,922,273 $4,937,551 $5,192,937 5.5%
Social Security 410,981 467,274 437,636 486,837 4.2%
TOTAL $12,856,107 $13,523,585 $13,612,544 $14,172,068 4.8%
Plant and Facilities Services

Wages & Salaries $1,227,145 $1,301,750 $1,306,872 $1,344,384 3.3%
Social Security 85,648 83,173 98,459 99,524 19.7%
TOTAL $2,565,806 $2,654,040 $2,747,998 $2,742,722 3.3%
Leisure Services and Social

Services
Wages & Salaries $2,326,304 $2,487,655 $2,652,536 $2,681,914 7.8%
Social Security 121,372 138,485 139,248 154,818 11.8%
TOTAL $3,662,479 $3,829,514 $4,237,583 $4,099,195 7.0%
Library
Wages & Salaries $2,573,126 $2,752,294 $2,730,760 $2,821,945 2.5%
Social Security 179,199 206,828 191,418 211,667 2.3%
TOTAL $3,376,665 $3,611,759 $3,542,953 $3,705,249 2.6%
Board of Education
Board of Education $181,012,512 $190,191,121 $190,191,121 $201,303,856 5.8%

TOTAL $181,012,512 $190,191,121 $190,191,121 $201,303,856 5.8%
Capital Financing
Debt and Sundry $19,794,587 $16,236,323 $16,256,323 $16,244,910 0.1%
TOTAL $19,794,587 $16,236,323 $16,256,323 $16,244,910 0.1%

3 -11

GENERAL FUND

2022-23 2023-24 2023-24 2024-25 Change
Non-Departmental
Wages & Salaries $103,727 $105,081 $106,840 $111,619 6.2%
Fringe Benefits and Insurance 43,212,983 43,474,322 43,582,799 47,174,942 8.5%
TOTAL $56,869,802 $56,846,547 $57,006,486 $60,795,965 6.9%
TOTAL ALL DEPARTMENTS $323,797,340 $331,190,664 $333,069,289 $349,071,774 5.4%

3 -12
FULL-TIME POSITION SUMMARY
The following summary aggregates authorized Town positions by department and fund. A detailed position
schedule can be found in each departmental section. The fiscal year 2025 budget includes 472 full-time
authorized positions.
Authorized and Funded Positions Revised Proposed

2021-22 2022-23 2023-24 2023-24 2024-25
General Government
General Fund 19.0 22.0 22.0 22.0 22.0
General Fund 4.5 4.5 4.5 4.5 4.5
Financial Services
General Fund 17.0 19.0 19.0 19.0 19.0
Human Resources
General Fund 3.2 2.8 3.8 3.8 3.8
Pension Fund 1.6 1.6 1.6 1.7 1.7
Risk Management Fund 3.7 3.6 4.6 4.5 4.5
TOTAL 8.5 8.0 10.0 10.0 10.0
Fire
General Fund 93.0 93.0 94.0 94.0 94.0
Police
General Fund 153.0 153.0 155.0 155.0 155.0
Parking Lot Fund 2.0 2.0 2.0 2.0 2.0
TOTAL 155.0 155.0 157.0 157.0 157.0
General Fund 24.0 26.0 26.0 28.0 28.0
Public Works
General Fund 49.0 50.0 52.00 52.00 52.00
Parking Lot Fund* 10.0 10.0 10.65 10.65 10.65
Cemetery Operating Fund 1.0 1.0 3.35 3.35 3.35
TOTAL 60.0 61.0 66.00 66.00 66.00

3 -13
Authorized and Funded Positions Revised Proposed

2021-22 2022-23 2023-24 2023-24 2024-25
Plant and Facilities Services

General Fund** 9.5 9.5 9.5 9.5 9.5
Leisure Services & Social Services

General Fund 14.4 15.4 15.4 15.4 15.7
CDBG Fund 1.6 1.6 1.6 1.6 1.3
Westmoor Park Fund 2.1 2.1 2.1 2.1 2.1
Leisure Services Enterprise Fund 7.9 7.9 7.9 7.9 7.9
TOTAL 26.0 27.0 27.0 27.0 27.0
Library Department
General Fund*** 24.0 24.0 24.0 24.0 24.0
Non-Departmental
General Fund 1.0 1.0 1.0 1.0 1.0
Private School Services Fund 9.0 9.0 9.0 10.0 10.0
TOTAL 10.0 10.0 10.0 11.0 11.0
TOTAL ALL FUNDS 450.5 459.0 469.0 472.0 472.0
* Includes three (3) permanent part-time positions.

** One position is unfunded in fiscal years 2022-2025.
*** One position was unfunded in fiscal years 2022 and 2023.

3 -14

Historical Employment Levels
General Fund vs. Other Funds
Full-time, Funded Positions
600.0
500.0 460.5 472.0 472.0

449.0 454.5 449.0 446.0 446.0 450.5 459.0
443.0 444.0 443.0 440.5 441.0 440.0 442.0 445.0 444.0
436.0
400.0
410.9 407.6 411.6 420.2 428.2 428.2
401.7 400.7 399.7 400.9 404.2 403.2 406.6
Number of Employees
391.5 395.5 397.5 398.5 397.4 396.4 397.9
300.0
200.0
100.0
47.5 51.5 56.0 49.6 47.3
44.5 46.6 45.6 42.6 40.3 40.3 41.1 40.9 40.8 39.4 38.4 38.9 38.8 43.8 43.8
Fiscal Year
Total General Fund Other Funds

3 -15
CATEGORIES OF EXPENSE SUMMARY – TOWN BUDGET

GENERAL FUND
ADOPTED ESTIMATED PROPOSED PERCENT

FY 2024 FY 2024 FY 2025 CHANGE
WAGES & SALARIES
REGULAR PAYROLL $40,616,295 $41,072,974 $41,974,334 3.3%

Comment: Regular payroll totals $41,974,334, an increase of $1,358,039 or 3.3% from prior adopted
budget. This appropriation represents the wages and salaries associated with all full-time employees,
inclusive of paramedic stipends and hazardous material certification stipends. All Town union contracts
expired in June, 2021 with the exception of Police and Streets bargaining units (expiring June 30, 2024)
and Fire and Grounds bargaining units (expiring June 30, 2025), however applicable merit increases for
eligible employees are included. A contingency has been established for potential wage settlements for all
unsettled collective bargaining unit contracts and are not recorded in the regular payroll account. During
fiscal year 2024, two new positions were approved: Building Inspector and a Civil Engineer II, both in the
Department of Community Development.
TEMPORARY PAYROLL 2,994,874 3,037,632 3,259,530 8.8%

Comment: The appropriation for part-time personnel increases $264,656 or 8.8%. The increase is largely
due to the new CT minimum wage amount on January 1, 2024, contractual wages and step increases for
eligible employees. Increases can also be found in the Leisure and Social Services department due to part-
time staff for programming and staff for the summer and school programs. In addition, increases can be
found in Registrar of Voters and the Town Clerk offices due to an increase in part-time personnel due to
the early voting statutory requirement as well as a Federal election in fiscal year 2025.
OVERTIME 4,251,734 4,903,524 4,310,911 1.4%

Comment: The overtime appropriation slightly increases by $59,177 with increases in the Police and Fire
departments.
HOLIDAY 1,261,494 1,260,261 1,295,883 2.7%

Comment: Holiday pay is budgeted for Police and Fire employees who receive pay in lieu of holidays
off. In fiscal year 2025, the increase is attributed to the eligible employees who elect payment.

3 -16

GENERAL FUND

WAGES & SALARIES (continued)
EDUCATION PREMIUM PAY 120,094 126,714 147,334 22.7%

Comment: Paid to eligible Police and Fire uniformed employees and Clerical Union employees per union
contract, the Education Premium Pay increased by $27,240 for FY 2025. Members of the Clerical Union
are eligible for education attainment payments of $720 for an Associate’s Degree or $1,020 for a
Bachelor’s Degree. Members of the Police and Fire unions are eligible for education attainment payments
of $1,000 for 60 college credits or an Associate’s Degree; $1,500 for 90 college credits; and $2,000 for
120 college credits or a Bachelor’s Degree. This category fluctuates due to the number of eligible
employees.
TOTAL WAGES AND SALARIES $49,244,491 $50,401,105 $50,987,992 3.5%

3 -17

GENERAL FUND

OPERATING EXPENSES
OFFICE EXPENSE $733,861 $743,696 $905,636 23.4%

Comment: Includes copying, postage, office supplies, paper, printing and other miscellaneous costs
associated with program operation. Total office expense costs are increased by $171,775 in fiscal year 2025,
primarily due to early voting statutory requirements, employee recognition and staff event expenses, price
increase for annual subscription for the commercial real estate information and publications for the Police
department, renovations to an interview room for the Detective Bureau along with tasers, cartridges and
batteries for the tasers. In addition, a copy charge originally in the Library Fund has been moved to the
General Fund and is offset by copy revenue.
DUES AND TRAVEL 320,638 329,495 350,033 9.2%

Comment: Includes individual employee memberships in professional organizations, the Town’s
membership in outside agencies, as well as conferences, workshops and related travel expense. Total dues
and travel increase by $29,395 in fiscal year 2025, primarily due to the increase in travel post-pandemic and
(DARC) Direct Action Resource Training ($15,000) in the Police Department.
TRAINING 139,615 145,221 159,278 14.1%

Comment: This appropriation is used for customer service training programs as well as department specific
training. The increase is a direct result of the medic refresher course.
ADVERTISING 55,350 49,300 55,150 -0.4%

Comment: Budgeted primarily for required public notices related to the business of the Town Council and
Town Planning and Zoning Commission, recruitment advertising for new employees, yard waste and
recycling advertising, and advertising for Leisure Services programs and purchasing bids. The slight
decrease in fiscal year 2025 is primarily due to moving away from traditional advertising in newspapers, to
more conventional ways to advertise such as online and television ads for employment opportunities.
PROFESSIONAL SERVICES 770,222 820,072 938,442 21.8%

Comment: This appropriation funds services provided by outside counsel, consultants and contractual costs
such as internal mail, switchboard and copying services. The increase is related to the cost of annual physicals
which follow a national standard promulgated by National Fire Protection Association (NFPA 1582) for
approximately 92 employees, consulting fees, increased costs for annual audit, transcriptions to address
additional needs, wetlands consultant to assist with application review along with labor attorneys and outside
counsel as needed.

3 -18

GENERAL FUND

OPERATING EXPENSES (continued)
CONTRACTUAL SERVICES 4,115,556 4,419,727 4,364,649 6.1%

Comment: This appropriation funds the cost of services provided by contract with outside vendors
throughout the Town’s departments. This appropriation reflects a net increase of $249,093. This increase
is related to increased costs for curbside services related to trash pick-up and the continuance of a bi-weekly
recycling collection program ($134,313). Other increases include contractual services for tree removal and
crane support ($10,000), various contractual services for the Public Works department ($37,500) and
contracted services for our Facilities Department ($10,000) along with bank fees for Leisure and Social
Services department.
SOLID WASTE DISPOSAL 2,759,500 2,695,500 2,704,000 -2.0%
Comment: This appropriation reflects the Town’s refuse disposal contract with Covanta. The fiscal year
2025 appropriation is calculated based upon the contractual rate of $95.00 per ton @ 19,000 tons to contract
for collection and transportation of residential and municipal waste. The decrease directly relates to the new
contracted rate being reduced from $97.60 per ton to $95.00 per ton.
OFFICE & MINOR EQUIPMENT 286,502 449,566 395,104 37.9%

Comment: Used to purchase a variety of minor equipment, primarily for the Fire, Police and Public Works
Departments. The increase in fiscal year 2025 is primarily due to an increase in the radio maintenance
contract ($87,695), glock guns for the Police Department ($3,500), technical rescue equipment ($4,000) for
the Fire Department and stripping, painting crosswalks and pedestrian areas ($8,700) as aligned to the
Vision Zero initiative.
MEALS 19,000 18,500 22,000 15.8%

Comment: Meal reimbursement payments are required by collective bargaining agreements, or
appropriated for individuals who serve on oral boards.
UNIFORMS & LAUNDRY 363,723 372,602 380,173 4.5%

Comment: This appropriation pays for uniforms for the Fire and Police departments along with uniforms
and/or laundry for the Community Development and Public Works departments, per union contracts. In
fiscal year 2025, the increase directly relates to anticipated vendor increases and new hires.

3 -19

GENERAL FUND

EDUCATION TUITION REIMBURSEMENT 55,000 45,000 55,000

Comment: This appropriation pays for certain approved educational courses through the Human Resources
department. Members of the Fire union are contractually covered to 75% of each employee’s approved tuition
costs up to a cap of $2,500 per employee and $25,000 in total (promulgated in the collective bargaining
agreement). The variance reflects fluctuation in the number of employees eligible for this payment.
GENERAL CONTRIBUTIONS 1,271,396 1,268,673 1,349,588 6.2%

Comment: This appropriation funds the General Fund portion of costs associated with public health services
provided by: the West Hartford-Bloomfield Regional Health District ($967,974); youth services provided by
The Bridge, Inc. ($211,109); a contractual contribution to the West Hartford Revolver Club ($1,500); the
North Central Mental Health ($4,485); West Hartford Teen Center ($13,520); utility costs at Noah Webster
House ($15,000); the Sarah Whitman Hooker House ($5,000) and the West Hartford Art League ($15,000).
In addition, the Town Council allocates contributions to several non-profit agencies serving West Hartford
residents ($116,000).
INFORMATION TECHNOLOGY RENTAL 1,424,788 1,448,987 1,476,610 3.6%

AND MAINTENANCE
Comment: Funds a variety of software and hardware related maintenance costs. Annual software support
contracts provide for technical assistance, new software updates and new releases of the software. In fiscal
year 2025 the increase is primarily for contractual increases, annual licenses and a program implementation
of GASB87+96 (Debtbook) ($15,000).
UTILITIES 1,465,619 1,466,009 1,518,061 3.6%

Comment: This appropriation, which is increasing $52,442, represents the transfer to the Utility Services
Fund (USF) to cover the costs of electricity, street lighting, natural gas, hydrants and water for Town
buildings. In fiscal year 2016, the Town began a large-scale capital project devoted to energy improvement
which has resulted in significant annual electricity savings. To date, the project has focused primarily on
streetlights and school buildings. Town building projects and upgrades are progressing and a virtual net
metering solar project is underway, whereby the Town purchases power from a third-party owned solar farm
(not on Town property) and receives a credit against electric bills. An increase in the appropriation relates
to the market price increased, partially offset by savings for natural gas, electricity, and hydrants and a use
of $345,781 in fund balance.

3 -20

GENERAL FUND

MDC 12,106,065 12,106,065 12,067,542 -0.3%

Comment: Payment to the MDC, the quasi-governmental agency responsible for sewage treatment and
disposal, is based upon the agency’s adopted budget and apportioned to the member communities based upon
the local property tax levy. The operating budget for fiscal year 2025 slightly decreases ($38,523) or -0.3%
from fiscal year 2024.
TELECOMMUNICATIONS 298,665 297,875 291,161 -2.5%

Comment: Maintenance and operating costs for the town wide telephone system, data communications
network and radio system.
VEHICLES & EQUIPMENT EXPENSE 1,172,733 1,260,450 1,250,585 6.6%

Comment: Includes vehicle maintenance and fuel costs for all Town departments. The appropriation for fuel
has increased based upon rising rates and estimated consumption. Fuel forecasts indicate an overall increase
in gas and diesel costs in addition to the increased cost for repairs to an aging fleet.
OPERATING EXPENSE –
MISCELLANEOUS 51,385 50,275 54,385 5.8%
Comments: Includes expenditures related to small machines or equipment repairs and maintenance as well
as miscellaneous costs associated with outdoor pools. The increase is directly related to chemicals for the
Town pools.
MAINTENANCE & REPAIRS 878,258 870,844 1,085,073 23.5%

Comments: This appropriation includes all Town wide equipment repair and maintenance. Included in this
category are sidewalk maintenance, streetlight maintenance, signal and traffic light maintenance and
hardware/equipment maintenance. The increase of $206,815 is primarily for the Police Department relating
to license plate recognition camera system software (Flock Safety) ($65,000), software increases ($7,000), a
commercial copier in the Fire department training room ($2,000) and software upgrade to the Public Safety
radio system ($90,000). In addition, costs are found in the Public Works Department for signal maintenance
($15,400) and materials for sign making ($12,000) to support the Town’s Vision Zero initiative.

3 -21

GENERAL FUND

SUPPLIES 741,357 831,707 777,667 4.9%

Comments: This category encompasses all type of supplies the Town utilizes. Specifically included in this
category are snow, street repair and recreational supplies. The Town utilizes Clearlane to treat Town roads
in anticipation of a snow event. Street repair supplies such as cement, sand, bituminous materials and catch
basins are also included. In addition, recreational supplies and public safety supplies are also included. The
increase of $36,310 is primarily related to the increased cost of bituminous materials used for patching roads
($12,500), additional EMS supplies ($10,000), catch basin repairs ($8,210) and slight increase to supplies
which are detailed on each of the department’s budget summaries.
SPECIAL EVENTS 5,110 5,360 10,610 107.6%

Comments: This account funds special event programming at the West Hartford and Elmwood Senior
Centers. This expense is offset by program registrations.
TOWN ASSISTANCE/ADA EXPENSE 360,000 384,568 371,250 3.1%

Comments: This account funds the cost of the Town’s Dial-A-Ride contract, bus transportation to and from
Kennedy Park for the Hillcrest Camp program, expenditures related to evictions and foreclosures experienced
by Town residents and administrative costs of the Probate Court. The increase represents a contractual
increase and increased bussing costs related to the Dial-A Ride program.
RENTALS/LEASES 149,506 125,986 156,086 4.4%

Comment: Various operating equipment and system leases within the Information Technology and Radio
Maintenance departments. In fiscal year 2025 the primary increase is related to public wireless added to
Wolcott Park.
LIBRARY/ELECTRONIC MATERIALS 439,115 409,400 449,115 2.3%

Comment: Materials for the public libraries including books, subscriptions, periodicals as well as electronic
materials including e-books, e-serial and e-audio and on-line resources, all available to West Hartford
patrons. In fiscal year 2025 the increase is primarily related to e-media to meet high costs and patron demand.
TOTAL OPERATING EXPENSES $29,982,964 $30,614,877 $31,187,198 4.0%

3 -22

GENERAL FUND

FRINGE BENEFITS, INSURANCE &

MISCELLANEOUS
SOCIAL SECURITY $1,971,545 $1,933,047 $2,083,468 5.7%

Comment: Determined by payroll costs and estimated cost-of-living and merit increases for eligible
employees, as well as enrollment of temporary employees in the social security alternative program.
PENSION 18,491,235 18,491,235 19,418,545 5.0%

Comment: The fiscal year 2025 contribution to the Pension Fund reflects the Town's total Pension
Liability which consists of the Debt Service on the Pension Obligation Bonds of $17,658,777 the
actuarially determined employer contribution (ADEC) of $9,171,477 and the Pension Reserve Fund
Contribution of $1,190,372 which, when combined, equal the total Town Pension liability of
$26,830,254. This reflects a decrease of $352,026 over the fiscal year 2024 adopted budget, as discussed
more fully in the Human Resources departmental section. This contribution is split amongst the budgets
of the Town, Board of Education, and other funds. The impact on the General Fund is an increase of
$927,310.
$
RISK MANAGEMENT EXPENSE 22,444,848 22,444,848 23,647,145 5.4%
Comment: Risk management expense represents the cost of employee health benefits, insurance, self-
insurance and workers’ compensation programs and is allocated amongst the budgets of the BOE, Town and
other funds. The Town’s General Fund risk management expense increases $1,202,297 or 5.4% in fiscal year
2025. Town Health Program expense increases $780,411 reflecting the General Fund’s portion of the increase
in the contribution for retiree health and an increase in active employee health care costs based upon current
year trends. In addition, there has been a substantial increase in insurance premiums on renewals on a number
of policies (i.e., property, excess auto, general liability, cyber liability, public official, special events.) The
other risk programs are experiencing variances due to claim trends and amortization of accumulated
surplus/deficit in each program, as detailed in the Human Resources departmental section.
CONTINGENCY 500,000 750,000 2,012,227 302.4%

Comment: The appropriation for fiscal year 2025 contains two components. The first is an estimate for
unsettled labor agreements that have already expired. While some bargaining units have recently settled
their contracts, others remain unsettled. It is anticipated that all of the unsettled labor contracts will settle
either late this fiscal year or early next fiscal year. Once these labor units settle their contracts, the funds
budgeted in the Contingency account will be moved to the appropriate departments prior to the end of
fiscal year 2025. The second component is for Police and Streets. These contracts will not expire until
June 30, 2024. An estimated settlement amount for these two bargaining units is also included.

3 -23

GENERAL FUND

FRINGE BENEFITS, INSURANCE &

MISCELLANEOUS (continued)
TRANSFERS OUT 2,128,137 1,986,732 2,186,433 2.7%

Comment: The overall Private School Services Fund subsidy increases $58,296 to $2,088,630 for fiscal
year 2025. The transfer for the private school transportation program increases $61,348 due to a
contractual rate increase. This is offset by a slight decrease ($3,052) in the transfer to the private school
health program. A transfer of $97,803 from the Public Works Department to the Board of Education is
included for grounds maintainers’ health benefits.
TOTAL FRINGE BENEFITS,
INSURANCE & MISCELLANEOUS $45,535,765 $45,605,862 $49,347,818 8.4%
TOTAL TOWN GENERAL FUND $124,763,220 $126,621,845 $131,523,008 5.4%

3 -24

GENERAL FUND

CAPITAL FINANCING
DEBT ADMINISTRATION $90,000 $110,000 $115,000 27.8%

Comment: The cost of legal, financial, administrative and credit rating expenses for the annual bond sale.
TRANSFER FOR DEBT SERVICE 16,146,323 16,146,323 16,129,910 -0.1%

Comment: Funds the debt service on long-term bonds that have been issued by the Town for capital
improvements. The principal and interest payments on General Obligation bonds that have already been
issued total $17,959,910 in fiscal year 2025, an increase of $85,627 from the prior year. Debt service includes
principal payments of $13,600,000 and interest payments of $4,359,910, which are made out of the Debt
Service Fund. Of this total, $16,129,910 is funded via transfer from the General Fund. The remaining
$1,830,000 is funded by bond premiums received from previous Town bond issuances.
TRANSFER TO CNRE
Comment: Annual contribution to the Capital Non-Recurring Expenditure Fund for the financing of capital
projects not eligible to be funded via long term financing per the terms of the Town’s Capital Financing
Policy. In fiscal year 2025, there is no General Fund contribution.
TOTAL CAPITAL FINANCING $16,236,323 $16,256,323 $16,244,910 0.1%
BOARD OF EDUCATION
DIRECT APPROPRIATION $190,191,121 $190,191,121 $201,303,856 5.8%

Comment: Annual direct appropriation to the Board of Education for public schools.
TOTAL BOARD OF EDUCATION $190,191,121 $190,191,121 $201,303,856 5.8%
TOTAL GENERAL FUND BUDGET $331,190,664 $333,069,289 $349,071,774 5.4%

3 -25

3 -26
GENERAL GOVERNMENT OVERVIEW
The General Government function consists of the following Departments and Offices: Town Council,
Town Clerk, Town Manager, Corporation Counsel, Registrar of Voters and Assessor. The Town Clerk and
Registrars of Voters are elected officials. The Town Manager and Corporation Counsel are appointed by
the Town Council and the Town Assessor is appointed by the Board of Assessors.
BUDGET SUMMARY
GENERAL GOVERNMENT
2022-2023 2023-2024 2023-2024 2024-2025 Change
Town Council $467,287 $ 420,512 $ 450,349 $450,839 7.2%
Town Clerk 413,837 368,612 359,246 414,544 12.5%
Town Manager 716,126 785,338 793,437 911,047 16.0%
Corporation Counsel 527,605 514,261 514,261 545,567 6.1%
Registrar of Voters 260,991 313,791 242,566 365,506 16.5%
Assessor 746,791 889,105 867,164 931,361 4.8%
TOTAL $3,132,637 $3,291,619 $3,227,023 $3,618,864 9.9%

4 -1

4 -2
TOWN COUNCIL
MISSION
This office handles the administrative work of the Town Council which includes: posting and recording
agendas and minutes of the Town Council meetings, Standing Committee meetings and Special Services
District Meetings; handling routine requests for information from the public and Town Council members;
and providing assistance to the Town Council in responding to citizens’ requests for information. The office
is also responsible for filings of Risk Management claims, Candidate and Committee Financial Reports,
Candidate State Filings, Agendas and Minutes for Boards and Commission meetings, administration of
Board and Commission Appointments/Resignations, Legal Notices, and Administration of Justices of the
Peace. In addition, the Town Council has oversight over dues and contributions to outside agencies and
retains an independent accounting firm to audit the financial activity of the Town.
HIGHLIGHTS & ACCOMPLISHMENTS
 Developed and implemented online application process for Board and Commission appointments.
 Coordinated training with General Code for Town Departments to learn new capabilities of their
software/Maplink.
BUDGET SUMMARY
TOWN COUNCIL

2022-23 2023-24 6 Months 2023-24 2024-25 Change
Expenditures:
Wages & Salaries $188,282 $138,136 $ 71,265 $156,332 $149,869 8.5%
Operating Expense 268,788 272,097 207,846 283,738 289,505 6.4%
Social Security 10,217 10,279 4,883 10,279 11,465 11.5%
TOTAL $467,287 $420,512 $283,994 $450,349 $450,839 7.2%
Authorized Positions Revised Proposed

Full-Time Positions: 2021-2022 2022-2023 2023-2024 2023-2024 2024-2025
General Fund 1.5 1.5 1.5 1.5 1.5

4 -3
BUDGET & PROGRAM HIGHLIGHTS
The Town Council’s budget increases $30,327 or 7.2% in fiscal year 2025. Wages and salaries increases
reflect merit increases for eligible employees. Operating expense increases due to an increase in the
membership fees to the Capital Region Council of Government and the Greater Hartford Transit District,
as it is calculated on a formula basis. In addition, the increase in Professional Services is associated with
the Town’s audited financial statements. Social security increases reflect changes to wages and salaries.

Expenditures 2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $187982 $138,136 $ 71,115 $155,972 $149,509 8.2%
Education Premium Pay 300 150 360 360 100.0%
Dues 98,491 98,762 99,403 99,403 100,170 1.4%
Professional Services 48,366 44,000 24,650 55,000 60,000 36.4%
General Contributions 108,850 116,000 78,000 116,000 116,000
Information Technology 13,081 13,335 5,793 13,335 13,335
Social Security 10,217 10,279 4,883 10,279 11,465 11.5%
Total Department $467,287 $420,512 $283,994 $450,349 $450,839 7.2%
FULL-TIME POSITION SCHEDULE

2021-22 2022-23 2023-24 2023-24 2024-2025
Town Clerk 1.0 1.0 1.0 1.0 1.0
Assistant Town Clerk I 0.5 0.5 0.5 0.5 0.5
TOTAL 1.5 1.5 1.5 1.5 1.5

4 -4
TOWN COUNCIL– BUDGET AND PROGRAM HIGHLIGHTS
Regular Payroll: The Town Council office is staffed with 1.5 full time positions. A Town/Council Clerk
is elected every four years with the salary set by Town Council resolution on a biennial basis. The Assistant
Town Clerk I position is shared with the Town Clerk’s office. In fiscal year 2025 this appropriation
increases due to merits and the salary increase for the Town Clerk per Town Council Resolution adoption
on December 12, 2023.
Education Premium Pay: Members of the Clerical Union are eligible for education attainment payments
of $720 for an Associate’s Degree or $1,020 for a Bachelor’s Degree.
Dues: The Town pays dues to organizations as detailed in the chart below.
Dues to Outside Agencies

Agency Actual Adopted Estimated Proposed
2023 2024 2024 2024
Capitol Region Council of Governments (CRCOG) $46,551 $46,822 $46,822 $46,897
Greater Hartford Transit District (GHTD) 10,891 10,894 11,535 12,227
CT Conference of Municipalities (CCM) 41,046 41,046 41,046 41,046
TOTAL $98,491 $98,762 $99,403 $100,170
Professional Services: This appropriation funds the cost of the Town Council’s annual financial audit.
The Town and the Board of Education split the cost of the audit equally. In fiscal year 2024 the cost has
increased and is also reflected in fiscal year 2025.
General Contribution: This appropriation funds contributions to not-for-profit organizations as detailed

below.
Contributions to Outside Agencies

Agency Actual Adopted Estimated Proposed
2023 2023 2023 2024
West Hartford Youth League $32,300 $32,300 $32,300 $32,300
Noah Webster Foundation 28,500 28,500 28,500 28,500
West Hartford Community Interactive 30,000 30,000 30,000 30,000
West Hartford Art League 4,750 4,750 4,750 4,750
Playhouse on Park 4,750 4,750 4,750 4,750
Interval House 2,850 10,000 10,000 10,000
West Hartford Community Theater 1,900 1,900 1,900 1,900
West Hartford Symphony 3,800 3,800 3,800 3,800
TOTAL $108,850 $116,000 $116,000 $116,000
Information Technology: This appropriation funds the meeting management system (i.e. CivicClerk).
Social Security: This appropriation is for required Federal payments based upon actual wages paid.

4 -5
PROGRAM PERFORMANCE MEASURES & INDICATORS

Town Council
(Calendar Year)
Actual Actual Actual Actual Actual
2019 2020 2021 2022 2023
Number of Public Hearings 20 19 19 24 19
Number of Town Council Meetings 21 27 25 27 21
Special Services District Meetings 5 5 5 8 5
Standing Committees 41 28 37 53 65
Legal Notices 90 59 40 56 33
Justice of the Peace Appointments* 5 141 4 0 5
Board & Commission Appointments 58 40 57 62 84
* Justices of the Peace are appointed every four years.

4 -6
TOWN CLERK
MISSION
Connecticut General Statutes require that every Town elect or appoint a Town Clerk. The mission of the
Town Clerk’s office is to carry out the duties and responsibilities of this office as prescribed in the
Connecticut General Statutes. This is done to ensure uniformity throughout the State and to provide for the
proper maintenance of important documents, issuance of various licenses and permits, certifying and
recording of documents, and providing accurate information to the public.
 Successful administration of the Absentee Ballot Processing and Election administration for the 2023
November Municipal Election.
 All staff attended the 2023 Fall Conference in Westbrook and received continuing education from the
Department of Health, the Department of Homeland Security and the Secretary of the State Elections
Division.
 Appointed and elected a new Town Clerk.
 Streamlined the Board and Commission recruitment, selection and onboarding process.
 Wrote and received an $8,000 grant from Connecticut State Library to support the preservation of Vital
Records.
 Implemented a successful new dog licensing procedure.
FISCAL YEAR 2025 GOALS & OBJECTIVES
 Collaborate with the Registrar of Voters to successfully implement Early Voting for the April 2024
Presidential Preference Primary, the November 2024 Federal and Congressional, as well as the State
Legislative Election. There could be a primary for the November Election.
 Provide Board and Commission training in collaboration with the Office of Corporation Counsel to train
new Board and Commission Chairs and Members.
 Continue to provide professional development opportunities for staff to improve their skill sets, as well
as to receive a professional certification as a municipal Town Clerk.
 Monitor and recommend legislative changes that impact Town Clerks throughout the State of
Connecticut.

4 -7
TOWN CLERK
BUDGET SUMMARY

Revenues: 2022-23 2023-24 6 Months 2023-24 2024-25 Change
Intergovernmental $7,500 $ $ 11,740 $ 11,740 $
Licenses and Permits 46,684 35,400 14,792 35,400 35,400
Charges for Services 1,762,006 1,791,700 806,859 1,790,200 1,801,700 0.6%
TOTAL $1,816,190 $1,827,100 $833,391 $1,837,340 $1,837,100 0.5%
Expenditures:
Wages & Salaries $287,001 $258,099 $112,716 $246,257 $291,327 12.9%
Social Security 16,745 19,118 7,913 17,299 18,822 -1.5%
TOTAL $413,837 $368,612 $166,081 $359,246 $414,544 12.5%

General Fund 2.5 3.5 3.5 3.5 3.5
The Town Clerk’s budget increases $45,932 or 12.5% in fiscal year 2025. An increase of $33,228 in wages
and salaries reflect merit increases, as well as an increase in temporary payroll to support staff for the
upcoming 2024 elections. Operating expense increases due to the upcoming 2024 election along with an
increase in software costs. The social security appropriation reflects budgeted wages.
Revenues in the Town Clerk’s office increase slightly due to Land Record fees. In addition, the historical
document preservation grant ($8,000) has not yet been awarded for fiscal year 2025.

4 -8
SUMMARY OF REVENUES

Revenues 2022-23 2023-24 6 Months 2023-24 2024-25 Change
Intergovernmental
Revenue $ 7,500 $ $ 11,740 $ 11,740 $
Licenses and Permits 46,684 35,400 14,792 35,400 35,400
Conveyance Taxes 1,372,100 1,400,000 629,323 1,400,000 1,400,000
Land Records Fee 193,946 175,000 93,522 175,000 185,000 5.7%
Charges for Services 195,960 216,700 84,014 215,200 216,700
Total Department $1,816,190 $1,827,100 $833,391 $1,837,340 $1,837,100 0.5%

Regular Payroll $249,523 $229,991 $106,426 $232,662 $244,881 6.5%
Temporary Payroll 36,156 28,108 5,840 12,515 45,366 61.4%
Education Premium Pay 1,322 450 1,080 1,080 100.0%
Office Expense 44,017 26,200 11,612 27,000 29,200 11.5%
Dues and Travel 4,066 3,000 808 3,000 3,000
Advertising 7,733 7,000 1,924 6,000 9,000 28.6%
Office Equipment 8,997 2,195 2,195 2,195
Information Technology 26,321 33,000 20,594 36,495 40,000 21.2%
Telecommunications 1,000 -100.0%
Social Security 16,745 19,118 7,913 17,299 18,822 -1.5%

2021-22 2022-23 2023-24 2023-24 2024-2025
Deputy Town Clerk 1.0 1.0 1.0 1.0 1.0
Clerk of Vital Statistics 1.0 1.0 1.0 1.0 1.0
Senior Staff Assistant 1.0 1.0 1.0
Office Assistant* 1.0
TOTAL 2.5 3.5 3.5 3.5 3.5
* In fiscal year 2023, the Office Assistant position moved from part time to full time and in fiscal year
2024 upgraded to a Senior Staff Assistant.
4 -9
TOWN CLERK– BUDGET AND PROGRAM HIGHLIGHTS
Regular Payroll: The appropriation reflects wage anticipated merit increases for eligible employees.
Temporary Payroll: The temporary payroll increases primarily due to the upcoming 2024 election. This
appropriation covers daily responsibilities such as covering lunch hours, vacations, high volume periods
and special projects (i.e. elections, dog licensing month).
Education Premium Pay: In fiscal year 2024 this appropriation was eliminated due to a retirement. In
fiscal year 2025 an eligible member of the Clerical Union is eligible for education attainment payments of
$720 for an Associate’s Degree or $1,020 for a Bachelor’s Degree.
Office Expense: This includes the costs for printing of land record books, absentee ballots for elections,
dog license notices, Vital Records and other miscellaneous statutory materials. The department is utilizing
the Board of Education print shop when it is deemed cost beneficial. Costs increase in fiscal year 2025 due
to the upcoming 2024 election.
Dues and Travel: This appropriation maintains membership to the Connecticut Town Clerks Association
and attendance at educational training seminars sponsored by the State. These training sessions are required
to learn about changes in legislation, policies and procedures as they relate to all functions of the Town
Clerk’s office.
Advertising: This appropriation is for the cost of publishing meeting dates, agendas, ordinances and
elections as required under Freedom of Information (FOI) rules. Costs increase in fiscal year 2025 for
additional legal notices necessary for the 2024 election.
Professional Services: This appropriation is for court reporters and transcription services costs, which are
required for many public hearings regarding zoning issues, as well as land record auditing services and
services for Hearing Impaired. In fiscal year 2025 the transcription services, sign language and
interpretation costs increase due to the 2024 election.
Office Equipment: This includes the cost of replacement of printers, scanners, toner, ink cartridges, label
makers associated with printing and binding land records, vital statistics, and election materials.
Information Technology: This appropriation finances the cost of annual software maintenance contracts
for the land records system and General Code, as well as the contract for web hosting and the offsite
electronic backup system for land records for enhanced security. The increase in fiscal year 2025 is due to
the software maintenance increase for Maplink.
Telecommunications: In fiscal year 2025 this appropriation is eliminated as all costs associated with
telephone services are located within the Information Technology department budget.
Social Security: Required Federal payments based upon actual wages paid.

4 -10

Town Clerk
(Calendar Year)
2019 2020 2021 2022 2023
Absentee Ballots Processed 1,678 30,946 1,914 4,488 1,159
Annual Births 535 592 609 551 582
Annual Deaths 716 833 691 628 637
Burial/Cremation Permits 580 663 586 523 407
Certified Copies Vital Statistics 4,368 4,075 4,390 4,529 4,956
Copies of Land Records 44,056 53,559 57,167 42,190 27,184
Dog Licenses 2,901 1,842 3,006 3,869 3,913
E Search Subscriptions 36 387 262 360 121
Land Records Processed 8,561 10,957 12,012 8,629 6,439
Liquor Permits 116 40 64 82 84
Maps 232 134 204 166 278
Marriage Certificates 503 277 531 632 885
Military Discharges Filed 39 16 21 35 34
Notary Commission 118 84 110 116 132
Notary Fees 734 132 60 50 57
Trade Names 129 116 141 135 123

4 -11

4 -12
TOWN MANAGER
MISSION
Under the direction of the Town Council, the Town Manager’s primary mission is to provide the leadership,
vision, and oversight to ensure the effective delivery of public services. The Manager is appointed by the
Town Council and serves as the organization’s chief executive officer, overseeing the administrative
operations of the Town government. In this role, the Manager implements and monitors policies adopted
by the Town Council. The Manager’s duties include the execution of all laws and ordinances, the
development and execution of the annual operating and capital budgets, and communication with the Town
Council. The Public Relations Specialist, the Equity Coordinator, the Economic Development Coordinator,
and the Economic Development Specialist are assigned to the Town Manager’s Office. The Public Relations
Specialist functions as the Town’s Public Information Officer responsible for public communications and
supporting special events, while the Equity Coordinator will focus on designing and implementing equitable
and inclusive policy, best practices and initiatives to further advance the Town’s mission to be a more
diverse, equitable and inclusive organization, as well as promote opportunities for community engagement
through diverse and inclusive campaigns and educational programming on the importance of equity and
cultural acknowledgment and awareness. The Economic Development Coordinator and Economic
Development Specialist work to support the Town’s business community, spur commercial and multifamily
investment, and promote overall economic vitality.
 Recognized by Livability.com on their annual Top 25 Best Places to Live in the Northeast. West
Hartford ranked #16 and is the only Connecticut town on the list.
 Recognized by Niche as the Best Place to Live in Connecticut for the sixth straight year.
 In collaboration with the Town Council, established a Vision Zero Task Force to develop a Vision Zero
Action Plan to eliminate all fatalities and severe injuries on West Hartford streets by 2033. The Town
Council adopted Vision Zero by resolution on February 27, 2024.
 In collaboration with the Town Council, added approximately 150 new affordable housing units town-
wide.
 In collaboration with our federal delegation, secured a Safe Streets and Roads For All (SS4A) grant for
a town-wide Speed Management Pilot Program.
 In collaboration with the Town Council, staff and residents, established by ordinance, a Sustainable
West Hartford Commission to promote practices that lead to greater environmental, social and economic
sustainability.
 Collaborated with staff, restauranteurs and other stakeholders to continue to offer the premier outdoor
dining experience in State of Connecticut.
 Coordinated 97 outdoor concerts and events at Blue Back Square and 40 community special events
including the annual Dr. Martin Luther King Jr. celebration, Memorial Day parade and ceremony,
Mayor’s State of the Town presentation, Juneteenth Day, Japan Summer Festival, Park Road Parade,
Halloween Stroll, West Hartford Pride, Center Streets, NextGen Kids Market, Wellness Fair, WeHa
United in Jazz, Holiday Stroll, Chanukah Fire on Ice, Hartford Marathon and Mitten Run, ten other
4 -13
charity walks/races and assisted with the second year of the Blue Back Farmers Market at Town Hall.
Also worked with producers on the continuation of a feature-length film, The Skulleton, and a Consumer
Reports lifestyle video/photo shoot. The Public Relations Specialist was a member of the Vision Zero
Task Force in 2023.
 Prepared 40 media releases and 217 social media announcements in 2023 by using ConstantContact,
Facebook, Twitter, Instagram, and Everbridge. The Town’s email notification service has 10,885
subscribers which includes residents, businesses and special event participants. Town email messages
on average have a 59% open rate, well above the industry standard of 22%.
 Experienced an increase in the Town’s social media followers on all platforms. Facebook page followers
increased from 4,215 to 4,927, Instagram increased from 3,019 followers to 3,583 and X (Twitter) grew
from 4,277 followers to 4,292. Total Everbridge citizen opt-in subscribers is now 7,245. Facebook
messages on average reached 6,850 people who saw our posts at least once and had 635 engagements
where a viewer reacted, commented, or shared. The majority of our followers are women (73.2%)
between 35-44 years of age (22%).
 Served as key advisors in attracting and facilitating significant commercial and multifamily investment
including new market rate and affordable housing located throughout Town.
 Successfully supported two separate affordable housing projects with access to brownfield remediation
funding to assist with the environmental cleanup on their development sites.
 Economic Development and Public Relations Divisions collaborated with West Hartford Chamber of
Commerce to manage the WHy West Hartford initiative by creating website and social media content,
and increasing the Town’s visibility as a top-notch destination for new residents, businesses and visitors.
 Focused on our Business Retention and Expansion (BRE) Program through phone calls, emails, surveys
and site visits with small businesses and non-profit organizations to better understand the local business
climate, encourage existing businesses to stay and grow in Town, and supporting local jobs and
investment.
 Oversaw the creation and ongoing management of several American Rescue Plan Act programs and
projects including the Small Business & Non-Profit Recovery Grant, the Affordable Housing
Development Program, and the Wayfinding Signage initiative.
 Supported five business and neighborhood associations as well as the Chamber of Commerce by staffing
monthly meetings and providing ongoing assistance with initiatives.
 Curated a monthly Economic Development e-Newsletter containing important information related to
business advising opportunities, financial programs, educational webinars and seminars as well as any
business-focused updates at local, state and federal levels, among other topics. In addition, the Division
launched the Detailed Dive covering a quarterly topic in more depth. Editions included spotlights on:
Black Business Month, Manufacturing Month and Workforce Development Resources. Enhanced social
media presence through consistent Instagram posting and use of stories featuring West Hartford
businesses and non-profit organizations, increasing followers from 1,240 to 1,415 and exceeding over
1,000 accounts reached each quarter.
 Economic Development staff in partnership with the West Hartford Art League supported various public
art projects including the Art Barriers painting of the outdoor dining corrals and the Elmwood Mural on
the underpass on New Britain Avenue.

4 -14
 Economic Development Coordinator recognized as part of the 2023 Power 25 Real Estate class by the
Hartford Business Journal.
 Economic Development staff spearheaded successful efforts to receive Gold Level accreditation under
the Best Practices in Land Use and Economic Development Certification Program from the Connecticut
Economic Development Association.
 Drafted and implemented Transgender and Gender Non-Conforming Employee Workplace Policy.
 Created and lead the Indigenous Recognition and Reconciliation Task Force. Partnered with West
Hartford Public Library, WHCi, and the Noah Webster House for Indigenous Peoples Week.
 Launched affinity programming/presentations centered around various cultures and ethnicities in the
workplace.
 Launched the IDEA (DEIB) Employee Committee and facilitated monthly internal DEIB workshops
with IDEA Committee.
 Completed FY 2023 Recruitment, Hiring and Retention Analysis.
 Began Come As You Are Campaign, which focuses on creating language access throughout Town
facilities as well as professional development in the areas of language lessons and cultural awareness
training.
 Began Roundtable Discussion Series: Honoring Our Histories and Stories, which will center around
lived experiences of the Black, Indigenous, and People of Color, LGBTQIA, immigrant, aging adults,
and disabled communities.
 Co-lead a Restrictive Covenant Educational Campaign with the Town Clerk to inform residents on the
history of restrictive covenants in West Hartford and the process of removing them from residential
deeds.
 Implement recommendations from the Vision Zero Action Plan to improve traffic safety for all residents
and visitors.
 In collaboration with the Town Council, continue to create an environment that is conducive to business
growth and job creation, encouraging investment and innovation and developing infrastructure and
human capital.
 Continue to leverage affordable housing to encourage, attract, and create new investment in the
community.
 Continue to make substantial progress with approved American Rescue Plan Act projects.
 In collaboration with our Department of Public Works, continue to participate in CT DEEP’s initiatives
to develop long-term sustainable solutions to reduce municipal solid waste and improve recycling.
 In collaboration with our Department of Plant & Facilities Services, apply for gold-level certification
with Sustainable CT.
 Assist the new Elmwood Community Center, Library, Senior Center, and Teen Center architecture team
to produce a cohesive, sustainable and cost-effective design for a successful building.
 Continue and expand training for all Town staff and boards and commissions around Diversity, Equity
and Inclusion.

4 -15
 Continue to seek new ways of engaging with our residents to keep them informed.
 Promote the diversification and growth of the Town’s tax base.
 Encourage growth and retention of existing businesses in Town.
 Continue to collaborate with local, regional and state organizations in the area of workforce
development.
 Strengthen economic development digital communications and platforms to enhance the user
experience as well as increase support to the business community.

4 -16
TOWN MANAGER
BUDGET SUMMARY

Expenditures: 2022-23 2023-24 6 Months 2023-24 2024-25 Change
Wages & Salaries $643,550 $696,326 $298,462 $700,160 $727,942 4.5%
Social Security 42,528 50,582 19,251 47,342 51,895 2.6%
TOTAL $716,126 $785,338 $339,485 $793,437 $911,047 16.0%

General Fund 5 6 6 6 6
The Town Manager’s budget increases by $125,709 or 16.0%. A net increase of $31,616 in wages and
salaries reflects merit increases. In addition, the Equity Coordinator was reclassified during fiscal year 2024
to Manager of Equity Advancement. Operating expenses increase $92,780 specifically related to staff
events previously in the Human Resources budget ($7,500), increase in office expense ($975), dues and
travel ($5,600), consulting fees ($62,225), and software costs ($16,480). Social security is consistent with
the variance in wages and salary.

4 -17
Fund: General Fund

Department: Town Manager

Regular Payroll $642,691 $695,606 $298,162 $699,440 $726,922 4.5%
Temporary Payroll 139
Education Premium Pay 720 720 300 720 1,020 41.7%
Office Expense 6,708 7,185 4,957 8,785 16,160 124.9%
Dues and Travel 3,576 5,850 6,530 9,775 11,450 95.7%
Training 1,327 13,500 1,938 13,500 13,500
Professional Services 10,733 5,775 4,000 5,775 68,000 1,077.5%
Office/Minor Equipment 100 100 100
Telecommunications 500 -100.0%
Social Security 42,528 50,582 19,251 47,342 51,895 2.6%

2021-22 2022-23 2023-24 2023-24 2024-2025
Town Manager 1 1 1 1 1
Executive Assistant 1 1 1 1 1
Economic Development Coordinator* 1 1 1 1 1
Public Relations Specialist 1 1 1 1 1
Manager of Equity Advancement
1 1 1 1 1
(Equity Coordinator)*
Economic Development Specialist** 1 1 1 1
TOTAL 5 6 6 6 6
* In fiscal year 2022, the Economic Development Coordinator position was transferred from Community
Development, and a new position, Special Assistant to Town Manager, renamed Equity Coordinator, was
created. During fiscal year 2024, the position was reclassed to Manager of Equity Advancement.
** In fiscal year 2023, the position of Economic Development Specialist moved from part time to full time.
In fiscal year 2024, the position is funded for a full year.

4 -18
TOWN MANAGER – BUDGET AND PROGRAM HIGHLIGHTS
Regular Payroll: This department is staffed with six full-time employees. The increase represents merits
and a salary adjustment for the reclassification of Equity Coordinator to Manager of Equity Advancement
during fiscal year 2024.
Temporary Payroll: This appropriation has been eliminated in fiscal year 2024.
Education Premium Pay: Non-union employees in administrative classifications are eligible for education
attainment payments of $720 for an Associate’s Degree or $1,020 for a Bachelor’s degree.
Office Expense: This appropriation covers the cost of office supplies, postage, printing and copying. In
fiscal year 2025 this appropriation increases due to an increase in office supplies ($1,475) and staff events
($7,500) previously allocated in the Human Resources budget.
Dues and Travel: This appropriation is for dues to professional organizations and related travel, primarily
for the International City/County Management Association (ICMA), and dues for the CT Economic
Development Association, professional association events and mileage reimbursement. The increase is due
to reinstating travel costs (meals, flights and registrations) after the pandemic.
Training: This appropriation funds economic development, and diversity, equity, and inclusion training
opportunities.
Professional Services: This appropriation funds miscellaneous consulting services. In fiscal year 2025 this
appropriation increases to include consulting services from Intercept ($48,000), a consultant for mid-
managers workshop along with a consultant to teach our front-facing customer service staff Spanish as a
second language ($14,225).
Office/Minor Equipment: An appropriation for office equipment, as needed.
Information Technology: This appropriation funds a subscription to an online real estate service that will
provide additional property information and market data to assist in efforts to retain and attract businesses
and investments. In fiscal year 2025 this appropriation increases due to an increase in current software
maintenance ($900) and additional software costs: CoStar ($6,000), Canva ($300), BlueDot ($12,000) and
Qualtrics ($2,800).

4 -19

4 -20
CORPORATION COUNSEL
MISSION
The Office of Corporation Counsel appears for and protects the rights of the Town in all actions, suits or
proceedings brought by or against it or any of its departments, officers, agencies, boards or commissions.
Additionally, the Office of Corporation Counsel provides legal advice to the Town Council, the Town
Manager, and all Town officers, boards and commissions in all matters affecting the Town, and furnishes
written opinions on questions of law involving their respective powers and duties. Upon request, the Office
of Corporation Counsel prepares or approves forms of contracts or other instruments to which the Town is
a party or in which it has an interest. As provided by ordinance, the Office of Corporation Counsel
compromises or settles claims by or against the Town, and advises the Town Council as to the same.
 Served as counsel to the Town in several significant development and construction matters, including
affordable housing projects that leverage Low Income Housing Tax Credits, tax-exempt bond financing,
state and local financing and equity investment.
 Assisted Town Departments with the enforcement of state and local health, building and fire codes to
improve residential rental property conditions and reduce the number of blighted properties.
 Worked closely with the newly established Sustainable West Hartford Commission to create a structure
and process for developing Town programs and policies relating to long-term environmental, social and
economic sustainability of the Town.
 Worked collaboratively with Town departments to update policies, manuals, forms, applications,
waivers and releases.
 Provided legal training and administrative assistance to the Fair Rent Commission and the Civilian
Police Review Board.
 Provided counsel to the Board of Education regarding policy revisions and provided legal opinions on
matters involving student privacy, public meetings and statutory authority.
 Worked closely with outside counsel to achieve favorable results in litigation and administrative
proceedings against the Board of Education and the Town.
 Conducted training sessions for individual Town departments on the Freedom of Information Act,
specifically exemptions, exclusions and exceptions to disclosure of public records applicable to each
department.
 Conducted training sessions for all Town boards and commissions on the Freedom of Information Act,
including the preparation of meeting agendas and minutes and the conduct of public meetings.
 Provide informational sessions for the senior management team on a variety of emerging legal issues.
 Conduct training sessions for individual Town departments on the disclosure of records under the
Freedom of Information Act and record retention and management requirements under the CT State
Library guidelines.

4 -21
CORPORATION COUNSEL
BUDGET SUMMARY
Wages & Salaries $341,798 $352,215 $158,728 $352,215 $375,911 6.7%
Social Security 24,909 26,246 11,578 26,246 27,606 5.2%
TOTAL $527,605 $514,261 $225,357 $514,261 $545,567 6.1%

Overall, the Office of Corporation Counsel’s budget is increased by $31,306 or 6.1% in fiscal year 2025.
Wages and salaries increase due to merit increases for eligible employees. Corporation Counsel’s monthly
stipend increases as approved by Town Council resolution. Professional services increase by 20% to reflect
the need for special counsel at the current hourly rate. There is a minimal increase in the appropriation for
professional memberships and legal educational requirements, offset by a corresponding decrease in office
expenses. Social security is consistent with the variance in taxable payroll.

4 -22

Regular Payroll $340,778 $351,195 $158,303 $351,195 $374,891 6.7%
Education Premium Pay 1,020 1,020 425 1,020 1,020
Office Expense 8,912 17,300 5,237 13,260 15,300 -11.6%
Dues and Travel 3,668 2,500 1,252 2,500 4,500 80.0%
Contractual Services 93,461 90,000 41,600 91,125 92,250 2.5%
Social Security 24,909 26,246 11,578 26,246 27,606 5.2%

2021-22 2022-23 2023-24 2023-24 2024-2025
Deputy Corporation Counsel 1 1 1 1 1
Assistant Corporation Counsel 1 1 1 1 1
Legal Assistant 1 1 1 1 1
TOTAL 3 3 3 3 3
CORPORATION COUNSEL – BUDGET AND PROGRAM HIGHLIGHTS
Regular Payroll: The department is staffed with three full-time positions. Estimated merit increases are
included for eligible personnel.
Education Premium Pay: Classified non-union employees are eligible for education attainment payments
Office Expense: This appropriation funds office supplies, postage, printing costs and off-site storage
facility charges. It also funds court filing fees, marshal fees and subscriptions to legal publications. The
decrease in fiscal year 2025 represents a transfer to dues and travel to accurately reflect expenses.
Dues and Travel: This appropriation funds membership in the Connecticut Association of Municipal
Attorneys and the Connecticut Bar Association, seminars required to meet minimum continuing legal
education requirements, and reimbursement for mileage and parking expenses in connection with court
appearances. In fiscal year 2025 the increase represents a transfer from office expense to accurately reflect
expenses.
Professional Services: This appropriation represents outside legal services and is increased 20% to reflect
the need for special counsel at the current hourly rate.
4 -23
Contractual Services: This appropriation funds the monthly stipend to the Town’s Corporation Counsel.
Corporation Counsel’s stipend increased, approved by the Town Council by resolution for period
12/16/2023 to 12/23/2025.

4 -24
REGISTRAR OF VOTERS
MISSION
The mission of the Registrar of Voters Office is to fulfill all election statutes and regulations as mandated
by Connecticut Secretary of the State. The Registrar of Voters office is charged with ensuring the voting
rights of citizens and administering all elections based on current election laws within a safe environment
for voters and election workers. Additionally, the Registrars are responsible for conducting an annual voter
canvass to maintain an up-to-date list of eligible voters and their permanent addresses. These responsibilities
are fulfilled under the guidance of the Secretary of the State.
 Executed a successful November General Election with a 31.4% turnout rate.

 Processed and counted absentee ballots for 1,001 votes for the November General Election. Absentee
voter turnout includes absentee ballots voted at 9 facilities in town where designees of the Registrars of
Voters conducted in-person supervised absentee balloting for over 250 electors.
 Recruited, hired, and trained new poll workers to make up for a shortage in experienced poll workers
being able to work on Election Day.
 Attended zoom meetings with the Secretary of the State in regards to Early Voting legislation and other
shared priorities between the Registrars of Voters and Secretary of the State.
 Worked with the UConn VoTeR Center to conduct an electronic audit of the voting tabulator of district
3, Town Hall polling place.
 Submitted grant application to the Connecticut Secretary of the State that will provide a grant in the
amount of $10,500 to West Hartford for costs related to implementing and conducting early voting.
 FY23 – held a Special Election for the 4-1 district on February 28, 2023.
 FY23 – Registrar of Voters Certification Program completed by new Registrar of Voters in June of
2023. The certification program is 25 hours of professional development through the University of
Connecticut.
 FY23 – Monitored Early Voting Legislation.
 Implement Early Voting according to Connecticut state statutes and regulation from the Secretary of
the State.
 Transition to the new Connecticut Voter Registration System and Election Management System
expected in June 2024.
 Establish new trainings for poll workers for Early Voting, new tabulator machines, and the new
Connecticut Voter Registration System.
 Successfully conduct the November 2024 General Election and any primaries or special elections as
directed by the Secretary of the State or Town Clerk.
 Mail postcards to 23,000 households informing voters of the statewide implementation of early voting
to include details about location and time.
4 -25
REGISTRAR OF VOTERS
BUDGET SUMMARY

Wages & Salaries $178,665 $216,663 $86,685 $150,655 $267,743 23.6%
Operating Expense 76,528 86,330 15,724 85,000 83,860 -2.9%
Social Security 5,798 10,798 2,870 6,911 13,903 28.8%
TOTAL $260,991 $313,791 $105,279 $242,566 $365,506 16.5%
BUDGET AND PROGRAM HIGHLIGHTS
The Registrar of Voters’ budget increases by $51,715 or 16.5% in fiscal year 2025. Wages and salaries
reflect an increase due to a minimum wage increase and additional costs for election work to meet the
statutory requirements as well as projected high turnout needs for the 2024 Presidential General Election
and expected August 2024 primary. Social security changes are reflective of changes in salary.

4 -26
Fund: General Fund

Department: Registrar of Voters

Temporary Payroll $178,665 $216,663 $86,685 $150,655 $267,743 23.6%
Office Expense 53,783 55,950 3,511 55,450 51,500 -8.0%
Dues and Travel 3,542 6,060 1,926 5,950 8,560 41.3%
Advertising 263 500 300 500
Professional Services 2,060 3,300 225 3,300 3,300
Operating Expense –
Miscellaneous 16,880 20,000 10,062 20,000 20,000
Social Security 5,798 10,798 2,870 6,911 13,903 28.8%
REGISTRAR OF VOTERS – BUDGET AND PROGRAM HIGHLIGHTS

(Calendar Year)
2019 2020 2021 2022 2023
Percent Voting:
Special Election- February 15% 3%
Special Election - April 23%
Gubernatorial 65%
Municipal 34% 32% 31%
Presidential 87%
Presidential Primary 40%
(Democrat and Republican combined)
Number of Registered Voters 40,352 42,891 42,763 41,513 41,196
Connecticut Voter Registration System:
Additions 2,877 5,888 2,753 2,321 2,647
Changes 3,816 7,547 5,060 2,942 8,793

4 -27
Temporary Payroll: This appropriation funds: the salaries of the Registrars and Deputy Registrars, which
are set via Town Council resolution; office staff for the department and election workers. The increase for
fiscal year 2025 is related to the statutory requirements and projected high turnout needs for the 2024
Presidential General Election and expected August 2024 Primary.
Actual Adopted Estimated Proposed

2023 2024 2024 2025
Registrars/Deputy Registrars $90,372 $91,350 $90,347 $91,350
Office Staff 15,502 30,313 15,308 24,394
Election Workers 72,791 95,000 45,000 152,000
Total Temporary Payroll $178,665 $216,663 $150,655 $267,744
Office Expense: Office expense includes office supplies, postage and printing/copying costs for the
operation of the office, all election costs (including ballots) and the annual State mandated voter canvass.
In fiscal year 2025, this line has decreased as the department has estimated actual costs for upcoming
election.
Dues and Travel: This appropriation funds the cost of membership in the Registrar of Voters Association
of Connecticut (ROVAC) as well as any travel and registration costs associated with bi-annual ROVAC
conference and State-mandated Registrar and moderator certification/recertification. In fiscal year 2025 the
increase reflects costs of meals for early voting workers during 12-hour days.
Advertising: This appropriation funds election notices required by State law.
Professional Services: This appropriation funds training for all of the moderators, as well as other training
for staff and poll workers, as deemed necessary. Also, the cost for coding memory cards is reflected in this
line item.
Telecommunications: This appropriation funds the costs associated with desktop telephone services for
maintenance, long distance calls and circuits. In fiscal year 2025 this appropriation is eliminated as all costs
associated with telephone services are located within the Information Technology department budget.
Operating Expense - Miscellaneous: This line item funds costs related to the optical scan voting machines
including annual maintenance and programming memory cards for each polling location, absentee ballot
central counting, and electronic document reader. In addition, this appropriation funds costs associated with
State mandated annual canvass of active, registered voters including purchase of National Change of
Address (NCOA) reports as well as printing, copying, and mailing of canvass letters.

4 -28
ASSESSOR’S OFFICE
MISSION
The mission of the West Hartford Assessor’s Office is to produce an annual Grand List for all property
classes in accordance with legal mandates in a timely, accurate, and efficient manner, and to provide
assessment-related information to the public and governmental agencies in a timely, responsive and
courteous manner.
 Completed 92 business personal property audits in-house encompassing the 2019-2022 Grand List
years; capturing 3,838,203 in escaped assessment value.
 Completed pricing on 46,639 registered motor vehicles from DMV.
 Completed pricing on 7,948 Supplemental Motor Vehicles from DMV.
 Completed processing of 2,697 business personal property declarations.
 Completed intake of 434 elderly tax relief benefit applications.
 Use of our online portal for filing annual personal property declarations increased by 27% over 2022
Grand List.
 Filled vacant Residential Property Appraiser III position.
 Settled twenty-nine real property tax appeals.
 Completed the M-35B State report for the Elderly Tax Relief Program.
 Completed the M-35P State report reporting on reductions in homeowners’ benefits.
 Completed the M-37 State report on State Owned Property in West Hartford.
 Completed the M-37C&H State report on Colleges & Hospitals.
 Completed the M-42B State report on Totally Disabled Benefits Program.
 Completed all of the M-45 State reports concerning real property transfers used in the ENGL
calculation.
 Completed M-59 State report on Additional Veterans’ Exemption Program.
 Completed the October 1, 2023 grand list by the statutory deadline of January 31, 2024.
 Complete development of Office Procedures Manual in fiscal year 24/25 for improved continuity with
staff changeover and overall office administration. (Ongoing project)
 Update images on all improved parcels in Town by October 1, 2026. (Ongoing project)
 Explore certain property assessment valuation processes utilizing C3 AI in mass appraisal.

4 -29
ASSESSOR’S OFFICE
BUDGET SUMMARY

Charges for Services $ 798 $1,000 $ 67 $ 900 $1,000
TOTAL $ 798 $1,000 $ 67 $ 900 $1,000
Expenditures:
Wages & Salaries $657,046 $746,654 $292,878 $730,517 $785,092 5.1%
Social Security 46,896 55,361 20,963 53,478 58,067 4.9%
TOTAL $746,791 $889,105 $373,375 $867,164 $931,361 4.8%

The fiscal year 2025 budget for the Assessor’s Office increases $42,256, or 4.8%, from the prior year
budget. Wages and salaries increase $38,438 due to anticipated merit increases. Operating expense reflects
a slight increase for annual CPI on software maintenance contracts. Social security is consistent with the
changes to wages and salaries.

4 -30
SUMMARY OF REVENUES
Revenues 2022-23 2023-24 6 Months 2023-24 2024-25 Change
Copies $ 798 $ 1,000 $ 67 $ 900 $ 1,000
TOTAL $ 798 $ 1,000 $ 67 $ 900 $1,000

Regular Payroll $649,352 $743,509 $291,751 $727,372 $780,927 5.0%
Temporary Payroll 2,889
Overtime 2,842 2,125 277 2,125 2,125
Education Premium Pay 1,963 1,020 850 1,020 2,040 100.0%
Office Expense 15,370 29,736 16,819 27,436 30,357 2.1%
Dues and Travel 3,667 3,737 2,257 3,535 3,927 5.1%
Training 4,068 3,515 2,059 4,000 4,091 16.4%
Advertising 200 200 200
Vehicles & Equipment
Expense 1,679 1,054 795 1,150 1,300 23.3%
Social Security 46,896 55,361 20,963 53,478 58,067 4.9%

2021-22 2022-23 2023-24 2023-24 2024-25
Director of Assessment 1 1 1 1 1
Property Appraiser I** 1 1 1 1
Property Appraiser II** 2 1 1 1 1
Property Appraiser III* 2 2 2 2 2
Administrative Assessment Technician 1 1 1 1 1
Assessment Analyst 1 1 1 1 1
Staff Assistant*** 1 1 1 1
TOTAL 7 8 8 8 8
* Two positions were reclassified to Property Appraiser III in fiscal year 2022.
** In fiscal year 2022 a Property Appraiser I was reclassified to a Property Appraiser II. With the retirement of a
Property Appraiser II during fiscal year 2023, the position was reclassified back to Property Appraiser I.
*** A Staff Assistant was funded to begin mid-year in fiscal year 2023.

4 -31
ASSESSOR’S OFFICE – BUDGET AND PROGRAM HIGHLIGHTS
Regular Payroll: Assessment is staffed with eight full-time positions. Regular payroll reflects anticipated
merit increases for eligible employees.
Temporary Payroll: This appropriation is eliminated in fiscal year 2024.
Overtime: The overtime appropriation provides administrative support for the Board of Assessment
Appeals, Board of Assessors, and motor vehicle pricing.
Office Expense: The office expense appropriation covers office supplies, paper products, postage, printing
and copying, subscriptions and publications. The increase for fiscal year 2025 results from CPI on
subscriptions and software.
Dues & Travel: Appropriations for dues in the Hartford Area Assessors Association, Connecticut
Association of Assessing Officers, International Association of Assessing Officers, and the Appraisal
Institute are integral to the core mission of the department, enabling attendance at educational seminars and
workshops at discounted rates, which are requisite for maintaining State certification as Certified
Connecticut Municipal Assessors and improving assessment practices. In addition, the department
maintains membership in the Multiple Listing Service in order to obtain detailed information on properties
for sale. The slight increase in fiscal year 2025 represents additional mileage costs for a new staff member.
Training: This appropriation covers attendance at local workshops, seminars and assessment/appraisal
related classes to maintain requisite State certification as Certified Connecticut Municipal Assessors. The
increase represents the new staff member attending workshops.
Advertising: This appropriation funds all State mandated notice requirements.
Information Technology: This appropriation funds the annual cost of web hosting for Vision software and
software maintenance and support contracts for Vision and Quality Data. The increase in fiscal year 2025
represents contractual increases from vendors.
Vehicle & Equipment Expense: This appropriation provides for gasoline and vehicle maintenance for
the vehicles assigned to the department.
Social Security: This appropriation is for required Federal payments based upon actual wages paid and
reflects the change in budgeted wages.

4 -32

(calendar year)
2019 2020 2021 2022 2023
(GL 2017) (GL 2018) (GL 2019) (GL 2020) (GL 2021)
Percent of State reporting
deadlines met 100% 100% 100% 100% 100%
Number of business personal
property accounts 2,807 2,730 2,696 2,719 2,697
Timeliness of property transfers
entered into CAMA system 1 month 1 month 1 month 1 month 1 month
Inspections (Sales and Permits) 2,871 2,365 3,470 3,702 3,901
Real property transfers 1,400 2,155 2,534 2,066 2,522
Elderly, veterans, blind and
disability applications 1,033 1,131 1,012 1,038 703

4 -33

4 -34
DEPARTMENT: GENERAL GOVERNMENT

POSITION
2021-22 2022-23 2023-24 2023-24 2024-2025
GENERAL FUND
TOWN COUNCIL
Town Clerk 1 1 1 1 1
TOTAL 1.5 1.5 1.5 1.5 1.5
TOWN CLERK
Deputy Town Clerk 1 1 1 1 1
Clerk of Vital Statistics 1 1 1 1 1
Senior Staff Assistant 1 1 1
Office Assistant 1
TOTAL 2.5 3.5 3.5 3.5 3.5
TOWN MANAGER
Town Manager 1 1 1 1 1
Manager of Equity Advancement
1 1 1 1 1
(Equity Coordinator)
Executive Assistant 1 1 1 1 1
Economic Development Coordinator 1 1 1 1 1
Public Relations Specialist 1 1 1 1 1
Economic Development Specialist 1 1 1 1
TOTAL 5 6 6 6 6
CORPORATION COUNSEL
Deputy Corporation Counsel 1 1 1 1 1
Assistant Corporation Counsel 1 1 1 1 1
Legal Assistant 1 1 1 1 1
TOTAL 3 3 3 3 3
ASSESSOR’S OFFICE
Director of Assessment 1 1 1 1 1
Property Appraiser I 1 1 1 1
Property Appraiser II 2 1 1 1 1
Property Appraiser III 2 2 2 2 2
Administrative Assessment Technician 1 1 1 1 1
Assessment Analyst 1 1 1 1 1
Staff Assistant 1 1 1 1
TOTAL 7 8 8 8 8
TOTAL GENERAL GOVERNMENT 19 22 22 22 22

4 -35

4 -36
DEPARTMENT OF INFORMATION TECHNOLOGY
MISSION
The mission of the Information Technology Department is to contribute to the successful operation,
performance, and long-term viability of the organization through a technical infrastructure that promotes
employee and customer access to information. This mission is accomplished through the cost-effective and
efficient delivery of management and maintenance of a wide-area network for voice and data
communications and infrastructure for supporting the Town’s business applications.
 Upgraded PowerSchool to improve security and reliability;

 Digitized over 1,000 paper forms resulting in thousands of online submissions for both internal and
residential use, inclusive of new online payment options;
 Installed outdoor wireless for guest use at Rockledge and our outdoor parks;
 Implemented next-generation firewalls with redundant appliances and dual internet services;
 Implemented a rapid response lockdown system at Town Hall and the Public Schools;
 Expanded IP security cameras for all Public Schools, Public Works, Municipal Parking, and the Police
Department, based on areas of need;
 Installed LPR cameras at various intersections to support traffic enforcement;
 Maintained 99.99% uptime availability of the entire communications infrastructure for the past 12
months;
 Migrated the Town and Public School’s VoIP system to a new carrier to reduce costs;
 Implemented POTs in a Box to digitize obsolete analog circuits, cutting costs;
 Implemented a new internet service for the Town, saving $18,000 per year while increasing the speed
by a factor of four;
 Closed over 13,000 support tickets while maintaining an average of 4.9 out of 5 stars from customer
service survey results.

5 -1
 75% of Town facilities that currently have no existing public address system (PA) will have Informacast
implemented, a system that will enable a one-way PA over existing VoIP speakerphones;
 100% of the Public Schools’ network will have a failover internet service provider (ISP) to maintain
connectivity in the event of a provider outage, leveraging next-generation firewalls;
 75% of our outdoor parks will have an enterprise-class wireless system installed for secure staff access
and guest access for public use;
 Offer formal Cybersecurity training for all staff, and develop a virtual CISO role;
 Expand IP surveillance cameras to the Public Libraries, remaining Leisure facilities, and key roadway
intersections throughout town in partnership with the Police;
 100% replacement of core network hardware greater than 15 years old for both Town and Schools;
 100% of all Public Schools will have a new rapid response system installed;
 100% of antiquated analog POTs lines will be migrated to more current technology to reduce costs;
 Research Kiosks to be deployed in key locations to improve access to customer service for residents;
 100% of all 1,000 wireless access points will be replaced at the schools to leverage next-generation
wireless capabilities;
 Continue to apply for grant opportunities to help offset continually rising costs.

5 -2
DEPARTMENT OF INFORMATION TECHNOLOGY
BUDGET SUMMARY
Wages & Salaries $535,361 $529,684 $241,897 $530,121 $540,657 2.1%
Social Security 39,324 39,603 17,578 39,603 40,282 1.7%
TOTAL $1,254,593 $1,342,287 $587,672 $1,338,860 $1,365,439 1.7%

General Fund 4.5 4.5 4.5 4.5 4.5
In total, the fiscal year 2025 budget for the Department of Information Technology increases $23,152 or
1.7%. Wages and salaries increase $10,973 or 2.1% primarily due to merits and salary adjustments.
Operating expenses increase $11,500 or 1.5% primarily due to public wireless being added to all outdoor
parks and pools ($5,000) and Town-wide software license agreements ($6,500). The social security
adjustment reflects estimated cost based upon wages and withholdings.

5 -3
DEPARTMENT: INFORMATION TECHNOLOGY
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $533,395 $529,684 $241,897 $530,121 $540,657 2.1%
Office Expense 1,654 1,000 337 1,000 1,000
Dues and Travel 906 2,000 1,500 2,000
Training 6,590 5,000 5,000 5,000
Telecommunications 110,757 100,000 65,383 100,000 100,000
Rental & Leases 56,838 100,000 28,961 75,000 105,000 5.0%
Information Systems 59,763 50,000 62,869 70,000 50,000
Social Security 39,324 39,603 17,578 39,603 40,282 1.7%
TOTAL $1,254,593 $1,342,287 $587,672 $1,338,860 $1,365,439 1.7%

2021-22 2022-23 2023-24 2023-24 2024-25
Information Technology Director*
Information Technology Manager* 1 1 1 1 1
Information Technology Specialist 2 2 2 2 2
Network Engineer* 1.5 1.5 1.5 1.5 1.5
TOTAL 4.5 4.5 4.5 4.5 4.5
* Prior to fiscal year 2022, positions were shared with the Board of Education. In fiscal year 2022, the
Information Technology Director was 100% Board of Education funded, and 50% of the Information
Technology Manager, previously funded by the Board of Education, returned to the Town. One Network
Engineer position remains 50% funded by the Board of Education.

5 -4
INFORMATION TECHNOLOGY - BUDGET AND PROGRAM HIGHLIGHTS
Regular Payroll: Information Technology is staffed with four and one half full-time employees, one of
whom is shared equally with the Board of Education. This appropriation reflects anticipated merit increases.
Temporary Payroll: This appropriation was eliminated in fiscal year 2024.
Office Expense: The office expense appropriation finances laser printing supplies for shared networked
printers, paper products for centralized printing jobs, and office supplies and is based on experience.
Dues and Travel: This appropriation is used to provide mileage reimbursements to employees for the use
of personal vehicles on Town business and provides membership to the Government Chief Information
Officer Association.
Training: This account finances information technology training for all Town employees.
Professional Services: This appropriation for outside consultants funds professional services to maintain
and enhance existing applications for business software and the Geographic Information System (GIS)
application. It also funds a service agreement for the Town’s back-up system, including repair and
maintenance if hardware failures occur. The annual increase for Active Internet Technologies is included
in this appropriation.
Information Technology: This appropriation finances software licenses used by Town departments. There
are also annual license fees associated with software products used to protect and defend the Town’s
computer network. These software licenses include anti-virus software for desktop computers and servers,
web filtering software, and spam firewall. Funding is included for the cost of GIS hosting and Microsoft
Office 365 licenses for all Town departments. In fiscal year 2025 the annual increase for all licenses listed
above is included.
Telecommunications: The primary purpose of this appropriation is to support the Townwide Voice over
Internet Protocol (VoIP) phone system. The balance of the appropriation is for cell phones, mobile
communication devices and desktop phones for all Town departments, as well as backup internet services.
This appropriation also includes the implementation and maintenance of an Informacast emergency
notification system, which will serve as a public address system. This appropriation includes centralizing
analog land lines for all departments. The Town relies on these lines due to many legacy systems like
security alarms, elevator alarms and some panic dialers.
Rental & Leases: This appropriation funds internet bandwidth services. The slight increase is due to the
addition of outdoor wireless service for public parks in West Hartford.
Information Systems: This expense is associated with maintaining hardware that provides a wide-area
network for voice and data communications. Costs include the network maintenance contract with Cisco
SmartNet for routers and switches, and maintenance of servers that host software and communication
applications.

5 -5

Actual Actual Actual Actual Estimated
FY 2020 FY 2021 FY 2022 FY 2023 FY 2024
Number of Municipal/School Sites on Town
Owned Fiber 46 46 46 46 46
Number of Physical Servers Consolidated to
Virtual Servers 141 150 150 156 156
Number of Sites with Building-wide Wireless 32 37 40 45 48
IT Helpdesk:
Number of Town Work Orders Received 2,944 5,593 6,500 3,557 3,090
Number of BOE Work Orders Received 10,438 18,788 20,000 9,648 9,270
Percentage Completed 96.5% 76.5% 84% 99.8% 96.8%
Average Number of Days to Complete 3.26 13.54 10.5 2.9 3.0
Website Statistics:
Site Visits to www.westhartfordct.gov 866,788 945,788 950,000 967,000 975,000
Site Visits to West Hartford’s GIS Site 11,046 12,432 15,000 37,896 40,000
Use of West Hartford’s Online Parking Omit
System 23,000 13,403 3,000 NA NA

5 -6

Fiscal Year 2024-2025
BUDGET IN BRIEF
TECHNOLOGY INVESTMENT
FUND
REVENUES AND OTHER ACTUAL ADOPTED ESTIMATED PROPOSED
RESOURCES 2022-2023 2023-2024 2023-2024 2024-2025
Charges for Services $ 17,136 $ 10,000 $ 10,000 $ 10,000

Total Revenues & Other Resources $ 17,136 $ 10,000 $ 10,000 $ 10,000
EXPENDITURES AND ACTUAL ADOPTED ESTIMATED PROPOSED

OTHER USES 2022-2023 2023-2024 2023-2024 2024-2025
Technology Investments $ 8,197 $ 10,000 $ 10,000 $ 10,000

Total Expenditures & Other Uses $ 8,197 $ 10,000 $ 10,000 $ 10,000
CHANGE IN FUND BALANCE $ 8,939 $ $ $

BEGINNING BALANCE $ 8,835 $ 17,774 $17,774 $ 17,774
ENDING BALANCE $ 17,774 $ 17,774 $17,774 $ 17,774

5 -7
Fund: Technology Investment Fund

Department: Information Technology
PURPOSE
The Technology Investment Fund was created effective July 1, 2003 to identify a recurring revenue stream
dedicated to continued investment in the Town’s e-business strategy. Revenues are derived from a surcharge
of one dollar on parking tickets, alarm fees and ordinance violations.
LONG-TERM STRATEGY
The surcharge revenue will be maintained at the current level in order to provide a consistent revenue
stream. Although it is not expected that fund balance will grow significantly, the annual revenue achieved
will enable expenditures that support the Town’s goal to provide more of its services via the internet to
improve customer service.
FUND PERFORMANCE
Five Year History of Operating Results

2019 2020 2021 2022 2023
Revenues:
Charges for Services $15,000 $12,000 $9,000 $11,000 $17,000
TOTAL REVENUES $15,000 $12,000 $9,000 $11,000 $17,000
Expenditures:
Operational $ $26,000 $4,000 $10,000 $8,000
TOTAL EXPENDITURES $ $26,000 $4,000 $10,000 $8,000
OPERATING RESULTS $15,000 ($14,000) $5,000 $1,000 $9,000

FUND BALANCE $17,000 $ 3,000 $8,000 $9,000 $18,000
FISCAL YEAR 2024 OPERATING RESULTS

The Fund is projected to earn revenue in the amount of $10,000 with expenditures of $10,000 for the fiscal
year. Accordingly, fund balance will be approximately $18,000 by year-end.
FISCAL YEAR 2025 BUDGET

The budget for fiscal year 2025 assumes revenues derived from charges for services of $10,000 with
expenditures of an equal amount. This will allow fund balance to stabilize before appropriating additional
funds.

5 -8
DEPARTMENT: INFORMATION TECHNOLOGY

POSITION
2021-22 2022-23 2023-24 2023-24 2024-25
GENERAL FUND
Information Technology Director
Information Technology Manager 1 1 1 1 1
Network Engineer 1.5 1.5 1.5 1.5 1.5
TOTAL INFORMATION TECHNOLOGY 4.5 4.5 4.5 4.5 4.5

5 -9

5 -10
DEPARTMENT OF FINANCIAL SERVICES
MISSION
The mission of the Financial Services Department is to contribute to the successful operation, performance
and long-term viability of the organization through the provision of timely, accurate and meaningful
information, and financial analysis and services.
The mission is accomplished through the cost-effective and efficient delivery of the following programs:
• Accurate and timely recording and reporting of the Town’s financial transactions.
• Execution of short and long-term investment strategies to maximize the return on available funds.
• Development and execution of the Capital Improvement Program and debt financing plan.
• Accurate and timely execution of payment processes including accounts payable and payroll.
• Development, execution and monitoring of the annual budget.
• Billing, collecting and recording of property taxes, parking tickets and ordinance violations and
processing of daily revenue deposits.
• Procurement of goods and services in accordance with applicable laws and best value purchasing.
• Administer the Town’s Risk Management Program for Heart and Hypertension, Workers
Compensation, as well as property and casualty risks for the Town and Board of Education.
 Received the Certificate for Excellence in Financial Reporting from the Government Finance Officers
Association (GFOA) for fiscal year 2022.
 Received for the Distinguished Budget Presentation Award from the Government Finance Officers
Association (GFOA) for fiscal year 2024.
 Successfully executed a $15 million general obligation bond sale.
 Consistently achieved a tax collection rate higher than adopted.
 Complete the full implementation of the Munis Payroll System for pension retirees.
 Utilize the Munis Financial System to automate and produce fiscal year 2025 budget documents.
 Maintain current performance on our exceptional tax collection rates.
 Continue to assist Pension Board with asset allocation strategy related to Pension Obligation Bonds
proceeds.
 Safety Training Review for staff.
 Assist in the implementation of the MARC system to calculate employee pension estimates.

6 -1
DEPARTMENT OF FINANCIAL SERVICES
BUDGET SUMMARY
Charges for Services $ 70 $ 50 $ 7 $ 10 $ -100.0%
Fines & Forfeitures 470 600 400 600 600
Transfers from Other Funds 68,776 72,000 72,000 72,000
TOTAL $ 69,316 $ 72,650 $ 407 $ 72,610 $ 72,600 -0.1%
Expenditures:
Wages & Salaries $1,891,046 $1,961,751 $ 940,755 $2,024,209 $2,012,819 2.6%
Social Security 133,020 142,335 60,123 139,169 146,776 3.1%
TOTAL $2,405,927 $2,727,317 $1,357,707 $2,770,905 $2,786,331 2.2%

The Department of Financial Services budget reflects an increase of $59,014 or 2.2% from the current fiscal
year. Wages and salaries increase primarily due to merit increases for all eligible employees as well as an
increase in temporary payroll to assist with special projects and the implementation of the MARC system
to aid in calculating employee pension estimates. An Accountant/Auditor is reclassified to an Accounting
Supervisor aligning more with the job functions of the position. Operating expenses increase due to
contractual increases. Social security reflects wage and salary changes.

6 -2
FINANCIAL OPERATIONS DIVISION

SUMMARY OF REVENUES
2022-23 2023-24 6 Months 2023-24 2024-25 Change
NSF Check Fees $ 470 $ 600 $ 400 $ 600 $ 600
Transfer In 68,776 72,000 72,000 72,000
TOTAL $ 69,246 $ 72,600 $ 400 $ 72,600 $72,600
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $1,031,790 $1,078,654 $522,826 $1,080,440 $1,077,042 -0.1%
Temporary Payroll 105 21,694 54,225 33,684 100.0%
Overtime 18 500 173 500 1,000 100.0%
Education Premium Pay 2,297 2,040 1,150 2,040 2,760 35.3%
Office Expense 14,458 16,925 11,807 17,683 17,825 5.3%
Dues and Travel 2,959 2,900 4,040 4,578 4,950 70.7%
Contractual Services 7,865 2,500 12 1,000 2,500
Information Technology 15,000 15,000 100.0%
Social Security 73,076 78,786 32,091 75,513 81,899 4.0%
TOTAL $1,133,818 $1,185,265 $594,405 $1,252,979 $1,238,660 4.5%
2021-22 2022-23 2023-24 2023-24 2024-2025
Director of Financial Services 1 1 1 1 1
Financial Operations Manager 1 1 1 1 1
Accounting Manager** 1 1 1
Budgets and Grants Manager 1 1 1 1 1
Accounting Supervisor*** 1
Financial Analyst I* 1 1 1 1
Accountant Auditor 1 1 1 1
Accountant II** 1 1
Accounting Specialist 1 1 1 1 1
Payroll Coordinator* 1 1 1 1
Payroll Specialist 1 1 1 1 1
Administrative Assistant 1 1
TOTAL 8 10 10 10 10
* In fiscal year 2023, the positions of Payroll Coordinator and Financial Analyst I were added.
** With the retirement of an Accounting Manager in fiscal year 2024, the division was reorganized. The Accounting Manager position was replaced with an
Accountant II.
*** In fiscal year 2025, the Accountant Auditor is promoted to a Supervisor of Accounting.

6 -3
FINANCIAL OPERATIONS - BUDGET AND PROGRAM HIGHLIGHTS
Regular Payroll: Financial Operations is staffed with ten full-time positions. The budget reflects estimated
Temporary Payroll: This funds an Accountant to help with special projects and finalizing the payroll
conversion.
Overtime: The overtime appropriation is used for the processing of payroll during holiday weeks and peak
reporting periods (quarterly and year end).
Office Expense: This appropriation is used for the purchase of paper stock (envelopes, check stock, W-2
forms) and printing supplies associated with the production of payments to employees, as well as the
preparation and printing of the annual budget document. The appropriation also funds subscriptions for
GASB pronouncements, GAAP updates and payroll updates, annual reports that are produced and forms
that are used.
Dues & Travel: The appropriation funds memberships and attendance at educational seminars that are
important to the core mission of the financial operations activity. It funds memberships in the New England
and Connecticut Government Finance Officers Associations and the American Payroll Association, as well
as registration fees and mileage for meetings and educational conferences. For fiscal year 2025, the increase
represents the cost of staff attendance at the annual New England States GFOA conference.
Professional Services: This appropriation funds the annual application fee to the GFOA Certificate of
Achievement for Excellence in Financial Reporting award program and the GFOA Distinguished Budget
award program.
Contractual Services: This appropriation finances the contract for banking services for the Town. The fee
structure is activity based, but an earnings interest credit on available balances held at the bank offsets these
fees.
Information Technology: For fiscal years 2024 and 2025, this appropriation funds the software cost for
DebtBook, needed to implement the new GASB pronouncements (87/96) to recognize lease and
subscription costs in the financial statements as debt.
Telecommunications: This appropriation funded the costs associated with the desktop telephone services
for maintenance, long distance calls and circuits. This has been transferred to the Information Technology
Department.

6 -4

(Fiscal Year)
2019 2020 2021 2022 2023
Financial Reporting:
GFOA Distinguished Budget Presentation Yes Yes Yes Yes Yes
Award
GFOA Certificate for Excellence in Yes Yes Yes Yes *

Financial Reporting
Financial Operations:
% of FT Employees on Direct Deposit 100% 100% 100% 100% 100%
% of FT Electronic Direct Deposit Stmts 100% 100% 100% 100% 100%
% of Electronic Payments
Town 39.1% 38.1% 39.1% 40.0% 37.1%
Board of Education (BOE) 24.6% 27.6% 29.1% 29.7% 34.9%
Fund Balance as a % of General Fund
Expenditures 9.1% 9.1% 9.1% 9.2% 9.9%
Investment Strategy:
Short-Term Investment Fund Return 2.30% 1.52% 0.10% 0.30% 3.95%
Other Investment Vehicle Return 1.7% 2.02% n/a n/a n/a
Capital Financing:
Municipal Bond Rating (Moodys/S&P) Aaa/AAA Aaa/AAA Aaa/AAA Aaa/AAA Aa1/AAA
Debt Service as a % of General Fund
Expenditures (excl. BBS & POBs) 6.2% 5.7% 5.9% 5.7% 5.5%
Debt per Capita $2,291 $2,324 $2,269 $2,236 $2,200
Long Term Bonded Debt to Net Assessed
Value (excl POBs) 2.2% 2.1% 2.1% 2.2% 2.0%
WH General Obligation Bond Rate 2.65% 1.49% 1.39% 2.01% 3.04%
* The Town has filed for an extension for the GFOA Certificate for Excellence in Financial Reporting
for fiscal year 2023, as the external audit is not yet complete.

6 -5
PURCHASING DIVISION
SUMMARY OF REVENUES
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Copies $ 20 $ $ 7 $ 10 $
TOTAL $ 20 $ $ 7 $ 10 $
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $278,057 $278,049 $126,680 $278,918 $285,611 2.7%
Office Expense 3,086 3,090 271 3,950 4,050 31.1%
Dues and Travel 2,834 3,415 1,004 2,005 3,060 -10.4%
Training 500 500 500
Advertising 2,003 4,000 1,029 3,000 3,500 -12.5%
Expense 210 500 -100.0%
Social Security 19,992 20,919 9,140 20,985 21,485 2.7%
TOTAL $306,182 $310,713 $138,124 $309,358 $318,206 2.4%

2021-22 2022-23 2023-24 2023-24 2024-2025
Purchasing Agent* 1 1
Senior Buyer 1 1 1
Buyer 1 1 1 1 1
Office Operations Specialist 1 1 1 1 1
TOTAL 3 3 3 3 3
* During fiscal year 2024, the Purchasing Division was reorganized to include a Purchasing Agent. Such duties
were previously held by the Director of Financial Services. The Senior Buyer position was eliminated.

6 -6
PURCHASING - BUDGET AND PROGRAM HIGHLIGHTS
Regular Payroll: The Purchasing Division is staffed with three full-time positions. The budget reflects
merit increases for eligible employees. In addition, during fiscal year 2024, the Senior Buyer position was
reclassified to a Purchasing Agent.
Office Expense: The office expense appropriation reflects the cost of general office supplies, as well as the
copying and mailing of procurement notices and specifications. For fiscal year 2025, subscription and
publication costs have increased.
Dues & Travel: Dues and travel appropriations maintain membership in National Institute of Government
Purchasing and the costs associated with participating in cooperative purchasing associations including the
CRCOG Purchasing Cooperative and the Plymouth County Vehicle Cooperative. The appropriation also
includes attendance at various public purchasing meetings and conferences.
Training: This account funds miscellaneous staff training.
Advertising: This appropriation funds weekly newspaper advertisements directing interested parties to the
Town’s website to learn about current procurement opportunities.
Telecommunications: This appropriation funded the costs associated with the desktop telephone services
for maintenance, long distance calls and circuits. These costs are now centrally budgeted in the Information
Technology Department.
Vehicles & Equipment Expense: This appropriation funded fuel and maintenance costs for the Town pool
car assigned to the division. The car has been transferred to Community Development.

6 -7
REVENUE COLLECTION DIVISION
SUMMARY OF REVENUES
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Copies $ 50 $ 50 $ $ 50 $
TOTAL $ 50 $ 50 $ $ 50 $
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $319,900 $323,455 $147,181 $322,915 $329,055 1.7%
Temporary Payroll 25,021 39,446 11,337 27,776 39,446
Overtime 1,165 2,500 358 1,600 2,500
Education Premium Pay 726 720 420 1,140 1,440 100.0%
Office Expense 90,168 104,210 22,909 103,510 104,210
Dues and Travel 2,387 3,405 2,150 3,405
Training 1,290 1,200 680 1,200 1,200
Advertising 76 800 230 500 800
Professional Services 2,158 2,400 225 1,200 1,000 -58.3%
Maintenance & Repairs 350 350 350
Social Security 23,479 25,027 10,756 24,772 25,502 1.9%
TOTAL $512,426 $553,750 $227,431 $537,930 $559,690 1.1%

2021-22 2022-23 2023-24 2023-24 2024-2025
Revenue Collector 1 1 1 1 1
Revenue Services Representative 3 3 3 3 3
TOTAL 4 4 4 4 4

6 -8
REVENUE COLLECTION - BUDGET AND PROGRAM HIGHLIGHTS
Regular Payroll: The revenue collection office is staffed with four full-time positions. The budget increase
reflects merit increases for eligible employees.
Temporary Payroll: Two part-time positions support the Revenue Collection Office. A Staff Assistant
position supports the full-time customer service representatives during peak collection periods and during
the absence of any of the full-time employees. An Office Assistant is responsible for the daily processing
of cash deposits for the Town.
Overtime: The overtime appropriation provides resources for peak collection periods (January and July).
Office Expense: The office expense appropriation reflects the cost of postage for the mailing of tax bills,
the cost of an outside contractor to print, stuff and mail the property tax bills, the costs associated with
printing, binding and use of the BOE’s print shop, and general office supplies.
Dues & Travel: The dues and travel appropriation funds membership and education costs associated with
the Connecticut Tax Collectors Association, the Hartford Tax Collectors Association and required
certification training classes.
Training: This account funds Connecticut Tax Collectors courses as needed.
Advertising: This appropriation funds legal advertisements in the newspaper for public notice of property
tax bills.
Professional Services: This appropriation funds the costs associated with the management information
system and delinquent billing services associated with the parking ticket and ordinance violation collection
programs. The decrease represents the change in vendors from Lexis/Nexis to Idacore.
Contractual Services: This appropriation finances the portion of banking services used by the Revenue
Collection Office and the contract for the hearing officer for parking ticket and ordinance violation appeals.
In fiscal year 2025, the increase reflects contract increases.
Information Technology: This appropriation finances the costs of annual software maintenance for the
tax collection and billing software and web hosting software, and increases based upon contractual costs.
Telecommunications: This appropriation funded costs associated with the desktop telephone services for
maintenance, long distance calls and circuits, which is now centrally budgeted in the Department of
Information Technology.
Maintenance & Repairs: This appropriation finances the costs associated with the currency counters.

6 -9

(Fiscal Year)
2019 2020 2021 2022 2023
Revenue Collection:
Current Year Tax Collection Rate 99.3% 99.3% 99.3% 99.3% 99.4%
% of Parking Tickets Collected 74.8% 73.8% 72.7% 73.5% 76.6%
% Ordinance Violations Collected 44.7% 32.9% 52.6% 49.6% 47.7%
Using Technology to Improve the Customer Experience
Consistent with the habits of individuals, technology continues to be an area of growth in the tax
department.
Recent enhancements to the online system include the ability to send text notifications when a bill is
ready, as well as the ability to pay by text. Since inception in June 2022, about 100 taxpayers have opted
to use the Pay by Text feature. It is expected that the number of Pay by Text users will increase over the
next fiscal year, as the feature is marketed as a payment option.
Additional enhancements to the online payment system include the ability of taxpayers to select AutoPay
and Paperless billing without the need to register with the Invoice Cloud system and create a customer
portal.
Future enhancements include enabling the ability to make payment through PayPal and Venmo, and
adding a unique QR code to the tax bills so that taxpayers can simply scan the code to get to their tax
bill.
The on-line tax information lookup system allows 24/7 lookup of payment information, including open
balances and payment history. Continued improvements to the integration of the on-line lookup system
with the bill payment and presentment system has resulted in a more user friendly customer experience.

6 -10
FINANCIAL SYSTEMS DIVISION
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $231,967 $236,387 $108,936 $236,989 $240,281 1.6%
Temporary Payroll 7,326 17,666
Office Expense 5,204 6,500 1,485 5,500 6,500
Dues and Travel 1,000 1,000
Professional Services 3,000 3,356 3,500 3,000
Social Security 16,473 17,603 8,136 17,899 17,890 1.6%
TOTAL $351,096 $572,574 $366,617 $589,638 $580,088 1.3%

2021-22 2022-23 2023-24 2023-24 2024-2025
Financial Systems Manager 1 1 1 1 1
Financial Systems Analyst II 1 1 1 1
Financial Systems Analyst I* 1
TOTAL 2 2 2 2 2
* The Financial Systems Analyst I was reclassified to Financial Systems Analyst II in fiscal year 2023.

6 -11
FINANCIAL SYSTEMS - BUDGET AND PROGRAM HIGHLIGHTS
Regular Payroll: The division is staffed with two full-time positions. The budget increase reflects merit
increases for eligible employees.
Temporary Payroll: This appropriation funded a part-time position who assisted with programming needs
of the division and is eliminated in fiscal year 2025.
Office Expense: This appropriation covers office supplies, paper products, and printing and copying.
Dues and Travel: This appropriation funds membership and training costs for the division.
Professional Services: This appropriation is for outside consultants to maintain and enhance existing
financial applications.
Information Technology: This appropriation finances the costs of annual software maintenance contracts
and licenses used by the Department of Finance. For fiscal year 2025, these contracts include: Central
Square Payroll ($33,000), Tyler MUNIS ($221,791), Tyler TSM Support ($54,625), as well as copier
maintenance.
Information Systems: This appropriation reflects the costs associated with printer maintenance and
operations.

6 -12
MAIL & DELIVERY SERVICES DIVISION
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Office Expense $ 1,638 $ 1,500 $ 1,832 $ 2,000 $ 2,000 33.3%
Professional Services 100,767 103,515 36,624 79,000 87,687 -15.3%
TOTAL $102,405 $105,015 $38,456 $ 81,000 $ 89,687 -14.6%
MAIL & DELIVERY SERVICES - BUDGET AND PROGRAM HIGHLIGHTS
Office Expense: This appropriation is for the annual rental of a postage meter used in the mailroom and
the caller fee with the US Postal Service.
Professional Services: The Town and Board of Education have a joint contract with an outside contractor
to provide mailroom and courier services to all facilities, which was renewed in fiscal year 2021 for an
additional five years. In fiscal year 2024, the contract was amended through the remainder of the contract
as the mailroom was staffed with one less person.

6 -13
DEPARTMENT: FINANCIAL SERVICES

POSITION
2021-22 2022-23 2023-24 2023-24 2024-2025
GENERAL FUND
Director of Financial Services 1 1 1 1 1
Financial Operations Manager 1 1 1 1 1
Accounting Manager 1 1 1
Budgets and Grants Manager 1 1 1 1 1
Supervisor of Accounting and Payroll 1
Financial Analyst 1 1 1 1
Accountant Auditor 1 1 1 1
Accountant II 1 1
Accounting Specialist 1 1 1 1 1
Administrative Assistant 1 1
Payroll Coordinator 1 1 1 1
Payroll Specialist 1 1 1 1 1
Purchasing Agent 1 1
Senior Buyer 1 1 1
Buyer 1 1 1 1 1
Revenue Collector 1 1 1 1 1
Revenue Services Representative 3 3 3 3 3
Financial Systems Manager 1 1 1 1 1
Financial Systems Analyst II 1 1 1 1
Financial Systems Analyst I 1
TOTAL FINANCIAL SERVICES 17 19 19 19 19
Note: The employees in Risk Management Administration (located in the Human Resources section of
the budget in the Risk Management Fund section) report to the Director of Financial Services.

6 -14
DEPARTMENT OF HUMAN RESOURCES
MISSION
The Town of West Hartford Human Resources Department has the primary role of supporting the
organization by providing human resources management and services to more than 457 full time and 195
part-time regular employees of the Town. This is in addition to a number of seasonal employees and election
workers. We collaborate with and support internal operating departments. This includes coordination of
the recruitment and selection process, employee classification, labor relations and contract negotiations,
workforce diversity administration, employee training, employee engagement and recognition, employee
benefit and pension administration, and wellness programs.
The Department of Human Resources is committed to providing leadership and expertise in the
development and implementation of sound human resource policies, systems, and programs that support
employees of the Town of West Hartford in meeting the organization’s commitment to the residents of our
community.
 Successfully worked with Department Directors on 42 external recruitments and 11 promotional

recruitments. On-boarded 89 new hires, and processed through Frontline, our on-line application
platform, 606 applications. Utilized alternate recruitment local sites, Chamber of Commerce, Constant
Contact, and Linked In.
 Continued working collaboratively with the Police Department to improve our police officer
recruitment process. We received 114 applications for the position of police officer. Hired 27 new
officers to date. The department is staffed at its highest level in years.
 An active shooter training took place, led by public safety in coordination with Risk Management.
 Created electronically fillable forms for new hires.
 Exit Interviews are provided to any employees leaving employment to provide feedback on employment
with the Town.
 Employee Recognition Committee executed two Town wide events; Holiday Recognition Lunch and
an Employee Picnic.
 Calculated and provided over 200 retirement pension estimates. Processed retirements for over 50 Board
of Education and Town employees.
 The HR Messenger, a quarterly employee newsletter, is distributed to all Town employees.
 The Human Resources Department launched a half day orientation program for new full time and part
time permanent staff incorporating components of organizational values and culture, risk management,
FOIA, emergency management, information technology, and payroll in the presentation. The feedback
generated from a follow up survey is used to adjust the content and delivery of the orientation to best
meet new staff’s needs.
 On June 13, 2022, the Pension Board approved the adoption and implementation of Milliman’s MARC
(Milliman Actuarial Retirement Calculator) pension administration system. The project’s kick-off
meeting occurred on January 31, 2023. Throughout 2023, Financial Services and Human Resources
staff have been working closely with Milliman to provide and analyze the data necessary for the
system’s anticipated “go live” date in the Summer of 2024. The MARC system will allow employees

7 -1
to perform their own pension estimates. It will also facilitate the valuation process as the census data
typically prepared and provided by the Town’s Finance Department will now be readily accessible in
Milliman’s MARC system.
 Utilize MUNIS for electronic onboarding and records management (Personnel Files) for new hires.
 Finalize union contract negotiations for seven (7) SEIU bargaining units.
 Commence union contract negotiations for AFSCME, Police, Crossing Guards, and Fire bargaining
units.
 Continue assessment of onboarding process to provide a more global orientation to the organization, its
culture, policies and procedures.
 Expand Leadership Management development.
 Continue the Diversity, Equity, Inclusion (DEI) initiatives Town wide.
 Launch MARC pension administration system.

7 -2
BUDGET SUMMARY

Miscellaneous Revenue $ 53 $ $ $ $
Transfer In 40,000 40,000 40,000 40,000
TOTAL $40,053 $40,000 $ $40,000 $40,000
Expenditures:
Wages & Salaries $358,459 $411,658 $155,981 $377,147 $424,809 3.2%
Social Security 26,060 30,002 11,286 27,476 30,893 3.0%
TOTAL $519,808 $566,160 $262,640 $559,423 $600,302 6.0%

General Fund 3.2 2.8 3.8 3.8 3.8
Risk Management Fund 3.7 3.6 4.6 4.5 4.5
Pension Fund 1.6 1.6 1.6 1.7 1.7
TOTAL 8.5 8.0 10.0 10.0 10.0
Note: The administration employees of the Risk Management Fund began reporting to the Department of
Financial Services during fiscal year 2024.
The budget of the Department of Human Resources reflects an increase of $34,142, or 6.0%, from the prior
year. Wages and salaries increase $13,151 or 3.2% which represents anticipated merit increases. Operating
expense increases primarily with costs associated with ongoing union contract negotiations with seven (7)
bargaining units, in addition to promotional testing and exams for Public Safety personnel. Social security
is estimated based upon employee withholdings and the social security base wage rate.

7 -3
SUMMARY OF REVENUES
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Miscellaneous Revenue $ 53 $ $ $ $
Transfers In 40,000 40,000 40,000 40,000
TOTAL $40,053 $40,000 $ $40,000 $40,000
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $347,701 $410,638 $155,556 $375,887 $423,789 3.2%
Education Premium Pay 950 1,020 425 1,260 1,020
Office Expense 10,072 16,250 11,480 15,000 14,800 -8.9%
Dues and Travel 2,361 1,500 51 1,300 1,300 -13.3%
Training 3,496 7,500 2,658 7,500 7,500
Advertising 5,566 7,500 2,895 5,000 5,000 -33.3%
Office/Minor Equipment 1,177
Meals 1,413 2,000 1,150 2,000 2,000
Education Tuition
Reimbursement 15,394 10,000 6,006 10,000 10,000
Information Technology 3,000 247 3,000 3,000
Social Security 26,060 30,002 11,286 27,476 30,893 3.0%

2021-22 2022-23 2023-24 2023-24 2024-2025
Executive Director of Human Resources* 0.4
Assistant Director of Human Resources** 0.8 0.8
Director of Human Resources** 0.8 0.8 0.8
Senior Human Resources Specialist*** 1 1
Human Resources Specialist** *** 1 1 2 1 1
TOTAL 3.2 2.8 3.8 3.8 3.8
* Position was shared between the Board of Education (0.5), Town (0.4), and the Pension Operating Fund (0.1). In fiscal year
2023 the position was eliminated.
** In fiscal year 2024, the Assistant Director of Human Resources was reclassified to Director of Human Resources. An
additional Human Resources Specialist was added.
*** A succession plan during fiscal year 2024 reclassified a Human Resources Specialist to Senior Human Resources Specialist.
7 -4
Regular Payroll: The department is staffed with 3.8 full-time equivalent positions. Regular payroll reflects
anticipated merit increases, reclassifications of Human Resources Specialists to Senior Human Resources
Specialists and an additional Human Resources Specialist.
Education Premium Pay: Non-union employees in administrative classifications are eligible for education
attainment payments of $720 for an Associate’s Degree and or $1,020 for a Bachelor’s Degree.
Office Expense: This budget funds office supplies, postage, and the costs associated with printing,
employment forms, and materials. A decrease in this appropriation reflects a reduction in printing union
contracts and new hire forms. It also funds subscriptions to the Connecticut Conference of Municipalities
Municipal Labor Relations Data Service, CT Employee Law Updates and the CT Human Relations Report
Newsletter.
Dues & Travel: This budget will be utilized for memberships in the Society for Human Resource
Management (SHRM), National Public Employers Labor Relations Association (NPELRA), Connecticut
Personnel Labor Relations Association (ConnPELRA) and Public Sector HR Association (PSHRA). In
addition, funds for attendance at various professional workshops, seminars and training sessions have been
included in the budget.
Training: The appropriation maintains the existing allocation of funds for Town-wide staff training to
accommodate leadership development, supervisory training, and other legally mandated training.
Advertising: This appropriation funds advertising for recruitments. With the use of social media and
association websites, there is a reduction in this appropriation.
Professional Services: This appropriation is for legal counsel on complex employment or labor issues,
union contract negotiations, and also other professional consultants as required. The 2025 increase is for
legal consultation in association with negotiating expiring collective bargaining agreements.
Contractual Services: This appropriation licenses the Town to issue testing and assessment products. It
also includes agencies which conduct our recruitment screenings (i.e. background checks), and medical
examinations required for employees. In fiscal year 2025 this appropriation increases due to promotional
exams by external contractors.
Meals: This appropriation pays for the meals associated with panel members brought in to assist in
promotional and open competitive recruitment processes.
Education Tuition Reimbursement: This appropriation funds the tuition reimbursement policy for Town
employees pursuing advanced educational degrees. Of note, is that the tuition reimbursement is directed by
collective bargaining agreements, and for non-union personnel by Town policy.
Information Technology: This request finances the software maintenance contract for FrontLine, the on-
line application system, as well as Adobe Pro.

7 -5
Telecommunications: This appropriation funds the costs associated with the desktop telephone services
for maintenance, long distance calls, and circuits. This appropriation has been eliminated as it is covered
by the IT budget.
Social Security: Required Federal payments based upon actual wages paid.

Fiscal Year
2019 2020 2021 2022 2023
Applications Processed
Police Officer 129 119 105 178 114
Open Competitive 791 694 352 374 455
Promotional 36 100 37 119 87
Total Applications Processed 956 913 494 671 656
New Hires
Public Safety 25 33 14 35 27
Non-Public Safety 25 22 10 21 29
Total New Hires 50 55 24 56 56
Terminations
Public Safety 24 25 26 18 15
Non-Public Safety 19 24 13 19 16
Total Terminations 43 49 39 37 31
Reason for Separation (All Personnel)

Retirement 30 25 29 22 11
Resignation 11 23 9 13 23
Dismissal 2 0 1 2 1
Layoff 0 * 0 0 0
Death 0 1 0 0 1
Total 43 49 39 37 36
* Layoffs in Library and Leisure Services due to COVID-19 shutdown.

7 -6

BUDGET IN BRIEF
RISK MANAGEMENT FUND
RESOURCES 2022-2023 2023-2024 2023-2024 2024-2025
TOWN PROGRAM
Employee Benefit Contributions $1,357,008 $1,063,975 $1,143,108 $1,381,501
Interest on Investment 644,762 132,000 535,262 132,000
Amortization 81,184 85,000 (287,694)
Subrogation/Recoveries 2,268 25,000 33,710 25,000
Use of Fund Balance/Reserved 1,000,000 1,180,000
Retained Earnings
Transfer In 23,689,241 27,032,550 27,032,549 29,121,195
Total Revenues & Other Resources $25,774,463 $29,338,525 $28,744,629 $31,552,002
EXPENSES AND OTHER ACTUAL ADOPTED ESTIMATED PROPOSED

USES 2022-2023 2023-2024 2023-2024 2024-2025
Administration-Human Resources $ 256,774 $ 330,639 $ 372,487 $ 373,685

Town Program Expense 26,607,626 29,007,885 29,844,664 31,178,317
Total Expenses & Other Uses $26,864,400 $29,338,524 $30,217,151 $31,552,002

7 -7

MISSION
It is the mission and purpose of the Risk Management Fund to finance both current and future obligations of
employee benefit programs, as well as casualty and property risks for the Town and Board of Education. The
Risk Management Fund operates as an internal service fund, and is an unbudgeted fund independent from the
General Fund. Information on the Risk Management Fund is included to provide support for expenditures in
budgeted funds. There are six programs: workers’ compensation, Town health benefits, heart and hypertension,
self-insured, insured and Board of Education health benefits (which is included in the BOE budget).
BUDGET SUMMARY
2022-23 2023-24 2023-24 2024-25 Change
Wages & Salaries $ 220,009 $ 284,814 $ 309,071 $ 286,246 0.5%
Fringe Benefits 69,979 71,405 95,463 112,439 57.5%
TOTAL $26,864,400 $29,338,524 $30,217,151 $31,552,002 7.5%

2021-22 2022-23 2023-24 2023-24 2024-2025
Exec. Director of Human Resources* 0.1
Director of Human Resources
0.1 0.1 0.1
(formerly Assistant Director)* ***
Risk Manager*** 1 1 1 1 1
Safety Analyst*** 1 1 1 1 1
Risk Coordinator** *** 1 1 1
Senior Human Resources Specialist** 0.5 0.5
Human Resources Specialist** 0.5 0.5 0.5
Senior Personnel Analyst 1 1 1 1 1
TOTAL 3.7 3.6 4.6 4.5 4.5
* During fiscal year 2024, the Assistant Director was reclassified to the Director of Human Resources and the Executive
Director position was eliminated in fiscal year 2023.
** A Risk Coordinator was added in fiscal year 2024. A succession plan during fiscal year 2024 reclassified a Human
Resources Specialist to Senior Human Resources Specialist.
*** In fiscal year 2024, the Risk Management Administration employees began reporting to the Director of Financial
Services. The Director of Human Resources allocation transferred to the Pension Fund.
SUMMARY OF EXPENSES BY PROGRAM
Program 2022-23 2023-24 2023-24 2024-25 Change
Risk Management
Administration $ 256,774 $ 330,639 $ 372,487 $ 373,685 13.0%
Workers’ Compensation 2,504,512 3,152,000 3,010,206 3,163,336 0.4%
Health Program 20,649,648 22,185,385 22,782,952 23,494,354 5.9%
Heart and Hypertension 412,269 187,000 180,869 206,000 10.2%
Self-Insured Program 1,087,843 1,314,000 1,277,170 1,410,600 7.4%
Insured Program 1,953,354 2,169,500 2,593,467 2,904,027 33.9%
TOTAL $26,864,400 $29,338,524 $30,217,151 $31,552,002 7.5%
7 -8
Fund: Risk Management

Department: Human Resources
Beginning in fiscal year 2025, the Risk Manager, Safety Analyst and Risk Coordinator report to the
Department of Financial Services.
Risk Management Administration

The Risk Management Administration budget includes the salary of the Risk Manager, Safety Analyst and
Risk Management Coordinator. All workers’ compensation, heart and hypertension, liability, and property
claims are administered by this staff. The Risk Manager also reviews all bid specifications, requests for
proposals, and Town and Board contracts for compliance with insurance and indemnification requirements
and purchases all insurance coverage. Risk Management Administration expenses are allocated to each
program in order to determine the inter-fund transfer required.
SUMMARY OF EXPENSES
RISK MANAGEMENT ADMINISTRATION

Expenses 2022-23 2023-24 2023-24 2024-25 Change
Regular Payroll $207,670 $284,814 $288,427 $286,246 0.5%
Temporary Payroll 12,339 20,644
Education Premium Pay 360
Office Expense 2,248 3,400 3,338 3,900 14.7%
Preventative Health
Dues and Travel 3,133 3,900 1,200 4,100 5.1%
Training 1,405 7,000 3,055 7,000
Social Security 14,940 21,366 19,536 21,264 -0.5%
Contingency (wage settlements) 25,888 36,136 100.0%
Transfers Out 15,039 10,039 10,039 15,039 49.8%
TOTAL $256,774 $330,639 $372,487 $373,685 13.0%

7 -9

Workers’ Compensation Program

The workers’ compensation program requires a contribution from other funds of $3,423,760 in fiscal year
2025, an increase of $391,504 from the current year. This is a result of an increase in projected claims and
excess insurance.
WORKERS’ COMPENSATION PROGRAM

2022-23 2023-24 2023-24 2024-25 Change
Revenues
Interest on Investments $154,618 $ 50,000 $142,243 $ 50,000
Subrogation 2,268 25,000 33,710 25,000
Total Revenues $156,886 $ 75,000 $175,953 $ 75,000
Expenses
Financial Services $ 1,694 $ $ 2,200 $ 2,000 100.0%
Claims Administration 124,000 132,000 132,000 132,000
Insurance Services 98,448 10,000 10,000 12,000 20.0%
Excess Insurance 285,878 290,000 301,006 325,086 12.1%
WC Assessments-State 113,348 135,000 135,000 141,500 4.8%
Workers’ Compensation Claims 1,875,494 2,570,000 2,415,000 2,535,750 -1.3%
Total Expenses $2,504,512 $3,152,000 $3,010,206 $3,163,336 0.4%
Other
Allocation of Administration
Expense $ 102,710 $ 132,256 $ 148,995 $ 149,474 13.0%
Program Amortization 323,000 185,950 -42.4%
Operating Income/(Loss) 505,486 49,008
Use of Fund Balance (500,000) -100.0%
NET CONTRIBUTION
(FUND PREMIUM) $2,955,822 $3,032,256 $3,032,256 $3,423,760 12.9%

7 -10

Health Benefits Program
Health Claims Cost

The net contribution to this program from other funds totals $21,283,952, an increase of $1,035,542 or
5.1%. The contribution to the retiree health care reserve for fiscal year 2025 is $11,272,000, an increase of
$400,000 from the current fiscal year. The appropriation for claims expense increases $371,615 or 3.8%
based upon experience. Amortization of an accumulated surplus totals $53,901 for fiscal year 2025. The
2025 fiscal year budget requires a use of $750,000 of reserved retained earnings to minimize the increase
from the General Fund due to rising health care costs.
HEALTH BENEFITS PROGRAM

Revenues 2022-23 2023-24 2023-24 2024-25 Change
Interest on Investments $ 206,549 $ 25,000 $ 199,874 $ 25,000
Reserved Retained Earnings 500,000 500,000 750,000 50.0%
Subrogations/Miscellaneous
Employee Contributions 1,357,008 1,063,975 1,143,108 1,381,501 29.8%
Total Revenues $1,563,557 $1,588,975 $1,842,982 $2,156,501 35.7%
Expenses
Regular Payroll $149,759 $157,907 $147,066 $149,020 -5.6%
Education Premium Pay 720 720 720 720
Office Expense 1,069 2,800 759 2,300 -17.9%
Dues and Travel 500 500 500
Active Employee Claims 9,398,910 9,780,993 9,906,721 10,152,608 3.8%
Normal Retirement Cost 10,472,000 10,872,000 10,872,000 11,272,000 3.7%
Life/Long-term Disability 388,497 382,512 390,104 405,708 6.1%
Program Expense 757,000 1,196,107 1,216,693 60.7%
Stop Loss Insurance 187,402 179,439 206,141 226,755 26.4%
Social Security 11,291 11,514 10,707 11,123 -3.4%
Contingency 12,127 16,927
Transfer Out 40,000 40,000 40,000 40,000
Total Expenses $20,649,648 $22,185,385 $22,782,952 $23,494,354 5.9%
Other
Program Amortization (348,000) (53,901) -84.5%
Operating Income/(Loss) (1,178,820) (691,560)
NET CONTRIBUTION
(FUND PREMIUM) $17,907,271 $20,248,410 $20,248,410 $21,283,952 5.1%

7 -11

Risk Management Health Reserve

In addition to pension benefits, the Town provides medical benefits to retired employees. The total liability
for retiree medical benefits, last measured on July 1, 2021, is $242,528,208. These benefits are paid from a
retiree health care reserve fund established in 1984. The annual General Fund budget makes a contribution
to the reserve fund each year and these funds are invested in fixed income and equity securities. A long
range funding plan for the retiree health care reserve fund was implemented in fiscal year 2005 to restore
the General Fund contribution to the reserve fund to a level sufficient to preserve the financial viability of
the fund. The General Fund contribution to the retiree health care reserve fund increases $400,000 in fiscal
year 2025 resulting in a Town contribution of $11,272,000.
The Town extended the retirement eligibility for new employees hired after 2003 which significantly
lowered the liability associated with retiree health care. An OPEB (Other Post-Employment Benefits) trust
fund was established for these employees and the actuarially determined employer contribution (ADEC) to
the trust for the cost of retirement health care benefits earned has been deposited in the fund each year. The
Town has also begun phasing in contributions to reach the ADEC for employees hired prior to 2003 over a
multi-year period.

7 -12

Heart and Hypertension Program

The heart and hypertension program is a self-insured program which provides benefits to public safety
employees who incur heart disease or hypertension. The benefits provided include payment of medical bills,
a percentage of the employee’s average weekly wages and permanent partial incapacity awards for loss of
function and death benefits, as determined by the Workers’ Compensation Commission. A transfer of
$220,173 from other funds is required to support this program in fiscal year 2025, an increase of $50,109.
This increase is a result of higher claims expense and the amortization of a negative fund balance.
HEART AND HYPERTENSION PROGRAM

Revenues 2022-23 2023-24 2023-24 2024-25 Change
Interest on Investments $65,036 $25,000 $43,836 $25,000
Total Revenues $65,036 $25,000 $43,836 $25,000
Expenses
Financial Services $ 713 $ $ 869 $ 1,000 100.0%
Medical Exams 10,305 20,000 15,000 20,000
Insurance Services 1,601 4,000 3,000 5,000 25.0%
Claims Administration 2,000 3,000 2,000 -100.0%
Claims Expense 397,650 160,000 160,000 180,000 12.5%
Total Expenses $412,269 $187,000 $180,869 $206,000 10.2%
Other
Expense $ 25,677 $ 33,064 $ 37,249 $ 37,368 13.0%
Program Amortization (81,184) (25,000) 1,805 -107.2%
Operating Income/(Loss) (4,218)
NET CONTRIBUTION
(FUND PREMIUM) $291,726 $170,064 $170,064 $220,173 29.5%

7 -13

Self-Insured Program
The Town utilizes a Self-Insured Retention (SIR) program for general liability, automobile liability and law
enforcement liability with a retention level of $250,000. The Town purchases excess insurance to cover
core catastrophic losses. Claims for the SIR program are administered by an outside claims administration
firm and actuarial services are procured. The self-insured program’s required interfund transfer for fiscal
year 2025 is $1,080,085, an increase of $200,829 from the prior year. This increase results from an increase
in claims expense. In order to protect the Town from an unknown liability, the stated goal of the Self-
Insurance program is to maintain reserved retained earnings of approximately $1,000,000. In fiscal year
2025, $430,000 in reserved retained earnings is used to offset rising claims.
SELF-INSURED PROGRAM

Revenues 2022-23 2023-24 2023-24 2024-25 Change
Interest on Investments $218,559 $ 32,000 $149,309 $ 32,000
Reserved Retained Earnings 430,000 100.0%
Total Revenues $218,559 $ 32,000 $149,309 $462,000 1,343.8%
Expenses
Professional Services $ 51,574 $ 54,000 $ 52,700 $ 53,000 -1.9%
Claims Administration Expense 165,199 176,000 160,470 175,000 -0.6%
Claims Expense 854,639 1,084,000 1,064,000 1,182,600 9.1%
Total Expenses $1,071,412 $1,314,000 $1,277,170 $1,410,600 7.4%
Other
Expense $ 102,710 $ 132,256 $ 148,995 $ 149,474 13.0%
Program Amortization (535,000) (17,989) -96.6%
Operating Income/(Loss) (57,216) (397,600)
NET CONTRIBUTION
(FUND PREMIUM) $ 898,347 $ 879,256 $ 879,256 $1,080,085 22.8%

7 -14

Insured Program
The insured program includes premiums paid for insurance coverages that are in excess of the self-insured
retention. The insured program also includes premiums paid for coverage that the Town and Board of
Education elect not to self-insure. These include special events, cyber, sports accidents, surety bonds, and
property. An interfund transfer of $3,113,225 will be required in fiscal year 2025 to meet the rising costs of
the insured program, an increase of $410,661 or 15.2%. This variance is due to the estimated cost of property
insurance, excess general and auto liability, school leader and public official insurance, as well as the
amortization of the accumulated deficit in this program of $172,000.
INSURED PROGRAM

Expenses 2022-23 2023-24 2023-24 2024-25 Change
Purchased Insurance $1,953,354 $2,169,500 $2,593,467 $2,904,027 33.9%
Total Expenses $1,953,354 $2,169,500 $2,593,467 $2,904,027 33.9%
Other
Expense $ 25,677 $ 33,064 $ 37,249 $ 37,369 13.0%
Program Amortization 500,000 171,829 -65.6%
Operating Income/(Loss) (359,387) 71,848
NET CONTRIBUTION
(FUND PREMIUM) $1,619,644 $2,702,564 $2,702,564 $3,113,225 15.2%

7 -15

BUDGET IN BRIEF
PENSION OPERATING FUND

RESOURCES 2022-2023 2023-2024 2023-2024 2024-2025
Employee Contributions $ 3,537,883 $ 3,573,461 $ 3,700,000 $ 3,737,000

Interest Income 128
Pension Buyback
Trust Fund Contribution 30,226,319 27,833,719 28,257,264 29,816,542
Pension Reserve Fund Contribution 2,134,953 2,134,953 1,190,372
Transfer In 7,038,012 7,389,912 7,389,912 7,981,105

OTHER USES 2022-2023 2023-2024 2023-2024 2024-2025
Human Resources –
Administration $ 688,556 $ 830,762 $ 692,995 $ 802,930
Regular Payments 38,541,949 38,576,283 39,264,134 40,397,089
Survivor Payments 1,497,305 1,500,000 1,500,000 1,500,000
Pension Refunds 62,029 25,000 25,000 25,000

7 -16

PENSION OPERATING FUND
MISSION
It is the mission of the Pension Fund to provide for the pension payments earned by employees according
to the individual provisions of their union contract and other Employee/Town agreements. The Pension
Fund operates as a trust fund, and is an unbudgeted fund independent from the General Fund. Information
on the Pension Fund is included to provide support for expenditures in budgeted funds. The Fund is
actuarially evaluated on an annual basis to ensure that it has adequate assets to meet the current and future
needs of the Pension Plan.
BUDGET SUMMARY

2022-23 2023-24 6 Months 2023-24 2024-25 Change
Wages & Salaries $ 156,978 $ 157,137 $ 60,455 $ 137,354 $ 173,846 10.6%
Fringe Benefits 40,271,812 40,291,108 20,839,537 40,982,400 42,133,973 4.6%
TOTAL $40,789,839 $40,932,045 $21,005,056 $41,482,129 $42,725,019 4.4%

(formerly Assistant Director) 0.1 0.1 0.1 0.2 0.2
Human Resources Specialist 0.5 0.5 0.5 0.5 0.5
Personnel Analyst* 1 1 1 1 1
TOTAL 1.6 1.6 1.6 1.7 1.7
* In fiscal years 2022-2023 this position was a Senior Personnel Analyst.

The fiscal year 2025 Pension Fund budget increases $1,792,974, or 4.4%, over the prior year. This increase
is primarily the result of anticipated benefit payments to retired employees under the terms of the Town’s
Pension Plan. Operating expenses remain relatively flat. The budget reflects estimated merit and cost-of-
living adjustments for full-time employees.

7 -17
Fund: Pension Operating Fund

SUMMARY OF REVENUES

Employee Contributions $3,537,883 $3,573,461 $1,772,434 $3,700,000 $3,737,000 4.6%
Interest Income 128
Pension Buyback
Trust Fund Contribution 30,226,319 27,833,719 28,257,264 29,816,542 7.1%
Pension Reserve Fund
Contribution 2,134,953 2,134,953 1,190,372 -44.2%
ADEC 7,038,012 7,389,912 3,694,956 7,389,912 7,981,105 8.0%
Total Department $40,802,342 $40,932,045 $5,467,390 $41,482,129 $42,725,019 4.4%

Regular Payroll $156,978 $157,137 $60,455 $137,014 $172,826 10.0%
Temporary Payroll
Education Premium Pay 340 1,020 100.0%
Office Expense 1,803 3,550 1,625 3,550
Dues and Travel 229 800 250 800
Professional Services 359,017 475,500 105,064 360,500 380,500 -20.0%
Office/Minor Equipment 2,000 2,000
Meals 50 50
Information Technology 1,900 30,300 100.0%
Telecommunications
Social Security 11,056 11,514 4,285 9,822 12,737 10.6%
Pension Payments 40,136,294 40,101,283 20,764,610 40,789,134 41,922,089 4.5%
Pension Expense 58,167 61,103 30,552 61,103 62,283 1.9%
Risk Management
Expense 29,264 80,177 40,090 80,177 92,668 15.6%
Contingency 5,133 7,165 100.0%
Transfer Out 37,031 37,031 37,031 37,031
$40,789,839 $40,932,045 $21,005,056 $41,482,129 $42,725,019 4.4%

7 -18
Fund: Pension Operating Fund

Pension Trust Fund
The ultimate cost, or liability, of a pension plan is directly correlated with the level of benefits promised by
the plan. The benefits and expenses paid by the plan are offset by employee contributions and investment
earnings to determine the net cost to the Town. The actuarial valuation measures this cost and distributes it
over the working lifetime of current plan participants. The process utilized to determine the projected cost
involves allocating costs to past and future years, as well as the current year. The valuation determines the
Actuarially Determined Employer Contribution (ADEC), which is the amount the Town must contribute to
the plan in a particular fiscal year.
On June 24, 2021, the Town issued $324.3M of POB’s resulting in a fully funded pension plan. The bond
repayment schedule is based on level principal and interest, therefore eliminating any future fluctuation
based on higher coupon rates in later years. The TIC (True Interest Cost) achieved, on a taxable basis, was
2.539%. Based on preliminary information provided by the Town’s Actuary, Milliman, the infusion of the
POB proceeds in to the pension trust resulted in a projected actuarial value of assets of $592.6M. The
actuarial liability projected at that time was $584.1M, resulting in an excess of $8.5M or a funded ratio of
101.5%. The bond repayment schedule and the pension liability amortization period are both 25 years.
The Town also created a Pension Bond Reserve Fund, by ordinance in fiscal year 2021 along with a policy
that stated how this reserve fund could be used. The purpose of the Pension Bond Reserve Fund was to
mitigate potential increases in the required annual appropriation of the ADEC in the Pension Operating
Fund by absorbing any year-over-year increase, or cap in the ADEC of more than 5.0%. In December of
2023 the Pension Bond Reserve Fund Ordinance was revised to amend language on what would trigger the
use of the fund and also to stabilize the fund for the remainder of the bond repayment period. The 5% cap
was increased to 8%, and additional language was added that stated in years when the ADEC would be less
than the prior year, the Town would be required to level fund the ADEC, with the excess funding transferred
to the Reserve Fund as a replenishment mechanism.
The fiscal year 2025 Pension Fund increases by $1,792,974 over the prior year. This increase represents
adjustments to anticipated benefits to retired employees and pension administration expenses. While the
overall expenditures reflect an increase of 4.4%, it is important to note that that the overall Actuarially
Determined Employee Contribution (ADEC) decreased from $9,524,865 in fiscal year 2024 to $9,171,477
by $353,388. The ADEC represents contributions from the Town, Board of Education and covered non-
general fund programs that have employees that fall under the Town’s Pension umbrella. The $9,171,477
is comprised of Town, BOE and other covered programs contributions of $7,981,105 and a contribution
from the Pension Bond Reserve Fund of $1,190,372.

7 -19

BUDGET IN BRIEF
PENSION BOND RESERVE FUND
RESOURCES 2022-2023 2023-2024 2023-2024 2024-2025
Interest Income $ 965,932 $ 926,000 $ 1,584,000 $ 1,129,000

Total Revenues & Other Resources $ 965,932 $ 926,000 $ 1,584,000 $ 1,129,000

OTHER USES 2022-2023 2023-2024 2023-2024 2024-2025
Transfer Out $ $ 2,134,953 $ 2,134,953 $ 1,190,372

Total Expenditures & Other Uses $ $ 2,134,953 $ 2,134,953 $ 1,190,372
CHANGE IN FUND BALANCE $ 965,932 ($1,208,953) ($ 550,953) ($ 61,372)

BEGINNING BALANCE $26,496,551 $27,462,483 $27,462,483 $26,911,530
ENDING BALANCE $27,462,483 $26,253,530 $26,911,530 $26,850,158

7 -20
Fund: Pension Reserve Fund

PURPOSE
As discussed earlier, on January 26, 2021 in conjunction with the Town Council’s authorization of the
issuance of Pension Obligation Bonds by Ordinance, the Pension Bonds Reserve Fund was established. On
June 24, 2021, the Town issued $324.3M of POB’s resulting in a fully funded pension plan. The purpose
of the Pension Bond Reserve Fund is to mitigate potential increases in the required annual appropriation of
the ADEC in the Pension Operating Fund by absorbing any year-over-year increase, or cap in the ADEC
of more than 8.0%.
LONG TERM STRATEGY

Earnings on the investment of funds will be credited and retained in the fund.

The fiscal year 2025 budget anticipates revenues from investment income of $1,129,000. A contribution
from the Pension Bond Reserve Fund of $1,190,372 will be made to the Pension Operating Fund to mitigate
the impact of the General Fund’s contribution for POB for the increase in the ADEC.

7 -21
DEPARTMENT: HUMAN RESOURCES

POSITION
2021-22 2022-23 2023-24 2023-24 2024-2025
GENERAL FUND
Executive Director of Human Resources 0.4
0.8 0.8 0.8 0.8 0.8
(formerly Assistant Director)
Senior Human Resources Specialist 1 1
Human Resources Specialist 1 1 2 1 1
TOTAL GENERAL FUND 3.2 2.8 3.8 3.8 3.8

Executive Director of Human Resources 0.1
0.1 0.1 0.1
Risk Manager 1 1 1 1 1
Safety Analyst 1 1 1 1 1
Risk Coordinator 1 1 1
Senior Human Resources Specialist 0.5 0.5
Human Resources Specialist 0.5 0.5 0.5
Senior Personnel Analyst 1 1 1 1 1
TOTAL RISK MANAGEMENT FUND 3.7 3.6 4.6 4.5 4.5
PENSION FUND
0.1 0.1 0.1 0.2 0.2
Senior Human Resources Specialist 0.5 0.5
Human Resources Specialist 0.5 0.5 0.5
Personnel Analyst 1 1 1 1 1
TOTAL PENSION FUND 1.6 1.6 1.6 1.7 1.7
TOTAL HUMAN RESOURCES 8.5 8.0 10.0 10.0 10.0

7 -22
FIRE DEPARTMENT
MISSION
The mission of the West Hartford Fire Department is to provide superior emergency services to the citizens of
West Hartford. This mission will be accomplished by utilizing industry best-practices, training that meets current
hazards, effective resource management to address community risks, and sound fiscal policy.
The Fire Department’s primary goals are to improve the quality of life for the citizens and visitors of West
Hartford through:
• Proactive community risk reduction, fire investigation, and code enforcement.
• Public education and outreach to our unique and diverse community in an equitable and accessible manner.
• High-quality and compassionate emergency medical response at the basic and advanced life support
(paramedic) levels of care.
• Rapid fire suppression, technical rescue, and all-hazards response through modern strategies and tactics.
• Using prevention, mitigation, preparedness, response, and recovery best practices to ensure community
resiliency.
 At the conclusion of the fiscal year, our department effectively addressed 9,748 emergency incidents,
including several high-impact weather events, achieving a high level of customer satisfaction.
 The department received valuable training and equipment from various sources. The Leary Foundation
generously provided bail-out kits and training, while a grant facilitated Confined Space/Technical Rescue
and Fire Officer training.
 The Training and Support Services Division successfully organized the inaugural Fire Academy Summer
Camp in collaboration with Elmwood Community Center. We have been and continue to instruct an
Emergency Medical Responder (EMR) course for both Hall and Conard High School students through
WHFD initiatives.
 The Community Support Officer and other members of the department trained 465 West Hartford residents
in the essential skills of Hands-Only CPR or Basic CPR.
 Over the course of the last 12 months, through a combination of staff development and comprehensive rescue
training, in part due to the significant grant funding noted above, we increased the level of technical rescue
capabilities. We successfully re-branded Engine 1 to Squad 1 in recognition of the advanced equipment and
skills carried on the apparatus.
 We have proactively pursued recruitment strategies, which have resulted in the department being fully
staffed.
 Led by our collective bargaining association (L1241), supported by the Town, we introduced a therapy
support dog (Lola) which aims to assist department members in coping with the stressors associated with
the nature of the profession.
 In FY23, the Fire Department Drone Program grew by two new drones: one equipped with an enhanced
thermal camera for rescue and firefighting, and another for indoor or confined space use. By the end of
FY23, 36 flights were recorded, and in the first half of FY24, the program surpassed this figure while aiding
various town departments, including Community Development, Public Works, Municipal Parking, and
Leisure Services.
 An additional Inspector was appointed to the Fire Marshal's office, significantly enhancing its operational
capacity and paving the way for future improvement in the number of inspections.

8 -1
 The Office of Emergency Management conducted CERT Basic Training classes in both fall and spring,
training 55 residents in emergency preparedness each session. Over 250 residents have participated in the
training program, with an additional 100 residents trained by CERT instructors who received Heart-saver
Certification.
 Collaborating with West Hartford Schools, the Office of Emergency Management organized the second
Teen CERT program for 36 students during the summer school session.
 The CERT team generously contributed over 2,200 hours of volunteer time to the Town in the 2023 calendar
year.
 Following a successful FEMA-required drill, the Town of West Hartford is now a certified Host Community
Reception Center and received approximately $155,000 from the Nuclear Safety Emergency Program Grant.
 The Local Emergency Operations Plan and the Local Emergency Medical Services Plan have been
completed and submitted to the respective State agencies.
 Continue to improve hiring strategies which seek to remove barriers and attract candidates, with a specific
focus on the interaction between the Fire Department and the West Hartford Public Schools.
 Continue to provide the required training and mission specific training for all department members along
with bolstering the pre-plan program for target hazards in town.
 Continue to ensure our medical providers receive top-tier training and have access to cutting-edge
equipment, positioning our organization to be on the forefront of fire-based emergency medical services.
 Increase fire officer training so that current national standards are met and to enhance knowledge and skills
in areas of trending hazards, leadership challenges and diversity, equity and inclusion (DEI) initiatives.
 Reduce the dispatch to patient contact time in all districts through continued analysis and enhancement of
the department’s deployment model so that all areas of town receive exceptional emergency medical
services.
 Continue fostering interagency relationships and building better interoperability with other regional partners.
The fire department is performing multiple trainings with New Britain Fire Department in 2024 as part of a
federal grant.
 Continue to increase the number of statutorily required inspections, especially for multi-family and existing
non-code conforming residential occupancies.
 Increase the amount of in-person fire prevention programs and public engagement.
 Implement an outreach program of conducting a home safety assessment for single and two-family homes
by request. This would be coupled with the installation of battery-operated Smoke Alarms and/or Carbon
Monoxide Alarms as needed.
 Continue to build on the Town’s Emergency Management Program and increase the training available to
the CERT Team members.
 Develop general floor plan and costs for moving the Town’s Emergency Operations Center to Town Hall.
 Continue to increase preparedness for residents and businesses for weather-related town wide emergencies
through educational programming and media outreach.
 Conduct a flood control workshop and tabletop exercise to validate the Town’s emergency action plan for
the New Park Levee System.
 In collaboration with the West Hartford Bloomfield Health District, develop a medical resiliency coordinator
role to increase emergency preparedness relative to medical facilities and residents with medical or
functional needs issues.

8 -2
FIRE DEPARTMENT
BUDGET SUMMARY

Intergovernmental $351,592 $ $ $ $
Licenses & Permits 521,429 453,340 378,535 475,000 478,340 5.5%
Miscellaneous Revenue 250 250
TOTAL $1,470,857 $1,213,590 $649,573 $1,046,538 $1,238,590 2.1%
Expenditures:
Wages & Salaries $12,828,206 $12,755,268 $5,927,149 $13,034,693 $13,382,831 4.9%
Operating Expense 1,855,926 1,679,976 909,086 1,748,645 1,774,734 5.6%
Social Security 200,691 210,058 94,076 220,668 231,247 10.1%
TOTAL $14,884,823 $14,645,302 $6,930,311 $15,004,006 $15,388,812 5.1%

Overall, the Fire Department’s budget increases $743,510 or 5.1% in fiscal year 2025. Wages and salaries
increase $627,563. The increase represents contractual obligations and estimated merits for eligible
employees. Also included in wages and salaries are three existing part-time employees in the Emergency
Management Division. Operating expenses reflect an increase of $94,758. The increases are primarily
related to the cost of annual physicals which follow a national standard promulgated by National Fire
Protection Association (NFPA 1582) for ~92 employees ($41,275), technical rescue equipment ($4,000),
increased medical supplies costs ($10,000), utilities ($6,900), on-site live burn training ($15,337), fire
investigation equipment ($1,000), a dishwasher for a fire station ($1,000), a commercial copier for training
activities ($2,000), increased vehicle maintenance costs ($12,000), and costs to improve outreach efforts
and training ($1,246). In addition, the software for the weather station has been discontinued in fiscal year
2025. The Social Security adjustment reflects estimated cost based upon wages and withholdings.

8 -3
MANAGEMENT DIVISION
SUMMARY OF REVENUES
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Miscellaneous Revenue $ $ 250 $ $ $ -100.0%
TOTAL $ $ 250 $ $ $ -100.0%
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $408,606 $410,368 $233,982 $458,595 $438,535 6.9%
Overtime 251 2,500 1,174 2,500 2,500
Education Premium Pay 726 720 467 720 720
Office Expense 14,584 16,611 7,011 15,651 16,111 -3.0%
Dues and Travel 4,341 13,035 1,447 7,035 13,035
Uniforms & Laundry 2,693 2,250 990 2,250 2,250
Information Technology 48,325 152,747 65,857 145,747 142,747 -6.5%
Telecommunications 28,021 60,846 16,742 54,000 56,846 -6.6%
Maintenance & Repairs 32 53 100
Social Security 28,237 30,463 14,104 30,463 30,759 1.0%
TOTAL $623,805 $795,090 $451,401 $869,061 $850,328 6.9%

2021-22 2022-23 2023-24 2023-24 2024-2025
Fire Chief 1 1 1 1 1
Assistant Fire Chief 1 1 1 1 1
TOTAL 3 3 3 3 3

8 -4
MANAGEMENT DIVISION – BUDGET AND PROGRAM HIGHLIGHTS
Regular Payroll: This appropriation funds the Fire Chief, an Assistant Fire Chief and an Office Operations
Specialist.
Temporary Payroll: This appropriation represents additional support for administrative functions.
Overtime: Funding for overtime for the Department’s Office Operations Specialist to ensure the
administrative functions are performed in a timely manner, especially those associated with payroll and
financial information in a significant department with only one administrative staff position.
Office Expense: This appropriation funds all office supplies, printing costs and postage for the
Management division.
Dues and Travel: This budget covers professional memberships in order to maintain access to professional
knowledge and certifications. Also included is the cost of required certification and professional training.
Professional Services: This budget is for required pre-employment and annual physicals (OSHA required
physicals, hazardous material team physicals, annual respiratory exams and DOT required exams). This
line also finances new employee hiring costs such as background investigations and psychological exams.
In fiscal year 2025 the increase is due to the cost of annual physicals which follow a national standard
promulgated by National Fire Protection Association (NFPA 1582) for ~92 employees.
Uniforms & Laundry: This appropriation covers uniform repair and maintenance costs for the Fire Chiefs.
Information Technology: This budget is for the software maintenance costs for Nexgen and Priority
Dispatch software. Additionally, this line finances a staffing program (Telestaff) which increases the
efficiency of daily hiring practices and provides for more analysis and tracking of personnel activity. In
addition, it includes My Sidewalk for Prevention division; a Drone Sense subscription along with
miscellaneous equipment and repairs. The decrease in fiscal year 2025 is directly related to the discontinued
use of the Weather Station software.
Telecommunications: This appropriation funds costs associated with the desktop telephone services for
maintenance and circuits and cell phone costs. Also included in this appropriation is the maintenance of the
Everbridge Notification System, used for citizen and employee notifications. The slight decrease in fiscal
year 2025 is based on historical levels.
Maintenance & Repairs: This appropriation was used for minor office equipment repairs although a few
expenses were recorded for minor office equipment repairs.

8 -5
EMERGENCY MANAGEMENT DIVISION
SUMMARY OF REVENUES
2022-23 2023-24 6 Months 2023-24 2024-25 Change
TOTAL $145,933 $ $ $ $

2022-23 2023-24 6 Months 2023-24 2024-25 Change
Temporary Payroll $165,105 $87,638 $60,051 $101,431 $106,488 21.5%
Overtime 1,920 870 1,000
Office Expense 11,054 13,900 9,081 14,450 13,900
Office Equipment 70,144 3,000 5,860 9,000 3,000
Uniforms & Laundry 500 592 750 1,500 200.0%
Information Technology 19,765
Social Security 3,140 2,701 1,553 3,246 3,473 28.6%
TOTAL $271,128 $107,739 $78,007 $129,877 $128,361 19.1%

8 -6
EMERGENCY MANAGEMENT DIVISION – BUDGET AND PROGRAM HIGHLIGHTS
Temporary Payroll: This appropriation funds the emergency management preparedness planning.
Included in temporary payroll are three part-time positions consisting of a Deputy Emergency Management
Director, an Emergency Management Program Coordinator, and a Deputy Emergency Management
Specialist. The Town has not yet received notification of Emergency Management Preparedness Grant
funding; however, if received, the Town would apply for 50% reimbursement.
Overtime: This expenditure covered necessary overtime for the emergency management team.
Office Expense: This appropriation covers the office supplies, printing and postage costs for the division.
Office Equipment: This appropriation is for minor office equipment for emergency management.
Uniforms & Laundry: This appropriation covers uniform repair and maintenance costs for emergency
management staff. The increase in fiscal year 2025 is directly related to costs for uniforms and additional
expenses for new CERT members.
Information Technology: The appropriation was for the maintenance of the Everbridge Notification
System, used for citizen and employee notifications. This appropriation was been transferred to the
Management division in fiscal year 2024.

8 -7
FIREFIGHTING DIVISION
SUMMARY OF REVENUES
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Charges for Services $ 5,525 $ $ $ $
Intergovernmental 205,659
TOTAL $211,184 $ $ $ $
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $8,050,112 $8,290,241 $3,803,518 $8,329,962 $8,761,194 5.7%
Overtime 2,622,581 2,157,754 1,122,289 2,160,000 2,160,574 0.1%
Holiday 551,864 573,981 573,981 606,439 5.7%
Office Expense 928 2,000 200 1,000 2,000
Training 13,880 1,123 1,123
Minor Equipment 53,080 31,500 18,233 33,500 35,500 12.7%
Uniforms & Laundry 189,516 164,620 45,371 162,820 165,620 0.6%
Education Tuition
Reimbursement 24,537 25,000 15,566 25,000 25,000
Utilities 201,260 208,200 104,100 208,200 215,140 3.3%
Operating Expense-Misc. 3,311 2,110 1,000 2,110
Maintenance & Repairs 8,000 7,500 2,132 4,500 7,500
Miscellaneous Supplies 12,342 7,500 6,201 8,000 8,500 13.3%
Social Security 154,175 163,031 68,916 171,110 170,875 4.8%
TOTAL $11,916,951 $11,659,437 $5,203,398 $11,706,196 $12,195,952 4.6%
2021-22 2022-23 2023-24 2023-24 2024-2025
Fire Deputy Chief
4 4 4 4 4
(formerly Battalion Chief)
Fire Captain 5 5 5 5 5
Fire Lieutenant 15 15 15 15 15
Apparatus Operator 20 20 20 20 20
Firefighter 40 40 40 40 40
TOTAL 84 84 84 84 84

8 -8
FIREFIGHTING DIVISION – BUDGET AND PROGRAM HIGHLIGHTS
Regular Payroll: This appropriation funds Firefighting division positions, as detailed, and includes merit
increases, as applicable. This increase also includes contractual obligations.
Overtime: This appropriation covers overtime costs in the firefighting division. Overtime is incurred for
various reasons such as for training or personnel and administrative assignments but is predominately used
to cover vacant positions from either retirement or the use of accrued leave. A larger driver of overtime is
the minimum daily staffing provision in the collective bargaining contract (21) in comparison to the amount
of FTE fire personnel scheduled and assigned to shifts (21).
Holiday Pay: Reflects the cost of thirteen (13) days of holiday pay per employee in lieu of actual days off.
Education Premium Pay: Members of the union are contractually eligible for education attainment
payments of $1,000 for 60 college credits or an Associate’s Degree; $1,500 for 90 college credits; or $2,000
for 120 college credits or a Bachelor’s Degree. The increase in this line is based upon the anticipated number
of personnel who have or are obtaining educational attainments.
Office Expense: Reflects level funding for office supplies.
Minor Equipment: Includes funding for hazardous materials equipment, rescue equipment, hose and hand
line supply equipment, and miscellaneous firefighting equipment as needed. In fiscal year 2025 the increase
is related to technical rescue equipment ($4,000).
Uniforms & Laundry: This appropriation funds the cost of small safety items such as gloves, flash hoods,
and safety goggles. Additionally, the bulk of this line funds the initial and replacement costs of personal
protective equipment needed for each firefighter (bunker coats, bunker pants and helmets) which the
department is obligated to replace periodically based upon national standards. Further, this line accounts
for repair of protective equipment, contractually required safety shoes as well as uniform procurement and
repair. This appropriation represents an anticipated CPI increase.
Education Tuition Reimbursement: Represents contractual funding to cover 75% of each employee’s
approved tuition costs up to a cap of $2,500 per employee and $25,000 in total (promulgated in the collective
bargaining agreement).
Utilities: This appropriation represents the cost of maintaining approximately 1,388 hydrants through a
service agreement with the Metropolitan District Commission (MDC) and reflects an increase in fiscal year
2025.
Operating Expense-Miscellaneous: This appropriation covers unanticipated costs in firefighting

operations.
Maintenance & Repairs: Covers small equipment repair on items such as meters, monitors, and various
electronic data processing devices.
Miscellaneous Supplies: This appropriation funds miscellaneous supplies, as necessary. Due to increased
staff, this appropriation increases to include additional supplies (i.e., SCBA masks).

8 -9
PROGRAM PERFORMANCE MEASURES AND INDICATORS

(Calendar Year)

Fire Call Volume 2019 2020 2021 2022 2023
Number of Fire Related Calls 183 176 165 201 210
Number of Emergency Medical/
Rescue Calls 7,101 6,284 6,381 6,739 6,561
Number of False Alarms 847 833 976 892 1,260
Mutual Aid 15 20 13 15 24
Number of Hazardous Material Calls 532 698 188 191 183
Number of Other Calls for Service 1,357 1,271 1,947 1,807 1,510
Total Calls 10,035 9,282 9,670 9,845 9,748

8 -10
EMERGENCY MEDICAL SERVICES DIVISION
SUMMARY OF REVENUES
2022-23 2023-24 6 Months 2023-24 2024-25 Change
TOTAL $592,311 $760,000 $271,038 $571,538 $760,000
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $103,091 $111,009 $56,365 $111,109 $116,120 4.6%
Stipends 188,525 213,606 94,876 213,606 235,403 10.2%
Overtime 57,885 40,900 34,457 53,900 40,900
Holiday 7,589 8,048 8,048 8,574 6.5%
Office Expense 2,000 4,783 5,500 2,000
Dues and Travel 5,142 8,680 3,565 8,680 8,680
Training 29,301 34,375 27,728 34,375 34,375
Professional Services 83,723 115,667 42,664 115,667 115,667
Telecommunications 450
Maintenance & Repairs 14,287 9,457 9,457 9,457
Social Security 5,242 2,398 2,587 3,098 3,121 30.2%
TOTAL $681,606 $711,844 $372,987 $729,144 $750,001 5.4%

2021-22 2022-23 2023-24 2023-24 2024-2025
Fire Lieutenant – EMS Officer
1 1 1 1 1
(formerly Support Services)
TOTAL 1 1 1 1 1

8 -11
EMERGENCY MEDICAL SERVICES DIVISION – BUDGET AND PROGRAM HIGHLIGHTS
Regular Payroll: This appropriation funds the salary of a Lieutenant – EMS Officer (formerly Support
Services).
Stipends: This appropriation funds paramedic stipends based upon the anticipated number of paramedics
and the appropriate step payment, per the collective bargaining agreement. In addition, contractual stipends
for hazardous material certification for Fire Inspectors are budgeted in this line.
Overtime: Funding for overtime is included to fund annual paramedic recertification.
Holiday Pay: Reflects the cost of thirteen (13) days of holiday pay in lieu of actual days off.
Office Expense: This appropriation funds supplies and office equipment for the EMS division.
Dues and Travel: This appropriation funds the re-licensure training costs for paramedics.
Training: These funds provide the required annual re-licensure training costs and allow participation in
regional collaborative training which includes a simulation center.
Professional Services: This line funds the costs for a contracted billing service based on anticipated
revenue, as well as maintenance and service contracts for equipment specific to the paramedic program. In
addition, this line funds an existing contract with a consultant who provides quality assurance and review
relative to the Town’s paramedic services program.
Information Technology: This appropriation was transferred to the Management division in fiscal year
2024.
Telecommunications: This appropriation was transferred to the Management division in fiscal year 2024.
Maintenance & Repairs: Includes funding for medical equipment maintenance and repairs.
Miscellaneous Supplies: Reflects funding for medical supplies and medications, oxygens and gases, and
medical waste costs. In fiscal year 2025 the increase is related to anticipated increases in medical supply
costs and historical trends.

8 -12
PREVENTION DIVISION
SUMMARY OF REVENUES
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Fire Occupancy/Use Permits $94,649 $100,000 $32,945 $100,000 $100,000
Fire Plan Review Fees 426,780 353,340 345,590 375,000 378,340 7.1%
TOTAL $521,429 $453,340 $378,535 $475,000 $478,340 5.5%
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $332,640 $476,916 $200,516 473,416 $502,566 5.4%
Temporary Payroll 28,420 28,080 12,691 28,080 27,374 -2.5%
Overtime 11,352 30,000 7,617 31,050 30,000
Office Expense 9,290 12,509 6,408 11,250 13,009 4.0%
Dues and Travel 783 1,500 261 1,200 1,750 16.7%
Training 2,150 225 2,000 1,150 -46.5%
Office Equipment 2,010 4,000 1,160 4,000 5,000 25.0%
Miscellaneous Supplies 12,875 7,500 2,596 7,500 7,500
Social Security 5,114 7,552 3,067 7,552 17,050 125.8%
TOTAL $407,109 $578,207 $237,186 $574,048 $614,399 6.3%

2021-22 2022-23 2023-24 2023-24 2024-2025
Deputy Fire Marshal 1 1 1 1 1
Fire Inspector* 1 1 2 2 2
TOTAL 3 3 4 4 4
* In fiscal year 2024 an additional Fire Inspector position is authorized.

8 -13
PREVENTION DIVISION – BUDGET AND PROGRAM HIGHLIGHTS
Regular Payroll: Reflects salaries and benefit elections for an Assistant Chief, one Deputy Fire Marshal
and two Fire Inspector positions.
Temporary Payroll: This appropriation includes funding for hours necessary to administer Fire
Occupancy/Use Permits.
Overtime: This appropriation funds overtime needed for fire investigations, fire inspection and fire
prevention education activities.
Education Premium Pay: Members of the union are eligible for education attainment payments of $1,000
for 60 college credits or an Associate’s Degree; $1,500 for 90 college credits; or $2,000 for 120 college
credits or a Bachelor’s Degree.
Office Expense: This appropriation covers office supplies, printing/copying and postage costs. In addition,
new handbooks, codes, and code subscriptions will be purchased. The increase in fiscal year 2025 represents
an increase in office supply expenses.
Dues and Travel: This appropriation is for dues for fire prevention professional organizations. The increase
is related to providing four (4) certified staff in the Fire Marshal’s office with professional development
opportunities.
Training: These funds provide the required annual recertification training costs.
Office Equipment: The appropriation is used to purchase fire investigation supplies and evidence
collection equipment. The purchase of prevention equipment such as fire extinguisher refills, four (4) gas
meters, tools, and batteries are also included in this appropriation. In fiscal year 2025 an additional $1,000
is for new and replacement of fire investigation equipment.
Uniforms & Laundry: This appropriation covers employee uniform repair and maintenance costs and is
increased to provide for a fully-staffed office. The increase is a result of additional staff.
Miscellaneous Supplies: This line funds the purchase of online NFPA access to codes (required for Fire
Marshal activities) and updated professional material for fire safety education programs.

8 -14
(Fiscal Year)
2019 2020 2021 2022 2023
Total Cases 1,018 1,328 1,446 1,473 2,665
Statutory Inspections
Annual 93 227 606 415 952
Licensing 134 134 153 209 348
Re-inspections 42 24 23 21 63
Consultations 31 103 47 49 124
Modifications 45 3 2
Complaints 12 41 52 59 127
Court
357 532 883 753 1,614
New Construction
Plans Review 337 378 315 416 457
Inspections 97 100 72 135 156
Cert. of Occ. 47 22 26
481 500 413 551 613
Miscellaneous 180 296 150 169 438

8 -15
STATION OPERATIONS & MAINTENANCE DIVISION
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Utilities $109,697 $116,086 $58,045 $116,086 $123,251 6.2%
Telecommunications 22,942
Building/Grounds
Maintenance 47,548 52,000 17,048 47,650 58,500 12.5%
TOTAL $180,187 $168,086 $75,093 $163,736 $181,751 8.1%
STATION OPERATIONS & MAINTENANCE – BUDGET AND PROGRAM HIGHLIGHTS
Utilities: Electricity – The contribution to the Utilities Services Fund for the cost of electrical service
to each of the five fire stations is revised based upon consumption and rates.
Natural Gas – This appropriation covers the cost of natural gas at all stations, and is revised
based upon consumption and rates.
Water – Covers the cost of water service to each of the five fire stations.
Telecommunications: This appropriation was transferred to the Management division in fiscal year 2024.
Building/Grounds Maintenance: This appropriation covers the cost of expendable supplies and minor
equipment used across all five stations (paper products, cleaners, chairs, etc.). In fiscal year 2025 the
increase includes CPI, a replacement dishwasher ($1,000) and a commercial copier for the training at
Station 3 ($2,000).

8 -16
EQUIPMENT OPERATIONS & MAINTENANCE DIVISION
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $102,858 $105,174 $47,996 $105,174 $107,302 2.0%
Overtime 3,968 12,000 1,425 8,350 12,000
Holiday Pay 7,954 100.0%
Office Expense 785 500 83 500 500
Training 1,000 100 1,000 1,000
Minor Equipment 4,471 6,000 6,154 6,500 6,000
Expense 392,365 278,129 186,313 323,000 290,720 4.5%
Social Security 1,396 1,699 668 1,699 1,845 8.6%
TOTAL $505,843 $404,502 $242,739 $446,223 $427,321 5.6%

2021-22 2022-23 2023-24 2023-24 2024-2025
Fire Mechanic 1 1 1 1 1
TOTAL 1 1 1 1 1
EQUIPMENT OPERATIONS & MAINTENANCE DIVISION – BUDGET AND PROGRAM

HIGHLIGHTS
Regular Payroll: Reflects salary for the Fire Mechanic position.
Overtime: This appropriation covers call backs due to alarm support activity and emergency repairs to fire
apparatus during non-business hours.
Office Expense: This appropriation covers office supplies, printing/copying and postage costs. In addition,
new handbooks, codes, and code subscriptions will be purchased.
Training: These funds provide continuing education and training costs for the Mechanic.
Minor Equipment: An appropriation for tools, jacks and diagnostic equipment for the maintenance
division.
Vehicle & Equipment Maintenance: This appropriation covers the costs for fuel and vehicle maintenance
for all department vehicles. In fiscal year 2025 the increase is a result of aging vehicles and increased costs
for maintaining vehicles and equipment.

8 -17
TRAINING DIVISION
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $133,807 $134,491 $200,750 $279,491 $137,127 2.0%
Overtime 2,269 5,000 13,853 22,280 5,000
Holiday Pay 9,604 9,842 4,375 15,000 9,561 -2.9%
Office Expense 5,158 3,550 2,291 3,650 3,550
Training 114,080 48,000 42,808 48,000 63,337 32.0%
Social Security 3,387 2,214 3,181 3,500 4,124 86.3%
TOTAL $298,194 $220,397 $269,500 $385,721 $240,699 9.2%

2021-22 2022-23 2023-24 2023-24 2024-2025
Deputy Chief – Training
1 1 1 1 1
TOTAL 1 1 1 1 1
TRAINING DIVISION – BUDGET AND PROGRAM HIGHLIGHTS
Regular Payroll: Reflects the salary for the Deputy Chief (formerly Battalion Chief) of Training and
Support Services.
Overtime: This appropriation covers the cost of overtime for required night or weekend training programs
and alarm activity.
Education Premium Pay: Members of the union are eligible for education attainment payments of $1,000
for 60 college credits or an Associate’s Degree; $1,500 for 90 college credits; and $2,000 for 120 college
credits or a Bachelor’s Degree.
Office Expense: This appropriation covers office supplies, printing/copying training documents and
postage costs.

8 -18
Training: This appropriation reflects expenditures related to maintaining the skill levels of firefighting
personnel including leadership, general firefighting, apparatus operation, emergency medical training,
hazardous material training, and extrication skills. The increase relates to necessary training support to
conduct on-site live burn training.
Professional Services: This line item covers the cost of outside expert instruction in fire suppression or
rescue training.
Office Equipment: Funding for minor training equipment (tools, appliances and consumable supplies
related to training). The increase represents expected cost increases for tools and increased need for
consumable supplies.
Information Technology: This appropriation was transferred to the Management division in fiscal year
2024.

8 -19
DEPARTMENT: FIRE

POSITION
2021-22 2022-23 2023-24 2023-24 2024-2025
GENERAL FUND
Fire Chief 1 1 1 1 1
Fire Deputy Chief
4 4 4 4 4
Fire Captain 5 5 5 5 5
Deputy Fire Marshal 1 1 1 1 1
Fire Lieutenant 15 15 15 15 15
Apparatus Operator 20 20 20 20 20
Firefighter 40 40 40 40 40
Fire Lieutenant – EMS Officer
1 1 1 1 1
(formerly Support Services)
Fire Inspector 1 1 2 2 2
Fire Deputy Chief – Training
1 1 1 1 1
Fire Mechanic 1 1 1 1 1
TOTAL FIRE 93 93 94 94 94

8 -20
POLICE DEPARTMENT
MISSION
The West Hartford Police Department, in active collaboration with our community, will enforce all laws
and work to improve the quality of life. We will treat every individual with fairness and respect. We will
accomplish this mission by providing professional, high quality police services.
The Police Department’s primary goals are:

• To provide prompt and professional response to medical emergencies, vehicular accidents or crimes
reported in West Hartford.
• To work in cooperation with residents, business owners, interest groups and other Town agencies to
maintain the high standards for which this community is known.
• To further the professionalism of law enforcement as a whole.
• To deliver a high level of service in the most cost efficient manner possible.
• To maintain the perception of safety among residents and visitors to the Town.
HIGHLIGHTS & ACCOMPLISHMENTS 2023-2024

Program Analysis
The West Harford Police Department (WHPD) reviewed the programs and services provided to the
community. As the primary law enforcement agency, all activities are either directly related to public safety
or part of an effort to reduce crime and enhance public confidence in the department. An ongoing review
of the agency policies and procedures has been underway during the 2023-2024 fiscal year to ensure
compliance with statewide mandates and the pursuit of Tier II State Accreditation. Two department
members have been selected to assist the Police Officer Standards and Training Council with the Statewide
Police Accreditation process for other agencies, consistent with our goal of improving and furthering the
professionalism of law enforcement in the State of Connecticut. The department Drone program was
expanded to include supporting large scale Town events, serious accident scenes and crime scene
investigation applications. With the statewide increase in car thefts and car break-ins, the department joined
a regional violent crime/auto theft task force which proved to be very successful in criminal arrests and
stolen vehicle recovery in West Hartford and the surrounding towns.
The new Citizen Police Review Board (CPRB), provided a second year of review and oversight of the
police department internal investigations. The CPRB reviewed and sustained seven investigations during
the 2023 calendar year.
During fiscal year 2024, the Town-wide traffic camera program has expanded. The current initiative has
improved criminal activity detection and improved stolen car recovery efforts.
We have taken delivery of a new mobile command vehicle, to be deployed during major events and critical
incidents in Town.
Installation of the training de-escalation simulator was utilized by West Hartford Police personnel, various
Town departments, WHPD College Academy, Citizens Police Academy, and the Civilian Police Review
Board, for the critical experiential exposure to police work.
9 -1
Additional Revenue
 Awarded $67,949.76 between Distracted Driving enforcement and Click It or Ticket (Seat belt) grants.
 As of the first eleven months of 2023, the department’s Supernumerary Program brought in a gross total
of $298,288 with a net revenue to the town of $123,667.
Community Outreach
 This holiday season, the department collected over 1,000 toys and $3,000 in cash donations for the
community, local elementary schools, and hospitals.
 For the calendar year of 2023, our Prescription Drug Box Program has collected 664 lbs. of unused
medications for safe disposal. This represents an increase of 130% over last year’s collection.
 The department continued the HANOC project with West Hartford students, grades 3 – 8, who
participated in a four-week youth and police engagement program.
Social Media
 The Police Department’s Facebook page has gained 1,110 new followers, bringing the total up to 9,200.
Our Instagram interaction has gained 416 new followers in the last year, bringing the total to 4,055. We
have had an increase of 266 followers on X in the last year, bringing the total to 5,290.
Accreditation
 Completed Tier I State Accreditation process and pursuing Tier II.
Anticipated Trends and Key Issues:
 Department will continue to face challenges in recruitment. Multiple retirements are upcoming which
will heighten the problem.
 Anticipated that we will continue to see an issue with juvenile crime.
 Continue to see challenges in staffing private duty and overtime assignments.
 Neighborhoods continue to express strong concerns over traffic related issues (speeding, congestion and
unsafe driving).
 Increased visitors to, as well as more pedestrian friendly events in, Blue Back Square and The Center
requires frequent reassessment of police services to continue to ensure safety and security for all. This
is accomplished by working in concert with various private businesses, civic groups, and other Town
Departments.
 Anticipated increase in population and population density throughout the Town requires reassessment
of deployment of police services and staffing.
 Vision Zero initiative implemented by Town Council in January 2023, and the Police Department
continues to be an active member of this program. The mission of Vision Zero is to eliminate serious
injury and traffic fatalities by 2033.

9 -2
GOALS 2024-2025:
Recruitment and Retention

 Strive towards recruiting and hiring more diverse police personnel.
 Attempt to retain senior department personnel.
Increased Community Outreach

 HANOC Project- continue during fiscal year 2024-2025, with an anticipated expansion to a 6 week
program.
 Continue to increase the Department’s Social Media footprint.
Training
 Implement and train personnel on de-escalation techniques.
 Continue to train all sworn personnel on the new use of force guidelines implemented by POSTC.
 Continue towards building and implementing a modern intelligence center to provide investigators with
timely and relevant information.
Health and Safety

 Developed a new health and wellness program to improve the well-being of each employee and to strive
for a healthier workforce.
SMART Goals: (Specific, Measurable, Achievable, Relevant, Time bound)
 Acquire Tier II State accreditation process by fiscal year 2023 -2024.

 Increase Department’s social media community outreach and recruitment by 20%.
 Acquisition of new digital forensic technology for improved investigative access to mobile devices.
 Enhance police officer safety and wellness programs.
 Recruit persons of color and women, to better reflect the Town demographics by 30% of annual hiring.
 Expand our network of partnerships with new public and private community agencies.
 Augment training and professional development programs to enhance department succession planning.
 Complete the updated annual Police Officers Standards Training Council (POSTC) department wide
use of force training prior to calendar year 2024-2025.

9 -3
POLICE DEPARTMENT
BUDGET SUMMARY
Intergovernmental
Revenues $268,678 $141,000 $69,025 $179,100 $141,000
Licenses & Permits 17,525 21,900 6,550 15,800 21,900
Fines & Forfeitures 304,647 230,200 217,798 281,700 255,200 10.9%
Miscellaneous Revenue 125,000 125,000 125,000 125,000
TOTAL $768,625 $551,600 $307,055 $630,140 $576,600 4.5%
Expenditures:
Wages & Salaries $16,968,974 $16,989,227 $8,080,615 $17,667,518 $17,030,120 0.2%
Social Security 361,016 376,322 170,065 371,261 379,795 0.9%
TOTAL $18,638,184 $18,552,154 $8,930,507 $19,244,814 $18,843,559 1.6%

General Fund 153 153 155 155 155
Parking Lot Fund 2 2 2 2 2
TOTAL 155 155 157 157 157
The Police Department’s fiscal year 2025 budget increases $291,405, or 1.6%. Wages and salaries increase
$40,893, or 0.2%. The increase is primarily due to contractual obligations and estimated merits for eligible
employees. Operating expenses increase $247,039, or 20.8%, primarily consisting of Tasers along with
cartridges and batteries ($116,570), Interview Room upgrades ($36,125), Direct Action Resource Training
(DARC) ($15,000), a Glock 45 sim with rounds ($3,500) and Flock Safety software ($65,050). The balance
of increases are incorporated in each division’s operating costs and are highlighted in each division. The
social security appropriation reflects budgeted wages.

9 -4
POLICE MANAGEMENT DIVISION
SUMMARY OF REVENUES
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Licenses & Permits $17,325 $21,800 $6,550 $15,750 $21,800
Alarm Fees 21,169 15,000 1,995 5,100 15,000
TOTAL $38,494 $36,800 $8,545 $20,850 $36,800
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $982,232 $972,746 $444,630 $911,223 $866,085 -11.0%
Overtime 12,247 7,161 12,050
Holiday Pay 11,961
12,389 12,389 6,676 -46.1%
Education Premium Pay 3,045
3,020 1,258 3,020 3,020
Office Expense 7,161
11,200 5,303 10,450 11,200
Dues and Training 15,655
24,509 1,822 20,674 24,509
Boards & Commissions 8,999
6,000 4,230 7,500 6,000
Education Tuition
Reimbursement 6,877 20,000 10,000 20,000
Maintenance & Repairs 3,362 27,940 15,000 92,990 232.8%
Social Security 43,707 53,063 20,065 48,002 54,564 2.8%
TOTAL $1,095,246 $1,130,867 $484,469 $1,050,308 $1,085,044 -4.1%

2021-22 2022-23 2023-24 2023-24 2024-2025
Chief of Police 1 1 1 1 1
Assistant Chief of Police 2 2 2 2 2
Police Captain 1 1 1 1 1
Police Sergeant** 1 1 1
Office Operations Specialist* 1 1 1 1 1
Administrative Assistant*
Senior Staff Assistant 1 1 1 1 1
TOTAL 8 8 8 7 7
* The Administrative Assistant was reclassified to an Office Operations Specialist in fiscal year 2022.
** During fiscal year 2024 a Police Sergeant was transferred to the Community Relations Division from the
Management Division.

9 -5
POLICE MANAGEMENT DIVISION – BUDGET AND PROGRAM HIGHLIGHTS
Mission: The mission of this division is to manage the Police Department, which consists of 157 full-time
and 4 part-time employees. This division also manages 41 crossing guards working for the Board of
Education.
Regular Payroll: This appropriation funds seven (7) FTE positions: Police Chief, two (2) Assistant Police
Chiefs, Police Captain, Information Technology Specialist, Office Operations Specialist and Senior Staff
Assistant. Estimated merit increases are included, where applicable.
Overtime: This appropriation was eliminated in fiscal year 2021. However, funds were used for various
special projects and is eligible in the Police Union contract.
Holiday Pay: Since the department is open 24 hours a day and 7 days a week, many officers are required
to work holidays. As a result of this, the Town of West Hartford is contractually obligated to either pay
police officers for the 13 holidays that fall each year or grant them additional leave time considered as
“holiday days”.
of $720 for an Associate’s Degree or $1,020 for a Bachelor’s Degree. In order to attract the most qualified
applicants and to encourage officers to continue their education, the Town has agreed, as part of the
collective bargaining agreement, to pay college educated officers a premium for degrees and course work
related to law enforcement. Officers can earn $2,000 a year for a Bachelor’s degree or $1,000 a year for an
Associate’s degree.
Office Expense: This covers office expenses such as paper, toner, envelopes and various office supplies.
Dues and Training: This account provides executive training and dues for management within the
department. This account also funds an enhanced recruitment, retention and promotion diversity program,
consistent with CT General Statutes Chapter 104, Sec. 7-291a (June Sp. Sess. P.A. 15-4, S. 3.), to develop and
implement guidelines for recruitment, retention and promotion of minority police officers with the goal of
achieving racial, gender and ethnic diversity within law enforcement.
Boards and Commissions: This budget represents funding to the West Hartford Police Cadets. The Police
Cadets provide support services to the Town at events such as Cruise Nights, Park Road Parade, Memorial
Day Parade, Celebrate West Hartford and walkathons. The funds are spent on uniforms and an annual week-
long summer training camp.
Education Tuition Reimbursement: As part of the collective bargaining agreement with the West
Hartford Police Officer Association, officers are entitled to a partial reimbursement for law enforcement
related college courses. This is capped at $20,000 by contract.
Maintenance & Repairs: These funds are allocated for the maintenance of the Police Department’s
Simplex camera security system. In fiscal year 2025 the increase represents Flock Safety software ($65,050)
which is used in conjunction with the license plate reader software.

9 -6

Police Management Division
(Fiscal Year)
2019 2020 2021 2022 2023
Reported crimes or town ordinance violations* 1,272 1,267 889 1,103 16,911
Service and medical calls** 6,361 6,057 5,680 2,767 27,589

Motor Vehicle Accidents 2,428 2,247 1,632 2,445 2,416
Number of Motor Vehicle Stops 6,169 5,476 2,156 2,722 7,084
Total calls*** 45,745 49,440 45,866 48,922 56,786
Number of Criminal Arrests 1,220 1,303 1,175 1,314 1,732
Number of motor vehicle arrests and warnings**** 4,769 5,030 1,232 2,875 6,036
Number of DUI Arrests 96 77 54 73 52
* Reported crimes or town ordinance violations

Formerly categorized as Reported Town Ordinance Violations in FY23
** Service and medical calls
Formerly categorized as Medical Calls in FY23
*** Total calls
Formerly categorized as Total calls for service in FY23
**** Number of motor vehicle arrests and warnings
Formerly categorized as Number of motor vehicle arrests in FY23

9 -7
PROFESSIONAL STANDARDS DIVISION (PREVIOUSLY SPECIAL INVESTIGATIONS)
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $413,434 $448,848 $179,826 $448,848 $454,177 1.2%
Overtime 21,461 22,614 32,241 35,500 22,614
Holiday 17,791 22,132 22,132 22,398 1.2%
Office Expense 6,177 8,100 1,148 8,100 8,100
Uniforms 4,520 4,440 4,600 5,000 4,440
Social Security 6,387 7,130 3,014 7,130 7,231 1.4%
TOTAL $483,768 $526,564 $225,537 $538,710 $533,260 1.3%

2021-22 2022-23 2023-24 2023-24 2024-2025
Police Lieutenant 1 1 1 1 1
Police Detective 3 3 3 3 3
TOTAL 4 4 4 4 4

9 -8
PROFESSIONAL STANDARDS – BUDGET AND PROGRAM HIGHLIGHTS
Mission: This division investigates allegations of misconduct made against employees of the West Hartford
Police Department, conducts internal investigations, ensures proper procedures and policies are followed,
and conducts background investigations when necessary. In addition, this division has oversight of the
Polygraph Unit.
Regular Payroll: This budget accounts for the salary of one Police Lieutenant and three Detectives.
Overtime: Overtime for this unit is strictly limited to members of the unit working overtime on
investigations and background checks.
“holiday days.”
Education Premium Pay: In order to attract the most qualified applicants and to encourage officers to
continue their education, the Town has agreed, as part of the collective bargaining agreement, to pay college
educated officers a premium for degrees and course work related to law enforcement. Officers can earn
$2,000 a year for a Bachelor’s degree or $1,000 a year for an Associate’s degree.
Office Expense: This appropriation is used to cover the purchase of supplies for polygraph examiners and
for the digital and video recording devices.
Professional Services: Police Officer applicants are subjected to a rigorous background investigation,
which includes a complete physical and psychological testing. This appropriation pays for those
examinations.
Uniforms: Due to the nature of the work, the detectives and supervisor of this unit work in plain clothes,
which are purchased by the officer. Per union contract they are paid a “uniform allowance”.

9 -9
ANIMAL CONTROL DIVISION
SUMMARY OF REVENUES
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Dog Pound Fees $2,475 $1,200 $ 10 $1,000 $1,200
TOTAL $2,475 $1,200 $ 10 $1,000 $1,200
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $180,966 $192,262 $86,816 $192,262 $197,568 2.8%
Overtime 27,653 16,978 15,632 20,170 16,978
Holiday 9,136 9,319 9,319 9,578 2.8%
Office Expense 14,435 15,200 7,434 15,300 15,200
Advertising 473 650 714 800 650
Office Equipment 1,091 2,000 1,000 2,000
Social Security 6,376 3,676 1,928 3,676 4,770 29.8%
TOTAL $282,925 $276,447 $131,194 $278,889 $291,597 5.5%

2021-22 2022-23 2023-24 2023-24 2024-2025
Animal Control Officer 1 1 1 1 1
Assistant Animal Control Officer 1 1 1 1 1
TOTAL 2 2 2 2 2

9 -10
ANIMAL CONTROL – BUDGET AND PROGRAM HIGHLIGHTS
Mission: The mission of the Animal Control Division is to balance the health, public safety, and welfare
needs of people and animals within the community of West Hartford by humanely enforcing animal related
laws; investigating cases where proper animal care is questionable; educating the public about responsible
pet ownership and promoting peaceful coexistence with animals; providing care and a safe environment
for unwanted, stray, abused and impounded animals; and finding new homes for homeless animals. The
department has an Animal Control Officer working on weekdays and weeknights and during the day on
Saturdays and Sundays.
Regular Payroll: This budget accounts for the salary of an Animal Control Officer and an Assistant Animal
Control Officer.
Temporary Payroll: This appropriation accounts for the salary of one part-time Animal Control Officer to
work on weekends, and one part-time kennel assistant who cleans and feeds the impounded animals. The
increase in fiscal year 2025 is attributed to merits for eligible employees and the minimum wage increase.
Overtime: Overtime for this unit is used to pay Animal Control Officers to work overtime on investigations
and to cover for Animal Control Officers due to training, vacation or illness.
Holiday Pay: Since animal complaints continue to come in on holidays and impounded animals need to
be cared for 7 days a week, Animal Control Officers are often required to work on holidays. As a result of
this, the Town of West Hartford is contractually obligated to either pay Animal Control Officers for the 13
holidays that fall each year or grant them additional leave time considered as “holiday days.” This budget
reflects the amount paid to officers for their holiday pay.
continue their education the Town has agreed, as part of the collective bargaining agreement, to pay college
educated officers a premium for degrees and course work related to law enforcement. Officers can earn
$2,000 a year for a Bachelor’s degree or $1,000 a year for an Associate’s degree.
Office Expense: This appropriation is used to cover the costs of disposing of dead animals removed from
Town streets, vet expenses, food and supplies, and euthanizing unclaimed and unwanted animals that the
Animal Control Officers impound. It also includes printing costs for required forms, publications and
notices.
Advertising: This budget is used to place notices for stray animals found by the department in accordance
with State law. If no one claims these animals, they are placed for adoption.
Office Equipment: This appropriation is for the purchase of minor equipment as needed to fulfill the needs
of the division.

9 -11
RECORDS CONTROL DIVISION
SUMMARY OF REVENUES
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Licenses & Permits $ 200 $ 100 $ $ 50 $ 100
Fines & Forfeitures 705 1,000 120 700 1,000
TOTAL $22,660 $19,100 $10,524 $22,750 $19,100
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $337,402 $335,267 $155,647 $335,267 $345,838 3.2%
Overtime 859 1,000 117 1,000 1,000
Office Expense 36,487 37,500 15,416 35,500 37,500
Maintenance & Repairs 107,299 100,501 49,393 100,251 107,501 7.0%
Social Security 24,794 24,823 11,347 24,823 26,226 5.7%
TOTAL $511,586 $499,091 $231,920 $496,841 $518,065 3.8%

2021-22 2022-23 2023-24 2023-24 2024-2025
Police Records Supervisor 1 1 1 1 1
Assistant Police Records Supervisor 1 1 1 1 1
Staff Assistant 3 3 3 3 3
TOTAL 5 5 5 5 5

9 -12
RECORDS CONTROL – BUDGET AND PROGRAM HIGHLIGHTS
Mission: The mission of the Records Division is the efficient maintenance and dissemination of all Police
Department records according to State Statute, Town Ordinance, Freedom of Information (FOI), State
Librarian retention schedule, and department policy. In addition, the Records Division stores, destroys and
returns lost property and evidence, maintains the prescription drug drop off program, fingerprints citizens,
conducts records checks, issues permits and responds to general questions from the public on Police
Department services and functions. This division is responsible for payroll, the tracking of leave time and
scheduled step increases, and maintaining personnel records of all current and past employees. They work
in close association with other Town departments and State agencies. Many of the functions that the Records
Division accomplishes are time sensitive (such as payroll, court reports, and FOI requests) and must be
completed in an expedient manner.
Regular Payroll: This budget accounts for the salary of a Records Division Supervisor, an Assistant
Records Supervisor and three Staff Assistants. It includes estimated merit increases for eligible employees.
Temporary Payroll: This appropriation was eliminated in 2024.
Overtime: The overtime budget is used to pay clerical staff to come in on weekends or holidays to process
payroll, as needed.
Office Expense: This appropriation is used to cover the cost of supplies for the Police Department. In
addition to the normal office expenses (paper, pens, envelopes) there are some unique purchases, such as
parking ticket books and prisoner food. This appropriation is also used to pay for printing costs of certain
internal forms and business cards for officers.
Maintenance & Repairs: This appropriation pays for upkeep of the Police Department software, hardware,
networking equipment, and in-vehicle computers, including maintenance costs associated with a Cogent
Livescan finger printing machine, TeleStaff schedule and payroll program, NexGen CAD and RMS system,
and CAPTAIN in-vehicle computer communication system. In fiscal year 2025 the increase is due to
software increases ($7,000).

9 -13
EQUIPMENT OPERATIONS DIVISION
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Telecommunications $5,472 $5,472 $5,113 $5,472 $5,472
Expense 444,596 235,000 196,145 275,000 235,000
TOTAL $450,068 $240,472 $201,258 $280,472 $240,472
EQUIPMENT OPERATIONS – BUDGET AND PROGRAM HIGHLIGHTS
Mission: This division is administered by the Department of Public Works on behalf of the Police
Department to maintain the police fleet in good operating condition and to purchase fuel.
Telecommunications: Funds the cost of cellular service for the vehicle maintenance program.
Vehicles & Equipment: This appropriation pays for gas, oil, and other supplies for the Police fleet of
vehicles. In addition, it funds the costs for service, routine washing and minor repairs. It is also used to
replace lights, sirens, flashlights or other safety equipment that is damaged or has failed. All vehicle towing
costs are paid from this account, whether they are cruisers or civilian cars towed due to criminal
investigation.

9 -14
UNIFORMED PATROL DIVISION
SUMMARY OF REVENUES
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Intergovernmental Grants $6,958 $ $35,000 $35,000 $
Charges for Services 1,041 _____ 1,189 1,190 _____
TOTAL $7,999 $ $36,189 $36,190 $
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $6,735,151 $7,885,014 $3,254,850 $7,935,014 $7,610,658 -3.5%
Overtime 2,191,042 1,073,223 1,113,102 1,503,430 1,073,223
Holiday 349,100 384,997 384,997 373,257 -3.0%
Office Expense 43,005 33,500 9,402 33,300 33,500
Uniforms 45,876 84,123 4,806 80,000 84,123
General Contributions 1,500 1,500 1,500 1,500 1,500
Maintenance & Repairs 8,088 4,000 4,000 4,000
Miscellaneous Supplies 68,755 51,218 5,785 51,218 51,218
Social Security 128,433 137,707 61,816 137,707 131,488 -4.5%
TOTAL $9,620,680 $9,705,434 $4,474,204 $10,181,318 $9,414,621 -3.0%

2021-22 2022-23 2023-24 2023-24 2024-2025
GENERAL FUND
Police Sergeant 9 9 9 9 9
Police Officer** *** 66 69 71 69 69
TOTAL GENERAL FUND 79 82 84 82 82
PARKING LOT FUND
Police Officer* 2 2 2 2 2
TOTAL PARKING LOT FUND 2 2 2 2 2
TOTAL ALL FUNDS 81 84 86 84 84
* As of fiscal year 2022, two Police Officer positions are authorized in the Uniformed Patrol division but funded in the Parking Lot Fund.
** During fiscal year 2023, two Police Officer positions were transferred to the Uniformed Patrol division (one from Community Relations
and one from the Traffic Control division).
*** During fiscal year 2024, two additional Police Officer positions were added and two Police officer positions were transferred out of the
Uniformed Patrol division (one to Training division and one to Traffic division).

9 -15
UNIFORMED PATROL – BUDGET AND PROGRAM HIGHLIGHTS
Mission: The mission of the Patrol Division of the West Hartford Police is to provide comprehensive public
safety services to citizens, residents, and visitors to the community. The largest division within the police
department, the Patrol Division provides 24 hour, 7 days a week emergency response to the community to
provide visibility and deterrence to crime.
Regular Payroll: This budget accounts for the salaries of one Police Captain, three Patrol Lieutenants, nine
Patrol Sergeants, and sixty-nine Police Officers. Two Police Officer positions were added in the fiscal year
2024 budget, and two Police Officers were transferred out, one to the Training division and one to the
Traffic division. During the summer months, two officers are reassigned from the Patrol Division to staff
Police Bicycle Patrols, and the department has two K-9 Officers.
Overtime: This appropriation pays for officers who work overtime on investigations, fill in for staff
shortages due to position vacancies, and to cover for officers that are training, ill, or on other authorized
leave.
Holiday: Since the department is open 24 hours a day and 7 days a week, many officers are required to
work holidays. The Town of West Hartford is contractually obligated to either pay police officers for the
13 holidays that fall each year, or grant them additional leave time considered as “holiday days.”
Education Premium Pay: To attract the most qualified applicants, the Town has agreed, as part of the
collective bargaining agreement, to pay college educated officers a premium for degrees and course work
related to law enforcement. This is subject to change as new officers are hired to fill vacancies.
Office Expense: This appropriation encompasses miscellaneous patrol items such as medical supplies,
oxygen, flares, prisoner blankets, radio supplies, interpreters, etc.
Office Equipment: This appropriation is utilized for minor equipment required in the course of duty.
Uniforms: Police Officers are required to work outside in all types of adverse weather conditions. The
Town provides the officers with a variety of gear to protect them while they are working. The Town does
not pay for laundry service for officers. This appropriation also covers badges, replacement holsters and
reimbursement for damaged personal property.
General Contributions: This is a contractual contribution to the West Hartford Police Revolver team.
Maintenance & Repairs: These funds pay for the upkeep of police equipment, including maintenance
costs associated with a Cogent Livescan finger printing machine.
Miscellaneous Supplies: This budget funds the SWAT Team, Scuba Team, Bike Squad, K9, and a
contractual contribution for bullet proof vests.

9 -16
POLICE COMMUNICATIONS DIVISION
SUMMARY OF REVENUES
2022-23 2023-24 6 Months 2023-24 2024-25 Change
E-911 Grant $208,070 $141,000 $30,970 $141,000 $141,000
TOTAL $208,070 $141,000 $30,970 $141,000 $141,000
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $947,286 $1,014,676 $438,547 $1,014,676 $1,012,255 -0.2%
Overtime 114,218 38,400 83,361 150,075 38,400
Holiday 46,870 50,416 44,025 44,489 -11.8%
Office Expense 3,019 1,000 145 600 1,000
Office Equipment 193 6,212 144 3,000 6,212
Social Security 78,295 81,262 38,114 81,262 80,678 -0.7%
TOTAL $1,310,020 $1,307,439 $652,666 $1,409,111 $1,298,805 -0.7%

2021-22 2022-23 2023-24 2023-24 2024-2025
ERC Manager 1 1 1 1 1
Public Safety Dispatchers 13 13 13 13 13
TOTAL 14 14 14 14 14

9 -17
POLICE COMMUNICATIONS – BUDGET AND PROGRAM HIGHLIGHTS
Mission: The mission of the Emergency Reporting Center (ERC) is to answer telephone calls received
each year from citizens reporting emergencies, requesting aid or needing information. These calls are either
handled directly by the ERC staff or entered into the West Hartford Police Department Computer Aided
Dispatch (CAD) system so that a police officer can be dispatched. ERC also provides dispatching service
for the West Hartford Fire Department and makes notification to a variety of agencies requesting a response
for a specialized skill or piece of equipment. In addition, the dispatchers communicate with medical
personnel and coordinate necessary responses. The dispatchers have received specialized training in the
handling of emergency calls.
Regular Payroll: This budget accounts for the salaries of thirteen Public Safety Dispatchers (PSD) and a
Public ERC Manager. Merit increases are budgeted for eligible positions.
Overtime: This appropriation is used to pay Public Safety Dispatchers to cover staff shortages when other
Public Safety Dispatchers are absent due to training, holiday, vacation, sick or other leave time.
Holiday Pay: Since the ERC is open 24 hours a day and 7 days a week, dispatchers are required to work
holidays. As a result of this, the Town of West Hartford is contractually obligated to either pay dispatchers
for the 13 holidays that fall each year, or grant them additional leave time considered as “holiday days.”
Office Expense: This budget is used to cover the cost of Hill Donnelly Reference Books, a directory of
listings by address or phone number for the Hartford area.
Professional Services: This appropriation funds the annual assessment from the North Central CT
Emergency Medical Services Council, Inc., the company that operates the paramedic communications
network. The annual cost is based on a per capita rate of one dollar ($1.00) and has increased per the Town’s
population of 64,271.
Office Equipment: This budget covers the cost of yearly replacement of chairs for the three work stations
within the division, which receive 24 hour usage, 7 days a week.
Telecommunications: This appropriation is used to cover the cost of the Police Department’s phone
system and cellular phones.

9 -18
DETECTIVE BUREAU
SUMMARY OF REVENUES
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Charges for Services $ 159 $ 500 $ 94 $ 250 $ 500
TOTAL $ 159 $ 500 $ 94 $ 250 $ 500
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $2,095,202 $2,253,164 $1,040,343 $2,253,164 $2,376,428 5.5%
Overtime 394,932 135,058 220,069 135,643 175,915 30.3%
Holiday 121,944 111,417 111,417 117,218 5.2%
Office Expense 19,913 38,240 5,446 36,490 74,361 94.5%
Dues & Travel 835 150 835 835
Office Equipment 500 500 500
Uniforms 17,416 19,370 18,400 19,370 19,370
Miscellaneous Supplies 3,892 5,000 4,000 5,000
Social Security 38,372 36,344 18,103 36,344 38,842 6.9%
TOTAL $2,726,798 $2,634,498 $1,323,544 $2,632,333 $2,847,039 8.1%

2021-22 2022-23 2023-24 2023-24 2024-2025
Police Lieutenant* 1 1
Police Officer 4 4 4 4 4
TOTAL 21 21 21 22 22
* During fiscal year 2022, a Police Lieutenant was transferred to the Community Relations Division,
and during fiscal year 2024 a Police Lieutenant was transferred back to the Detective Bureau from the
Community Relations Division.

9 -19
DETECTIVE BUREAU – BUDGET AND PROGRAM HIGHLIGHTS

Mission: It is the mission of the West Hartford Police Detective Division to conduct initial and follow up
criminal investigations by interviewing witnesses, victims and suspects and by collection, preservation and
analysis of physical evidence. This division works closely with Federal, State and other local law enforcement
agencies as well as with the court system. Detectives are highly trained in crime scene processing, interviewing
and criminal investigations. The Detective Division also specializes in youth- related offenses and works closely
with other juvenile agencies and handles the pistol permit process for Town residents. The division is also
responsible for maintaining the deadly weapons offender registry and the sexual offender registry. This division
also includes the Community Support Unit, which is responsible for addressing neighborhood complaints and
quality of life issues, vice, narcotics, and liquor investigations.
Regular Payroll: This budget accounts for the salary of a Captain, a Lieutenant, three Sergeants, thirteen
Detectives and four Officers. The Detective Bureau is available from Monday through Friday and both day and
evening shifts are worked.
Overtime: This appropriation is used to pay for Detectives who are working over their shift or have been
recalled on an investigation. One detective receives a 4 hour stipend to be on call each Sunday.
Holiday: The Town of West Hartford is contractually obligated to either pay Police Officers for the 13 holidays
that fall each year, or grant them additional leave time considered as “holiday days.”
Education Premium Pay: In order to attract the most qualified applicants and to encourage officers to continue
their education, the Town has agreed, as part of the collective bargaining agreement, to pay college educated
officers a premium for degrees and course work related to law enforcement. The variance reflects officers
assigned to this division who are eligible for this payment.
Office Expense: This appropriation is used to cover the cost of certain supplies for the Detective Bureau, such
as fingerprint powders and ink, evidence tags, bags and boxes, photographic supplies, blood test kits, gun powder
residue test kits and other miscellaneous evidence supplies. In fiscal year 2025 the increase includes upgrades
to the Interview Room ($36,125).
Dues & Travel: Detectives occasionally have to travel out of state and overnight in connection with various
criminal investigations. Any such travel is approved by the Chief of Police and the Town Manager.
Office Equipment: This account is used to cover the cost of repair and maintenance on various evidence
collection devices used by the division. This equipment includes black lights, a “Total Station” (used in
measuring distances at crime scenes and accidents for diagrams), ventilation hood (which removes harmful and
noxious fumes from the lab area), metal detectors, and a variety of surveillance devices.
Uniforms: Due to the nature of their work, the detectives and supervisors of this unit work in plain clothes,
purchased by the officers. Since they are not in uniform, per union contract they are paid a “uniform allowance”.
Maintenance & Repairs: This account pays for the upkeep of police equipment, including maintenance costs
associated with a Cogent Livescan finger printing machine, computer recording system and computer forensics
costs.
Miscellaneous Supplies: This budget is used to cover photography requests, as well as supplies for the Bomb
Squad.

9 -20
POLICE COMMUNITY RELATIONS DIVISION
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $607,422 $678,645 $331,399 $696,707 $679,592 0.1%
Overtime 44,971 37,549 38,719 45,570 42,549 13.3%
Holiday 25,369 29,311 29,311 29,470 0.5%
Education Premium Pay 7,392 8,000 3,500 8,000 7,000 -12.5%
Office Expense 11,827 15,000 7,401 15,000 15,000
Office Equipment 148 500 500 500
Uniforms & Laundry 2,350 6,420 1,150 3,000 6,420
Maintenance & Repairs 1,468 1,500 644 1,500 1,500
Social Security 13,729 15,615 7,447 15,615 15,937 2.1%
TOTAL $714,676 $792,540 $390,260 $815,203 $797,968 0.7%

2021-22 2022-23 2023-24 2023-24 2024-2025
Police Lieutenant*** 1 1 1
Police Sergeant***** 1 1
Police Officer* **** 6 5 5 5 5
Social Worker** 1 1 1 1 1
TOTAL 8 7 7 7 7
* In fiscal year 2020 one Police Officer was funded by the Parking Lot Fund. In fiscal year 2021
and 2022, the second officer was transferred back to the Parking Lot Fund.
** In fiscal year 2022 a Social Worker position was added.
*** During fiscal year 2022, a Police Lieutenant was transferred from the Detective Division to the
Community Relations Division
**** During fiscal year 2023, one Police Officer was transferred from Community Relations to
Uniformed Patrol.
***** During fiscal year 2024, a Police Lieutenant was transferred to the Detective division and a Police
Sergeant was transferred into the Community Relations division from the Management division.

9 -21
POLICE COMMUNITY RELATIONS – BUDGET AND PROGRAM HIGHLIGHTS
Mission: The mission of the Community Relations Division is to improve the efficiency of policing by
providing a variety of diverse educational programs and services to the community. Focusing on crime
prevention, awareness, and safety, the division provides instruction in all public schools, grades K-12, as
well as to numerous private schools and day care programs throughout West Hartford. The division provides
group specific presentations on topics such as elderly safety, internet safety, drug and alcohol abuse, and
programs to increase the safety and well-being of West Hartford residents. This division also provides a
School Resource Officer to both of the Town’s high schools.
Regular Payroll: This budget accounts for the salary of one Sergeant, two School Resource Officers, three
Community Relations Officers and one Social Worker.
Overtime: This budget is limited to members of the unit working overtime on investigations.
“holiday days.”
continue their education the Town has agreed, as part of the collective bargaining agreement, to pay college
educated officers a premium for degrees and course work related to law enforcement. The variance reflects
officers assigned to this division who are eligible for this payment.
Office Expense: This appropriation is used to cover the purchase of handouts and other items to be used
during presentations to students and residents.
Office Equipment: This appropriation pays for the purchase of various supplies needed for equipment used
during presentations and to purchase specialized equipment used in criminal investigations.
Uniforms: Officers with a plain clothes assignment are given a uniform allowance which is budgeted here,
if applicable.
Maintenance & Repairs: This appropriation is for the upkeep of the Police Department’s exercise room
equipment.

9 -22
POLICE TRAINING DIVISION
SUMMARY OF REVENUES
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Intergovernmental $3,520 $ $3,055 $3,100 $
Charges for Services 6,176
TOTAL $9,696 $ $3,055 $3,100 $
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $285,998 $318,487 $185,381 $318,487 $413,903 30.0%
Overtime 37,266 11,409 26,885 40,230 21,409 87.7%
Holiday 23,065 15,726 15,726 20,479 30.2%
Office Expense 118,594 94,700 97,085 105,500 214,768 126.8%
Dues and Training 113,960 115,500 98,688 127,200 130,500 13.0%
Social Security 4,569 4,990 3,044 4,990 6,576 31.8%
TOTAL $591,356 $580,392 $425,909 $634,413 $834,715 43.8%

2021-22 2022-23 2023-24 2023-24 2024-2025
Police Officer* 2 2 3 3 3
TOTAL 3 3 4 4 4
* During fiscal year 2024, a Police Officer was transferred to the Training Division from the Uniform
Division.

9 -23
POLICE TRAINING – BUDGET AND PROGRAM HIGHLIGHTS
Mission: The mission of the Training Division is to enhance officer safety, improve officer performance,
increase inter-agency contacts and cooperation, and maintain mandatory certifications, which ultimately
improves productivity, increases citizen satisfaction and diminishes civil liability. The Training Division
provides training to members of the department and maintains training and certification records. In addition,
this unit coordinates annual regional in-service training for more than 500 officers from 18 local and State
agencies by pooling resources, facilities and instructors from the participating agencies and securing the
services of outside instructors. This division also researches and tests new equipment for the Police
Department. The training division also conducts recruitment fairs and open houses.
Regular Payroll: This budget funds the salary of a Training Lieutenant and three Training Officers.
Overtime: Training classes for officers are required to last for a full 8 hours. Accordingly, the training
division officers often have to start their day early or end late to prepare for class and to clean up. This
appropriation is used to pay for Training Officers that are working over their shift. The increase in fiscal
year 2025 is based on prior year actuals.
work holidays. As a result of this, the Town of West Hartford is contractually obligated to either pay police
officers for the 13 holidays that fall each year, or grant them additional leave time considered as “holiday
days.”
educated officers a premium for degrees and course work related to law enforcement.
Office Expense: This appropriation is used to purchase ammunition, targets, medical and other supplies
for training, including automated external defibrillators and tasers, as well as the associated service
contracts. The increase is directly related to Taser cartridges/batteries ($20,000), Red and Blue books
($3,500), and Tasers ($96,568).
Dues and Training: This account is used to pay for training for officers throughout the department. The
Town is charged for training at the Police Academy for new recruits and continuing education for current
officers. Dues are for officers and detectives to belong to a variety of organizations. These include the
International Association of Arson Investigators, International Police Mountain Bike Association,
American Association of Police Polygraphers, International Association for Law Enforcement Firearms
Instructors, International Association of Dive Rescue, New England State Police Information System,
Capitol Region Chiefs of Police Association and Narcotics Enforcement Officers Association. These
organizations are either a requirement for certification purposes or provide specialized training. In fiscal
year 2025 the increase represents $15,000 Direct Access Resource Training (DARC).
Office Equipment: This appropriation is used to pay for miscellaneous minor equipment and funds the
cost of replacing the range blocks at the indoor Pistol Range located on Brixton Street, which need to be
replaced at least annually due to the frequency of shooting. In fiscal year 2025 an increase relates to glock
45 sim guns with rounds ($3,500).
9 -24
TRAFFIC CONTROL DIVISION
SUMMARY OF REVENUES
2022-23 2023-24 6 Months 2023-24 2024-25 Change
DUI Enforcement 165
Moving Vehicle Violations 38,185 20,000 27,914 35,000 20,000
Ordinance Violations 24,221 8,000 14,370 20,000 8,000
Parking Violations 241,536 200,000 175,384 225,000 200,000
Transfer In 125,000 125,000 125,000 125,000
TOTAL $479,072 $353,000 $217,668 $405,000 $353,000
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $567,990 $695,778 $307,231 $763,574 $809,696 16.4%
Overtime 198,325 81,604 61,397 81,314 81,604
Overtime – DUI
Enforcement
Holiday 34,064 33,916 33,916 39,790 17.3%
Education Premium Pay 3,279 1,000 416 1,500 3,000 200.0%
Office Expense 1,293 2,200 2,473 3,000 2,200
Social Security 16,354 11,712 5,187 11,712 13,483 15.1%
TOTAL $851,061 $858,410 $389,546 $927,216 $981,973 14.4%

2021-22 2022-23 2023-24 2023-24 2024-2025
Police Officer* ** 6 5 5 6 6
TOTAL 8 7 7 8 8
* During fiscal year 2023, one Police Officer was transferred from Traffic Control to Uniformed Patrol.
** During fiscal year 2024, a Police Officer was transferred to the Traffic Control division from the
Uniformed Patrol division.
9 -25
TRAFFIC CONTROL – BUDGET AND PROGRAM HIGHLIGHTS
Mission: The mission of the Traffic Division is to respond to and investigate motor vehicle accidents that
occur in West Hartford each year, to conduct traffic enforcement in order to reduce the number and severity
of accidents in West Hartford, and to supervise the school crossing guard program, which is funded by the
Board of Education. This division provides logistical support for the many community events held
throughout the year. The traffic division works closely with the Town Engineering Department on all
traffic/construction matters. This division also responds to calls for service to assist the Patrol Division.
Regular Payroll: This appropriation funds the salary of one Traffic Lieutenant, one Traffic Sergeant, and
six Traffic Officers.
Overtime: This budget is used to pay traffic officers when they are required to work overtime or recalled
to investigate an accident. Overtime will also be used to hire extra officers to work during times of inclement
weather (such as ice storms), in which there is a higher than normal accident rate, or to cover for shortages
due to illness, training, vacation or other leave time.
Overtime – DUI Enforcement: Overtime incurred under eligible State traffic grants is accounted for in
this line item. If grants are received in fiscal 2025, they will be appropriated when notice of award is
received.
work holidays. As a result of this, the Town of West Hartford is contractually obligated to either pay police
officers for the 13 holidays that fall each year, or grant them additional leave time considered as “holiday
days.” The variance reflects officers assigned to this division who are eligible for this payment.
educated officers a premium for degrees and course work related to law enforcement. The variance reflects
officers assigned to this division who are eligible for this payment.
Office Expense: This appropriation is used to purchase replacement parts for radar and laser guns.
Contractual Services: This appropriation is used to pay for repair and certification of radar and laser guns.
Office Equipment: This budget funds the purchase of miscellaneous office equipment and the annual
maintenance contract (FARO) for the precise 3D measurement, imaging and public safety analytics.

9 -26

BUDGET IN BRIEF
POLICE PRIVATE DUTY

SERVICE FUND

RESOURCES 2022-2023 2023-2024 2023-2024 2024-2025
Charges for Services $1,897,257 $2,000,000 $1,850,000 $1,900,000


OTHER USES 2022-2023 2023-2024 2023-2024 2024-2025
Private Duty Pay $1,354,958 $1,425,000 $1,446,658 $1,481,804

Operating Expense 25,966 25,000 25,000 25,000
Pension Expense 283,808 270,401 270,401 304,163
Contingency 35,508
Transfer Out 125,000 125,000 125,000 125,000
CHANGE IN FUND BALANCE $ 107,525 $ 154,599 $ (17,059) $ (71,475)

BEGINNING BALANCE $ 294,988 $ 402,513 $ 402,513 $ 385,454
ENDING BALANCE $ 402,513 $ 557,112 $ 385,454 $ 313,979

9 -27
Fund: Police Private Duty Fund

Department: Police
PURPOSE
The Police Private Duty Service Fund was created on July 1, 1993 to account for revenues and expenditures
related to police private duty services. Police personnel are hired by private and non-profit entities to
provide services, primarily at construction sites in the public right-of-ways.
LONG-TERM STRATEGY
The Fund was established to ensure that revenues charged for private duty services were sufficient to cover
the cost of the services and that the general taxpayer was not subsidizing these activities. The rates charged
are calculated to include salary, benefit and administrative costs associated with the services and are
adjusted annually. It is anticipated that fund balance will be maintained at approximately its current level.
Annual transfers to cover benefit and administrative costs will be made to the Pension Fund, Risk
Management Fund and General Fund, as appropriate.
FUND PERFORMANCE
2019 2020 2021 2022 2023

Revenues:
Charges for Services $1,674,000 $1,935,000 $2,360,000 $2,121,000 $1,897,000
TOTAL REVENUES $1,674,000 $1,935,000 $2,360,000 $2,121,000 $1,897,000
Expenditures:
Operational $1,612,000 $1,792,000 $2,030,000 $1,998,000 $1,665,000
TOTAL EXPENDITURES $1,612,000 $1,792,000 $2,030,000 $1,998,000 $1,665,000
TRANSFERS TO
OTHER FUNDS ($125,000) ($125,000) ($125,000) ($125,000)
OPERATING RESULTS $62,000 $18,000 $205,000 ($2,000) $107,000
FUND BALANCE $74,000 $92,000 $297,000 $295,000 $402,000

9 -28
Fund: Police Private Duty Fund

Department: Police
REVIEW OF PERFORMANCE
The Police Private Duty rates charged for the program cover direct program costs including a
reimbursement to the General Fund for costs associated with administering the program and to the Pension
Fund for benefit costs. The Fund had an accumulated fund balance of $402,513 as of June 30, 2023.

Operating revenues are projected to total $1,850,000 with anticipated expenditures for the current fiscal
year of $1,867,059, inclusive of a $270,401 transfer to the Pension Fund and a $125,000 transfer to the
General Fund to reimburse administrative costs.

The fiscal year 2025 budget reflects a continued demand for private duty officers with estimated revenue
of $1,900,000. Expenditures are budgeted at $1,971,475 which consist of private duty pay to officers and
gasoline expense, with $304,163 transferred to the Pension Fund, $35,508 estimated for contingency for
wage settlements on unsettled contracts and $125,000 transferred to the General Fund. Fund balance is
estimated to total approximately $313,979 at June 30, 2025.

9 -29
DEPARTMENT: POLICE

POSITION
2021-22 2022-23 2023-24 2023-24 2024-2025
GENERAL FUND
Chief of Police 1 1 1 1 1
Assistant Chief of Police 2 2 2 2 2
Emergency Response Center Manager 1 1 1 1 1
Animal Control Officer 1 1 1 1 1
Assistant Animal Control Officer 1 1 1 1 1
Public Safety Dispatcher 13 13 13 13 13
Police Records Supervisor 1 1 1 1 1
Assistant Police Records Supervisor 1 1 1 1 1
Social Worker 1 1 1 1 1
Administrative Assistant 1 1 1 1 1
PARKING LOT FUND

TOTAL PARKING LOT FUND 2 2 2 2 2
TOTAL POLICE – ALL FUNDS 155 155 157 157 157

9 -30
DEPARTMENT OF COMMUNITY DEVELOPMENT
MISSION
The mission of the Department of Community Development is for the Engineering Division to design
infrastructure improvements for all users, for the Planning & Zoning Division to ensure appropriate private
development and quality of life by upholding planning and zoning regulations for the entire community,
and for the Building Inspection Division to ensure safety through building code reviews and inspections.
The Community Development Department’s primary goals are:

• To develop, maintain and improve those assets of the Town, referred to as infrastructure, which are
essential to the health, safety, transportation and development of the community.
• To promote and support community planning as a guide for resource allocation.
• To protect the general public’s health, safety and welfare by enforcing building codes, developing and
enforcing subdivision regulations and zoning ordinances.

 The Management Division secured a Safe Streets and Roads For All (SS4A) grant for over $800,000
for a Speed Management Pilot Program. This 18 month program will allow the Town to deploy speed
enforcement cameras at up to 15 locations at a time to reduce crashes related to excessive speeds.
 The Building Inspection Division implemented operational changes to streamline its performance with
online permitting and plan review. This enables staff to receive and more quickly process permit
applications and eliminate time handling paper including opening mail, processing revenue in the form
of checks, cash, and coins. This also provides the public easier access to online permit information.
 In addition to its routine work, the Building Inspection Division staff successfully inspected the large
apartment redevelopment at 27 Park Road, called One Park.
 The Planning Division managed the preparation of the Town’s Affordable Housing Plan.
 The Planning Division coordinated the development review of several large housing development /
redevelopment projects, including all aspects of technical administrative analysis/coordination and
review with various Boards and Commissions, including the Town Council. These efforts resulted in
the approval of 240 housing units.
 The Engineering Division provided an integral role in the Vision Zero Action Plan development as well
as a Road Safety Audit for Park Road from Quaker Lane South to Prospect Avenue.
 The Engineering Division completed two sections of the Trout Brook Trail from Asylum Avenue to
Fern Street.
 Implement recommendations from the West Hartford Center Infrastructure Master Plan with
reconstruction projects on LaSalle Road, Farmington Avenue, and Park Road.
 Implement recommendations from the Vision Zero Action Plan to improve traffic safety for all users.
 Complete the final section of the Trout Brook Trail from Park Road to Jackson Avenue.

10 -1
 Continue to work with the Town Council, Town Planning & Zoning Commission and various Boards
and Commissions on the implementation of the Plan of Conservation and Development’s strategies and
action items. Prioritize strategies and action items that encourage availability and access to a diversity
of housing types and costs; that promote an integrated and balanced transportation system, including
enhanced traffic calming efforts, improved pedestrian mobility and bicycle access; and that preserve,
protect, and enhance the Town’s open space and fragile natural systems.
 Continue to improve the Building Inspection Division’s operation with inspection scheduling
improvements.
SMART Goals (Specific, Measurable, Achievable, Relevant, Time bound)
 Complete the Department project to scan and electronically store files, which will be remotely available
to staff. This will create office space and improve staff productivity by eliminating the time lost finding
and filing documents.
 Use our Department webpages to a greater extent. The Building Inspection, Engineering, and Planning
& Zoning webpages should be updated as necessary to provide greater information access to our
customers regarding each Division’s roles, projects, and legacy records. This will save staff time with
calls and emails.

10 -2
DEPARTMENT OF COMMUNITY DEVELOPMENT
BUDGET SUMMARY
Licenses & Permits $2,372,869 $2,439,500 $1,312,297 $2,440,000 $2,390,000 -2.0%
Miscellaneous Revenue 26,925 75,000 15,324 40,000 20,000 -73.3%
Transfer In (ARPA) 31,254
TOTAL $2,501,025 $2,557,275 $1,344,562 $2,589,054 $2,452,775 -4.1%
Expenditures:
Wages & Salaries $2,341,619 $2,619,757 $1,158,434 $2,696,722 $2,846,073 8.6%
Social Security 166,684 194,979 82,401 196,570 209,279 7.3%
TOTAL $2,823,410 $3,172,936 $1,375,669 $3,329,250 $3,404,502 7.3%

TOTAL 23 26 26 28 28
The Community Development Department budget reflects an increase of $231,566 or 7.3% from the prior
fiscal year. Wages and salaries increase $226,316 or 8.6% primarily due to a Civil Engineer II and Building
Inspector being added during fiscal year 2024, along with merit increases for eligible employees. The salary
and benefits of the Civil Engineer II position is anticipated to be reimbursed through a grant from the
Department of Transportation Speed Management Pilot Program in fiscal year 2025 and ARPA in fiscal
year 2024. In addition, a Civil Engineer II was promoted to a Civil Engineer III. Operating expenditures
decrease $9,050 or 2.5%. The change in social security is consistent with wages and withholdings.

10 -3
MANAGEMENT DIVISION
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $252,268 $256,309 $124,305 $256,114 $262,156 2.3%
Office Expense 1,175 850 812 1,200 950 11.8%
Dues and Travel 334 700 484 700 700
Training 200 100 100 100
Telecommunications 638 800 230 800 800
Expense 11,780 11,000 5,549 11,000 11,000
Social Security 17,325 18,674 7,682 18,253 18,961 1.5%
TOTAL $343,773 $361,453 $202,873 $361,187 $371,687 2.8%

2021-22 2022-23 2023-24 2023-24 2024-2025
Director of Community Development** 1 1 1 1 1
Office Operations Specialist* 1 1 1 1
TOTAL 1 2 2 2 2
* Position moved from Engineering Division to the Management Division in fiscal year 2023 and
reclassified from an Administrative Assistant.
** Position was authorized but unfunded in fiscal year 2022 and reinstated in fiscal year 2023.

10 -4
MANAGEMENT DIVISION – BUDGET AND PROGRAM HIGHLIGHTS
The Management Division of Community Development is charged with supervising the functions of the
Building Inspection, Engineering, and Planning & Zoning divisions.
Regular Payroll: The Management Division is staffed by the Director of Community Development and an
Office Operations Specialist.
Office Expense: This appropriation is used for postage, printing and copying, and general office supplies
for the division.
Dues & Travel: This reflects professional association events and mileage reimbursement.
Training: This funds training opportunities for staff.
Information Technology: This funds the annual maintenance fee for the CityView and associated
BlueBeam software packages. These software packages automate the issuance and management of Building
Inspection, Engineering and Planning & Zoning permits and provide remote connectivity to inspectors in
the field. In fiscal year 2023, this appropriation was moved from the Building Division to the Management
Division.
Telecommunications: This line item funds the costs associated with desktop and cellular telephone
services.
Vehicle & Equipment Expense: This appropriation is for gasoline and maintenance of vehicles assigned
to the department.

10 -5
ENGINEERING DIVISION
SUMMARY OF REVENUES
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Licenses & Permits $53,500 $54,500 $31,550 $55,000 $55,000 0.9%
Copies 32 25 29 40 25
Transfer In (ARPA) 31,254
TOTAL $53,532 $54,525 $31,579 $86,294 $55,025 0.9%
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $908,693 $950,126 $431,785 $974,964 $1,084,110 14.1%
Office Expense 4,131 5,800 2,577 5,800 5,800
Dues and Travel 2,000 2,000 1,645 2,000 2,000
Training 4,810 500 200 500 500
Contractual Services 175,000 175,000 15,360 237,550 175,000
Uniforms & Laundry 949 2,500 1,618 2,000 2,000 -20.0%
Information Technology 530 4,300 2,000 2,000 -53.5%
Telecommunications 4,457 4,500 1,837 4,500 5,500 22.2%
Field Operations 1,974 25,000 20,413 25,000 5,000 -80.0%
Social Security 66,108 72,927 31,231 75,095 81,615 11.9%
TOTAL $1,177,975 $1,267,653 $510,680 $1,354,409 $1,388,525 9.5%

2021-22 2022-23 2023-24 2023-24 2024-2025
Town Engineer 1 1 1 1 1
Assistant Town Engineer 1 1 1 1 1
Civil Engineer III**** 1 1
Civil Engineer II**** 2 2 2 2 2
Civil Engineer I** 1 1 1 1 1
Survey Crew Chief 1 1 1 1 1
Construction Inspection Manager 1 1 1 1
Engineering Technician II*** 1
Engineering Technician I 2 2 2 2 2
Administrative Assistant* 1
TOTAL 10 9 9 10 10
* This position moved to the Management Division in fiscal year 2023 and was reclassified to an Office Operations Specialist.
** With a number of promotions in fiscal year 2022, one Civil Engineer II was reclassified to a Civil Engineer I.
*** In fiscal year 2022, the Engineering Technician II was promoted to Construction Inspection Manager and the Engineering
Technician II position was eliminated.
**** During fiscal year 2024, a Civil Engineer II was promoted to a Civil Engineer III and a Civil Engineer II was added and funded
via ARPA. In fiscal year 2025, the position is funded through a grant from DOT’s Speed Management Pilot Program.

10 -6
ENGINEERING DIVISION – BUDGET AND PROGRAM HIGHLIGHTS
The Engineering Division focuses on the physical condition and appropriate operation of the Town’s streets,
sidewalks, and traffic control systems (signs, traffic signals, pavement markings). These systems are
monitored, records kept, and actions taken in accordance with Federal, State and Town regulations and
practices. Staff investigates and documents circumstances of vehicular crashes and looks for ways to make
roads safer.
In preparation for larger Town projects, the Engineering Division prepares surveys, design plans,
specifications and cost estimates for capital improvements which include streets, sidewalks, storm drainage,
curbs, culverts, bridges, parking lots, and other Town-owned property improvements. Additionally, staff
reviews plans for private development projects and inspects Town infrastructure projects.
Regular Payroll: The Engineering Division is staffed with 10 full-time employees. This includes estimated
merit increases for eligible employees. An additional Civil Engineer II was approved during fiscal year
2024 to assist work on the Town’s Vision Zero Action Plan using ARPA funds. For fiscal year 2025
approximately $50,000 of this position is anticipated to be reimbursed to the Town by the Federal SS4A
(Speed Camera Enforcement) Grant Program. In fiscal year 2023, the Administrative Assistant position
was reclassified to an Office Operations Specialist and transferred into the Management division.
Temporary Payroll: This appropriation is for temporary staff to assist during construction season including
a part-time Engineering Technician and an Engineering Intern.
Office Expense: This appropriation is used for postage, printing, copying and general office supplies.
Dues & Travel: The budget provides funding for all State of Connecticut engineering and surveying
licenses required for the division.
Training: This appropriation funds training opportunities for staff. In fiscal year 2023, this funded a one-
time charge for AutoCAD training. In fiscal year 2024 and 2025 the budget returns to normal funding levels.
Contractual Services: This appropriation funds $175,000 for water sampling and testing in compliance
with the State’s permit for Municipal Separate Storm Sewer Systems (MS4) requirements. The Town’s
permit requires dry and wet weather testing of all of the Town’s storm water outfalls over the period of the
permit. It is also our obligation to investigate illicit discharges found in the Town’s drainage system.
Uniforms & Laundry: Provides for the replacement of safety shoes for the division, as well as the purchase
of jackets to identify employees to the public.
Information Technology: This appropriation funds the traffic software maintenance of Synchro 11.
Telecommunications: This item funds the costs associated with cellular telephone services.
Field Operations: This account funds survey field equipment and supplies. Fiscal year 2024 included the
one time cost to purchase Global Positioning System (GPS) survey equipment, allowing survey work to be
done by one staff person. The budget returns to normal funding levels in fiscal year 2025.

10 -7

Engineering Division
(Calendar Year)
Actual Actual Actual Actual Estimated

2020 2021 2022 2023 2024
Street Excavation and Driveway 1,000 767 1,000 1,200 1,250
Permits Issued
Linear Miles of Street Resurfaced 8.38 miles 7.30 miles 7.17 miles 5.40 miles 8.0 miles
Lane Miles of Street Resurfaced 9.05 miles 7.80 miles 9.22 miles 13.5 miles 16.0 miles
Number of Properties Impacted 790 740 800 450 700
Linear Miles of Street Reconstructed 0.98 miles 1.53 miles 1.26 miles 1.20 miles 1.20 miles
Lane Miles of Street Reconstructed 0.98 miles 3.07 miles 1.26 miles 2.40 miles 2.40 miles
Number of Properties Impacted 90 205 200 165 200
Total Linear Miles 9.36 miles 8.83 miles 8.43 miles 6.60 miles 9.20 miles
Total Lane Miles 10.03 miles 10.87 miles 10.48 miles 15.90 miles 18.40 miles
Sidewalk Repairs – Number of 500 300 400 300 300
Properties Impacted
Private Development Plan Reviews 40 31 50 95 80

10 -8
BUILDING INSPECTION DIVISION
SUMMARY OF REVENUES
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Building Permits $2,258,944 $2,350,000 $1,268,380 $2,350,000 $2,300,000 -2.1%
Copies 77 50 33 60 50
Transfers from Other Funds 26,925 75,000 15,324 40,000 20,000 -73.3%
TOTAL $2,285,946 $2,425,050 $1,283,737 $2,390,060 $2,320,050 -4.3%
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $725,382 $786,028 $392,376 $884,989 $867,648 10.4%
Overtime 3,537 1,000 1,000 1,000
Office Expense 5,089 4,200 707 4,200 4,200
Dues and Travel 1,700 1,650 385 1,650 1,650
Training 170 2,000 100 2,000 2,000
Advertising 250 250 250
Uniforms & Laundry 1,957 1,750 443 1,750 2,800 60.0%
Emergency Supplies 2,128 2,000 120 2,000 2,000
Social Security 56,178 61,643 29,390 64,948 66,705 8.2%
TOTAL $870,075 $904,721 $440,389 $1,010,487 $995,953 10.1%

2021-22 2022-23 2023-24 2023-24 2024-2025
Supervisor of Inspections 1 1 1 1 1
Senior Building Inspector* 1 2 2 2 2
Building Inspector** 4 4 4 5 5
TOTAL 8 9 9 10 10
* During fiscal year 2023, a Senior Building Inspector was added.
** During fiscal year 2024, a Building Inspector was added.

10 -9
BUILDING INSPECTION DIVISION – BUDGET AND PROGRAM HIGHLIGHTS
The Building Inspection Division administers the permitting of residential and commercial construction in
conformance with national, state and local building and zoning codes. The goal is to improve public safety
by ensuring that new construction adheres to existing building codes. Inspectors work collaboratively with
Zoning Enforcement, the Fire Department and the West Hartford-Bloomfield Health District to protect life
and property.
Regular Payroll: The Building Inspection Division is staffed with ten full time employees. The
appropriation includes anticipated merit increases. A Building Inspector was added during fiscal year 2024.
Temporary Payroll: This appropriation funds a part-time Building Inspector.
Overtime: This account funds overtime as needed in peak season or as other circumstances require.
Office Expense: This account funds office supplies, postage, printing and copying, advertising and
subscriptions.
Dues & Travel: This appropriation is for State of Connecticut Building Inspector licenses, which are
required for all inspectors. Additionally, membership in the International Code Council is required by State
building officials.
Training: The division provides training for employees to stay current with codes and regulations.
Advertising: This appropriation funds legal notices in the newspaper for public notice.
Uniforms & Laundry: Provides for the replacement of safety shoes and the purchase of shirts and jackets
to identify employees to the public. In fiscal year 2025 the increase is a direct result of additional staff.
Telecommunications: This item funds the costs associated with cellular telephone services.
Emergency Supplies: This appropriation funds the cost of items needed in emergency situations for
structures deemed unsafe.

10 -10

(Fiscal Year)
6 Months
Actual Actual Actual Actual Actual Actual
2019 2020 2021 2022 2023 2024
Building Permits &
Inspections
Number of total permits 5,945 5,599 6,197 6,868 7,511 3,510
Value of Permits (in 000’s) $91,838 $90,254 $87,728 $136,535 $141,039 $69,265
Inspections made 10,909 9,601 9,821 11,061 10,127 4,457
Average turnaround time on
inspection requests 6-9 days 7-10 days 7-10 days 10-15 days 7-10 days 1-2 days
Frequency of re-inspections to
total inspections 17% 16% 15% 15% 15% 20.5%
Inspections made per Inspector 1,486 2,133 2,178 2,011 1,687 990
Average value per permit $15,488 $16,119 $14,317 $19,880 $18,777 $19,731
Average value of construction
per Inspector (in 000’s) $20,409 $20,056 $16,132 $24,825 $21,698 $9,900

10 -11
PLANNING & ZONING DIVISION
SUMMARY OF REVENUES
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Zoning Permits $60,425 $ 35,000 $12,367 $ 35,000 $35,000
TPZ Applications 48,407 17,500 6,197 17,500 17,500
Zoning Petitions 52,530 25,000 10,654 60,000 25,000
Other Charges for Services 185 200 28 200 200
TOTAL $161,547 $77,700 $29,246 $112,700 $77,700
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $373,856 $560,274 $191,598 $513,635 $565,139 0.9%
Office Expense 9,246 11,500 4,514 11,500 11,500
Dues and Travel 882 1,500 1,500 1,500
Training 395 1,000 40 1,000 1,000
Advertising 9,086 10,000 5,131 10,000 10,000
Professional Services 10,000 100.0%
Contractual Services 10,650 12,500 6,346 26,658 5,000 -60.0%
Telecommunications 399 600 600 2,200 266.7%
Social Security 27,073 41,735 14,098 38,274 41,998 0.6%
TOTAL $431,587 $639,109 $221,727 $603,167 $648,337 1.4%

2021-22 2022-23 2023-24 2023-24 2024-2025
Town Planner 1 1 1 1 1
Senior Planner** 1 1 1 1
Associate Planner 1 1 1 1 1
Zoning Enforcement Officer 1 1 1 1 1
Asst. Zoning Enforcement Officer* 1 1 1 1 1
Planning and Zoning Technician 1 1 1 1 1
TOTAL 5 6 6 6 6
* Position was authorized but unfunded in fiscal year 2022 and reinstated mid-year in fiscal year 2023.
** Position was approved during fiscal year 2023.

10 -12
PLANNING & ZONING DIVISION – BUDGET AND PROGRAM HIGHLIGHTS
The Planning and Zoning Division has four primary functions: plan review and permitting; code
enforcement; administrative and technical support to the Town Council and various land use boards and
commissions; and land use planning.
Regular Payroll: The Planning and Zoning Division is staffed with six full-time employees. This
appropriation includes merit increases for all eligible employees and the addition of a Senior Planner during
fiscal year 2023.
Office Expense: Office expenses are comprised of office supplies, postage, printing and copying costs for
the division.
Dues & Travel: This appropriation provides for one American Planning Association and three Connecticut
Association of Zoning Enforcement Official’s professional memberships, as well as mileage reimbursement
for staff.
Training: This provides staff development and training, and certification for the Zoning Enforcement
Officer and Planning & Zoning Technician positions.
Advertising: This Division is required by State statute and local ordinance to publish legal and public
notices associated with land use applications for the Town Planning and Zoning /Inland Wetlands and
Watercourses Agency (TPZ/IWWA) and Zoning Board of Appeals (ZBA).
Professional Services: This appropriation is added in fiscal year 2025 for the services of a wetlands
professional to assist with development application reviews and the cost for a Soil Scientist / Professional
Wetlands consultant for third party peer review of wetland applications and other technical planning
assistance.
Contractual Services: This appropriation is for transcription services.
Telecommunications: This funds the costs associated with the desktop telephone and cellular services.

10 -13

(Calendar Year)
Planning & Zoning Applications
2019 2020 2021 2022 2023
Site Plan 8 9 9 12 11
Special Use Permit 28 3 19 24 17
Inland Wetland and Watercourse 44 31 52 41 49
Lot Line Revision 1 3 9 10 5
Lot Split 4 3 2 3 1
Special Development District 9 10 15 13 13
Subdivision 1 0 1 1 0
Honorary/Historic Street Renaming** 2 0
Zoning Board of Appeals 18 15 13 25 21
Zoning Permits 266 279 319 318 240
Total 379 353 439 449 357
Board/Commission Meeting Information

2019 2020 2021 2022 2023
Town Planning & Zoning Commission
Number of Meetings 37* 15 15 14 19
Number of Hours 94.4* 29.6 28.4 42.4 46.2
Zoning Board of Appeals
Number of Meetings 11 7 8 9 6
Number of Hours 7.6 6.5 6.5 7.7 5.1
Design Review Advisory Board
Number of Meetings 12 8 10 21 16
Number of Hours 17 9.5 13.5 34.25 21.7
Total Number of Meetings 60 30 33 44 41
Total Number of Hours 119 45.6 48.4 84.35 73.0
* Staff support of/at Town Council related meetings is not included in the Board and Commission meetings
noted above.
** Honorary & Historic Street Renaming is a new application type. TP&Z designated as the review/approval
authority.

10 -14
DEPARTMENT: COMMUNITY DEVELOPMENT

POSITION
2021-22 2022-23 2023-24 2023-24 2024-2025
GENERAL FUND
Director of Community Development 1 1 1 1 1
Town Engineer 1 1 1 1 1
Assistant Town Engineer 1 1 1 1 1
Civil Engineer III 1 1
Civil Engineer II 2 2 2 2 2
Civil Engineer I 1 1 1 1 1
Survey Crew Chief 1 1 1 1 1
Construction Inspection Manager 1 1 1 1
Engineering Technician II 1
Engineering Technician I 2 2 2 2 2
Supervisor of Inspections 1 1 1 1 1
Senior Building Inspector 1 2 2 2 2
Building Inspector 4 4 4 5 5
Town Planner 1 1 1 1 1
Senior Planner 1 1 1 1
Associate Planner 1 1 1 1 1
Planning & Zoning Technician 1 1 1 1 1
Zoning Enforcement Officer 1 1 1 1 1
Asst. Zoning Enforcement Officer 1 1 1 1 1
Office Operations Specialist 1 1 1 1
Administrative Assistant 1
TOTAL COMMUNITY
DEVELOPMENT DEPARTMENT 24 26 26 28 28

10 -15

10 -16
DEPARTMENT OF PUBLIC WORKS
MISSION
The mission of the Public Works Department (DPW) is to provide the highest quality public works services
to the community and other Town departments, balanced through efforts to maintain a cost-effective
operation and to provide these services in a responsible and efficient manner. This is accomplished through
the prudent use of resources, technology, innovation, teamwork, and coordination with other service
providers in the Town.
VALUES
Excellence
• We demonstrate a high degree of competency.
• We provide services effectively and efficiently.
• We prepare for today and plan for tomorrow.
• We pursue innovation.
Integrity
• We highly respect and value the public’s trust.
• We are available and responsive.
• We are committed to respectful, open and transparent processes.
• We are dedicated to inclusiveness and accessibility.
Stewardship
• We preserve the health and safety of employees and the community.
• We protect public investments.
• We work toward social equity, environmental enhancement and economic prosperity.
• We are fiscally accountable.
 During FY24 the following items were purchased in the Capital Non-Recurring Expenditure Fund to
replace severely aging or scrapped vehicles and equipment:
o BOE Transportation – 2023 Ford EV Transit Van replacing 2011 Ford Econo Van
o DPW – 2-23 Enclosed Trailers to move landscaping equipment
o DPW – Concrete Mixer replacing a 2012 mixer
o DPW – 2023 Volvo Wheeled Excavator with attachments to more quickly service Town needs
o DPW – 2023 Freightliner Dump Truck (2) w/plows to complement fleet and increase productivity
o DPW – 2023 Skid-steer Bobcat T7770 w/attachments to replace 2010 New Holland tractor
o DPW – 2023 Toro 4010 wide area mower to service athletic fields replacing 2010 mower

11 -1
 DPW managed multiple aspects of severe weather activities including road closures, assistance to
Eversource and clearing debris from roadways.
 DPW completed 8,268 work orders in fiscal year 2023.
 Repaired or replaced 250 catch basins, and cleaned an additional 605 to meet DEEP requirements.
 DPW performed major repair to Town storm drains on Linnard Road for flooding issues in the area.
 DPW implemented a food scrap pilot in the Morley School district to determine the viability of
additional waste diversion to lower the Town’s environmental footprint.
 Grounds Division performed reconstruction of the Wolcott baseball field including dugouts, new LED
lighting, laser graded playing surface, fencing and site landscaping.
 Grounds Division tree replacement planting program included 50 + trees planted on school, park, and
cemetery grounds.
 Traffic Safety upgraded signalized intersections throughout Town with Handicap accessible crosswalk
buttons.
 Parking Services supported Outdoor Dining, restaurant curbside pick-up, the Farmers Market, Summer
in the Square, Harvest Fair, Election Parking, Holiday Stroll, Mitten Run, Fire & Ice, and other Social
Service programs.
 Parking Services, working with Library Services, worked to promote children’s artistic talents and
produced 24 banners displayed on Main Street.
 DPW outreach programs touched over 75,000 Facebook, Instagram, and X (formally Twitter) users. In
addition, communications continue to grow through local media channels including TV and
publications.
 DPW will continue to maintain and repair all Town infrastructure aligned with its scope of work. This
includes seasonal activities aligned to roads, public venues and athletic areas.
 DPW will begin constructing a new Materials Service Center to better serve the public, improve
operational efficiency and to support waste reduction and separation activities.
 DPW will build a fuel filling station for Town vehicles to reduce operational costs and increase
efficiency. This will assure vehicles remain in service during times of power outages to meet public
needs.
 DPW will complete implementation of a new Asset / Work Management system to enhance operations
and increase productivity.
 DPW will implement Electric Vehicle Service Equipment (EVSE) in key strategic areas of Town
identified by resident feedback and consultant designated best practices.
 DPW will continue its efforts to meet the permit requirements of the Municipal Separate Storm Sewer
System (MS4) plan by sweeping streets a minimum of once per year, while sweeping designated
business areas and main roads to mitigate the effects of heavy pollutant loads on the storm sewer system.
DPW will also inspect, clean, and maintain catch basins in accordance with the requirements of the
permit.

11 -2
BUDGET SUMMARY
Intergovernmental $747,478 $706,660 $345,275 $764,213 $706,660
Licenses & Permits 157,147 115,000 76,079 155,200 255,000 121.7%
Charges for Services 108,330 89,820 24,765 97,320 92,320 2.8%
TOTAL $1,016,440 $913,480 $447,427 $1,019,233 $1,055,980 15.6%
Expenditures:
Wages & Salaries $4,415,799 $4,922,273 $2,199,434 $4,937,551 $5,192,937 5.5%
Operating Expense 8, 029,327 8,134,038 3,308,001 8,237,357 8,492,294 4.4%
Fringe Benefits 410,981 467,274 153,425 437,636 486,837 4.2%
TOTAL $12,856,107 $13,523,585 $5,660,860 $13,612,544 $14,172,068 4.8%

General Fund 49.00 50.00 52.00 52.00 52.00
Parking Lot Fund 10.00 10.00 10.65 10.65 10.65
Cemetery Fund 1.00 1.00 3.35 3.35 3.35
TOTAL 60.00 61.00 66.00 66.00 66.00
Overall, the Department of Public Works’ expenditure budget is increased $648,483 or 4.8% for fiscal year
2025. Wages and salaries increase $270,664, or 5.5%, primarily due to contractual settlements, merit/step
adjustments for eligible employees and minimum wage increases for part time/temporary employees.
Operating expense increases $358,256, or 4.4%, primarily due to the increased cost for refuse and bi-weekly
collection of yard waste, the disposal of recyclable materials and fleet maintenance. This increase is offset
by an increase in transfer station permit fees. The remainder represents increased cost of material and
supplies as well as contractual services, as outlined in the divisions. The change in social security is
consistent with wages.

11 -3
PUBLIC WORKS MANAGEMENT DIVISION
SUMMARY OF REVENUES
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Highway Town Aid Grant $691,660 $691,660 $345,275 $691,031 $691,660
TOTAL $691,660 $691,660 $345,275 $691,031 $691,660
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $370,336 $380,266 $182,247 $381,776 $390,037 2.6%
Overtime 4,442 4,000 1,428 4,010 4,000
Office Expense 6,948 9,000 3,994 9,200 9,450 5.0%
Dues and Travel 4,158 600 8,734 9,300 2,700 350.0%
Training 12,877 11,000 7,759 15,000 15,000 36.4%
Professional Services 1,340
Contractual Services 5,730 14,000 10,000 14,000
Meals 12,149 11,000 10,902 13,000 14,000 27.3%
Operating Expense 15,408 1,000 1,000 1,000
Land Lease 32,200
Social Security 27,354 30,167 12,861 29,075 30,214 0.2%
TOTAL $673,343 $608,698 $327,742 $623,021 $635,406 4.4%

2021-22 2022-23 2023-24 2023-24 2024-25
Director of Public Works 1 1 1 1 1
Business Operations Manager 1 1 1 1 1
Administrative Assistant 1 1 1 1 1
TOTAL 3 3 3 3 3

11 -4
PUBLIC WORKS MANAGEMENT DIVISION - BUDGET AND PROGRAM HIGHLIGHTS

Regular Payroll: The Management Division is staffed with three (3) full-time positions. The budget also
reflects anticipated merit increases for eligible employees.
Temporary Payroll: The appropriation funds office clerical staff who assist with resident inquiries, the
yard waste program, inventory and various other administrative staff.
Overtime: The appropriation is for telephone coverage during snow operations, adverse weather events.
Office Expense: This appropriation funds paper, postage, copying and office supplies for the department
and increases slightly due to historical trends.
Dues & Travel: This appropriation covers the cost of annual dues for the American Public Works
Association which provides useful information on activities, programs and innovations of public works
departments throughout the country. The increase in fiscal year 2025 supports license requirements for staff.
Training: This appropriation funds the University of Connecticut sponsored Road Master/Road Scholar
training program, CDL training, and annual certifications directly related to on-the-job work tasks. The
increase is due to a federal statute that necessitates moving CDL training from in-house to the DMV along
with technical certification testing and training.
Professional Services: This appropriation was moved to contractual services in fiscal year 2024.
Contractual Services: This appropriation funds the participation in the CDL drivers’ drug and alcohol
testing program through Connecticut Conference of Municipalities as well as hearing tests for employees.
Meals: This appropriation funds the contractual meal allowance paid to eligible full-time employees in the
AFSCME Union, plus costs during extreme weather events. The increase is to account for additional staff
hired in fiscal year 2024.
Uniforms & Laundry: This appropriation is for the laundering, repair and replacement of uniform pants
and shirts provided by contract to full-time staff, as well as the annual purchase of work safety shoes. The
increase is due to additional staff and rising costs.
Information Technology: This appropriation funds the cost of the department’s work order system (Asset
Essentials), Weatherworks and Easy Clocking Time Clock. The annual increase is directly related to the
Asset Essential work management software contract.
Telecommunications: Reflects the operating costs for desk and cellular telephone services, as well as
wireless costs for tablets and other devices used by the department. In fiscal year 2025 the decrease is a
direct result of reduction in units (cell phones/tablets).
Operating Expense: This appropriation includes miscellaneous office, storm and operating expenses not
covered in other appropriations.
Land Lease: This appropriation was for leasing land to store materials and was eliminated in fiscal year
2024.
Social Security: This appropriation is for required Federal payments based on actual wages paid.
11 -5
CONTRACTUAL SERVICES DIVISION
SUMMARY OF REVENUES
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Intergovernmental $55,818 $15,000 $ $73,182 $15,000
Bulky Waste/Recycling
Permits 152,697 110,000 75,928 150,200 250,000 127.3%
Metal Recycling 9,969 4,000 5,445 7,500 7,000 75.0%
Recycling Rebate 2,247 1,000 1,114 1,500 1,000
Refuse Hauling Licenses 4,575 5,000 151 5,000 5,000
Additional Refuse Barrel 51,581 52,000 52,000 52,000
TOTAL $276,887 $187,000 $82,638 $289,382 $330,000 76.5%
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Temporary Payroll $62,802 $63,000 $30,956 $63,165 $63,000
Office Expense 6,133 13,000 192 13,000 13,000
Advertising 5,424 7,000 1,300 7,000 7,500 7.1%
Contractual Services 2,704,158 2,687,500 1,147,847 2,686,000 2,821,813 5.0%
Solid Waste Disposal 2,665,995 2,692,000 1,016,242 2,635,000 2,637,000 -2.0%
Office/Minor Equipment 64,465 25,000 23,736 110,000 25,000
Social Security 913 4,820 447 1,124 4,820
TOTAL $5,524,991 $5,511,320 $2,229,083 $5,534,289 $5,591,133 1.4%

2021-22 2022-23 2023-24 2023-24 2024-25
Public Works Manager* 0.35
TOTAL 0.35
* In fiscal year 2023, this portion of the Manager was transferred to Streets Division.

11 -6
CONTRACTUAL SERVICES DIVISION - BUDGET AND PROGRAM HIGHLIGHTS
Temporary Payroll: The appropriation funds part-time hours to enforce the Town’s refuse and recycling
regulations.
Office Expense: This line item is for the printing cost of skip tags, which are used when bags are presented
improperly, and for residential recycling permits.
Advertising: This appropriation funds advertising costs for the leaf collection program, announcements of
special collections for electronics, small metal and household hazardous waste and any other special
collections that might be instituted as a result of heavy rain, ice storms, high winds or flooding. A CPI
increase is included for fiscal year 2025.
Professional Services: This budget reflects the costs for Recollect Platform Service Renewal direct waste
programming, Safety Clean/Clean Harbors waste oil disposal; misc. environmental services waste cleanup
and posters, support materials and professional services related to the recycling program.
Contractual Services: The appropriation reflects an increase in curbside services ($1,632,798), a bi-weekly
recycling collection ($854,850) and a yard waste collection ($331,165). Contractual price increases are
included in the appropriation for fiscal year 2025. Also included in the appropriation is a credit card
processing fee for Resident purchasing of permits and fee-based services ($3,000). Partially offsetting this
appropriation is an increase to residents for transfer station fees for which costs have remained unchanged
for 10 years. Due to the cost increases for the handling and disposal of yard waste over the last several
years it is necessary to increase fees for this fiscal year. The new transfer station fees beginning July 1,
2025 will increase to $20 for cars, and $40 for trucks and can be seen in the Bulky Waste/Recycling Permit
Revenue.
Solid Waste Disposal: This appropriation reflects the Town’s refuse and recycling disposal contract. This
appropriation is based on the current contractual rate of $95 per ton. Also included in this appropriation is
the disposal of recyclable materials at $90 per ton, bi-weekly yard waste material disposal and processing
($46,000) and a management fee ($175,000).
Office/Minor Equipment: This appropriation is directly related to purchasing recycling barrels, which
were last replaced in 2008.

11 -7

Contractual Services
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023
Volume of leaves collected
(cubic yards) 6,074 4,880 6,075 5,100 5,583
Tons of leaves collected 1,518 1,224 1,519 1,275 1,384
Tons of Waste Recycled 7,042 6,445 9,727 8,835 8,713
Percent of Total Waste
Recycled 27.8% 25.7% 33.5% 32.5% 32.3%
Tons of Refuse Collected 18,246 18,617 19,338 18,333 18,227

11 -8
STREET MAINTENANCE DIVISION
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $1,326,726 $1,423,646 $648,097 $1,398,865 $1,455,535 2.2%
Overtime 140,252 314,400 41,992 315,100 314,400
Solid Waste Disposal 7,027 67,000 9,236 60,000 67,000
Minor Equipment 45,742 16,300 29,562 38,419 25,000 53.4%
Snow Removal Supplies 252,678 303,350 344,998 307,100 1.2%
Street Maintenance 107,687 135,000 77,442 93,352 154,750 14.6%
Sidewalk Maintenance 27,495 24,200 12,395 24,200 25,410 5.0%
Rental/Leases 3,722 881 1,100 1,500 100.0%
Social Security 98,323 130,917 49,568 115,473 133,287 1.8%
TOTAL $2,108,607 $2,525,925 $912,533 $2,509,287 $2,614,856 3.5%

2021-22 2022-23 2023-24 2023-24 2024-25
Public Works Manager** 1.65 2.00 2.00 2.00 2.00
Crew Leader Streets Division 3.00 3.00 3.00 3.00 3.00
Street Maintainer I* ** *** **** 9.00 9.00 10.00 8.00 8.00
Street Maintainer II** *** 3.00 3.00 3.00 5.00 5.00
TOTAL 16.65 17.00 18.00 18.00 18.00
* One Streetlight Technician position from Traffic Division was reallocated to a Street Maintainer I in the Streets Division
during fiscal year 2022.
** In fiscal year 2023, 35% of a Public Works Manager was transferred from Contractual Services Division.
*** In fiscal year 2023, with the adoption of the Streets Union Contract, the Equipment Operators were renamed Street
Maintainers.
**** In fiscal year 2024, one additional Street Maintainer I is added and 2 Street Maintainer I are promoted to Street
Maintainer II.

11 -9
STREET MAINTENANCE DIVISION - BUDGET AND PROGRAM HIGHLIGHTS
Regular Payroll: The Street Maintenance operation is staffed with 18 full-time positions. The budget
reflects contractual obligations and anticipated merit increases for eligible employees.
Overtime: This appropriation is for emergency and planned road maintenance, special events, snow and
ice control, storm sewer work, and street sweeping outside of normal working hours.
Contractual Services: This appropriation funds the services of snow removal contractors used to plow
Town streets. DPW utilizes up to fifteen contractors to supplement Town staff during a plowing operation.
In fiscal year 2025 the increase relates to traffic safety, call before you dig fee and anticipated contractor
increases.
Solid Waste Disposal: This appropriation reflects the estimated disposal cost of materials vacuumed from
catch basins and swept from Town streets under the MS4 program.
Minor Equipment: This appropriation represents minor equipment purchases for the street maintenance
program, such as mark out paint, cones, caution tape, work zone safety equipment, pumps, compaction
equipment, and small engine equipment. The increase in fiscal year 2025 represents additional painting and
striping markers ($7,000) due to the Town’s New Vision Zero Plan along with aligning expenses to
historical trends.
Uniforms & Laundry: This appropriation represents the costs for safety equipment including ear plugs,
safety glasses, goggles, hard hats, safety vests and gloves used by staff in the field.
Telecommunications: The department has a wireless internet and cable television subscription to monitor
snow operations. A CPI increase is included.
Maintenance & Repairs: This line item reflects costs for snowplow damage repairs (seed and topsoil).
The primary increase in fiscal year 2025 represents repairs/replacement of aging equipment.
Snow Removal Supplies: The appropriation reflects the estimated cost of Clearlane to treat streets for 15
snow events annually. Clearlane is a pre-treatment product and saves the department labor and equipment
costs in sweeping streets, cleaning catch basins and cleaning of storm water lines, ponds and streams where
sand normally collects.
Street Maintenance: This appropriation is for bituminous materials for paving and patching roads, crushed
stone for road base, as well as pipe, pre-cast basins, basin tops, cement, sand, and basin brick and block for
the maintenance and repair of the storm water collection system. The increase in fiscal year 2025 reflects
the rising costs for bituminous materials.
Sidewalk Maintenance: This appropriation is for emergency sidewalk repairs. Fiscal year 2025 reflects
rising costs.
Rental/Leases: This appropriation funds the annual cost for monthly basic cable service for monitoring
weather forecasts and emergencies and for the rental of a container to store equipment. The increase is
directly related to minor equipment repairs.

11 -10

FY 2019 FY 2020 FY 2021 FY 2022 FY 2023
Number of sanding & plowing operations 12 5 12 16 14
Percent of snowstorms cleared within 8 hours 100% 100% 100% 100% 100%
Number of instances employees called in to work 44 38 44 47 41
Number of pothole work orders completed 1,269 744 550 567 375

11 -11
FLEET MAINTENANCE DIVISION
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $652,429 $710,667 $307,815 $692,579 $719,246 1.2%
Overtime 26,510 20,000 11,736 20,050 20,000
Office Expense 1,428 2,420 1,000 -100.0%
Information Technology 5,018 8,640 50 5,000 12,600 45.8%
Expense 705,868 637,300 323,922 641,450 702,215 10.2%
Social Security 53,435 56,675 23,506 53,289 57,314 1.1%
TOTAL $1,665,940 $1,665,302 $770,363 $1,647,995 $1,753,375 5.3%

2021-22 2022-23 2023-24 2023-24 2024-25
Public Works Manager 1 1 1 1 1
Heavy Equipment Mechanic* 6 7 7 7 7
TOTAL 7 8 8 8 8
* In fiscal year 2023, an additional Heavy Equipment Mechanic was added to the Fleet Division.

11 -12
FLEET MAINTENANCE DIVISION - BUDGET AND PROGRAM HIGHLIGHTS

Regular Payroll: The Fleet Maintenance activity is staffed with eight full-time positions; one Manager and
seven Mechanics. The budget reflects contractual obligations and anticipated merit increases for eligible
employees.
Temporary Payroll: This appropriation reflects the cost for two part-time positions. These positions are
responsible for keeping the shop and shop floor clean, shuttling cars between the DPW and other Town
facilities as needed.
Overtime: This appropriation is used to address preventive vehicle maintenance deferred during the snow
season when the workforce is participating in snow and ice control operations. It is also used to respond to
emergency repairs when public safety vehicles break down outside of normal working hours.
Office Expense: Subscriptions and publications required for diagnostic and repair inquiries. In fiscal year
2025 this appropriation is combined with the line-item Information Technology.
Contractual Services: This appropriation includes a contract with an Integrated Business Solution
($116,000) to manage parts and inventory. This program significantly frees up the administrative time of
the employees related to parts ordering, returning and overall management, thus increasing productivity. A
hazardous waste vendor (KleenHarbors) is utilized for the disposal of toxic materials ($3,000). In addition,
$3,000 is appropriated for crane safety and lift inspections.
Information Technology: This appropriation reflects the annual software maintenance support costs of the
fleet maintenance software system. In fiscal year 2025, the office expense is transferred to the Information
Technology line item along with scanned software for newer vehicles ($1,540).
Telecommunications: This account funds cellular service for the Samsara GPS system in use by the Fleet
division for vehicle monitoring and tracking. In fiscal year 2025, additional GPS units are included along
with a CPI increase.
Vehicles & Equipment Expense: This appropriation reflects the cost of parts and equipment used to repair
and maintain the Public Works vehicle fleet which consists of approximately 156 vehicles, 74 plows and
39 sanders. The appropriation also includes gas, motor oil and fuel used to operate and service the Town
fleet, exclusive of Police and Fire vehicles. As the fleet has aged, more repairs are necessary. The budget
for vehicle maintenance increases based upon actual usage and prevailing fuel costs.
Maintenance & Repairs: This appropriation funds shop supplies, tools and equipment. It also reflects the
costs to repair and maintain shop equipment used for tire mounting, brake drum and rotor repair, vehicle
lifts, cranes and compressors.

FY 2019 FY 2020 FY 2021 FY 2022 FY 2023
Number of vehicle maintenance
work orders completed 1,021 1,175 1,647 1,967 1,686
Number of instances employees
called in to work 6 5 1 7 4

11 -13
TRAFFIC SAFETY CONTROL DIVISION
SUMMARY OF REVENUES
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Miscellaneous Revenue $44,533 $32,820 $18,206 $36,320 $32,320
TOTAL $44,533 $32,820 $18,206 $36,320 $32,320
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $395,120 $445,073 $205,929 $451,467 $462,888 4.0%
Overtime 29,212 22,000 17,419 29,560 22,000
Solid Waste Disposal 500 500
Information Technology 1,200 932 1,200 3,500 191.7%
Rental/Leases 1,357 3,720 1,412 4,100 3,800 2.2%
Social Security 35,158 35,133 16,448 36,494 36,556 4.1%
TOTAL $680,055 $693,686 $308,189 $736,443 $759,844 9.5%

2021-22 2022-23 2023-24 2023-24 2024-25
Signal Support Technician 1 1 1 1 1
Signal System Technician* 1 1 1 1 1
Sign Maintenance Lead 1 1 1 1 1
Sign Maintenance Worker 1 1 1 1 1
TOTAL 5 5 5 5 5
* One Signal System Technician position was reallocated to a Street Maintainer in the Streets Division during fiscal year 2022.

11 -14
TRAFFIC SAFETY CONTROL DIVISION - BUDGET AND PROGRAM HIGHLIGHTS
Regular Payroll: The Traffic Safety operation is staffed with 5 full-time positions. The budget reflects
contractual obligations and merit increases for eligible staff.
Overtime: This line item funds overtime for problems with traffic signals, street sign and streetlight
knockdowns, and the Town’s fiber optic network that occur outside normal business hours, as well as
overtime for special events.
Contractual Services: This appropriation funds updates and charges for the Call Before You Dig mark out
service and on-street pole transfers by Eversource. This service is split between the Traffic Safety Control
Division and the Street Maintenance Division. The increase reflects the projected annual costs.
Solid Waste Disposal: This appropriation funds disposal costs in the street lighting program for bulbs and
other electrical items that cannot otherwise be recycled.
Office Equipment: This budget is for minor equipment such as tools, parts and equipment for installing
and maintaining signals, streetlights, signs and work on the fiber optic network. The increase in fiscal year
2025 represents a CPI increase, and additional minor equipment to meet the needs of the department.
Uniforms & Laundry: This appropriation funds safety equipment used in the performance of electrical
and sign maintenance operations and reflects increased costs. The increase in fiscal year 2025 is based on
historical costs.
Maintenance & Repairs: This appropriation reflects specialized maintenance repairs and services on the
signal maintenance equipment, speed monitoring devices and streetlights, including contractual services for
setting or re-setting poles, building foundations for traffic signal controllers and re-setting and re-stringing
fiber optic cable. This appropriation is also used by the Sign Shop as the primary supply account for sign
materials, cones and barricades. In fiscal year 2025 the increase represents updating signs per the Town’s
Vision Zero Project ($27,000), street materials and electrical supplies ($12,880).
Information Technology: This appropriation will be used to purchase fiber optic supplies for traffic signal
cabinets. The increase is based on historical trends.
Rental/Leases: This appropriation funds the leasing of a storage container to store sign and signal materials.
A CPI increase is included.
Social Security: This appropriation is required for Federal payments based upon actual wages paid.

FY 2019 FY 2020 FY 2021 FY 2022 FY 2023
Number of street light work
orders completed 316 189 158 142 161

11 -15
GROUNDS MAINTENANCE DIVISION
SUMMARY OF REVENUES
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Miscellaneous Revenue $3,360 $ 2,000 $ 1,308 $ 2,500 $ 2,000
TOTAL $3,360 $ 2,000 $ 1,308 $ 2,500 $ 2,000
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $1,152,757 $1,280,701 $590,211 $1,303,297 $1,480,811 15.6%
Overtime 117,493 110,000 74,778 110,500 110,000
Minor Equipment 33,683 40,195 5,247 40,195 42,300 5.2%
Utilities 279,818 292,261 146,130 292,261 315,427 7.9%
Social Security 97,995 111,759 50,595 104,378 126,843 13.5%
Transfer Out 97,803 97,803 97,803 97,803
TOTAL $2,575,163 $2,518,654 $1,112,950 $2,561,509 $2,817,454 11.9%

2021-22 2022-23 2023-24 2023-24 2024-25
Crew Leader* 3 3 3 3 3
Equipment Mechanic – Grounds 1 1 1 1 1
Senior Tree Trimmer 1 1 1 1 1
Tree Trimmer 1 1 1 1 1
Grounds Maintainer** 6 6 7 7 7
BOE Grounds Foreman 1 1 1 1 1
BOE Grounds Maintainer 3 3 3 3 3
TOTAL 17 17 18 18 18
* One Crew Leader position was authorized but unfunded in fiscal year 2022 and reinstated in fiscal year 2023.
** In fiscal year 2024 an additional Grounds Maintainer is added.

11 -16
GROUNDS MAINTENANCE DIVISION - BUDGET AND PROGRAM HIGHLIGHTS
Regular Payroll: The Grounds Division, which is staffed with 18 full-time positions, maintains the
grounds at all Town and Board facilities. During fiscal year 2024 the Grounds Maintenance contract was
ratified. The appropriation reflects estimated step/merit increases for eligible staff.
Temporary Payroll: The appropriation funds permanent and seasonal part-time help to help augment
summer maintenance of athletic fields and Town parks. The increase is based on historical trends.
Overtime: Overtime is used for peak ball field maintenance periods, spring and fall clean-ups, emergency
call-ins for tree work, weekend trash pick-up in the parks, and for special events such as Celebrate! West
Hartford.
Contractual Services: This appropriation reflects a CPI increase for the cost of contractors to perform
channel maintenance and roadside mowing, fence repairs, irrigation repairs and servicing, supplemental
tree work not done by Town tree crews, athletic field maintenance services such as over-seeding and
topdressing, and all other contractual work performed for Town and school grounds.
Minor Equipment: This appropriation reflects the purchase of small power equipment used for the
mowing and trimming of turf and plants, snow removal equipment for sidewalks and bridges, tree
maintenance equipment such as chain saws, ropes and pruning tools, as well as equipment for athletic field
line painting, fertilizing and pesticide spraying equipment. In fiscal year 2025 the increase represents back
pack blowers ($2,105).
Utilities: This appropriation reflects a contribution to the Utilities Services Fund for electricity, natural gas
and water at five Town parks (Beachland, Fern, Eisenhower, Kennedy and Wolcott). The budget is used
for lighting the parks, operating the pool facilities, running athletic field irrigation systems, and a lighted
tennis court, basketball court and baseball field at Wolcott Park. The natural gas cost is for heat at the
Beachland and Fern Park facilities. This appropriation increases or decreases based upon rates and usage.
Maintenance & Repairs: This appropriation reflects costs for minor interior and exterior repairs at Town
park facilities such as garage door repairs, electrical and plumbing repairs and general carpentry repairs.
This budget also funds the purchase of annuals, perennials and woody ornamentals, topsoil, mulch, seed,
trees, irrigation supplies, supplies used for park bench repairs and trash containers, signs and sign repairs,
and all general grounds maintenance needs for parks and grounds at Town buildings. The repair and
preventive maintenance of power equipment that is not registered and plated is also funded here. This
includes mowing and trimming equipment, leaf and snow removal equipment, tree maintenance equipment,
athletic field maintenance equipment and all power hand tools. This appropriation also funds the purchase
of fertilizers, pesticides, drying agents, ball field mixes and other supplies used for athletic field
maintenance at both Town and BOE fields. In addition, it covers line painting material, pitching rubbers
and home plates, soccer goals and netting, and all materials used in the set-up of athletic fields. Finally, it
includes the costs associated with the maintenance and repair of the synthetic athletic fields at both of the
Town’s high schools.

11 -17
Transfer Out: Reimbursement of the cost of benefits paid by the Public Schools for the four Board of
Education Grounds Maintainers.

FY 2019 FY 2020 FY 2021 FY 2022 FY 2023
Number of tree issue work
orders completed 312 306 637 372 323

11 -18

BUDGET IN BRIEF
PARKING LOT FUND

RESOURCES 2022-2023 2023-2024 2023-2024 2024-2025
Charges for Services $1,864,634 $1,609,000 $1,724,000 $1,724,000

Management Fee – BBS 680,393 701,586 625,586 620,336
Fines & Forfeitures 120,778 80,000 100,000 100,000
Interest Income 3,206 6,500 24,000 24,000

OTHER USES 2022-2023 2023-2024 2023-2024 2024-2025
Municipal Parking Operations $ 1,645,966 $ 1,861,014 $1,879,888 $1,945,915

BBS Parking Operations 829,865 1,062,304 1,076,441 1,057,152
Total Expenditures & Other Uses $ 2,475,831 $ 2,923,318 $2,956,329 $3,003,067
CHANGE IN FUND BALANCE $ 193,180 ($ 526,232) ($ 482,743) ($ 534,731)

BEGINNING BALANCE $ 130,498 $ 323,678 $ 323,678 ($ 159,065)
ENDING BALANCE $ 323,678 ($ 202,554) ($ 159,065) ($ 693,796)

11 -19
Fund: Parking Lot Fund

Department: Public Works
PURPOSE
A budgeted fund established on July 1, 1995 to account for revenue and expenditures related to gated off-
street parking services in West Hartford Center. The scope of the fund has since been expanded to include
on-street parking management and Town-center business support activities. The purpose of the fund is to
isolate the costs and revenues associated with these operations. These costs include daily operations,
equipment and grounds maintenance, and the cost of full-time employees devoted to the lots. The Town
leases the land for the lots from private owners. In addition, beginning in fiscal year 2008 the fund provides
parking operation services for the West Hartford Center-Special Services District and receives a
management fee equal to the cost of said services.
LONG-TERM STRATEGY
The goal of the fund is to cover all operating costs and contribute an amount to fund balance each year to
be used as a reserve for capital expenditures. In this way, the General Fund is not required to fund capital
purchases related to parking services.
FUND PERFORMANCE
2019 2020 2021 2022 2023
Revenues:
Charges for Services $1,958,000 $1,288,000 $1,088,000 $1,664,000 $1,985,000
Management Fee 1,105,000 63,000 383,000 587,000 681,000
Interest Income 31,000 33,000 1,000 3,000
TOTAL REVENUES $3,094,000 $1,384,000 $1,472,000 $2,251,000 $2,669,000
Expenditures:
Operational $3,069,000 $2,691,000 $2,328,000 $2,662,000 $2,475,000
OPERATING
RESULTS $ 25,000 ($ 1,307,000) ($ 856,000) ($ 411,000) $ 194,000
FUND BALANCE $2,704,000 $1,397,000 $ 541,000 $ 130,000 $ 324,000

11 -20

In fiscal year 2008 the fund assumed responsibility for managing and operating the two parking garages in
the West Hartford Center-Special Services District, in addition to the existing municipal lots. Doing so
required the addition of personnel, the cost of which is shared between the municipal parking operations
and the garage operations. In theory, the Parking Lot Fund is paid a management fee from the West Hartford
Center-Special Services District in an amount equal to the expenditures to operate and manage the garage
operations. The Parking Lot Fund has accumulated fund balance of $323,678 as of June 30, 2023.

The fiscal year 2024 budget was based on the conditions that were observed in prior year:
• Reduced on-street inventory to accommodate outdoor dining.
• Reduced on-street and lot inventory to accommodate pick-up/take-out.
• Reduction of monthly parking permits as professional employees are working from home.
• Reduction in indoor occupancy for restaurants and businesses.
• Reduction of business traffic (e.g., closed gym, movie theater and restaurants)
• Reduced consumer confidence in public settings (e.g., restaurants, shopping, etc.)
As the year unveils, estimated revenue for fiscal year 2024 for the Parking Lot Fund is projected to be
$2,473,576.
BBS parking operations also sees similar improvements in revenues albeit with modest performance. BBS
operations continue to receive a transfer annually from the Parking Lot fund to pay for operating expenses
and debt obligations. A number of projects, deferred in fiscal year 2021 due to the economic stress induced
by the pandemic, are now being executed. The initiatives include implementing a permit management
system, continuing structural maintenance of the garages, upgrading parking kiosks to comply with wireless
communication protocols.
The fund expects to have a deficit of $482,743 for the year, resulting in fund balance of ($159,065).

Fiscal year 2025 projects further decline in fund balance with revenue assumptions still below historical
averages. Town parking assets are aging and require higher maintenance to meet industry and safety
standards.
The fund expects to have a deficit of $534,731 for the year, resulting in fund balance of ($693,796).

11 -21
PARKING LOT FUND

The mission of the Parking Lot Fund is to operate the Town’s municipal parking operations, which include
metered parking lots and on-street parking meters, and provide parking operation services for the West
Hartford Center-Special Services District in exchange for a management fee equal to the cost of said
services.
BUDGET SUMMARY
Charges for Services $1,864,634 $1,609,000 $887,477 $1,724,000 $1,724,000 7.1%
Management Fee – BBS 680,393 701,586 625,586 620,336 -11.6%
Interest Income 3206 6,500 11,568 24,000 24,000 269.2%
TOTAL $2,669,011 $2,397,086 $924,938 $2,473,586 $2,468,336 3.0%
Expenditures:
Wages & Salaries $775,548 $ 883,758 $ 379,230 $852,924 $ 920,351 4.1%
Operating Expense 906,257 1,226,674 356,118 1,250,265 1,148,443 -6.4%
Fringe Benefits 794,026 812,886 404,473 853,140 934,273 14.9%
TOTAL $2,475,831 $2,923,318 $1,139,821 $2,956,329 $3,003,067 2.7%

Crew Leader 1 1 1 1 1
Office Operations Specialist 1
Administrative Assistant** 1 1 1
Senior Staff Assistant** 1
Staff Assistant 0.65 0.65 0.65
Senior Parking Monitor 1 1 1 1 1
Parking Monitor 2 2 2 2 2
Grounds Maintainer 1 1 1 1 1
Parking Lot Gate Attendant* 3 3 3 3 3
TOTAL 10 10 10.65 10.65 10.65
* Permanent part-time positions, 1500 hours per annum.
** An Accounting Specialist was authorized but unfunded in fiscal year 2022 and reclassified to a Senior Staff Assistant during the year. In
fiscal year 2023, the Senior Staff Assistant was promoted to Administrative Assistant. In fiscal year 2025, the Administrative Assistant is
promoted to Office Operations Specialist.
Note – As of fiscal year 2022, two Police Beat Officers are included in this budget but the authorized positions are located in the Police
Department

The budget for the Parking Lot Fund is increased $79,749 or 2.7% for fiscal year 2025. Wages and salaries
include merit increases for eligible employees. Operating expenses decrease as cost to maintain the garages
is included in a capital project in fiscal year 2025. In addition, an increase in fringe benefits is a result of
increased healthcare and insurance costs.
11 -22

Regular Payroll $641,690 $692,725 $322,888 $707,587 $727,800 5.1%
Overtime 66,418 158,000 45,639 111,618 158,000
Holiday 8,995 8,985 8,985 9,503 5.8%
Office Expense 27,062 25,500 8,064 22,500 27,500 7.8%
Dues and Travel 1,519 4,000 4,000 4,000
Training 675
Office Equipment 3,487 5,000 897 5,000 5,000
Meals 600
Uniforms and Laundry 1,915 4,000 130 4,000 4,000
Utilities 121,644 121,924 60,962 121,924 135,493 11.1%
Telecommunications 1,451 2,450 311 2,450 2,250 -8.2%
Vehicles & Equipment Exp 7,568 10,000 3,886 10,000 10,000
Snow Removal Supplies 1,000 1,000 5,000 400.0%
Social Security 47,191 53,340 24,700 56,173 57,050 7.0%
Pension 331,430 359,948 179,974 359,948 370,247 2.9%
Risk Management Expense 415,405 399,598 199,799 399,598 452,588 13.3%
Contingency 37,421 54,388 100.0%

11 -23

BUDGET IN BRIEF
CEMETERY OPERATING FUND

RESOURCES 2022-2023 2023-2024 2023-2024 2024-2025

Sale of Lots 169,663 269,000 110,000 121,000
Interest Income 54,722 30,000 70,000 70,000
Transfer In

OTHER USES 2022-2023 2023-2024 2023-2024 2024-2025
Cemetery Operations $ 560,537 $ 507,443 $ 545,448 $ 786,707

CHANGE IN FUND BALANCE ($ 13,869) $ 171,557 ($ 15,448) ($ 210,707)

BEGINNING BALANCE $1,503,243 $1,489,374 $ 1,489,374 $ 1,473,926
ENDING BALANCE $1,489,374 $1,660,931 $ 1,473,926 $ 1,263,219

11 -24
Fund: Cemetery Operating Fund

PURPOSE
A budgeted fund created to account for donations, sale of lots, and other resources provided for the care
and maintenance of Town owned and operated cemeteries. Operating revenues and fund balance are utilized
for operating expenses and capital improvements.
LONG-TERM STRATEGY
The fund will generate sufficient revenue to cover annual operating expense and utilize fund balance solely
for capital equipment or improvements.
FUND PERFORMANCE
2019 2020 2021 2022 2023

Revenues:
Charges for Service $304,000 $351,000 $423,000 $416,000 $492,000
Interest Income 26,000 25,000 3,000 4,000 55,000
TOTAL REVENUES $330,000 $376,000 $426,000 $420,000 $547,000
Expenditures:
Operational $376,000 $410,000 $503,000 $538,000 $561,000
TOTAL EXPENDITURES $376,000 $410,000 $503,000 $538,000 $561,000
TRANSFERS (TO)/FROM
OTHER FUNDS $97,000 ($3,000) ($3,000) $ - $ -
OPERATING RESULTS $51,000 ($37,000) ($80,000) ($118,000) ($14,000)
FUND BALANCE $1,738,000 $1,701,000 $1,621,000 $1,503,000 $1,489,000

11 -25

The Cemetery Operations program uses a blended workforce, with Town employees performing the
administration, customer service and grave opening/closing functions and a private contractor performing
the grounds maintenance function. As of June 30, 2023 fund balance inclusive of the Permanent Reserve
account totaled $1,489,374.

The budget for fiscal year 2024 estimates revenue of $460,000 (excluding interest income), revised midterm
to reflect actual collection from July through December 2023. There has been a decline in lot sales due to
the limited options available for inground burials. Plans are underway to propose a development of 390 full
burial graves near the entrance of Fairview. The expansion will afford the Town to better service its
residents with a full suite of options for memorial interment ranging from upright monuments, flush markers
and cremation graves.
It is estimated that revenues of $530,000 will be achieved in fiscal year 2024 with corresponding
expenditures of $545,448 resulting in a slight deficit of $15,448. As of June 30, 2024, fund balance inclusive
of the Permanent Reserve account is estimated to be $1,473,926.

Fiscal 2025 budget is projected with the preface that a parcel at the entrance of Fairview Cemetery will be
developed to offer 390 full burial graves. The budget for fiscal year 2025 estimates revenue of $576,000
with corresponding expenditures of $786,707, resulting in a deficit of $210,707. It is anticipated that fund
balance inclusive of the Permanent Reserve account will total $1,263,219 by June 30, 2025.

11 -26

CEMETERY OPERATING FUND
The mission of the Cemetery Operating Fund is to provide care and maintenance of Town owned and
operated cemeteries in a manner which balances needs against available resources.
BUDGET SUMMARY
Cemetery Service Charges $322,283 $380,000 $179,403 $350,000 $385,000 1.3%
Sale of Lots 169,663 269,000 66,504 110,000 121,000 -55.0%
Interest on Investment 54,722 30,000 34,948 70,000 70,000 133.3%
TOTAL $546,668 $679,000 $280,855 $530,000 $576,000 -15.2%
Expenditures:
Wages & Salaries $140,300 $278,494 $108,858 $279,159 $328,827 18.1%
Fringe Benefits 192,326 127,693 60,777 131,608 349,895 174.0%
TOTAL $560,537 $507,443 $214,388 $545,448 $786,707 55.0%

Crew Leader 1 1 1.00 1.00 1.00
Grounds Maintainer 2.00 2.00 2.00
TOTAL 1 1 3.35 3.35 3.35
The Cemetery Operating Fund budget increases $279,264 or 55.0% for fiscal year 2025. Wages and salaries
reflect anticipated cost-of-living increases and merit increases. In fiscal year 2024 two Grounds Maintainers
and a shared Staff Assistant were added towards the end of the budget process, after the fringe benefit
application to all departments was completed. The significant increase in the FY 2025 Proposed Budget
reflects the application of those fringe benefits, which include Health/Pension/Risk allocations along with
merit increases and a wage accrual for unsettled labor contracts. Based upon revenues of $576,000, the
Fund is expected to experience a loss of $210,707, which will be offset by fund balance.

11 -27


Regular Payroll $77,081 $224,514 $71,889 $201,528 $243,720 8.6%
Overtime 16,523 25,000 17,281 35,787 40,748 63.0%
Office Expense 516 1,600 55 1,600 1,600
Contractual Services 124,863 23,853 28,225
Office Equipment 480 1,000 240 1,000 1,000
Meals 300 200 200
Utilities 20,955 17,656 8,828 17,656 19,385 9.8%
Telecommunications
Vehicles and Equipment 14,650 5,000 4,361 10,000 10,000 100.0%
Social Security 8,351 20,739 7,301 20,789 24,639 18.8%
Pension 41,440 45,877 22,938 45,877 112,367 144.9%
Contingency 3,865 5,394 100.0%
TOTAL $560,537 $507,443 $214,388 $545,448 $786,707 55.0%

11 -28
DEPARTMENT: PUBLIC WORKS

2021-22 2022-23 2023-24 2023-24 2024-2025
GENERAL FUND
Director of Public Works 1.00 1.00 1.00 1.00 1.00
Business Operations Manager 1.00 1.00 1.00 1.00 1.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
Public Works Manager 4.00 4.00 4.00 4.00 4.00
Crew Leader-Streets 3.00 3.00 3.00 3.00 3.00
Street Maintainer I 9.00 9.00 10.00 8.00 8.00
Street Maintainer II 3.00 3.00 3.00 5.00 5.00
Signal Support Technician 1.00 1.00 1.00 1.00 1.00
Sign Maintenance Worker 1.00 1.00 1.00 1.00 1.00
Sign Maintenance Lead 1.00 1.00 1.00 1.00 1.00
Signal System Technician 1.00 1.00 1.00 1.00 1.00
Fleet Manager 1.00 1.00 1.00 1.00 1.00
Heavy Equipment Mechanic 6.00 7.00 7.00 7.00 7.00
Crew Leader-Grounds 3.00 3.00 3.00 3.00 3.00
Equipment Mechanic-Grounds 1.00 1.00 1.00 1.00 1.00
Senior Tree Trimmer 1.00 1.00 1.00 1.00 1.00
Tree Trimmer 1.00 1.00 1.00 1.00 1.00
Grounds Maintainer 6.00 6.00 7.00 7.00 7.00
BOE Grounds Foreman 1.00 1.00 1.00 1.00 1.00
BOE Grounds Maintainer 3.00 3.00 3.00 3.00 3.00
PARKING LOT FUND
Public Works Manager 1.00 1.00 1.00 1.00 1.00
Crew Leader 1.00 1.00 1.00 1.00 1.00
Office Operations Specialist 1.00
Administrative Assistant 1.00 1.00 1.00
Senior Staff Assistant 1.00
Senior Parking Monitor 1.00 1.00 1.00 1.00 1.00
Parking Monitor 2.00 2.00 2.00 2.00 2.00
Parking Lot Gate Attendant 3.00 3.00 3.00 3.00 3.00
TOTAL PARKING LOT FUND 10.00 10.00 10.65 10.65 10.65
CEMETERY FUND
Crew Leader 1.00 1.00 1.00 1.00 1.00
Grounds Maintainer 2.00 2.00 2.00
TOTAL CEMETERY FUND 1.00 1.00 3.35 3.35 3.35
TOTAL PUBLIC WORKS-ALL
FUNDS 60.00 61.00 66.00 66.00 66.00
11 -29

11 -30
DEPARTMENT OF PLANT & FACILITIES SERVICES
MISSION
The mission of the Department is to enhance the public appearance of the Town and preserve assets via
cost effective maintenance, facility operation and capital improvements.
This mission is accomplished through the following programs:

• Daily service program addressing routine operation and upkeep of Town buildings.
• A program of planned maintenance of building equipment and systems.
• Unplanned maintenance program to respond to unexpected and emergency repairs.
• A capital improvement program to enhance the physical appearance of public spaces, preserve building
infrastructure and upgrade mechanical systems.
 Contained operating costs such as overtime and maintenance costs while continuing to provide
satisfactory service levels.
 Continued to respond to and modify building operations in response to the pandemic.
 Accurately estimated energy budget and continue to secure future favorable electricity supply pricing.
 Continued to monitor and reduce electricity consumption for both the BOE and Town.
 Oversaw numerous capital improvement projects including flooring replacements, roof replacements,
and improvements to building mechanical systems.
 Energy conservation achievements included 100% offset of electricity use with Green-e certified
Renewable Energy Credit purchase; participated with four buildings in Eversource/ISO-NE’s electricity
demand response programs, began a three-year Strategic Energy Management (SEM) schools’ initiative
with Eversource technical consultants, and signed a second solar virtual net metering system.
 Continue to improve customer communication and develop customer service metrics.

 Continue energy efficiency efforts through improvements in daily operations, capital projects and
education of building occupants.
 Continue to assess and plan for building and operational efficiencies for all Town and BOE buildings.
 Applying for gold-level certification with a Sustainable Connecticut program.

12 -1
DEPARTMENT OF PLANT & FACILITIES SERVICES
BUDGET SUMMARY
Miscellaneous Revenue $ $ $ 380 $ 500 $
Transfers from Other Funds 243,798 289,000 289,000 302,719 4.7%
TOTAL $243,798 $289,000 $ 380 $289,500 $302,719 4.7%
Expenditures:
Wages & Salaries $1,227,145 $1,301,750 $619,474 $1,306,872 $1,344,384 3.3%
Social Security 85,648 83,173 45,500 98,459 99,524 19.7%
TOTAL $2,565,806 $2,654,040 $1,345,684 $2,747,998 $2,742,722 3.3%

General Fund 9.50 9.50 9.50 9.50 9.50
The fiscal year 2025 budget for the Department of Plant & Facilities Services is increased $88,682 or 3.3%
from the prior year. Wages and salaries increase $42,634 or 3.3%, primarily due to merit increases for
eligible staff as well as a minimum wage increase. Operating expense increases $29,697, primarily as a
result of rising utility and contractual costs. The social security appropriation is consistent with budgeted
wages.
The transfer in from the Capital Projects Fund reimburses wages, social security and benefits for the Capital
Projects Manager and Office Operations Specialist positions.

12 -2
FACILITIES SERVICES DIVISION
SUMMARY OF REVENUES
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Miscellaneous Revenue $ $ $ 380 $ 500 $
TOTAL $ $ $ 380 $ 500 $
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $512,309 $539,006 $245,644 $575,997 $571,280 6.0%
Overtime 61,488 80,000 33,215 75,300 80,000
Office Expense 71 325 26 200 325
Meals 3,247 6,000 690 3,500 6,000
Utilities 734,245 843,542 421,771 843,542 857,239 1.6%
Building Maintenance 110,651 115,000 79,341 115,000 120,000 4.3%
Vehicles & Equip. Exp. 2,550 3,950 1,163 2,500 3,950
Maintenance & Repairs 8,250 1,100 8,250
Miscellaneous Supplies 1,462 1,500 250 1,500
Social Security 70,218 68,159 38,654 83,090 83,940 23.2%
TOTAL $2,309,860 $2,436,988 $1,244,821 $2,525,954 $2,517,266 3.3%

2021-22 2022-23 2023-24 2023-24 2024-2025
Director of Plant & Facilities Services* 0.50 0.50 0.50 0.50 0.50
Service Response Manager 1 1 1 1 1
Building Maintenance Technician I** 4 4 4 4 4
Plumber*** 1 1 1 1 1
TOTAL 7.50 7.50 7.50 7.50 7.50
* This position is shared with the Board of Education.
** One position was authorized but unfunded in fiscal year 2020 and half funded in fiscal year 2021.
*** Position was authorized & half-funded in fiscal year 2021; unfunded in fiscal years 2022 – 2025.

12 -3
FACILITIES SERVICES DIVISION - BUDGET AND PROGRAM HIGHLIGHTS
Regular Payroll: Regular payroll funds the wages for full-time positions involved in the daily maintenance
and operation of Town buildings and facilities, as detailed on the previous page. In addition, a Board of
Education HVAC Mechanic who maintains town buildings is budgeted in this division.
Temporary Payroll: Temporary payroll includes the wages for part-time custodians and security for Town
Hall. Part-time employees work no more than 20 hours per week and have limited benefits. Contractual
step increases and wage adjustments due to minimum wage increases are included in the appropriation.
Overtime: Overtime is utilized to pay for labor of hourly employees outside of their normal work hours.
Overtime is used for emergencies, to perform building maintenance tasks that cannot be performed when
there are other employees or the public is present in a building, and to provide event support to Leisure
Services (Town Hall Auditorium, Elmwood Community Center, Bishops Corner Senior Center) and the
Libraries.
Office Expense: Office expenses include office supplies such as copy paper, copier rental and postage.
Dues and Travel: The appropriation represents mileage reimbursement, as needed.
Contractual Services: This appropriation is for specialized services provided by contractors that our in-
house employees are unable to perform. These services include fire alarm testing and monitoring services,
sprinkler system testing, elevator maintenance and inspection, plumbing, electrical work, water treatment
for boilers and air conditioning systems, and boiler tune-ups.
Meals: Meal allowances are obligated under union contracts when employees work extended shifts on
their regular work day or during overtime situations.
Uniforms and Laundry: Uniforms and laundry includes the rental of uniforms and the purchase of safety
shoes as provided by contract to the following employees: Building Maintenance Crew Leader, five
Technicians, an HVAC Mechanic and the part-time Custodians.

12 -4
Utilities: This appropriation represents the transfer to the Utility Services Fund (USF) to cover the costs
of electricity, natural gas, heating fuel oil, and water for all Town and BOE facilities, streetlights and traffic
signals. It also covers the annual fee to maintain public fire hydrants and hydrants located on municipal-
owned property. The fiscal year 2025 budget reflects a slight increase over prior year actual expenses.
Electricity – The electricity budget assumes consistent use and rates. It includes any electricity
purchased or credits received through the local utility, as well as through third-party solar power
purchase agreements or solar virtual net metering contracts.
Natural Gas – The Town and Board of Education continuously monitor market conditions and prices
between third party marketers and the local utility. The budget for fiscal year 2025 is based upon normal
historical usage patterns.
Fuel Oil – The use of fuel oil for heating is minimal and only at facilities where other options are
limited.
Water – Water services are provided by the Metropolitan District Commission, and the 2025 budget is
based upon normal historical use patterns.
Hydrants – Annual fire hydrant maintenance is provided by the Metropolitan District Commission.
The 2025 budget is based upon a per hydrant fee.
Streetlights and Traffic Signals – In fiscal year 2025 this allocation and historical data have been
combined with Electricity.
Telecommunications: The telecommunications budget pays for seven land-based telephones, four pagers
and four cell phones used by Plant and Facilities Services staff. Also, seven phone lines are required for fire
alarm monitoring systems and emergency telephones in elevators.
Building Maintenance: Building maintenance funding is used to purchase supplies and items used in the
daily maintenance and repair of Town buildings. Supplies include paper towels, toilet paper, cleaning
products, and parts for plumbing and HVAC repairs. Minor capital items are also purchased under this
account and include motors and other small fixed equipment used in building systems. The increase is due
to rising prices.
Vehicles and Equipment Expense: The vehicles and equipment appropriation is used to pay for operating
costs and repairs to the vehicles assigned to Plant and Facilities Services. The vehicles, which include two
vans and two pick-up trucks, are utilized by staff in traveling from building to building and for moving
supplies and equipment.
Maintenance & Repairs: This appropriation funds the repair of tools and equipment used by the Plant
and Facilities Services staff.
Miscellaneous Supplies: Funding is included for employee training and development in order to meet
annual OSHA training requirements and development of employee skills.
varies depending upon participation in the alternative social security program.

12 -5
CAPITAL PROJECTS MANAGEMENT DIVISION
SUMMARY OF REVENUES
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Transfer from Other Funds $243,798 $289,000 $ $289,000 $302,719 4.7%
TOTAL $243,798 $289,000 $ $289,000 $302,719 4.7%
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $238,160 $199,918 $93,430 $204,555 $207,752 3.9%
Overtime 753
Office Expense 491 300 162 300 300
Dues and Travel 50 50 50
Telecommunications 250 250 250
Social Security 15,430 15,014 6,846 15,369 15,584 3.8%
TOTAL $255,947 $217,052 $100,863 $222,044 $225,456 3.9%

2021-22 2022-23 2023-24 2023-24 2024-2025
Capital Projects Manager 1 1 1 1 1
Office Operations Specialist 1 1
Administrative Assistant* 1 1 1
TOTAL 2 2 2 2 2
* Position was reclassified to an Office Operations Specialist during fiscal year 2024.

12 -6
CAPITAL PROJECTS MANAGEMENT DIVISION - BUDGET AND PROGRAM HIGHLIGHTS
Regular Payroll: This appropriation funds a Capital Projects Manager and an Office Operations Specialist.
The budget includes estimated merit increases for eligible employees. The appropriation increases in fiscal
year 2024, primarily due to contractual increases with the reclassification of an Administrative Assistant to
an Office Operations Specialist.
Overtime: This appropriation was eliminated in fiscal year 2021. However, in fiscal year 2023, funds were
used for various special projects and is eligible in the Clerical Union contract.
Office Expense: Appropriation for postage and office supplies for the division, as well as miscellaneous
printing as needed.
Dues and Travel: Appropriation for mileage reimbursement for employees.
Training: This appropriation is for training for capital project management staff, as needed.
Telecommunications: This line item funds the costs associated with land line and cellular phone service
for divisional employees.

12 -7

BUDGET IN BRIEF
UTILITIES SERVICES
FUND
RESOURCES 2022-2023 2023-2024 2023-2024 2024-2025
Interest Income $ $ 5,000 $ $ 5,000

Contributions from Other Funds 4,641,088 5,027,117 5,027,117 4,932,255

OTHER USES 2022-2023 2023-2024 2023-2024 2024-2025
Energy Management Services $ 103,549 $ 100,000 $ 100,000 $ 100,000

Utilities Expense 4,639,572 5,330,161 4,744,299 5,183,036
Total Expenditures & Other Uses $ 4,743,121 $5,430,161 $4,844,299 $5,283,036
CHANGE IN FUND BALANCE ($ 102,033) ($ 398,044) $ 182,818 ($ 345,781)

BEGINNING BALANCE $ 1,450,784 $1,348,751 $ 1,348,751 $1,531,569
ENDING BALANCE $ 1,348,751 $ 950,707 $ 1,531,569 $1,185,788

12 -8
Fund: Utilities Services Fund

Department: Plant and Facilities Services
PURPOSE
The Utilities Services Fund was created to manage the volatility of energy costs. This internal service fund
centralizes the process of receiving and paying utility bills and ensures they are recorded into an energy
management system and reviewed for accuracy by both an outside consultant and the Town’s Energy Specialist.
This centralization assists in the identification of energy usage trends and anomalies and creation of the annual
budget. During the fiscal year, monthly transfers are made from the utility budget line items to the internal
service fund. Any volatility in energy costs is absorbed by the internal service fund and amortized in the
subsequent year’s budget. Led by the Energy Specialist, Town and BOE staff work cooperatively with the
purchasing office in the competitive procurement of energy suppliers and negotiation of supply agreements. The
Energy Specialist also works closely with the facility management operation to identify patterns of energy usage
and opportunities to reduce energy consumption.
LONG-TERM STRATEGY
The Utility Services Fund was established with funding of $876,310 received in fiscal year 2007 from
Eversource, formerly Northeast Utilities, for overcharging the Town for street lighting costs. The Energy
Specialist is funded from the Utilities Services Fund. Actual versus expected utility costs are analyzed each year
in order to maintain fund balance while managing the volatility of energy costs. Estimated costs were developed
for the current fiscal year and used as the basis for developing estimates for the budget. These estimates are then
adjusted for consumption patterns and anticipated pricing changes.
Utility Costs Summary
Actual Actual Actual Actual Estimated Proposed

FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
TOWN
Electricity** $ 955,517 $ 959,890 $1,027,143 $ 976,800 $971,353 $1,061,006
Natural Gas 195,326 203,698 254,341 355,715 316,335 333,897
Fuel Oil 7,676 5,847 16,488 8,743 10,000 20,000
Water 311,731 307,273 333,831 392,400 403,854 412,927
Hydrants* 190,485 2,800 191,520 201,260 208,200 215,140
TOTAL $1,660,735 $1,479,508 $1,823,323 $1,934,918 $1,909,742 $2,042,970
PUBLIC SCHOOLS
Electricity $1,472,819 $1,469,249 $1,618,487 $1,638,843 $1,534,238 $1,718,169
Natural Gas 605,332 706,552 968,713 1,131,917 1,046,647 1,119,317
Water 226,529 294,300 251,857 348,157 253,672 302,580
TOTAL $2,304,680 $2,470,101 $2,839,057 $3,118,917 $2,834,557 $3,140,066
TOTAL UTILITIES $3,965,415 $3,949,609 $4,662,380 $5,053,835 $4,744,299 $5,183,036

*In fiscal years 2017-2019 Water and Hydrants were reported as one number.
** Street & traffic lighting was combined with Electricity.
The fiscal year 2025 budget reflects a planned use of $345,781 of fund balance accumulated in prior years
(Energy Management Services - $95,000; Town - $50,000; Board of Education - $200,781).

12 -9
Fund: Utilities Services Fund

Department: Plant & Facilities Services
Energy Management Strategy

An enhanced energy management strategy was implemented in fiscal year 2008 consisting of an internal
service fund for managing utility costs, a billing auditing and energy use monitoring system, improved
expertise for energy procurements, and energy audits of facilities to identify opportunities for energy
conservation investments, which are funded with an annual appropriation in the Capital Improvement
Program. The following narrative provides a summary of the status of each component.
 Internal Service Fund

Since the Fund was established in fiscal year 2008, operating budgets have been protected from volatility
in utility costs. Utility estimates are developed based upon current year experience. The Fund encourages
energy conservation by returning savings in energy consumption to cost centers. The part-time Energy
Specialist is also financed from the Utilities Services Fund.
 Billing Auditing & Tracking System

Capturis (a ConService company) provides monthly bill auditing services and a utility bill tracking system
for the Town. The Town’s electric, water and natural gas bills are redirected to Capturis to audit charges on
the bill, resolve any disputes, enter the bill into a web-based utility bill tracking system, and provide a
weekly electronic interface file for the Town’s accounts payable system.
 Procurement Strategy
The Town and Board of Education utilize the services of an energy broker to analyze forward buying pricing
and find opportunities for the Town and BOE to lock in favorable rates for the future. For 2020-2023, a
three-year supply contract for electricity supply with Constellation Energy at 7.57 cents for all electricity
accounts. In 2024, all accounts moved to a rate of 7.19 cents for one additional year also with Constellation
Energy. Electricity rates are not anticipated to return to past low levels for the foreseeable future. For 2025-
2026 the Town has contracted for a rate of 9.732 cents with First Point. The Town continues to buy natural
gas supply from the utility provider, Connecticut Natural Gas (variable pricing), which continues to be the
most favorable option despite record-high gas prices. Forward buying opportunities in both electricity and
natural gas continue to be evaluated. The Town has six solar electric power purchase agreements (PPAs)
on Bristow Middle School, Bishops Corner Library/Senior Center, Conard High School, Aiken Elementary
School, Town Hall, and King Philip Middle School, and will be reinstalling solar on the Department of
Public Works new roof in 2024. Solar projects which generate free electricity for the Town and BOE are
on Charter Oak International Academy, Wolcott Elementary School, Conard High School, Hall High
School, and Westmoor Park. The Town also participates in two virtual net metering solar contracts, whereby
the Town purchases power from third-party owned solar farms (not on Town property) and receives a credit
against electric bills. The Town continues to consider additional solar photovoltaic projects. Four buildings
with high electricity demand were identified in 2021 and enrolled in Eversource and ISO-NE’s electricity
demand response programs. The Town receives financial payments if these buildings are able to curtail
electricity use during designated peak events. The Town offsets 100% of its municipal electricity use with
an annual Green-e certified Renewable Energy Credit purchase.
 Energy Conservation Investments

In 2016, a substantial investment in energy conservation was made to fund the implementation of energy
projects; and they included street lighting, interior and exterior lighting, steam trap replacements, and

12 -10
upgraded or expanded building control systems in multiple Town and BOE buildings. Favorable pricing on
these upgrades, as well as higher than anticipated utility incentives due to comprehensive “bundling” of
electric and gas-saving projects, allowed the Town to implement additional LED lighting projects and
realize additional savings. Over $5 million of energy efficiency projects were completed with a combined
payback of about 4 years, resulting in a decrease of more than 20% in total energy use.
COVID had a significant impact on energy use, especially in schools. Energy use decreased during the
pandemic with unoccupied facilities, but increased in the following years due to State-mandated COVID
ventilation requirements. With easing of these mandates, energy use has trended down again, but a
combined focus on energy efficiency, fresh air/ventilation, and maintenance must be maintained to avoid a
significant increase in energy consumption going forward. Some of these investments will require larger
capital projects.
The Town continues to implement smaller, cost-effective energy projects and looks for ways to incorporate
energy efficiency into planned capital improvement projects. Benchmarking of facility energy consumption
to identify lowest performing facilities, as well as operational and maintenance cost tracking, help to guide
energy conversation projects. Utility rebates are used to offset project costs or fund additional energy
conservation investments. A three-year Strategic Energy Management (SEM) initiative looking at
organizational practices policies and processes to create persistent energy savings in schools is being
undertaken with the assistance of Eversource technical consultants. Additional focus will be on water
conservation projects and other cost saving strategies, as Metropolitan District Commission rates and fees
continue to increase. Leaks in aging water pipes and irrigation have played a significant role in increased
water use at some facilities such as Rockledge, Fairview Cemetery, and Hall High School.

12 -11
DEPARTMENT: PLANT & FACILITIES SERVICES

POSITION
2021-22 2022-23 2023-24 2023-24 2024-25
GENERAL FUND
Director of Plant & Facilities Services 0.50 0.50 0.50 0.50 0.50
Service Response Manager 1 1 1 1 1
Building Maintenance Technician I 4 2 2 2 2
Building Maintenance Technician II 2 2 2 2
Plumber 1 1 1 1 1
Capital Projects Manager 1 1 1 1 1
Office Operations Specialist 1 1
Administrative Assistant 1 1 1
TOTAL PLANT & FACILITIES
SERVICES 9.50 9.50 9.50 9.50 9.50

12 -12
DEPARTMENT OF LEISURE SERVICES AND SOCIAL SERVICES
MISSION
The mission of the Leisure Services & Social Services Department is to enrich the lives of all citizens
through the creation and coordination of healthy lifestyle initiatives, park preservation and enhancement,
and programs that encourage civic engagement. In addition, the Division of Social Services offers assistance
to residents through case management, crisis intervention, and counseling.
 Oversaw a successful 2024 summer camp season, with robust registrations at Elmwood Community
Center, Camp Funtastic, special interest camps and Westmoor Park. Based on customer feedback, we
introduced several new registration features, including staggered registration dates for 2024 Summer
Camps and Spring/Summer 2024 programs.
 Collaborated with Capital Projects and Public Works on improvements to various facilities and
playfields, including newly renovated, ADA-accessible bathhouse at Kennedy Park; new air handlers
at Cornerstone Aquatics Center; renovated baseball field with new lights at Wolcott Park; replaced
playscape and added a new swing set at Glover Soccer Complex; replaced Rockledge Golf Course’s
pump house; and completed replacement of Rockledge Golf Course’s aging irrigation system.
 Began phased construction of Eisenhower Pool and Bathhouse, starting with the bathhouse demolition
and reconstruction.
 Continued collaborative work with numerous community groups on sustainability projects, including
the West Hartford Tree Project, Tree Action Group, West Hartford Garden Club, and Friends of West
Hartford Parks. Established Westmoor Park as an accredited Arboretum and installed a new wildflower
restoration area in Wolcott Park.
 Strategically assessed Social Services Department functions to enhance and improve operation and
delivery of the department’s community services.
 Leveraged opioid settlement funds to hire a prevention coordinator to develop and implement
prevention programs, and seek additional resources to address community needs effectively.
 Continued to provide support to low-and-moderate-income residents in the community through
expanded Food Pantry options, housing stability programs, and other support measures.
 Helped select a design firm for the new Elmwood Community Center/Library/Senior Center/Teen
Center facility.
 Continue to manage and improve operations to maximize delivery of high-quality programs in an

efficient and effective way.
 Assist the new Elmwood Community Center architecture team to produce a cohesive, ecologically
sensible and cost-effective design for a successful building.

13 -1
 Continue to oversee and administer Capital Improvement Program, with focus on safety, accessibility,
cost-saving measures or improving quality of life. Plans include the construction of Eisenhower Pool;
reconstruction of the Wolcott Park restroom and eastern parking lot; erecting a new driving range at
Rockledge Golf Club; and introducing softball dugouts at Sterling Complex and Norfeldt Field.
 Continue to implement sustainability initiatives, including a tree inventory and Tree Canopy Study, as
well as additional pollinator and rain gardens in public parks. Designate the Tree Action Group as West
Hartford’s Urban Forestry Advisory Committee.
 Celebrate Rockledge Golf Course’s Centennial Year.
 Reinstate senior center van services.
 Continue to act in cooperation with regional entities to address panhandling and housing instability.
 Prepare Community Development Block Grant Five-Year Consolidated Plan.

13 -2
DEPARTMENT OF LEISURE SERVICES AND SOCIAL SERVICES
BUDGET SUMMARY
Intergovernmental $ 107,930 $ 88,022 $67,822 $121,022 $116,022 31.8%
Charges for Services 1,170,604 971,148 808,162 1,094,648 1,000,891 3.1%
Miscellaneous Revenue 13,212 11,950 13,608 87,450 21,600 80.8%
Transfer In 6,437 9,000 31,248 53,496 494.4%
TOTAL $1,298,183 $1,080,120 $889,592 $1,334,368 $1,192,009 10.4%
Expenditures:
Wages & Salaries $2,326,304 $2,487,655 $1,455,494 $2,652,536 $2,681,914 7.8%
Social Security 121,372 138,485 66,904 139,248 154,818 11.8%
TOTAL $3,662,479 $3,829,514 $2,101,840 $4,237,583 $4,099,195 7.0%

General Fund 14.4 15.4 15.4 15.4 15.7
Leisure Services Fund 7.9 7.9 7.9 7.9 7.9
CDBG Fund 1.6 1.6 1.6 1.6 1.3
Westmoor Park Fund 2.1 2.1 2.1 2.1 2.1
TOTAL 26.0 27.0 27.0 27.0 27.0
The fiscal year 2025 budget for the Department of Leisure Services & Social Services increases $269,681
or 7.0% from the prior year. Wages and salaries increase $194,259 or 7.8%. This is primarily due to a partial
reallocation of Community Partnerships Manager from Community Development Block Grant to General
Fund, based on eligible activities, contract settlement, minimum wage increase for part-timers and merit
increases for eligible employees. A $59,089 increase to operating expense is primarily due to credit card
fees ($24,000), a strategic planning consultant in Case Management division ($8,000), Peer Awareness
Campaigns ($3,000), contractual increases for Dial-A-Ride ($14,750), The Bridge Inc. ($6,149) and the
Teen Center ($394), and an increase in chemical costs for the pools ($2,796). The balance of increases are
incorporated in each division’s operating costs and are highlighted in each division. The social security
variance reflects wage and salary adjustments.

13 -3
LEISURE SERVICES & SOCIAL SERVICES MANAGEMENT DIVISION
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $270,438 $273,377 $124,811 $273,377 $296,680 8.5%
Office Expense 5,714 3,800 1,565 3,425 3,200 -15.8%
Dues and Travel 1,629 1,593 1,795 1,665 1,695 6.4%
Training 956 1,000 818 1,023 1,000
Advertising 5,595 9,200 1,180 6,500 6,500 -29.3%
Telecommunications 700 700 700
Expense 623 250 44 250 250
Social Security 19,103 20,424 9,446 21,449 21,855 7.0%
TOTAL $438,588 $425,508 $223,928 $447,797 $473,637 11.3%

2021-22 2022-23 2023-24 2023-24 2024-2025
Director of Leisure & Social Services 0.85 0.85 0.85 0.85 0.85
Office Operations Specialist 0.70 0.70 0.70 0.70 0.70
Recreation Specialist 0.50 0.50 0.50 0.50 0.50
Leisure Services Manager 0.50 0.50 0.50 0.50 0.50
TOTAL 2.55 2.55 2.55 2.55 2.55

13 -4
LEISURE SERVICES & SOCIAL SERVICES MANAGEMENT DIVISION - BUDGET AND

PROGRAM HIGHLIGHTS
Regular Payroll: This appropriation funds 85% of the Director of Leisure Services & Social Services
position, 50% of the Leisure Services Manager, 70% of an Office Operations Specialist and 50% of a
Recreation Specialist.
Temporary Payroll: Funds for part-time employees who provide office administrative assistance and
support. This appropriation has increased primarily due to minimum wage increases.
Office Expense: This appropriation funds office supplies, paper, postage, and printing/copying. The slight
decrease is based on historical trends.
Dues & Travel: This budget maintains registrations in the National, New England, and Connecticut
Recreation/Parks Associations. These memberships are necessary to stay current with industry trends and
maintain access to national and local databases. The slight increase is due to registration increase.
Training: This appropriation provides training funds for local workshops and other professional
development programs to maintain staff certifications.
Advertising: This budget funds a portion of the printing of the Leisure Services Program Guide. This guide
is also partially funded by the Enterprise Fund. In fiscal year 2025, printing costs decrease as less printed
copies of program guides are necessary as the department utilizes social media as an alternative.
Professional Services: The expense is associated with a portion of the cost of a graphic designer for the
department and the recreation program brochures. The increase represents increased graphic designer costs.
Contractual Services: This appropriation pays for bank fees related to customer credit card purchases. The
point-of-sale system requires on-line registration. This allocation increases/decreases and is based on the
credit card fees determined by the volume of transactions.
Information Technology: This appropriation funds annual software costs for the point-of-sale system for
Leisure Services.
Telecommunications: Funds desktop telephone services including maintenance, long-distance and circuits
for the department’s main office.
Vehicle & Equipment Expense: These funds are included for costs associated with gasoline for Town
vehicles assigned to the department.

13 -5
CASE MANAGEMENT DIVISION
SUMMARY OF REVENUES
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Intergovernmental $27,050 $ 7,142 $28,642 $40,142 $35,142 392.0%
Charges for Services 5,000 5,000 5,000 5,000
Transfer In 6,437 9,000 31,248 53,496 494.4%
TOTAL $38,487 $21,142 $28,642 $76,390 $93,638 342.9%
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $552,309 $632,152 $280,386 $661,211 $678,004 7.3%
Office Expense 5,649 5,950 2,300 6,350 6,750 13.4%
Dues and Travel 1,353 2,270 625 2,320 2,370 4.4%
Training 1,025 1,000 600 1,100 1,750 75.0%
Advertising 750 2,250 3,750 400.0%
Office Equipment 525 500 175 600 700 40.0%
General Contributions 213,209 222,571 75,513 222,571 229,114 2.9%
Telecommunications 2,396 1,968 784 2,174 2,174 10.5%
Vehicle & Equipment
Expense 199 100 23 100 100
Town Assistance 12,551 20,500 75 45,678 15,500 -24.4%
ADA Expenditures 626 750 4,352 1,000 1,250 66.7%
Social Security 42,460 47,430 23,129 47,678 57,936 22.2%
TOTAL $936,480 $1,056,651 $474,402 $1,160,980 $1,169,273 10.7%

2021-22 2022-23 2023-24 2023-24 2024-2025
Assistant Director of Social Services 1.0 1.0 1.0 1.0
Social Services Manager 1.0 1.0 1.0 1.0 1.0
Social Worker 3.0 3.0 3.0 3.0 3.0
Senior Staff Assistant 1.0 1.0 1.0 1.0 1.0
Community Partnership Manager .45 .45 .45 .45 .75
TOTAL 5.45 6.45 6.45 6.45 6.75
13 -6
CASE MANAGEMENT - BUDGET AND PROGRAM HIGHLIGHTS
Regular Payroll: This appropriation funds the positions detailed on the previous page. The appropriation
includes merit increases for eligible employees along with the Assistant Director of Social Services. In
fiscal year 2025 the Community Partnership Manager is funded (75%) by the General Fund.
Temporary Payroll: This appropriation funds two part-time social workers (900 hours each), a part-time
Volunteer Coordinator (450 hours). In fiscal year 2025, additional funds are added to part time payroll for
a prevention coordinator which will be funded by the Opioid Settlement monies received.
Office Expense: This account is for office supplies, paper, printing/copying and postage. The increase
represents an increase for postage of mailing applications and a Notary license.
Dues & Travel: This appropriation funds license fees for licensed clinical social workers and a licensed
substance abuse counselor. It also reflects dues for C.L.A.S.S., the statewide professional organization for
social service administrators. The slight increase is for additional outreach materials.
Training: Licensed social workers and the substance abuse counselor are required to attend training and
earn continuing education credits and will take advantage of on-line courses to control costs. In fiscal year
2025 the increase represents an increase for staff to attend conferences.
Advertising: This appropriation funds notices and the increase is for peer awareness campaigns (6 at $500
each), which is offset by monies received from the Opioid Settlement.
Professional Services: Grant-funded Home Health Care Services are provided on a short-term basis to
assist the elderly and fund emergency response systems to enable the elderly to live safely in their homes.
Also includes efforts to support local substance abuse prevention activities of the West Hartford Prevention
Council, funded by a State grant (Amplify).
Contractual Services: This appropriation funds contractual obligations. In fiscal year 2025 the increase
represents a pass-through grant to Bridge Family Center($15,000) and a second payment for the Department
of Social Services strategic plan ($8,000).
Office Equipment: Used for the purchase of minor equipment, as needed. A CPI increase is included.
General Contributions: This appropriation funds the Town’s contractual agreement with Bridge Family
Services for all youth services and the teen center and includes a 3% contractual increase over the prior
year.
Information Technology: This appropriation funds software maintenance costs for a system that manages
social services client data. This appropriation increases based on user licenses.
Telecommunications: This account funds desktop telephone services including maintenance, long-
distance and circuits and is increased based upon experience. The slight increase is based on historical
trends.
Vehicle & Equipment Expense: These funds are included for the cost associated with gasoline for Town
vehicles assigned to the department. Primary use of this vehicle is for the Police Liaison’s Social Worker.
13 -7
Town Assistance: This account is for expenditures related to evictions and foreclosures experienced by
Town residents. In fiscal year 2025, the reduction is based on historical trends.
ADA Expenditures: This account reflects funding for the occasional need for ADA-required services,
including any need for a deaf interpreter for the Persons with Disabilities Commission meetings. A CPI
increase is included.

Case Management
(Fiscal Year)
2019 2020 2021 2022 2023
Number of new individuals
886 407 363 417 612
receiving case management
# of children/youth (0- 18) 65 65 49 57 91
# of adults (19-64) 537 140 140 162 293
# of seniors (65+) 284 202 174 198 228
Number of Social Work Police
Liaison referrals n/a n/a n/a 89* 407
Number of Juvenile Review Board/
Truancy referrals 65 21 50 82 73
Number of Community Court
referrals 85 49 0 73 88
* Partial year.

13 -8
COMMUNITY & NEIGHBORHOOD SERVICES DIVISION
SUMMARY OF REVENUES
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Greater Hartford Transit
District Dial-A-Ride Grant $22,110 $22,110 $22,110 $22,110 $22,110
Expanded Dial-A-Ride 58,770 58,770 17,070 58,770 58,770
Dial-A-Ride Contributions 13,070 10,000 13,560 10,500 16,100 61.0%
TOTAL $93,950 $90,880 $52,740 $91,380 $96,980 6.7%
2022-23 2023-24 6 Months 2023-24 2024-25 Change
General Contributions $ 30,786 $ 35,000 $ 10,878 $ 32,277 $ 35,000
Dial-A-Ride Transportation 274,968 295,000 97,366 295,000 309,750 5.0%
Expanded Dial-A-Ride
TOTAL $305,754 $330,000 $108,244 $327,277 $344,750 4.5%
COMMUNITY & NEIGHBORHOOD SERVICES – BUDGET AND PROGRAM HIGHLIGHTS
General Contributions: This appropriation funds utility costs for three Town facilities operated by non-
profit organizations: Sarah Whitman House ($5,000), West Hartford Art League ($15,000), and Noah
Webster ($15,000).
Dial-A-Ride Transportation: This line funds door-to-door transportation for West Hartford residents who
are elderly or disabled. In fiscal year 2025 a contractual increase ($14,750) is included. Projected Dial-A-
Ride contributions reflect increased revenue from a recommended annual membership fee price increase.
Expanded Dial-A-Ride: This State Department of Transportation grant helps fund expanded Dial-A-Ride
services.

13 -9
ELMWOOD COMMUNITY CENTER
SUMMARY OF REVENUES
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Day Care Rental $36,924 $38,148 $19,074 $38,148 $39,408 3.3%
General Admissions 11,689 12,000 7,916 12,000 12,000
Program Revenue 705,495 535,000 543,983 650,000 543,983 1.7%
Rental of Facilities 46,875 40,000 23,269 40,000 42,000 5.0%
TOTAL $800,983 $625,148 $594,242 $740,148 $637,391 2.0%
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $196,354 $197,499 $89,899 $198,249 $199,494 1.0%
Overtime 154 2,000 1,036 2,029 2,000
Office Expense 1,277 1,550 1,195 1,920 2,150 38.7%
Dues and Travel 35 400 200 200 -50.0%
Training 1,748 5,000 5,000 5,000
Advertising 279 700 317 700 700
Professional Services 150 150 150
Telecommunications 128 1,000 116 500 1,000
Miscellaneous 145 1,000 239 1,000 1,000
Recreational Supplies 40,997 24,400 32,462 41,500 25,000 2.5%
Social Security 23,508 30,601 14,338 30,601 29,898 -2.3%
TOTAL $932,001 $826,260 $596,787 $1,028,799 $847,113 2.5%

2021-22 2022-23 2023-24 2023-24 2024-2025
Facility Supervisor 1 1 1 1 1
TOTAL 2.5 2.5 2.5 2.5 2.5

13 -10
ELMWOOD COMMUNITY CENTER - BUDGET AND PROGRAM HIGHLIGHTS
Regular Payroll: This appropriation funds one Facility Supervisor position, one Senior Staff Assistant
position and 50% of a Recreation Specialist. Regular payroll includes estimated merits, when applicable.
Temporary Payroll: This appropriation funds part-time employees who provide staffing for office
management, on-and-off-site programs, program and clerical support, and fitness programs. In addition, a
Program Coordinator, Recreation Coordinators (2) and Playground Leaders (10) work directly with special
needs children and adults. The increase in fiscal year 2025 reflects minimum wage increases.
Overtime: This appropriation funds overtime for Facilities custodial staff who handle special events.
Office Expense: This account funds all office supplies, postage, printing/copying and paper for programs
and newsletters. A CPI increase is included.
Dues & Travel: This budget includes dues to two professional organizations, the National Recreation and
Park Association and the Connecticut Recreation and Park Association, and mileage reimbursement for off-
site meetings. The slight reduction is based on historical trends.
Training: The training appropriation funds professional development programs and training opportunities
for staff along with CPR training.
Advertising: This appropriation funds the cost associated with promoting camps and programs, as well as
notices of summer job openings.
Professional Services: This budget originally funded marketing services provided by an outside consultant
and in fiscal year 2025 it allocates funds for special event services.
Contractual Services: This appropriation reflects costs for instructors, musicians, dancers and entertainers
to perform at events throughout the year, and instructors for special programs. The slight increase in fiscal
year 2025 represents a cost-of-living increase for performers.
Telecommunications: This appropriation funds desktop telephone services for the Elmwood Community
Center as well as staff cell phones for camps and bus trip emergencies.
Operating Expense - Miscellaneous: This appropriation covers supplies and materials, equipment,
refreshments, prizes, decorations and paper products for Special Events.
Recreational Supplies: This budget covers supplies for programs, classes, and camps, as well as camp
staff shirts, first-aid supplies, and sports and fitness equipment. The slight increase in fiscal year 2025 is
due to increased costs in supplies.

13 -11

Elmwood Community Center
(Fiscal Year)
2019 2020 2021 2022 2023
Number of instructional programs 359 294 92 302 342
Number of program registrations 2,568 2,468 876 3,154 5,667
Number of registrations for special
events and trips 1,235 712 0 433 287

13 -12
ELMWOOD SENIOR CENTER
SUMMARY OF REVENUES
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Memberships $18,001 $18,000 $7,100 $10,000 $8,000 -55.6%
Program Registration 47,281 40,000 23,594 45,000 48,000 20.0%
Rental of Facilities 270 2,000 61 500 500 -75.0%
Special Events 5,931 7,500 4,679 7,500 9,500 26.7%
Contributions/Commissions 35 200 200 500 150.0%
TOTAL $71,518 $67,700 $35,434 $63,200 $66,500 -1.8%
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $60,479 $63,331 $28,681 $63,331 $66,632 5.2%
Temporary Payroll 73,692 87,768 48,532 87,768 80,000 -8.9%
Office Expense 1,972 6,650 1,333 6,650 6,650
Dues and Travel 90 895 577 895 895
Advertising 3,210 4,000 858 4,000 4,000
Telecommunications 210 1,270 1,270 1,270
Recreational Supplies 954 1,685 414 1,685 1,685
Special Events 3,372 2,500 1,362 2,500 2,500
Transportation 500 500 500
Social Security 8,151 5,938 4,535 8,233 5,954 0.3%
TOTAL $194,213 $211,637 $98,198 $213,932 $207,186 -2.1%

2021-22 2022-23 2023-24 2023-24 2024-2025
Program Supervisor
Recreation Specialist 1 1 1 1 1
TOTAL 1 1 1 1 1

13 -13
ELMWOOD SENIOR CENTER - BUDGET AND PROGRAM HIGHLIGHTS
Regular Payroll: This appropriation is for the full-time Recreation Specialist position and includes
anticipated merit increases.
Temporary Payroll: This appropriation funds two Office Assistants, one Program Coordinator, one
Nutrition Coordinator, and two Facility Supervisor positions for the Senior Fitness Center.
Office Expense: This appropriation funds all office supplies, printing/copying and postage for the
Elmwood Senior Center. Included is printing and mailing of monthly newsletters for the Squires and
Regents Men’s Clubs, quarterly mailing of the Senior Bulletin, and membership cards and applications for
the Senior Center and Senior Fitness Center and is reduced based upon anticipated need. Also, Board of
Education print shop prints the Senior Center’s Creative Writing Booklet, Senior Housing Fair programs,
Health and Wellness Fair Programs and Town forms.
Dues & Travel: This account funds dues for the Connecticut Association of Senior Center Personnel,
Connecticut Recreation and Park Association, National Council on Aging, and National Recreation and
Park Association. In addition, mileage reimbursement is included in this appropriation.
Training: This appropriation is for staff first aid/CPR training.
Advertising: This appropriation supports advertisements in local newspapers for special events and
programs such as the Fitness Center Open House, Health and Wellness Fair and Senior Housing Fair.
Contractual Services: This appropriation is the fee for instructor fees for all instructional classes at the
Elmwood Senior Center.
Office Equipment: This appropriation funds the replacement of computers in the senior computer training
room, minor office equipment, and replacement weights for the fitness center.
Telecommunications: This appropriation funds the cost of telephone service and cable television for the
Senior Center and internet access for the Computer Training Center.
Recreational Supplies: Supplies related to numerous programs and activities (such as billiards, table
tennis, volleyball, basketball, and arts and crafts) are purchased with this appropriation.
Special Events: This account funds program support, supplies, entertainment, and refreshments for special
events.
Transportation (previously Town Assistance): This appropriation funds Senior trips.

13 -14

Elmwood Senior Center
(Fiscal Year)
2019 2020 2021 2022 2023
Number of members 837 702 474 625 700
Number of program registrations 1,378 830 514 1,830 1,867
Number of recreational, special events
and trip visitations 39,514 26,344 0 0 33,373

13 -15
WEST HARTFORD SENIOR CENTER
SUMMARY OF REVENUES
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Memberships $20,022 $ 21,000 $9,668 $ 21,000 $10,500 -50.0%
Rental of Facilities 8,246 9,000 6,705 9,000 9,000
Special Events 17,501 22,000 4,722 22,000 23,500 6.8%
Contributions 107 1,750 1,750 5,000 185.7%
TOTAL $99,031 $113,750 $54,561 $113,750 $118,000 3.7%
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $90,523 $91,450 $42,034 $91,450 $96,585 5.6%
Overtime 1,000 1,000 1,000
Office Expense 2,324 5,785 783 5,785 5,985 3.5%
Dues and Travel 190 1,635 43 1,635 1,635
Advertising 2,038 2,800 1,540 2,800 2,800
Telecommunications 230 280 130 280 280
Misc. 275 275 275
Recreational Supplies 521 500 350 500 500
Special Events 1,813 1,860 275 1,860 6,860 268.8%
Social Security 11,022 13,693 4,168 12,637 16,899 23.4%
TOTAL $235,112 $275,578 $109,116 $274,522 $303,035 10.0%

2021-22 2022-23 2023-24 2023-24 2024-2025
Facility Supervisor 1 1 1 1 1
TOTAL 1 1 1 1 1

13 -16
WEST HARTFORD SENIOR CENTER - BUDGET AND PROGRAM HIGHLIGHTS
Regular Payroll: The West Hartford Senior Center is staffed with one full-time Supervisor who oversees
management for both Senior Center branches.
Temporary Payroll: The temporary payroll appropriation funds part-time clerical staff who coordinate
key components of the daily operation of the Senior Center including office duties, volunteer recruitment
and monitoring, special event assistance, fitness center monitoring, bulletin production and other day-to-
day issues that arise.
Overtime: This account funds facilities maintenance overtime as necessary.
Office Expense: Office supplies, printing/copying and postage for mailing bulletins, flyers and other
informational publications to the senior members are charged to this account. An increase in supplies is
included.
Dues & Travel: This appropriation is used to fund dues to the statewide senior organization, licenses to
show movies at the Senior Center and mileage reimbursements between Bishop’s Corner Senior Center and
Elmwood Community Center.
Training: These funds are used for professional training for staff.
Advertising: The Senior Center advertises the fitness center, rental opportunities, and produces a senior
bulletin.
Contractual Services: This appropriation funds contracts with instructors that teach the many and varied
classes offered by the West Hartford Senior Center. In fiscal year 2025 a portion of the budget ($5,000) is
transferred to Special Events.
Office Equipment: This account funds the Center’s annual fitness maintenance contract and equipment,
as required.
Telecommunications: This account funds telephone, cable and internet services.
Operating Expense – Misc.: This account funds unanticipated office and operating expenses, as needed.
Recreational Supplies: This account funds supplies, such as game components or movie rentals, for classes
and activities to better serve the patrons of the Senior Center.
Special Events: Expenditures for special events at the Senior Center which are offset by revenue from the
programs. In fiscal year 2025 a portion of Contractual Services budget ($5,000) is transferred to Special
Events to better categorize the expense.

13 -17

West Hartford Senior Center
(Fiscal Year)
2019 2020 2021 2022 2023
Number of members 849 716 519 639 729
Number of program registrations 1,633 1,368 538 1,792 1,867
Number of recreational, special events
and trip visitations 70,989 51,029 0 0 41,214

13 -18
PARKS & GYMS DIVISION
SUMMARY OF REVENUES
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Miscellaneous Charges for
Services $ 4,062 $ 1,000 $ 320 $ 1,000 $ 1,000
Rental of Facilities 12,927 8,000 360 8,000 8,000
Contributions 75,000
TOTAL $16,989 $ 9,000 $ 680 $84,000 $ 9,000
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $71,570 $83,668 $38,397 $83,668 $87,101 4.1%
Overtime 3,974 11,500 1,698 11,500 11,500
Office Expense 50 50
Dues & Travel 1,200 400 600 800 -33.3%
Professional Services 500 250 500
Uniforms & Laundry 634 650 268 750 800 23.1%
Telecommunications 3,108 2,600 893 2,600 2,600
Expense 3,274 2,250 425 2,250 2,250
Recreational Supplies 1,426 1,800 389 76,800 1,800
Transportation 9,331 10,000 9,371 10,000 10,000
Social Security 6,226 8,061 3,591 8,061 8,760 8.7%
TOTAL $176,788 $207,493 $101,718 $276,229 $215,348 3.8%

2021-22 2022-23 2023-24 2023-24 2024-2025
Facility Supervisor** 0.45 0.45 0.85 0.85 0.85
Crew Leader* 0.40
Grounds Maintainer 0.40
TOTAL 0.85 0.85 0.85 0.85 0.85
* In fiscal year 2024, 40% of the Crew Leader was transferred from the Parks & Gyms division to the Outdoor Pool
division.
** In fiscal year 2024, 40% of the Facility Supervisor was transferred from the Outdoor Pools division to the Parks &
Gyms division.

13 -19
PARKS & GYMS - BUDGET AND PROGRAM HIGHLIGHTS
Regular Payroll: This appropriation funds a Facility Supervisor (0.85). The budget reflects applicable
Temporary Payroll: This appropriation funds staff at Camp Hillcrest, park supervision and winter gym
supervisors.
Overtime: Labor costs associated with weekend operation, emergency call backs and spring set-ups are
included in this account.
Office Expense: The Board of Education’s print shop is used for the printing of staff manuals, handbooks
for parents, and flyers for Camp Hillcrest.
Dues & Travel: This funds the required certifications and licenses. Every four (4) years the Playground
Safety Certification is required to be renewed. The decrease in fiscal year 2025 is based on historical trends.
Professional Services: This appropriation funds an outside marketing consultant.
Contractual Services: This appropriation funds the set-up of the Har-Tru tennis courts at Fernridge Park
in the spring.
Uniforms & Laundry: In accordance with union contracts, uniforms and safety equipment are provided
to staff. A CPI increase is included.
Telecommunications: This appropriation funds the cost of cable and internet.
Vehicles & Equipment Expense: This account is used for gasoline for trucks and equipment utilized in
the park’s operation.
Maintenance & Repairs: Playground repairs and minor equipment repairs (such as tennis court nets) are
funded with this appropriation. The increase in fiscal year 2025 is related to increased cost of repairs.
Recreational Supplies: This appropriation is for first aid supplies, arts and crafts supplies, and sports
equipment for Camp Hillcrest.
Transportation (previously Town Assistance): This appropriation pays for bus transportation to and from
Kennedy Park for the Hillcrest Camp program.

Parks & Gyms
(Fiscal Year)
2019 2020 2021 2022 2023
Park permits issued 19 20 8 2 11
Field uses scheduled (prior calendar year) 18,848 18,500 n/a 18,500 18,500

13 -20
OUTDOOR POOLS DIVISION
SUMMARY OF REVENUES
2022-23 2023-24 6 Months 2023-24 2024-25 Change
General Admission $110,786 $90,000 $89,495 $105,000 $101,000 12.2%
Memberships 28,377 30,000 15,390 25,000 29,500 -1.7%
Miscellaneous Charges for
Services 2,500 2,500 5,000 100.0%
TOTAL $177,225 $152,500 $123,293 $165,500 $170,500 11.8%
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $95,438 $83,803 $42,735 $83,803 $96,348 15.0%
Overtime 13,662 5,000 16,124 18,268 5,000
Office Expense 280 1,600 223 1,550 1,400 -12.5%
Uniforms & Laundry 634 650 268 750 750 15.4%
Telecommunications 4,888 1,400 484 1,800 1,400
Expense 1,130 1,200 1,741 1,700 1,700 41.7%
Miscellaneous 26,547 27,000 15,552 27,000 30,000 11.1%
Recreational Supplies 362 10,000 2,566 10,000 10,000
Social Security 10,902 12,338 7,697 10,589 13,516 9.5%
TOTAL $443,543 $496,387 $389,447 $508,047 $538,853 8.6%

2021-22 2022-23 2023-24 2023-24 2024-2025
Facility Supervisor** 0.40 0.40
Crew Leader* 0.40 0.80 0.80 0.80
Grounds Maintainer* 0.40
TOTAL 1.05 1.05 1.05 1.05 1.05
* The Grounds Maintainer was reallocated to a Crew Leader in fiscal year 2023. In fiscal year 2024, 40% of the Crew
Leader was transferred from Parks & Gyms division to Outdoor Pools division.
** In fiscal year 2024, 40% of the Facility Supervisor was transferred from the Outdoor Pools division to the Parks & Gyms
division.

13 -21
OUTDOOR POOLS - BUDGET AND PROGRAM HIGHLIGHTS
Regular Payroll: This appropriation funds portions of a Leisure Services Manager position and a Crew
Leader position. Merit increases are included where applicable.
Temporary Payroll: This appropriation covers staff at outdoor pools including Managers, Assistant
Managers, Water Safety Instructors, Lifeguards, Swim Team Coaches, and Cashiers. In addition, it funded
four seasonal maintenance positions used for setting up the pools, maintaining the pools throughout the
season, and providing grounds maintenance and event support.
Overtime: The overtime appropriation is used for set up of the pool facilities and splash pads, as well as
maintaining a seven day a week operation throughout the summer season. In addition, these funds are used
for emergency pool coverage.
Office Expense: The cost of staff manuals, daily revenue sheets and internet connectivity are funded via
this appropriation, as well as minor printing and binding. The slight decrease is based on historical levels.
Dues & Travel: This appropriation covers the mileage reimbursement for program coordinators, as well as
certification courses necessary to maintain licenses for full-time staff.
Contractual Services: This appropriation is for the cost of American Red Cross lifeguard safety programs.
In addition, this appropriation funds the contract with Health Fitness to manage outdoor pool operations.
The slight increase in fiscal year 2025 directly relates to the Health Fitness management contract.
Uniforms & Laundry: In accordance with union contracts, uniforms and safety equipment are provided
to staff. The fluctuation within this account is directly related to the staff assigned to this division and
eligible by union contract.
Telecommunications: This account funds telephone service at the outdoor pools and Beachland House.
Vehicles & Equipment Expense: The cost of fuel and general maintenance for one pickup truck used for
transportation between pool locations is charged to this account. The increase in fiscal year 2025 is related
to the increase of gas prices.
Operating Expense - Miscellaneous: This account funds seasonal pool chemicals such as chlorine,
calcium chloride, stabilizer, etc. in order to ensure that all pools are safe for public use. In fiscal year 2025
the increase is directly related to the cost of pool chemicals.
Maintenance & Repairs: This appropriation funds custodial supplies (paper products and cleaning
chemicals), light bulbs, keys, minor hardware items, sensors for water monitoring and minor electrical
supplies. Repairs and maintenance of a larger scale are funded via the Capital Non-Recurring Expenditure
Fund. In fiscal year 2025 a CPI increase is included.
Recreational Supplies: This appropriation covers all supplies associated with the outdoor pools including
first aid and safety equipment, uniforms and supplies.

13 -22

Outdoor Pools
(Fiscal Year)
2019 2020 2021 2022 2023
Number of swim lesson registrations 1,227 1,944 0 1,776 2,216

13 -23

BUDGET IN BRIEF
LEISURE SERVICES FUND
RESOURCES 2022-2023 2023-2024 2023-2024 2024-2025
Charges for Services $ 5,137,872 $ 5,312,145 $ 5,323,981 $ 5,635,240

Westmoor Park Contribution 20,000 20,000 20,000 20,000
Transfer In 50,000 50,000 50,000 50,000
Total Revenues & Other Resources $ 5,267,766 $ 5,432,145 $ 5,460,481 $ 5,767,740

OTHER USES 2022-2023 2023-2024 2023-2024 2024-2025
Community Programming $ 746,935 $ 761,841 $ 789,334 $ 777,522

Skating Rink Services 1,097,253 986,918 1,169,657 1,156,009
Rockledge Golf Course 1,553,191 1,577,226 1,606,722 1,759,906
Buena Vista Golf Course 188,094 180,610 192,491 179,505
Cornerstone Pool Operations 1,434,198 1,282,094 1,408,495 1,456,085
WH Meeting & Conference Center 29,245 30,839 24,855 33,133
Celebrate West Hartford 130,690 159,490 164,320 173,976
Total Expenditures and Other Uses $ 5,179,606 $ 4,979,018 $ 5,355,874 $ 5,536,136
CHANGE IN FUND BALANCE $ 88,160 $ 453,127 $ 104,607 $ 231,604
7/1 OPERATIONAL BALANCE ($4,198,936) ($4,160,776) ($4,160,776) ($4,106,169)

6/30 OPERATIONAL BALANCE ($4,160,776) ($3,757,649) ($4,106,169) ($3,924,565)
7/1 DEBT SERVICE BALANCE ($ 379,331) ($ 329,331) ($ 329,331) ($ 279,331)

6/30 DEBT SERVICE BALANCE ($ 329,331) ($ 279,331) ($ 279,331) ($ 229,331)
TOTAL 6/30 FUND BALANCE ($4,490,107) ($4,036,980) ($4,385,500) ($4,153,896)

13 -24
Fund: Leisure Services Enterprise Fund

Department: Leisure Services & Social Services
PURPOSE:
This fund was established to account for all the costs associated with the Town’s leisure services programs,
which currently include a skating rink, two golf courses, an indoor aquatic facility, a conference center,
community programs, and the Town’s annual Celebrate! West Hartford event. The purpose of the fund was
to isolate the costs and revenues associated with the programs for accounting purposes while granting the
program managers greater flexibility to allow them to better respond to customer demands for programs
and to increase opportunities to be more entrepreneurial in their program offerings.
LONG TERM STRATEGY:

The Town’s strategic plan for Leisure Services recommended a restructuring to align the department in
order to focus on two key areas: Civic Engagement and Active & Healthy Lifestyle. Several of the programs
subsidized by the General Fund budget were transferred to the General Fund beginning in fiscal year 2009.
The intent was to eliminate the annual subsidy to the Leisure Services Fund and enable the department to
focus on the operating results of the “self-supporting” leisure programs.
FUND PERFORMANCE:
2019 2020 2021 2022 2023

Revenues:
Charges for Service $3,685,000 $3,142,000 $2,943,000 $4,054,000 $5,138,000
Miscellaneous 9,000 125,000 23,000 48,000 60,000
TOTAL REVENUES $3,694,000 $3,267,000 $2,966,000 $4,102,000 $5,198,000
Expenses:
Operational $4,527,000 $3,922,000 $3,383,000 $4,945,000 $5,180,000
TOTAL EXPENSES $4,527,000 $3,922,000 $3,383,000 $4,945,000 $5,180,000
CONTRIBUTED
CAPITAL 20,000 20,000 20,000 20,000 20,000
ADJUSTMENT
TRANSFERS
FROM OTHER 250,000 50,000 50,000 50,000 50,000
FUNDS
OPERATING ($563,000) ($585,000) ($347,000) ($773,000) $88,000
RESULTS
FUND BALANCE ($2,883,000) ($3,468,000) ($3,815,000) ($4,588,000) ($4,490,000)

13 -25

REVIEW OF PERFORMANCE:
The Leisure Services Fund has traditionally struggled to achieve an operating profit. In fiscal year 2023,
the Fund earned $5,267,766 in operating revenues including a $20,000 contribution from Westmoor Park.
In addition, a transfer of $50,000 was made from the Debt Service Fund to reduce the accumulated deficit
in the fund related to debt payments on Veterans Memorial Skating Rink. Expenditures totaled $5,179,606,
an addition of $88,160 in fund balance, bringing the fund deficit to $4,490,107 at June 30, 2023.
FISCAL YEAR 2024 OPERATING RESULTS:

The adopted budget anticipated a surplus of $453,127 for fiscal year 2024. However, a current estimate
indicates a probable gain of $104,607 for the year as programs continue to recover from the pandemic.
Operating results by program are detailed on the next page.
FISCAL YEAR 2025 BUDGET:

The fiscal year 2025 budget estimates revenues of $5,767,740 with expenditures of $5,536,136, resulting
in a surplus of $231,604. A transfer from the Debt Service Fund in the amount of $50,000 is anticipated to
partially offset the outstanding debt service liability from Fiscal Years 2001-2004. These debt service
payments were made on bonds issued to renovate Veterans Memorial Skating Rink. It is not the Town’s
practice to charge debt service to individual operating divisions, nor was the operating revenue earned by
the Leisure Services Fund sufficient to cover these expenditures.

13 -26

Leisure Services Fund
Operating Results by Facility
Actual Adopted Estimated Proposed
2022-2023 2023-2024 2023-2024 2024-2025
Community Programming
Revenue $ 935,198 $ 879,105 $ 890,842 $ 887,500
Expenditures 746,935 761,841 789,334 777,522
Operating Income (Loss) 188,263 117,264 101,508 109,978
Veterans Skating Rink

Revenue 1,204,864 1,091,900 1,220,895 1,158,900
Expenditures 1,097,253 986,918 1,169,657 1,156,009
Rockledge Golf Course

Revenue 1,478,884 1,688,140 1,479,800 1,779,340
Expenditures 1,553,191 1,577,226 1,606,722 1,759,906
Operating Income (Loss) (74,307) 110,914 (126,922) 19,434
Buena Vista Golf Course

Revenue 206,370 232,000 225,944 242,000
Expenditures 188,094 180,610 192,491 179,505
Cornerstone Aquatics
Revenue 1,179,044 1,326,000 1,395,000 1,460,000
Expenditures 1,434,198 1,282,094 1,408,495 1,456,085
Operating Income (Loss) (255,154) 43,906 (13,495) 3,915
WHMCC
Revenue 65,068 45,000 78,000 60,000
Expenditures 29,245 30,839 24,855 33,133
Celebrate! West Hartford

Revenue 198,338 170,000 170,000 180,000
Expenditures 130,690 159,490 164,320 173,976
Total
Revenue 5,267,766 5,432,145 5,460,481 5,767,740
Expenditures 5,179,606 4,979,018 5,355,874 5,536,136
Operating Income (Loss) $ 88,160 $ 453,127 $ 104,607 $ 231,604

13 -27
LEISURE SERVICES ENTERPRISE FUND

The Leisure Services Enterprise Fund was established to provide the flexibility needed to maintain, improve
and expand services to meet the continuously evolving needs of the community. The fund diminishes
Leisure Service reliance on the General Fund, requiring that programs and services become self-supporting
on a yearly basis.
BUDGET SUMMARY
DEPARTMENT OF LEISURE SERVICES
Charges for Services $5,137,872 $5,312,145 $2,844,889 $5,323,981 $5,635,240 6.1%
Westmoor Park Contribution 20,000 20,000 20,000 20,000
Miscellaneous Revenue 59,894 50,000 6,500 66,500 62,500 25.0%
Transfer In 50,000 50,000 50,000 50,000
TOTAL $5,267,766 $5,432,145 $2,851,389 $5,460,481 $5,767,740 6.2%
Expenditures:
Wages & Salaries $1,342,694 $1,348,088 $765,708 $1,483,439 $1,558,488 15.6%
Operating Expense 3,074,693 2,867,913 1,630,080 3,092,624 3,099,602 8.1%
Fringe Benefits 762,219 763,017 384,453 779,811 878,046 15.1%
TOTAL $5,179,606 $4,979,018 $2,780,241 $5,355,874 $5,536,136 11.2%

Director of Leisure Services & Social Services 0.10 0.10 0.10 0.10 0.10
Skating Rink Supervisor 1.00 1.00 1.00 1.00 1.00
Facility Supervisor 0.05 0.05 0.05 0.05 0.05
Golf Course Superintendent 1.00 1.00 1.00 1.00 1.00
Assistant Golf Course Superintendent 1.00 1.00 1.00 1.00 1.00
Crew Leader 0.70 0.70 0.70 0.20 0.20
Equipment Mechanic 1.00 1.00 1.00 1.00 1.00
TOTAL 7.90 7.90 7.90 7.90 7.90
The fiscal year 2025 Leisure Services Fund budget increases $557,118 or 11.2% from the prior year. Wages
and salaries reflect estimated merit increases for full-time employees. Operating expenses increase
$231,689 primarily due to increasing programs to pre-pandemic levels and the increased utility costs.

13 -28

SUMMARY OF EXPENDITURES BY PROGRAM

Program 2022-23 2023-24 6 Months 2023-24 2024-25 Change
Community Programming $ 746,935 $ 761,841 $543,555 $789,334 $777,522 2.1%
Skating Rink Services 1,097,253 986,918 639,930 1,169,657 1,156,009 17.1%
Rockledge Golf Course 1,553,191 1,577,226 854,405 1,606,722 1,759,906 11.6%
Buena Vista Golf Course 188,094 180,610 73,580 192,491 179,505 -0.6%
Cornerstone Pool Operations 1,434,198 1,282,094 650,159 1,408,495 1,456,085 13.6%
WH Meeting & CC 29,245 30,839 9,938 24,855 33,133 7.4%
Celebrate West Hartford 130,690 159,490 8,674 164,320 173,976 9.1%
TOTAL $5,179,606 $4,979,018 $2,780,241 $5,355,874 $5,536,136 11.2%

Leisure Services Enterprise Fund
(Fiscal Year)
2019 2020 2021 2022 2023
Total number of instructional programs
offered 5,266 2,689 379 707 1,195
Total number of instructional program
registrations for all programs 21,750 15,814 2,162 9,661 15,231
Value of subsidized use of recreational
facilities $373,663 $337,212 $226,000 $321,459 $356,160
Public session attendance at Skating
Rink 22,978 24,500 10,565 27,176 25,370
Number of golf rounds – Rockledge 32,978 34,337 47,772 39,086 41,502
Number of golf rounds – Buena Vista 8,381 10,083 18,202 13,961 15,067

13 -29

2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $626,841 $634,955 $303,934 $636,733 $694,917 9.4%
Overtime 43,553 53,673 29,163 50,773 56,273 4.8%
Office Expense 16,476 12,440 10,641 17,456 13,726 10.3%
Dues and Travel 7,569 8,530 3,014 9,161 10,530 23.4%
Training 1,000
Advertising 11,391 19,900 2,469 19,560 19,800 -0.5%
Contractual Services 1,505,227 1,407,512 953,005 1,572,255 1,562,321 11.0%
Office Equipment 1,440 5,500 5,500 5,700 3.6%
Meals 300
Uniforms & Laundry 5,896 5,650 1,357 5,650 5,650
General Contributions 1,054 200 500 500 150.0%
Information Technology 5,774 7,111 181 7,311 7,517 5.7%
Utilities 494,180 560,573 200,764 549,869 562,589 0.4%
Vehicles & Equipment Expense 37,756 36,300 17,769 36,300 38,300 5.5%
Operating Expense – Misc. 220,388 198,965 162,092 235,750 231,715 16.5%
Depreciation 87,073 8,504 8,504 8,504
Merchandise for Resale 52,116 35,600 28,872 46,148 37,100 4.2%
Recreational Supplies 52,663 44,300 26,862 36,827 47,400 7.0%
Special Events 43,510 35,000 1,835 40,000 43,000 22.9%
Transportation 6,454 7,500 5,595 7,500 7,500
Rental/Leases 94,999 112,930 54,929 112,930 117,930 4.4%
Social Security 64,721 62,468 34,179 65,684 72,037 15.3%
Pension 290,279 249,529 124,764 249,529 281,954 13.0%
Contingency 13,578 34,444 100.0%
TOTAL $5,179,606 $4,979,018 $2,780,241 $5,355,874 $5,536,136 11.2%

13 -30

BUDGET IN BRIEF
COMMUNITY DEVELOPMENT
BLOCK GRANT FUND
RESOURCES 2022-2023 2023-2024 2023-2024 2024-2025
Community Development Block

Grant $1,355,493 $ 678,482 $ 1,569,827 $ 686,237
CDBG – Coronavirus (CV) Funds 187,177 183,224
Total Revenues & Other Resources $1,542,670 $ 678,482 $ 1,753,051 $ 686,237

OTHER USES 2022-2023 2023-2024 2023-2024 2024-2025
Housing Rehabilitation Services $ 145,647 $ 219,885 $ 169,953 $ 160,257

Public Service 125,444 149,240 135,384 141,082
Public Facility Improvements 949,284 118,889 1,097,039 213,054
CDBG Administration 135,118 190,468 167,451 171,844
CDBG – Coronavirus (CV) Funds 187,177 183,224
Total Expenditures & Other Uses $1,542,670 $ 678,482 $ 1,753,051 $ 686,237
CHANGE IN FUND BALANCE $ $ $ $

BEGINNING BALANCE $ $ $ $
ENDING BALANCE $ $ $ $

13 -31
Fund: Community Development Block Grant Fund

PURPOSE
Two segregated funds account for Federal grant revenues from the US Department of Housing and Urban
Development (HUD). A budget is adopted each year for the current year grant authorization. Guidelines
from HUD place limits on the amount of funding each year that can be used for administration, social
service and local option programs and restrict the utilization of funds to low- and moderate-income
beneficiaries.
LONG-TERM STRATEGY
The Town provides Housing Services and Public Services through this fund. Leisure Services and Social
Services Department is responsible for both Housing Services and Public Services. The Town will continue
to appropriate its annual grant authorization to fund these services.
FUND PERFORMANCE

2019 2020 2021 2022 2023
Revenues:
Intergovernmental $959,000 $1,036,000 $911,000 $1,221,000 $1,543,000
TOTAL REVENUES $959,000 $1,036,000 $911,000 $1,221,000 $1,543,000
Expenditures:
Grant Activities $959,000 $1,036,000 $911,000 $1,221,000 $1,543,000
TOTAL EXPENDITURES $959,000 $1,036,000 $911,000 $1,221,000 $1,543,000
OPERATING RESULTS -- -- -- -- --
FUND BALANCE -- -- -- -- --
CDBG HOUSING REHAB

FUND BALANCE $ -- $ -- $ -- $ -- $ --
COMBINED FUND $ -- $ -- $ -- $ -- $ --
BALANCE

13 -32

The Community Development Block Grant Fund is a formula grant from the Federal government that
supports eligible public service activities, housing rehabilitation projects and other construction. While two
separate funds are utilized to segregate these activities, the source of funding is one Federal grant from
HUD. The CDBG Housing Rehabilitation Fund is used to account for grants and loans made to eligible
homeowners as well as loan repayments. In order to accurately present fund balance, both funds must be
combined and viewed as one. A fiscal year may end with a negative balance only because the drawdown
from HUD lags expenditures. Expenditures are shown on a budgetary basis and include end of year
encumbrances.

The current year budget is projected to be fully expended. This could fluctuate depending upon actual
expenditures and grant reimbursements received prior to the close of the fiscal year. Any remaining balance
will be carried over through a budgetary amendment.

The grant entitlement award for fiscal year 2025 has not yet been announced. As such, it is assumed that
the grant award will be consistent with the current year. Beginning in fiscal year 2020, responsibility for
CDBG grant activities is centralized in the department of Leisure and Social Services. Allocation of grant
funds between program activities is detailed below.
Community Block Grant Entitlement
FY 2025
Fund Program Proposed
CDBG Housing Rehabilitation Services $ 160,257
CDBG Public Service 141,082
CDBG Public Facility Improvements 213,054
CDBG CDBG Administration 171,844
CDBG Housing Rehab Housing Rehabilitation Grants / Loans 310,000
TOTAL $ 996,237

13 -33


Housing Rehabilitation
Services $145,647 $219,885 $79,507 $169,953 $160,257 -27.1%
Public Service 125,444 149,240 58,279 135,384 141,082 -5.5%
Public Facility
Improvements 949,284 118,889 523,579 1,097,039 213,054 79.2%
CDGB Administration 135,118 190,468 67,567 167,451 171,844 -9.8%
CDBG-CV Funds 187,177 25,152 183,224
TOTAL $1,542,670 $678,482 $754,084 $1,753,051 $686,237 1.1%
Regular Payroll $154,927 $164,305 $75,368 $164,305 $134,841 -17.9%
Office Expense 1,130 1,925 337 2,560 2,510 30.4%
Dues and Travel 100 -100.0%
Advertising 658 1,900 418 1,900 1,900
Professional Services 40,000 40,000
General Contributions 7,000 82,000 7,000 7,000 -91.5%
Utilities 3,489 4,750 1,575 3,900 4,150 -12.6%
Telecommunications 610 210 210 -65.6%
Operating Expenses 131,443
Maintenance & Repairs 3,429 4,505 896 4,665 4,690 4.1%
Special Events 490 1,850 1,850 1,850
Rental/Leases 4,225 4,310 4,225 4,225 4,225 -2.0%
Social Security 16,671 13,532 6,571 13,755 15,679 15.9%
Pension 63,852 63,619 31,809 63,619 47,084 -26.0%
Risk Management
Expense 30,588 47,322 23,661 33,488 20,194 -57.3%
Contingency (Wage
Settlements) 12,905 18,010 100.0%
Transfer Out 976,209 118,889 538,903 1,262,039 233,054 96.0%
TOTAL $1,542,670 $678,482 $754,083 $1,753,051 $686,237 1.1%

13 -34


Community Partnership Manager* 0.55 0.55 0.55 0.55 0.25
Community Programs (CDBG) Coordinator 1.00 1.00 1.00 1.00 1.00
TOTAL 1.60 1.60 1.60 1.60 1.30
* Position was partly reallocated to General Fund due to eligible duties.

13 -35

BUDGET IN BRIEF
CDBG – HOUSING
REHABILITATION FUND

RESOURCES 2022-2023 2023-2024 2023-2024 2024-2025
Community Development Block

Grant $ 201,943 $ 270,000 $ 194,600 $ 240,000
Loan/Grant Repayments 79,734 40,000 105,000 49,700
Interest Income 23,763 10,000 30,000 20,000
Miscellaneous 340 400 300

OTHER USES 2022-2023 2023-2024 2023-2024 2024-2025
Housing Rehabilitation Activities $ 305,780 $ 320,000 $ 330,000 $ 310,000



13 -36
Fund: CDBG – Housing Rehabilitation Fund

PURPOSE
The CDBG Housing Rehabilitation Fund is one of two funds that receive Federal grant monies from the
U.S. Department of Housing and Urban Development. Through this fund, grants and loans are made to
eligible homeowners and loan repayments are recorded.
LONG-TERM STRATEGY
The fund will continue to offer loans and grants to eligible homeowners to the extent that Federal grant
monies from Housing and Urban Development and loan repayment funds are available.
FUND PERFORMANCE

2019 2020 2021 2022 2023
Revenues:
Intergovernmental $ $ $ $ $201,940
Loan/Grant Repayments 130,000 205,000 115,073 201,957 79,500
Interest 24,000 46,000 39,339 62,496 24,000
Miscellaneous 270 430 340
TOTAL REVENUES $154,000 $251,000 $154,682 $264,883 $305,780
Expenditures:
Grant Activities 154,000 251,000 154,682 264,883 305,780
OPERATING RESULTS -- -- -- -- --
FUND BALANCE -- -- -- -- --

The CDBG entitlement grant and repayments are projected to be fully expended in fiscal year 2024. This
could fluctuate depending upon actual expenditures and grant reimbursements received prior to the close
of the fiscal year.

The total expected grant amount to be used for housing rehabilitation for fiscal year 2025 is $310,000. These
funds, as well as any carryover funds and loan repayments, will be used for loans and grants to low-income
residents.

13 -37
Fund: CDBG – Housing Rehabilitation Fund


CDBG – Housing Rehabilitation Fund
(Fiscal Year)
2019 2020 2021 2022 2023
Total Housing Rehabilitation Projects 3 4 4 6 11

Elderly Assistance Projects (subset) 0 1 2 4 8
Number of Applications Approved 4 4 3 11 13

Number of Applications Denied/
Withdrawn 5 4 3 0 3
Number of Inquiries 9 4 27 33 40
Number of Projects Completed 4 4 4 6 13
Housing Rehabilitation Dollars Spent* $27,013 $47,001 $17,255 $42,725 $70,825

Elderly Assistance Dollars Spent* $0 $5,064 $56,734 $64,529 $170,904
Warranty Dollars Spent* $0 $0 $0 $0 $0
Total Dollars Spent $27,013 $52,065 $73,989 $107,254 $241,729
Number of Full Time Positions 1 1 1 1 1
Average Cost Per Housing

Rehabilitation Project * $9,004 $13,016 $18,497 $17,876 $23,608
Average Cost Per Elderly Assistance
Program Project * $0 $5,064 $24,712 $16,132 $21,363
*The method to calculation changed in 2019.

13 -38

BUDGET IN BRIEF
STATE HOUSING AND
COMMUNITY DEVELOPMENT
FUND
RESOURCES 2022-2023 2023-2024 2023-2024 2024-2025
Interest Income $ 19 $ $ 20 $ 15
Loan/Grant Repayments
Total Revenues & Other $ 19 $ $ 20 $ 15
Resources

OTHER USES 2022-2023 2023-2024 2023-2024 2024-2025
Transfer Out $ $ $ $
Total Expenditures & Other Uses $ $ $ $
CHANGE IN FUND BALANCE $ 19 $ $ 20 $ 15

BEGINNING BALANCE $ 552 $ 571 $ 571 $ 591
ENDING BALANCE $ 571 $ 571 $ 591 $ 606

13 -39
Fund: State Housing and Community Development Fund

PURPOSE
This fund was created to meet state requirements to account for housing rehabilitation and development
programs.
LONG-TERM STRATEGY
The State Housing and Community Development Fund will continue to receive loan repayments and fund
services as fund balance permits.
FUND PERFORMANCE
2019 2020 2021 2022 2023

Revenues:
Interest on Investment $ $ 200 $ $ $
Loan/Grant Repayments 27,900
TOTAL REVENUES $27,900 $ 200 $ $ $
TRANSFERS TO
OTHER FUNDS ($27,500)
OPERATING RESULTS $27,900 ($27,300) $ $ $
FUND BALANCE $27,900 $ 600 $ 600 $ 600 $ 600
The fund balance in the State Housing and Community Development Fund has varied based upon grant
repayments and transfers to the General Fund to offset the cost of Social Services programs.

There is $20 in interest earnings for 2024.

The budget for fiscal year 2025 assumes $15 in interest earnings and no budgeted revenue for loan/grant
repayments, as such payments will come solely from clients who sell their homes and pay-off their loans.

13 -40

BUDGET IN BRIEF
WESTMOOR PARK FUND
RESOURCES 2022-2023 2023-2024 2023-2024 2024-2025

Trust Income 427,270 420,000 350,000 424,000
Interest Income 17,021 2,000 14,000 15,000
Transfer In

OTHER USES 2022-2023 2023-2024 2023-2024 2024-2025
Park Operations $ 514,632 $ 482,396 $ 512,768 $ 522,682

Park Programs 129,130 136,072 143,019 148,385
Park Summer Camp 151,167 163,482 164,857 173,730
CHANGE IN FUND BALANCE $ 50,667 $ 70,790 ($ 604) $ 56,889

ENDING BALANCE $ 441,731 $ 512,521 $ 441,127 $ 498,016

13 -41
Fund: Westmoor Park Fund

PURPOSE
A budgeted fund accounts for income received from program revenue and the Hunter Trust Fund, as well
as expenditures necessary to operate and maintain Westmoor Park, an environmental park located in West
Hartford. The Fund pays for all operating expenses, maintenance costs and capital improvement costs
associated with the facility. Revenue is received from the Hunter Trust Fund, program revenues and
donations, as well as interest income on fund balance.
LONG-TERM STRATEGY
The financial goal of the Fund is to cover all operating expenses with revenues and to utilize fund balance
for capital investments. In this way, the operations of Westmoor Park are self-sufficient and do not rely on
the General Fund.
FUND PERFORMANCE

2019 2020 2021 2022 2023
Revenues:
Interest Income 6,000 5,000 1,000 1,000 17,000
Trust Income 368,000 369,000 345,000 454,000 427,000
Miscellaneous Revenue ______ ______ 23,000 16,000 15,000
TOTAL REVENUES $700,000 $797,000 $734,000 $835,000 $846,000
Expenditures:
Operational $663,000 $887,000 $695,000 $787,000 $738,000
TRANSFERS TO
OTHER FUNDS ($78,000) -- -- -- ($57,000)
OPERATING RESULTS ($41,000) ($90,000) $39,000 $48,000 $51,000
FUND BALANCE $394,000 $304,000 $343,000 $391,000 $442,000

13 -42

For the past several years, the fund has successfully met its goal of earning revenues sufficient to cover all
operating expenses (excluding capital outlay). In fiscal year 2023 the fund achieved an operating surplus,
prior to transfers to other funds. Fund balance at June 30, 2022 was $391,064. During and post-pandemic,
program registrations and visitations have remained strong.

The fund is expected to generate revenues of $820,040 with corresponding expenditures of $820,644,
resulting in a slight decrease to fund balance of $604. Fund balance at June 30, 2024 will be approximately
$441,127.

The fiscal year 2025 budget anticipates revenues of $901,686 with corresponding expenditures of $844,797,
resulting in a surplus of $56,889. This may vary depending upon trust income generated by the Hunter
Trusts.

Westmoor Park Fund
(Fiscal Year)
2019 2020 2021 2022 2023
Number of instructional
programs 450 269 169 473 545
Number of instructional
program registrations 8,005 4,733 2,656 7,698 8,997
Number of Group tours/
birthday parties 149 128 18 53 120
Program attendance-public
classes/services 3,316 2,091 2,357 3,211 2,952
Program attendance-groups
attending 5,857 3,142 299 5,613 6,397

13 -43
WESTMOOR PARK FUND

MISSION
The mission of Westmoor Park is to promote, through interpretive programs, the acquisition of knowledge,
attitudes, and a lifelong commitment to stewardship of the environment. In addition, it is expected that
operating and capital costs will be paid by revenues from the Hunter Trust, Westmoor Park Fund and
program fees.
BUDGET SUMMARY
DEPARTMENT OF LEISURE SERVICES
Charges for Services $386,764 $414,740 $97,123 $440,040 $446,686 7.7%
Trust Income 427,270 420,000 135,775 350,000 424,000 1.0%
Interest Income 17,021 2,000 8,850 14,000 15,000 650.0%
Transfer In
TOTAL $845,596 $852,740 $255,074 $820,040 $901,686 5.7%
Expenditures:
Wages & Salaries $407,014 $431,821 $234,431 $431,021 $444,202 2.9%
Fringe Benefits 255,003 227,302 149,398 257,139 261,342 15.0%
TOTAL $794,929 $781,950 $453,386 $820,644 $844,797 8.0%
Park Naturalist 1.0 1.0 1.0 1.0 1.0
Assistant Park Naturalist 1.0 1.0 1.0 1.0 1.0
Parks and Facility Supervisor 0.1 0.1 0.1 0.1 0.1
TOTAL 2.1 2.1 2.1 2.1 2.1

The fiscal year 2025 Westmoor Park Fund budget reflects revenue of $901,686 with corresponding
expenditures totaling $844,797. In total, expenditures increase $62,847 or 8.0% primarily due to minimum
wage increase, contractual obligations, increased cost for supplies, as well as increased Pension and Risk
expense. In addition, a contingency for contractual wage settlements on unsettled contracts is included.
Hunter Trust Income

The Hunter Trust Fund provides approximately half of this fund’s annual operational revenue, and funds
facility maintenance and improvements. Based on the terms of the trust fund, 50% of the annual interest
earned in the Hunter Trust (which is managed by Bank of America) goes to the Westmoor Park Fund. In
fiscal year 2025, this amount is estimated to be $424,000. In accordance with the Hunter Trust, if revenues
exceed annual operating costs, the surplus remains in the Westmoor Park Fund.

13 -44
Regular Payroll $164,464 $165,811 $75,420 $165,271 $166,291 0.3%
Overtime 590 1,310 254 1,050 1,300 -0.8%
Office Expense 2,703 4,050 1,701 3,800 4,000 -1.2%
Dues and Travel 380 600 120 600 600
Training 600 630 630 600
Advertising 6,234 2,000 4,277 5,000 150.0%
Office/Minor Equipment 2,388 1,000 1,000 1,000
Utilities 17,636 24,777 12,389 24,777 26,053 5.1%
Telecommunications 598 1,100 230 600 800 -27.3%
Vehicles & Equipment Expense 3,182 3,000 1,467 3,000 3,000
Operating Expense – Miscellaneous 995 1,500 1,013 1,500 1,500
Merchandise for Resale 500 500 500
Program Expenses 6,986 11,000 15,236 17,000 15,000 36.4%
Rental/Leases 5,374
Social Security 16,143 16,476 8,180 16,283 17,207 4.4%
Pension 68,844 65,346 32,673 65,346 72,472 10.9%
Contingency 13,530 18,886 100.0%
Transfers Out 56,705 28,390 50,000 44,890 28,390

13 -45
DEPARTMENT: LEISURE SERVICES & SOCIAL SERVICES

POSITION
2021-22 2022-23 2023-24 2023-24 2024-25
GENERAL FUND
Assistant Director of Social
Services 1.00 1.00 1.00 1.00
Social Services Manager 0.95 1.00 1.00 1.00 1.00
Social Worker 3.00 3.00 3.00 3.00 3.00
Program Supervisor 1.00
Crew Leader 0.80 0.80 0.80 0.80
Grounds Maintainer 0.80
Senior Staff Assistant 1.90 2.00 2.00 2.00 2.00
Community Partnerships Manager 0.60 0.45 0.45 0.45 0.75
LEISURE SERVICES FUND

Skating Rink Supervisor 1.00 1.00 1.00 1.00 1.00
Golf Course Superintendent 1.00 1.00 1.00 1.00 1.00
Assistant Golf Course Superintendent 1.00 1.00 1.00 1.00 1.00
Crew Leader 0.50 0.70 0.70 0.20 0.20
Equipment Mechanic 1.00 1.00 1.00 1.00 1.00
TOTAL LEISURE SERVICES FUND 7.90 7.90 7.90 7.90 7.90

13 -46
DEPARTMENT: LEISURE SERVICES & SOCIAL SERVICES (continued)

POSITION
2021-22 2022-23 2023-24 2023-24 2024-25
COMMUNITY DEVELOPMENT BLOCK

GRANT FUND (CDBG)
Community Partnerships Manager 0.55 0.55 0.55 0.55 0.25
Community Programs (CDBG) Coordinator 1.00 1.00 1.00 1.00 1.00
Social Services Manager
Social Worker
Senior Staff Assistant __ __ __ __
TOTAL CDBG FUND 1.60 1.60 1.60 1.60 1.30
WESTMOOR PARK FUND

Park Naturalist 1.00 1.00 1.00 1.00 1.00
Assistant Park Naturalist 1.00 1.00 1.00 1.00 1.00
TOTAL WESTMOOR PARK FUND 2.10 2.10 2.10 2.10 2.10
TOTAL LEISURE SERVICES &

SOCIAL SERVICES DEPARTMENT 26.00 27.00 27.00 27.00 27.00

13 -47

13 -48
DEPARTMENT OF LIBRARY SERVICES
MISSION
Welcoming all, the West Hartford Public Library brings people, information, resources, and ideas together
to enrich lives and strengthen our diverse community.
 Implemented Fine Free Policy that eliminated overdue fines for library materials, reducing barriers and
providing more equitable access to library collections and services for everyone.
 Finalized and implemented a new strategic plan, developed in partnership with Library staff, Board,
stakeholders, and West Hartford community members.
 Hosted first annual BookWyrm Fest with over 1,000 attendees of all ages who participated in scavenger
hunts and role playing, attended panels, played games, experimented with technology, and made
connections with other community members.
 Partnered with West Hartford Food Pantry and Fern Street Food Ministry to offer the 7th year of
the Kindness Project by collecting hygiene products and other supplies for underserved populations
in the community.
 Expanded use of library collections: circulation increased over 8% from 2022 – 2023, participation in
the Adult Summer Reading challenge increased 18% over the previous year, and we created non-
traditional collections like the Seed Library that provided over 4,000 seed packets to gardeners of all
kinds.
 Help lead the design of the new Community Center, Senior Center, and Library building to develop a
facility that supports our diverse community now and for generations to come.
 In response to demand from our patrons, develop a plan to expand or adjust library hours to better
meet the needs of our users.
 Expand access to digital collections by reducing wait times for popular titles, purchasing a broader and
more diverse selection of materials, and provide instruction and assistance on using collections and
devices.
 Continue to implement our Strategic Plan to meet the needs of our community

14 -1
DEPARTMENT OF LIBRARY SERVICES
BUDGET SUMMARY
Charges for Services $ $ $7,845 $9,500 $14,000 100.0%
TOTAL $24,675 $3,000 $12,344 $19,500 $18,000 500.0%
Expenditures:
Wages & Salaries $2,573,126 $2,752,294 $1,236,117 $2,730,760 $2,821,945 2.5%
Social Security 179,199 206,828 86,274 191,418 211,667 2.3%
TOTAL $3,376,665 $3,611,759 $1,676,069 $3,542,953 $3,705,249 2.6%

With locations in each of the Town’s three primary business centers, the West Hartford Public Library
creates multifaceted opportunities for learning and connecting in-person and online. The libraries support,
on average, over 6,300 library service interactions each day. The West Hartford Public Library serves the
community through access to current and popular collections, research assistance, and programs for every
age. Residents enjoy computer access, digital collections, current event and book discussions, conversation
groups for speakers of other languages, technology assistance, and a wide variety of online learning
opportunities.
The budget for fiscal year 2025 reflects an increase of $93,490 or 2.6%. Wages and salaries increase
$69,651 or 2.5% primarily due to estimated merit increases for eligible employees and minimum wage
increases for temporary and part time employees. Operating expenses increase by $19,000 or 2.9%. The
majority of the increase represents a copy charge that was originally recorded in the Library Fund
transferring into the General Fund with offsetting revenue. Social security is adjusted in accordance with
wage changes and participation in the social security alternative program.

14 -2
ADMINISTRATIVE SERVICES DIVISION
SUMMARY OF REVENUES
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Copies $ $ $ 7,845 $ 9,500 $14,000 100.0%
Library Fines 24,675 3,000 4,499 10,000 4,000 33.3%
TOTAL $24,675 $3,000 $12,344 $19,500 $18,000 500.0%
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $620,413 $705,669 $313,005 $695,003 $721,258 2.2%
Overtime 1,607 1,860 1,860 1,860
Education Premium Pay 3,896 3,780 1,575 3,780 3,780
Office Expense 40,581 45,425 27,279 55,175 54,700 20.4%
Dues and Travel 4,817 7,397 1,812 5,100 6,647 -10.1%
Office Equipment 150 400 -100.0%
Telecommunications 299 6,000 150 500 4,275 -28.8%
ADA Expenditures 659 1,500 980 2,000 2,500 66.7%
Social Security 58,416 71,039 29,463 68,062 74,053 4.2%
TOTAL $1,074,333 $1,214,818 $571,501 $1,193,675 $1,267,081 4.3%

2021-22 2022-23 2023-24 2023-24 2024-2025
Director of Library Services* 1 1 1 1 1
Librarian II** 3 3 3 3 3
Library Specialist 2 2 2 2 2
Library Assistant 1 1 1 1 1
TOTAL 8 8 8 8 8
* This position was unfunded for the first half of fiscal year 2022 and fully funded in fiscal year 2023.
** The funding for one authorized Librarian II position was restored in fiscal year 2024.

14 -3
ADMINISTRATIVE SERVICES - BUDGET AND PROGRAM HIGHLIGHTS
Administrative Services is made up of staff who provide essential services to the library system as a whole:
administration, collections services, programs and community outreach, and technology services. All full-
time staff members in this division assist with public service on a regular basis.
Regular Payroll: Administrative Services is staffed by eight full-time positions: the Director, Office
Operations Specialist, three Librarians II, two Library Specialists and one Library Assistant. Estimated
merit increases are included for these positions, where applicable.
Temporary Payroll: Temporary payroll funds part-time catalogers, publicity and program support, and
information technology support. In fiscal year 2025 a minimum wage increase is included. In addition, the
department reassigned staff to better align with programs.
Overtime: This appropriation is used for the taking of minutes at the monthly Library Board meeting.
Office Expense: This appropriation covers the cost of office supplies that are shared across the system.
Supplies are purchased using discounted pricing through the Town, CT Library Consortium, and State
Department of Administrative Services. Ordering is processed centrally in order to maximize discounts and
minimize shipping and handling fees. Supplies include envelopes and mailers, copy paper for internal use,
toner, stationery, and library specific products. This appropriation also finances the costs associated with
printing done by the Board of Education’s print shop including forms such as library card applications,
flyers for programs, and other printing that is unique to the Library. In fiscal year 2025 the increase
represents a copy charge originally in the Library Fund transferred into the General Fund with offsetting
revenue for the expense.
Dues & Travel: The appropriation for dues and travel maintains memberships in library-related
organizations and attendance at workshops, such as those sponsored by the State Library and CT Library
Association, and for several staff to attend the annual Connecticut and New England Library Association
conferences. Workshops aid in skill building, updating understanding of information technologies and their
application to Library work. Many staff are now able to attend “webinars” or online workshops for free or
reduced prices that allow them to maintain their skills, particularly in working with technology. When
appropriate, these are held in the learning lab so several staff can attend at the same time. The reduction is
in alignment with historical trends.
Professional Services: This appropriation is used for hiring presenters for programs open to the public as
well as staff training. Funding is used to bring workshop presentations, webinars, and other training
opportunities to the library, enabling the library to provide in-house training for the entire staff at one time.
It has also been used to hire consultants to help with planning, updating of technology, etc., in cases where
that capacity does not exist on the staff. This also funds presentations to the public, programs for all ages
from preschoolers through seniors, including author talks, discussions of local theater and art exhibits,
puppetry and science programs for children, writing contests for teens, film series, and lectures on topics of
interest. The increase represents higher performer costs.

14 -4
Contractual Services: This appropriation is for banking service fees related to credit card revenues.
Office Equipment: This line has been eliminated for fiscal year 2025.
Information Technology: This appropriation covers costs of software and platforms for a variety of
Library operations such as the integrated library system (ILS) for cataloging and circulation of materials,
access to the national interlibrary loan and catalog system, online library calendar, and employee scheduling
software.
Telecommunications: This funds desktop telephone services and faxes at the Library's three locations, for
maintenance, long distance calls and circuits. The reduction aligns with historical trends.
ADA Expenditures: This appropriation is to fund sign language interpretation or similar services as
requested under ADA. A CPI increase is included.
Social Security: This appropriation is for required Federal payments based upon actual wages paid and is
adjusted based upon wage and salary modifications.

14 -5

Library Services – Administrative Services
(Fiscal Year)
2019 2020 2021 2022 2023
Library Customer Services:
Library Visitors 448,164 299,419 56,124 185,754 250,939
Curbside Pickup Appointments n/a n/a 28,380 2,094 686
Library Website Visitors 308,641 283,992 229,379 257,056 297,228
Program and Museum Pass Attendance 31,642 22,493 7,281 14,674 18,649
Preschool Literacy Program Attendance 12,263 10,191 1,124 4,930 6,498
Card Holders 26,426 25,538 26,383 20,922 21,283

Instagram, Facebook and Twitter
Followers 11,104 11,631 12,960 13,365 13,844
Newsletter Views 204,944 237,924 220,029 295,181 361,557
Number of Print Book & Media Loans 725,852 511,623 304,655 500,660 544,732
Number of Electronic Book &
Media Loans 87,809 133,955 131,616 137,679 155,567
Loans per Capita 12.9 10.3 7.0 10.0 10.9

Reference Inquiries 81,189 64,425 52,328 64,547 59,846
Electronic Information Retrievals 388,721 414,705 427,057 445,289 342,956
Wireless (WIFI) Usage Sessions 101,539 68,350 23,492 45,080 54,004
Number of Computer Sessions 46,560 32,167 4,041 17,340 23,002

14 -6
ADULT SERVICES DIVISION
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $458,833 $465,400 $212,314 $522,168 $472,947 1.6%
Overtime 3,123 3,930 3,060 3,930
Education Premium Pay 1,746 720 725 1,020 1,740 141.7%
Office Expense 1,268 1,500 578 1,200 1,500
Library Materials 296,275 278,300 150,740 253,800 282,840 1.6%
Social Security 47,058 50,989 21,551 46,803 51,763 1.5%
TOTAL $992,604 $1,009,761 $478,293 $1,016,737 $1,028,642 1.9%

2021-22 2022-23 2023-24 2023-24 2024-2025
Librarian III 1 1 1 1 1
Librarian II 1 1 1 1 1
Librarian I 2 2 2 2 2
TOTAL 6 6 6 6 6
ADULT SERVICES – BUDGET AND PROGRAM HIGHLIGHTS
The Adult Services staff consists of reference librarians and circulation staff delivering a variety of
programs and services while maintaining a high level of consistent customer service for all library users.
Full-time staff operate from a “home-base” at one of the three libraries, but cover service points in each
library location as needed, providing reference and information services, curating physical and electronic
collections, and developing and leading programs on a wide variety of topics.

14 -7
Regular Payroll: The Adult Services Division is staffed by six full-time positions who are based out of the
Noah Webster Library. The appropriation reflects estimated merit increases offset by the filling of a vacancy
at the start of the pay range.
Temporary Payroll: In order to cover customer services during all open hours, allocation is made for
clerical and professional staff to cover public service desks at the Noah Webster Library when full-time
staff are assigned to other locations or activities. In fiscal year 2025 a minimum wage increase is included.
Overtime (Sunday Hours): This appropriation is made to pay wages for full-time staff who volunteer to
work Sunday hours in addition to their normal work week. By contract, professional staff are paid their
normal hourly rate plus a differential of $30 per Sunday. Clerical Staff are paid time and a half for Sunday
hours. Two full-time staff members are used on Sundays, rather than rely solely on part-time employees.
of $720 for an Associate’s degree or $1,020 for a Bachelor’s Degree.
Office Expense: This appropriation covers the cost of supplies required for circulation services.
Library Materials: This appropriation is for the purchase of library materials in all formats for the adult
collection at the Noah Webster Library. It includes books, periodicals and newspapers, large-type materials,
music CDs, audio books (including books on CD, and digital audio books) and movies in DVD and Blu-
Ray format. The Library builds as broad a collection of materials as possible, adhering to a collection
development policy approved by the Library Board. Most items are ordered with negotiated discounts for
library purchases; titles are discounted up to 46.5% off the list price and are shipped to the library at no
cost. Also included are e-book, e-serials and e-audio collections for adults and the online research resources
available 24/7 to West Hartford residents. In fiscal year 2025 the increase represents higher costs and patron
demand for digital content.

14 -8
FAXON BRANCH LIBRARY
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $231,752 $234,997 $107,545 $235,030 $241,652 2.8%
Office Expense 1,275 1,500 637 1,500 1,500
Library Materials 36,689 47,900 20,075 43,200 47,900
Social Security 19,469 23,143 9,356 20,648 23,626 2.1%
TOTAL $344,298 $381,768 $165,015 $358,269 $388,906 1.9%

2021-22 2022-23 2023-24 2023-24 2024-2025
TOTAL 3 3 3 3 3

14 -9
FAXON BRANCH LIBRARY – BUDGET AND PROGRAM HIGHLIGHTS
Regular Payroll: The Faxon Library, located in the Elmwood neighborhood, is staffed by three full-time
positons, a Community Engagement Librarian II, a Librarian I who provides outreach programming to
students in the West Hartford pre-school and elementary schools in addition to general reference services
to all ages, and a Circulation Library Assistant. For both branch libraries, branch operations are overseen
by a Librarian III who spends 14-16 hours per week in each location. The budget includes estimated merit
increases, where applicable.
Temporary Payroll: This allocation covers professional, clerical and page positions who provide direct
customer service.
Office Expense: This appropriation covers the cost of office and library supplies that are needed at each
branch location.
Library Materials: This appropriation is for the purchase of library materials for all age-groups in all
physical formats: books, audio-recordings, magazines, and DVDs. Each branch collection is geared to the
interests of the neighborhood community it serves.
participation of temporary employees in the social security alternative program.

14 -10
BISHOPS CORNER BRANCH LIBRARY
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $250,746 $254,269 $125,786 $255,672 $260,314 2.4%
Office Expense 1,318 1,500 884 1,500 1,500
Library Materials 42,711 50,100 22,024 47,600 50,100
Social Security 23,310 26,862 11,402 23,925 27,315 1.7%
TOTAL $403,679 $434,100 $202,908 $418,095 $440,598 1.5%

2021-22 2022-23 2023-24 2023-24 2024-2025
TOTAL 3 3 3 3 3

14 -11
BISHOPS CORNER BRANCH LIBRARY - BUDGET AND PROGRAM HIGHLIGHTS
Regular Payroll: The Bishops Corner Branch Library is staffed by three full-time positions: a Librarian III
Branch Operations Manager who spends 14-16 hours per week in each of the two branch libraries; a
Children’s Librarian II who also serves as a member of the Children’s Services team; and a Circulation
Library Assistant. This appropriation reflects estimated merit adjustments, where applicable.
Temporary Payroll: This allocation covers professional, clerical and page positions who provide direct
customer service. This appropriation reflects the reallocation of part-time staff between divisions to meet
staffing and programming needs.
Office Expense: This appropriation covers the cost of office and library supplies that are needed at each
branch location.
Library Materials: This appropriation is for the purchase of library materials for all age-groups in all
physical formats: books, audio-recordings, magazines, and DVDs. Each branch collection is geared to the
interests of the neighborhood community it serves.

14 -12
CHILDREN’S SERVICES DIVISION
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $256,918 $250,276 $109,865 $241,300 $246,911 -1.3%
Overtime 150 3,930 2,000 3,930
Education Premium Pay 425 425 1,020 1,020 100.0%
Office Expense 3,162 4,000 1,716 3,700 4,000
Social Security 22,703 25,884 10,706 23,610 25,785 -0.4%
TOTAL $420,084 $425,413 $189,876 $411,591 $428,947 0.8%

2021-22 2022-23 2023-24 2023-24 2024-25
TOTAL 3 3 3 3 3

14 -13
CHILDREN’S SERVICES – BUDGET AND PROGRAM HIGHLIGHTS
Regular Payroll: The Children’s Services Division is staffed by three full-time positions who are based
out of the Noah Webster Library but deliver programs and/or services in both branch libraries as needed.
Temporary Payroll: Part-time librarians, clerical staff and pages work in the Children’s Division to
provide programming, reference and reader’s advisory service, circulate library materials, and maintain
collections. In fiscal year 2025 a minimum wage increase is included.
Overtime (Sunday Hours): This appropriation is for full-time staff who volunteer to work Sunday hours
in addition to their normal work week. By contract, professional staff are paid their normal hourly rate plus
a differential of $30 per Sunday. Clerical Staff are paid time and a half for Sunday hours.
Office Expense: This appropriation covers the cost of office supplies as well as items that are specific to
the children’s area such as craft supplies that complement program themes and art materials to create room
displays.
Professional Services: This appropriation is used to fund presentations to the public in the rare instances
that they are not available at no charge. Several grants fund special program series such as Sunday concerts
for children.
Library Materials: This appropriation is for the purchase and replacement of library materials, in all
formats, for the Children’s collection at the Noah Webster Library. This includes books, periodicals and
newspapers, DVD’s and Blu Ray, and music CD’s, as well as the purchase of electronic books and media.
The increase in fiscal year 2025 represents the higher costs and patron demand for digital content ($3,660).

14 -14
Youth Services
Library services for West Hartford’s youth are provided by experienced staff in each of the three
libraries, who welcome children, teens and families each day to engaging and age-appropriate
spaces focused on literacy and cooperative learning. Librarians who specialize in working with
specific age groups develop book and media collections as well as programs for infants through
high school students. Age-appropriate databases and Internet resources enhance the collections
and staff assist teens, children and parents in using these 21st century tools.
TEEN SERVICES DIVISION
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Regular Payroll $89,067 $91,313 $41,476 $91,148 $94,175 3.1%
Office Expense 977 1,500 1,004 1,500 1,800 20.0%
Professional Services 900 2,600 480 2,000 2,600
Social Security 8,243 8,911 3,796 8,370 9,125 2.4%
TOTAL $141,667 $145,899 $68,476 $144,586 $151,075 3.5%

2021-22 2022-23 2023-24 2023-24 2024-25
TOTAL 1 1 1 1 1

14 -15
TEEN SERVICES - BUDGET AND PROGRAM HIGHLIGHTS
Regular Payroll: Although Teen Services is a separate division serving a unique audience, the Teen
Services Librarian works under the direction of the Children’s Services Manager and serves as an additional
member of both the Adult and Children’s Services teams, while focusing on developing programs and
collections of interest to middle and high school age customers. Estimated merit increases are included in
this appropriation.
Temporary Payroll: This appropriation covers the cost of Library Assistants who assist with teen programs
and provide adult supervision of teens using the Teen Room at the Noah Webster Library.
Office Expense: This appropriation covers the cost of supplies that are specific to the teen area and teen
programs. A CPI increase is included.
Professional Services: This appropriation is used to hire presenters for programs open to the public such
as author talks, songwriter/performers, etc.
Library Materials: This appropriation is for the purchase of library materials for the Teen collection at the
Noah Webster Library, including the purchase of electronic books and media, music, movies, television
shows, comics and graphic novels for patrons. The Teen Services Librarian works with staff at the branches
to coordinate purchases for branch teen collections. In fiscal year 2025 the increase represents meeting
higher costs and patron demand for digital content ($1,800).

14 -16

BUDGET IN BRIEF
WEST HARTFORD
LIBRARY FUND

RESOURCES 2022-2023 2023-2024 2023-2024 2024-2025
Library Grant $ 8,453 $ $ $

Charges for Copies 8,495
Interest Income 3,175 3,228
Total Revenue & Other Resources $ 20,123 $ $ 3,228 $

OTHER USES 2022-2023 2023-2024 2023-2024 2024-2025
Library Operations $ 36,924 $ $ 9,016 $

Total Expenditures $ 36,924 $ $ 9,016 $
CHANGE IN FUND BALANCE ($ 16,801) $ ($ 5,788) $

ENDING BALANCE $ 77,887 $ 77,887 $ 72,099 $ 72,099

14 -17
Fund: West Hartford Library Fund

Department: Library
PURPOSE
A budgeted fund used to account for the DeliverIT-CT (formerly Connecticard) Program which is funded
via State grant. In prior years other programs accounted for in this fund included the operation of the
Library’s copiers, which were supported by user charges, as well as other State grants and private foundation
grants. In fiscal year 2025 the DeliverIT-CT grant is reported in this fund.
LONG-TERM STRATEGY
This fund maintains a minimal fund balance as grant revenues and charges for service are utilized on an
annual basis to fund operating expenditures and capital equipment needed for the libraries.
FUND PERFORMANCE
2019 2020 2021 2022 2023

Revenues:
Intergovernmental $30,000 $16,000 $ 8,000 $31,000 $8,000
Charges for Copies 16,000 13,000 2,000 8,000 9,000
Interest Income 1,000 1,000 - - 3,000
TOTAL REVENUES $47,000 $30,000 $10,000 $39,000 $20,000
Expenditures:
Library Operations $ 39,000 $ 17,000 $10,000 $37,000 $37,000
TOTAL EXPENDITURES $ 39,000 $ 17,000 $10,000 $37,000 $37,000
OPERATING RESULTS $ 8,000 $ 13,000 $ - $ 2,000 ($17,000)
FUND BALANCE $ 80,000 $ 93,000 $93,000 $95,000 $78,000
Fund balance of the Library Fund at June 30, 2023 is $77,887.

In fiscal year 2024, it is expected that the fund will earn $3,228 in investment income. Estimated
expenditures total $9,016 resulting in fund balance of $72,099 at June 30, 2024.
In the fiscal year 2025 budget, the DeliverIT-CT State Grant Fund amount is not known before budget
adoption.

14 -18
DEPARTMENT: LIBRARY

POSITION
2021-22 2022-23 2023-24 2023-24 2024-25
GENERAL FUND
Director of Library Services 1 1 1 1 1
Library Specialist 2 2 2 2 2
TOTAL LIBRARY 24 24 24 24 24

14 -19

14 -20
EDUCATION
WEST HARTFORD PUBLIC SCHOOLS
MISSION
To inspire and prepare all students to realize their potential and enhance our global community.
DISTRICT GOALS
Goal One: Advance achievement for all students and reduce disparity between and among groups.
Goal Two: Nurture the intellectual, physical and emotional well-being of students and create a safe and
respectful learning community where all students are held to high expectations.
Goal Three: Attract, retain and develop high quality staff by providing professional development, resources
and appropriate learning environments.
BUDGET SUMMARY
EDUCATION SERVICES
Revenues 2022-23 2023-24 2023-24 2024-25 Change
Education Cost Sharing Grant $22,149,807 $23,028,564 $23,037,333 $25,088,837 8.9%
TOTAL $22,149,807 $23,028,564 $23,037,333 $25,088,837 8.9%
BUDGET SUMMARY
EDUCATION SERVICES

Expenditures 2022-23 2023-24 2023-24 2024-25 Change
Education $181,012,512 $190,191,121 $190,191,121 $201,303,856 5.8%
TOTAL $181,012,512 $190,191,121 $190,191,121 $201,303,856 5.8%

15 -1

15 -2
NON-DEPARTMENTAL OVERVIEW
This section of the budget contains those program expenditures that are not identified with a specific
department for oversight and/or management purposes.
BUDGET SUMMARY
NON-DEPARTMENTAL

2022-23 2023-24 6 Months 2023-24 2024-25 Change
Wages & Salaries $ 103,727 $ 105,081 $ 49,505 $ 106,840 $ 111,619 6.2%
Operating Expense 13,553,092 13,267,144 6,822,484 13,316,847 13,509,404 1.8%
Fringe Benefits 43,212,983 43,474,322 20,471,649 43,582,799 47,174,942 8.5%
TOTAL $56,869,802 $56,846,547 $27,343,638 $57,006,486 $60,795,965 6.9%

Communication Systems
Manager 1 1 1 1 1
TOTAL 1 1 1 1 1

Probate Court $ 31,559 $ 45,260 $ 13,185 $ 42,616 $ 45,125 -0.3%

General Fund Contingency 2,194,008 500,000 750,000 2,012,227 302.4%
Radio System Maintenance 230,990 232,480 191,859 286,468 418,777 80.1%
Private School Health Services 809,474 1,022,203 97,991 952,523 1,019,151 -0.3%
Non-Public School
Transportation 743,031 1,008,131 936,406 1,069,479 6.1%
Tax Appeals/Legal Services 84,653 100,000 40,240 100,000 130,000 30.0%
Health District Payment 870,687 896,325 448,162 896,325 967,974 8.0%
Employee Benefits
Contributions:
Health/Other Insurance 18,131,936 22,444,848 11,222,423 22,444,848 23,647,145 5.4%
Pension 3,139,287 5,453,842 2,726,921 5,453,842 6,044,546 10.8%
Pension Obligation Debt Serv. 18,187,977 13,037,393 6,518,697 13,037,393 13,373,999 2.6%
Metropolitan District 11,946,200 12,106,065 6,084,160 12,106,065 12,067,542 -0.3%
Transfer Out 500,000

16 -1
Probate Court Support:

The Town of West Hartford is liable for payment of administrative expenses for the operation of the Probate
Court. Based upon historical experience, these costs are expected to total $45,125 for fiscal year 2025.
General Fund Contingency:

This appropriation reflects a contingency for unsettled union contracts. At the time of budget production,
the Police, Fire and Streets contracts are current; all other union contracts remain in negotiation.
Radio System Maintenance:

The cost of maintaining and operating the town-wide radio communications system is $418,777, an increase
of $186,297 for fiscal year 2025. The Town has installed a new radio system which will include
maintenance costs of $130,683. The remainder of the increase is for a radio system software update.
Private School Services Fund Subsidy:

Included in the fiscal year 2025 budget is a subsidy of $2,088,630 to the Private School Services Fund
which represents the non-reimbursable cost of providing health ($1,019,151) and transportation
($1,069,479) services to the resident and non-resident children in West Hartford private schools. The
subsidy for transportation services increases $61,348 in fiscal year 2025 due to contractual increases. The
subsidy for providing private school health remains consistent with fiscal year 2024. This reflects merit
increases for eligible school nurses, the addition of a full-time nurse in fiscal year 2024 offset by a reduction
in temporary payroll, and increases in the pension and risk allocations.
Tax Appeals/Legal Services:

A total of $100,000 is appropriated for costs associated with new or pending tax appeals of property
assessments and $30,000 for legal services.
Health District Payment:

The Town’s payment to the West Hartford/Bloomfield Regional Health District (WHBHD) totals $967,974
for fiscal year 2025 based upon the district’s adopted budget.
Employee Benefits Contributions:

This appropriation represents the General Fund’s contributions to the Town’s Pension Fund and Risk
Management Fund, an internal service fund used to account for the Town’s risk management programs:
workers’ compensation, Town health, heart and hypertension, self-insured and insured. The appropriation
is driven by three factors. First, the Town’s total pension liability decreases from $27,182,280 in fiscal year
2024 to $26,830,254 in fiscal year 2025. This decrease is based on a lower Actuarially Determined
Employer Contribution (ADEC) contribution with only a slight increase in the debt service payment on
Pension Obligation Bonds (POB's) as discussed further. This total liability is allocated to Town funds and
the Board of Education based upon the percentage of covered payroll, as well as an actuarially determined
percentage of the ADEC for the Town/Board of Education. In fiscal year 2025 there was a higher percentage
shift to the Town, resulting in an increased cost of $927,310 to the General Fund. Second, the Town
continues its commitment to fund its Retiree Health Reserve, which pays for medical care for retirees. The
Town’s contribution for fiscal year 2025 is $11,272,000, an increase of $400,000. Finally, the Town’s
General Fund contribution to the Risk Management Fund increases as the cost of healthcare and other
insurance premiums continue to rise. More detail on the Pension Fund and Risk Management Fund can be
found in the Human Resources departmental section.

16 -2
Pension Obligation Debt Service:

This amount reflects the Town's portion of debt service related to the issuance of Pension Obligation Bonds
(POB's). Since this liability is related to employee benefits and not capital improvements, it is being shown
in this section of the budget document. The overall POB debt service of $17,658,777 is being charged
proportionately to the Town, BOE and Grant funded programs to employees who are members and
contribute to the pension fund. In addition, the Pension Reserve Fund will contribute $1,190,372 to POB
debt service in fiscal year to mitigate the year over year increase to the ADEC. The $13,373,999 represents
approximately 76% of the overall POB debt service.
Metropolitan District Commission (MDC):

The payment to the MDC, the quasi-governmental agency responsible for sewage treatment and disposal,
is based upon the agency’s adopted budget and apportioned to the member communities based upon the
local property tax levy. The budget for fiscal year 2025 decreases $38,523 or 0.3% from the prior year.

Annual Contribution to the MDC
$13,000,000
$12,000,000
$11,000,000
$10,000,000
$9,000,000
$8,000,000
$7,000,000
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$-
Fiscal Year

16 -3

BUDGET IN BRIEF
PRIVATE SCHOOL
SERVICES FUND

RESOURCES 2022-2023 2023-2024 2023-2024 2024-2025
Intergovernmental $ 728,488 $ 681,468 $ 764,502 $ 750,864

Transfer In 1,552,506 2,030,334 1,888,929 2,195,776

OTHER USES 2022-2023 2023-2024 2023-2024 2024-2025
Medical Care Services $1,537,962 $1,703,671 $1,717,025 $1,877,161

Non-Public School Transportation 743,032 1,008,131 936,406 1,069,479


16 -4
Fund: Private School Services Fund

Department: Non-Departmental
PURPOSE
A budgeted fund whose purpose is to account for all services provided by the Town to private and parochial
schools in West Hartford. These services include the busing of local students to non-public schools in West
Hartford and health services to these schools. The Town receives a State grant to partially offset the cost of
these services and a transfer from the General Fund is made each year representing the local costs of the
program.
LONG-TERM STRATEGY
This fund maintains no fund balance as funding from State grants and the subsidy from the General Fund
are designed to match annual operating expenditures.
FUND PERFORMANCE
2019 2020 2021 2022 2023

Revenues:
Intergovernmental $688,000 $663,000 $721,000 $738,000 $728,000
TOTAL REVENUES $688,000 $663,000 $721,000 $738,000 $728,000
Expenditures:
Operational $2,414,000 $2,219,000 $2,135,000 $2,183,000 $2,281,000
TRANSFERS FROM
OTHER FUNDS $1,726,000 $1,556,000 $1,414,000 $1,445,000 $1,553,000
OPERATING RESULTS - - - - -
FUND BALANCE - - - - -
The General Fund costs to support the programs provided by the Private School Services Fund have varied
over the five years presented, reaching a high of $1,726,000 in fiscal year 2019. The reimbursement from
the State of Connecticut for health services to non-public schools has been capped due to State budget
constraints.

Operating results for the current fiscal year are projected to result in a transfer from the General Fund of
$1,888,929. An additional Private School Nurse was added during fiscal year 2024.

16 -5
Fund: Private School Services Fund

Expenditures are projected to increase $234,838 in fiscal year 2025. Private school transportation increases due
to contractual increases. The cost of medical services for non-public schools increases due to wage adjustments
and increases in risk costs. In addition, during fiscal year 2024, one Private School Nurse was added to reduce
temporary staff. The State reimbursement percentage for health services is budgeted at approximately 50%,
versus the 80% the Town should receive under existing State statutes.
BUDGET SUMMARY
PRIVATE SCHOOL SERVICES FUND
2022-23 2023-24 6 Months 2023-24 2024-25 Change
Wages & Salaries $ 860,353 $ 978,762 $ 341,963 $ 905,914 $ 902,508 -7.8%
Operating Expense 721,755 993,690 263,105 932,173 1,059,699 6.6%
Fringe Benefits 698,886 739,350 371,716 815,344 984,433 33.1%
TOTAL $2,280,994 $2,711,802 $ 976,784 $2,653,431 $2,946,640 8.7%

Senior Nurse 1 1 1 1 1
Nurse 8 8 8 9 9
TOTAL 9 9 9 10 10
Private School Services Fund

General Fund Support to Non-Public School Programs
$3,000,000
$2,800,000
$2,600,000
$2,400,000
$2,200,000
$2,000,000
$1,800,000
$1,600,000
$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$-
2016 2017 2018 2019 2020 2021 2022 2023 2024 Est 2025
Budget

16 -6

BUDGET IN BRIEF
BLUE BACK SQUARE FUND
RESOURCES 2022-2023 2023-2024 2023-2024 2024-2025
Rental of Facilities $ 20,623 $ 19,800 $ 19,800 $ 19,800

Interest Income 22
Transfer In 3,633,377 3,637,000 3,637,000 3,642,250
Total Revenues & Other Resources $ 3,654,022 $ 3,656,800 $ 3,656,800 $ 3,662,050

OTHER USES 2022-2023 2023-2024 2023-2024 2024-2025
Capital Financing $ 3,654,000 $ 3,637,000 $ 3,637,000 $ 3,642,250

Total Expenditures & Other Uses $ 3,654,000 $ 3,637,000 $ 3,637,000 $ 3,642,250
CHANGE IN FUND BALANCE $ 22 $ 19,800 $ 19,800 $ 19,800

ENDING BALANCE $ 10,409 $ 30,209 $ 30,209 $ 50,009

16 -7
Fund: Blue Back Square Fund

PURPOSE
A fund created to account for the financial activity of the Blue Back Square (BBS) development project.
This activity includes capital financing for public improvements and revenues generated from property
taxes, Special Services District taxes, and parking operations.
LONG-TERM STRATEGY
The Blue Back Square Fund will fund the debt service on the $48.82 million in general obligation bonds
issued to fund public improvements within the Blue Back Square project. These public improvements
included the purchase of two parking garages, renovations to the Town Hall and Noah Webster Library,
and public infrastructure improvements. The net revenue generated from the operation of the parking
garages and on-street parking and the Special Services District (SSD) taxes levied on the taxable property
within the Blue Back Square development, as well as interest income generated within the fund is expected
to fund the annual debt service costs.
In fiscal year 2010, the BBS capital project accounts were closed as the development was deemed complete.
Remaining balances totaling $475,437 were transferred to the BBS Fund and added to the reserve for capital
projects to be used for maintenance and/or improvements to the garages. In addition, during fiscal year
2010, the Town refunded its long-term debt on the Blue Back Square project to take advantage of a
favorable interest environment. This refunding will save the Town $3,041,867 in debt service over the life
of the bonds. As of June 30, 2023, the BBS fund had a balance of $10,409 inclusive of the Capital Projects
Reserve of $721.

The estimate for fiscal year 2024 includes rental of facilities income of $19,800 and a transfer of $3,637,000
from the WHC-SSD Fund. This represents SSD taxes of $1,702,586 and net proceeds from parking
operations of $1,934,000. Capital financing expenditures of $3,637,000 represent interest and principal
payments due in fiscal year 2024 on long-term debt.

The budget for fiscal year 2025 includes rental of facilities revenue of $19,800 and a transfer of $3,642,250
from the WHC-SSD Fund, representing SSD taxes of $1,702,586 and net proceeds from parking operations
of $1,939,664. Capital financing expenditures of $3,642,250 are budgeted and represent interest and
principal payments due in fiscal year 2025 on the fund’s long-term debt.

16 -8

BUDGET IN BRIEF
WEST HARTFORD CENTER –
SPECIAL SERVICES DISTRICT
FUND
RESOURCES 2022-2023 2023-2024 2023-2024 2024-2025
Special Services District Tax $ 1,702,586 $1,706,586 $1,702,586 $ 1,702,586

Parking Revenue 2,395,841 2,520,000 2,410,000 2,410,000
Parking Violation Revenue 120,778 80,000 100,000 100,000
Interest Income 94,565 32,000 50,000 50,000
Total Revenues & Other Resources $ 4,313,770 $4,338,586 $4,262,586 $ 4,262,586

OTHER USES 2022-2023 2023-2024 2023-2024 2024-2025
Parking Operations $ 680,393 $ 701,586 $ 625,586 $ 620,336

Transfer Out 3,633,377 3,637,000 3,637,000 3,642,250
Total Expenditures & Other Uses $ 4,313,770 $4,338,586 $4,262,586 $ 4,262,586


16 -9
Fund: WHC – Special Services District Fund

PURPOSE
The West Hartford Center-Special Services District Fund is a component unit of the Town. Information on
the Fund is included to provide support for expenditures in budgeted Town funds. The District is responsible
for collecting a Special Services District Tax and operation of parking garages and surface lots within the
Blue Back Square Development on behalf of the Town, the owner of said facilities. This fund contracts
with the Parking Lot Fund to provide such services and pays a management fee to the Parking Lot Fund.
Net proceeds of the WHC-Special Services District Fund are transferred to the Town at year-end.
LONG-TERM STRATEGY
This fund will account for activities of the Special Services District, but maintain no fund balance as annual
net proceeds are transferred to the Town and deposited in the Blue Back Square Fund.

For fiscal year 2024, the fund expects to earn Special Services District Tax of $1,702,586 and parking
revenue, parking violation revenue and interest income of $2,560,000. An estimated management fee of
$625,586 will result in a transfer of $3,637,000 to the BBS Fund.

The budget for fiscal year 2025 assumes Special Services District taxes of $1,702,586 and parking revenue,
parking violation revenue and interest income of $2,560,000. The WHC-SSD Fund contracts with the
Parking Lot Fund for the daily operations of the parking facilities with an estimated cost in fiscal year 2025
of $620,336. These assumptions result in a net transfer to the BBS Fund of $3,642,250 for fiscal year 2025.

16 -10

BUDGET IN BRIEF
AMERICAN RESCUE PLAN ACT
(ARPA) FUND
RESOURCES 2022-2023 2023-2024 2023-2024 2024-2025
Federal Grant Revenue $ 3,337,022 $2,350,000 $7,378,665 $ 11,130,523

Total Revenues & Other Resources $ 3,337,022 $2,350,000 $7,378,665 $ 11,130,523

OTHER USES 2022-2023 2023-2024 2023-2024 2024-2025
Wages & Salaries $ 7,836 $ $ 5,990 $

Operating Expenses
Capital Outlay 3,329,186 2,350,000 7,372,675 11,130,523
Total Expenditures & Other Uses $ 3,337,022 $2,350,000 $7,378,665 $11,130,523


16 -11
Fund: American Rescue Plan Act of 2021 (ARPA)

PURPOSE
On March 11, 2021, the Coronavirus State and Local Fiscal Recovery Funds (SLFRF) established the
American Rescue Plan Act (ARPA) and signed it into law. This program is intended to provide support to
State, territorial, local and Tribal governments in responding to the economic and public health impacts of
COVID-19 and in their efforts to contain impacts on their communities, residents and local businesses.
LONG-TERM STRATEGY
The ARPA funds are intended to provide governments with the resources needed to respond to the pandemic
and its economic effects and to build a strong, more equitable economy during recovery. The economic
recovery has made tremendous progress but faces continued risks from the disease and the disruptions it
has caused. Therefore, the Town Manager and the Town Council have effectively allocated these funds to
specific projects that will benefit the community in years to come.
Four statutory eligible uses include: responding to the COVID-19 public health emergency or its negative
economic impacts; providing premium pay to eligible workers; a provision of government services
(reduction in revenue); and investments in water, sewer or broadband infrastructure. In August 2023, the
U.S. Treasury introduced the 2023 Interim Final Rule, amending the SLFRF program to provide additional
flexibility for recipients to use SLFRF funds to respond to natural disasters, build critical infrastructure
(surface transportation projects), and support community development (Title I projects).
The Town is a recipient of entitlement funds of $25,004,570 and a county allocation of $12,230,213 for a
total of $37,234,783. These funds must be obligated by December 31, 2024. All obligated monies must be
expended by December 31, 2026 and reported as such on the January 2025 quarterly report. If funds are not
obligated, they will be required to be returned to the U.S. Treasury.

The Town Council approved (during the fiscal year 2022 budget adoption) $4,135,000 for the use of revenue
reduction. In addition, $9,606,972 was approved for various municipal projects using the entitlement share
of ARPA funds. Projects include, but are not limited to, flood mitigation, police body cameras, West
Hartford Center infrastructure master plan, town surveillance cameras, cybersecurity initiatives, a mobile
command vehicle and a small business/non-profit recovery grant.

The Town Council approved $9,181,036 in additional projects utilizing the entitlement share of ARPA
funds. The primary projects include, but are not limited to, the LaSalle Street Reconstruction capital
improvement project as part of the West Hartford Center Infrastructure Master Plan, affordable housing,
wayfinding signage and sustainability projects. In addition, a traffic study for the Vision Zero initiative is
also included.

In fiscal year 2024 the Town Council approved $3,181,254 for funding for the LaSalle Street Reconstruction
capital improvement project ($2,200,000) as part of the West Hartford Center Infrastructure Master Plan.
In addition, preparation for a traffic study for the Vision Zero initiative ($300,000) was approved. During

16 -12
the fiscal year, a position to oversee the traffic study initiative, additional monies for Leisure programs and
a feasibility study for Elmwood Community Center ($3,000,000) were also approved.

As of December 31, 2024 all ARPA funds must be obligated or expended. The U.S. Treasury revised the
definition of “obligation” to mean an order placed for property and/or services with an entry into contracts,
subawards or similar transactions that require payment.
In fiscal year 2025, it is anticipated that the Town’s entire ARPA allotment will be allocated in full. Projects
include, but not limited to, continuation of the West Hartford Center Infrastructure Master Plan for LaSalle
Street Reconstruction ($1,900,000) and Farmington Avenue Reconstruction ($5,550,000). In addition, the
Vision Zero Initiative ($1,000,000).

16 -13
DEPARTMENT: NON-DEPARTMENTAL

POSITION
2021-22 2022-23 2023-24 2023-24 2024-2025
GENERAL FUND
Communications System Manager 1 1 1 1 1
PRIVATE SCHOOL SERVICES

FUND
Senior School Nurse 1 1 1 1 1
School Nurse 8 8 8 9 9
TOTAL PRIVATE SCHOOL
9 9 9 10 10
SERVICES FUND
TOTAL NON-DEPARTMENTAL –
ALL FUNDS 10 10 10 11 11

16 -14
CAPITAL FINANCING
This program is responsible for developing and administering the capital financing program for the Town
and Board of Education.
BUDGET SUMMARY
CAPITAL FINANCING

2022-23 2023-24 6 Months 2023-24 2024-25 Change
Debt Administration $ 105,126 $ 90,000 $ $ 110,000 $ 115,000 27.8%
Transfer for Debt
Service (CIP) 16,040,896 16,146,323 16,146,323 16,146,323 16,129,910 -0.1%
Transfer to CNRE 3,648,565
Total Department $19,794,587 $16,236,323 $16,146,323 $16,256,323 $16,244,910 -0.1%
The budget for capital financing includes four components: a transfer to the Debt Service Fund for principal
and interest payments on General Obligation bonds that have already been issued; a transfer to the Debt
Service Fund for principal and interest payments on General Obligation Pension Bonds; debt administration
costs for the issuance of new debt; and, a transfer to the Capital Non-Recurring Expenditure (CNRE) Fund
to finance capital projects that are not financed via long-term debt (per the guidelines of the Town’s capital
financing policy).
Bonded debt service is $17,959,910 for fiscal year 2025. Of this amount, $16,129,910 is appropriated in the
General Fund and will be transferred to the Town’s Debt Service Fund. The remainder will be paid with the
use of bond premium. This bonded debt consists of two categories; regular tax exempt bonded debt that
supports the Town’s ongoing Capital Improvement Plan and Pension Obligation bonded debt. There is no
transfer to the Capital and Non-Recurring Expenditure fund budgeted for fiscal year 2025.
In June 2021, the Town sold $324.3M in taxable General Obligation Pension Bonds. These bonds were
used to fully fund the past service cost of the Town’s outstanding pension liability. Since the bonds were
used to fully fund the Town’s pension liability, which is an employee benefit and not a capital improvement,
the debt service for those bonds is identified in the Non-Departmental Section of this budget.

17 -1

BUDGET IN BRIEF
DEBT SERVICE FUND

RESOURCES 2022-2023 2023-2024 2023-2024 2024-2025
Use of Bond Premium $ 1,750,000 $ 1,727,960 $ 1,727,960 $ 1,830,000

Transfer In (GO Bonds) 16,040,896 16,146,323 16,146,323 16,129,910
Transfer In (Pension Obligation Bonds) 17,660,359 17,657,415 17,657,415 17,658,777
EXPENDITURES AND OTHER ACTUAL ADOPTED ESTIMATED PROPOSED

USES 2022-2023 2023-2024 2023-2024 2024-2025
Debt Service (GO Bonds) $ 17,792,509 $17,874,283 $17,874,283 $17,959,910

Debt Service (Pension Obligation Bonds) 17,661,915 17,657,415 17,657,415 17,658,777
Transfer to Leisure Services Fund 50,000 50,000 50,000 50,000
CHANGE IN FUND BALANCE ($ 53,169) ($ 50,000) ($ 50,000) ($ 50,000)

ENDING BALANCE $ 241,725 $ 191,725 $ 191,725 $ 241,725

17 -2
Debt Service Fund
PURPOSE
A fund established in fiscal year 2010 to account for the accumulation of resources for, and the payment of,
general long-term principal, interest and related costs in support of the Town’s Capital Improvement Plan.
LONG-TERM STRATEGY
This fund will be used to accumulate resources for the payment of long-term debt in order to reduce the
financial impact of these obligations on the General Fund.
The initial funding for the Debt Service Fund came from a bond premium from a previous debt issuance
and $2,758,897 of proceeds received by the Town for a litigation settlement. These proceeds were used to
reduce the General Fund appropriation based upon the Town’s capital financing model. All bond premiums
received subsequently have been recorded as deferred revenue and are being used to offset debt service over
a multi-year period.

The budget for fiscal year 2024 reflects a transfer in from the General Fund of $16,146,323 and use of
$1,727,960 in bond premium from previous debt issuances to fund General Obligation debt service
payments of $17,874,283.
In addition, a transfer of $50,000 will be made to the Leisure Services Fund to reduce the accumulated
deficit in the fund related to debt payments on Veterans Memorial Skating Rink.
The budget for fiscal year 2024’s Pension Obligation Debt Service reflects a transfer of $17,657,415 ($13M
Town General Fund; $3.7M BOE; $1M Other Funds).

In fiscal year 2025, a transfer from the General Fund of $16,129,910 and a use of $1,830,000 in bond
premiums from prior bond sales provides funding for debt service payments for the Town’s ongoing Capital
Improvement Plan.
In addition, a transfer of $50,000 will be made to the Leisure Services Fund to reduce the accumulated
deficit in the fund related to debt payments on Veterans Memorial Skating Rink.
Debt Service related to the Pension Obligation Bonds requires a transfer of $17,658,777.

17 -3

BUDGET IN BRIEF
CAPITAL NON-RECURRING
EXPENDITURE FUND

RESOURCES 2022-2023 2023-2024 2023-2024 2024-2025
Interest Income $ 90,132 $ $ 100,000 $

Sale of Assets 12,105 9,000
Transfer In 3,655,693
Total Revenues & Other Resources $3,757,930 $ $ 109,000 $

OTHER USES 2022-2023 2023-2024 2023-2024 2024-2025
Capital Outlay $ 672,868 $ 743,000 $ 743,000 $ 1,408,218

Transfer Out 1,546,748 623,000 1,073,000 834,782
Total Expenditures & Other Uses $ 2,219,616 $ 1,366,000 $ 1,816,000 $2,243,000
CHANGE IN FUND BALANCE $ 1,538,314 ($1,366,000) ($ 1,707,000) ($ 2,243,000)

ENDING BALANCE $ 4,588,789 $ 3,222,789 $ 2,881,789 $ 638,789

17 -4
Capital & Non-Recurring Expenditure Fund

PURPOSE
A budgeted fund created pursuant to CGS Section 7-360 to account for resources accumulated for capital
projects or equipment purchases.
LONG-TERM STRATEGY
The Fund is a critical element of the Town’s capital financing strategy. The Capital & Non-Recurring
Expenditure (CNRE) Fund is utilized to facilitate transfers from the General Fund to be appropriated for
capital projects and to accumulate proceeds from unexpended balances in capital project accounts after
projects have been completed. The Fund makes a contribution each year to the capital improvement program
for project financing. A transfer out represents the CNRE Fund’s contribution to the Capital Projects Fund.
FUND PERFORMANCE:
2019 2020 2021 2022 2023

Revenues:
Intergovernmental $ 254,000 $ 203,000 $ $ $
Miscellaneous 84,000 83,000 14,000 23,000 103,000
TOTAL REVENUES $ 338,000 $ 286,000 $ 14,000 $ 23,000 $ 103,000
Expenditures:
Capital Outlay 1,030,000 840,000 113,000 994,000 673,000
TOTAL EXPENSES $ 1,030,000 $ 840,000 $ 113,000 $ 994,000 $ 673,000
Transfers:
Transfers In $2,390,000 $2,243,000 $ 790,000 $1,603,000 $3,656,000
Transfers Out (1,865,000) (1,839,000) (2,486,000) (943,000) (1,547,000)
NET TRANSFERS 525,000 404,000 (1,696,000) 660,000 2,109,000
OPERATING RESULTS (167,000) (150,000) (1,795,000) (311,000) 1,539,000
FUND BALANCE $5,306,000 $5,156,000 $3,361,000 $3,050,000 $4,589,000

17 -5
Fund: Capital & Non-Recurring Expenditure Fund

The Town has been successful in accumulating funds for capital projects and equipment purchases in the
CNRE Fund. This has been accomplished through sale of assets and transfers of year-end surplus from the
General Fund. At June 30, 2023, the CNRE fund had unreserved, undesignated fund balance of $4,588,789.

Sale of assets is expected to generate $9,000 and interest income will total $100,000. During the year, a
resolution authorizing the use of CNRE fund balance for the purchase of BOE furniture and equipment as
well as computer infrastructure ($450,000). Capital outlay is estimated at $743,000 and transfers to fund
capital projects are $1,073,000. The Fund will have a fund balance of approximately $2,881,789 as of June
30, 2024.

The budget reflects no transfer to the Capital Projects Fund from the General Fund. A use of $2,243,000
CNRE fund balance is planned, leaving approximately $638,789 as of June 30, 2025.

17 -6
CAPITAL FINANCING SUMMARY
The 2025-2036 Capital Improvement Program (CIP) invests $522,193,000 in the West Hartford community
over the next twelve years. These funds will be invested in Town and School buildings, transportation and
infrastructure, parks and recreational projects and capital equipment.
While the CIP is comprised primarily of recurring projects whose purpose is to maintain the infrastructure
of the Town and prevent expensive repairs, there are also a few non-recurring projects as noted below.
• Transportation and Circulation: Farmington Ave Reconstruction Project applies $5,500,000 of

ARPA funds to provide Complete Streets improvements on Farmington Avenue from Walden Street
to Main Street including the intersections at Walden Road, LaSalle Road, and the Municipal Parking
Lot Driveway. Program elements include sidewalk expansions, replacement of sidewalk surfaces,
• Parks and Recreation: Rockledge Irrigation originally installed in 1981, is set to be replaced. The
irrigation system is important to maintain quality golf; all greens, tees and most fairways are
irrigated. Components include the irrigation ponds (fed by wells); a pump station, water distribution
pipes, control valves, control lines (with controllers) and sprinkler heads. Irrigation complements
fertilizer and Integrated Pest Management, allowing for judicious use and increased use of organic
treatments. It also helps control algae and heat stress. The project has a duration of one year, planned
to start in Year 1, and has a total cost of $2,400,000.
• Town Building Improvements: Included in this capital plan is the construction of a new Elmwood
Community Center to be located at 100 Mayflower Street. In FY 2024, after this proposed budget
is submitted, the Town Council will consider an appropriation of $3,000,000 in ARPA funds to
develop plans and specifications for the new building. In Year 2 of this plan $5,000,000 in bond
funds is proposed to hire a construction management firm who will oversee the construction,
owner’s representative, commissioning agent and other professional/consulting services related to
construction of the building. Year 3 of this plan includes $55,000,000 in bond funds for the actual
construction of the building.
• Miscellaneous Equipment: Year 1 of the plan includes $115,000 for a Street Brine System. Public
Works during winter months is responsible for the clearing and safe utilization of all parks and BOE
parking as well as over 220 miles of roads within the town of West Hartford. The application of
ClearLane, a road treatment material, is needed to assure there is no icing, preventing the potential
for student or resident harm. The use of a brine system for the application of deicing materials to
town roads, center sidewalks and school areas allow more precise application of materials, reducing
waste and being environmentally friendly.
The Town utilizes four main financing sources for projects in the CIP: long-term debt (General Obligation
Bonds), the Capital and Non-Recurring Expenditure (CNRE) Fund, State and Federal grants, and “other”
funds. Projects being financed via other funds include projects at Rockledge Golf Course (excluding the
irrigation project), which are financed through capital projects user fees for golfers, projects at Westmoor
Park, which are financed through use of the Westmoor Park fund balance, and projects eligible for funding
under the Community Development Block Grant program.
Twelve-year summaries of the Capital Improvement Plan by planning category and by financing source are
found on the following pages.
17 -7

Capital Improvement Plan 2025-2036
Summary by Planning Category
(In Thousands)
Fiscal Transportation Parks & Town Government Rolling Stock &

Year & Infrastructure Education Recreation Buildings Operations Misc. Equipment Total
2025 25,163 14,315 5,330 5,662 995 2,578 54,043
2026 12,689 12,140 745 12,411 987 1,879 40,851
2027 13,020 12,390 3,195 72,243 1,010 2,694 104,552
2028 12,012 12,690 1,245 3,744 783 5,465 35,939
2029 11,997 12,990 910 3,896 806 1,380 31,979
2030 12,406 13,240 5,850 3,909 831 2,480 38,716
2031 12,399 13,565 1,360 3,824 856 1,390 33,394
2032 12,829 13,790 5,475 3,909 856 1,440 38,299
2033 13,059 13,965 970 4,782 882 5,203 38,861
2034 13,295 14,215 825 4,057 908 1,456 34,756
2035 13,538 14,465 935 4,089 922 1,516 35,465
2036 13,794 14,715 475 2,638 950 2,766 35,338
TOTAL 166,201 162,480 27,315 125,164 10,786 30,247 522,193
CIP 2025-2036
Summary by Planning Category
(In Thousands)
$110,000
$105,000
$100,000
$95,000
$90,000
$85,000
$80,000
$75,000
$70,000
$65,000
$60,000
$55,000
$50,000
$45,000
$40,000
$35,000
$30,000
$25,000
$20,000
$15,000
$10,000
$5,000
$-
2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036
Fiscal Year
Transportation Education Parks & Recreation Town Buildings Government Operations Miscellaneous

17 -8

Capital Improvement Plan 2025-2036
Summary by Financing Source
(In Thousands)
Fiscal Year Long-Term Debt CNRE Grants Other Total

2025 37,631 2,243 14,169 - 54,043
2026 34,765 2,687 3,299 100 40,851
2027 98,953 2,755 2,844 - 104,552
2028 29,988 2,702 2,899 350 35,939
2029 26,343 2,682 2,954 - 31,979
2030 32,883 2,724 3,009 100 38,716
2031 27,323 2,917 3,054 100 33,394
2032 32,260 2,840 3,099 100 38,299
2033 31,766 3,938 3,157 38,861
2034 28,405 2,936 3,215 200 34,756
2035 29,158 3,043 3,264 - 35,465
2036 28,854 3,051 3,333 100 35,338
TOTAL 438,329 34,518 48,296 1,050 522,193
CIP 2025-2036
Summary by Financing Source
(In Thousands)
$110,000
$105,000
$100,000
$95,000
$90,000
$85,000
$80,000
$75,000
$70,000
$65,000
$60,000
$55,000
$50,000
$45,000
$40,000
$35,000
$30,000
$25,000
$20,000
$15,000
$10,000
$5,000
$-
2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036
Fiscal Year
Long-Term Financing CNRE Grants/Other

17 -9
In order to ensure the CIP adheres to the Town’s Capital Financing Guidelines, a capital financing model
is maintained. This model utilizes project cost, timing and financing information from the CIP and develops
information as to the timing and amount of bond issuances, anticipated debt service costs, and the financial
impact on the General Fund. In addition, financial debt indicators such as debt service as a percentage of
General Fund expenditures, percentage of principal repaid within ten (10) years, and outstanding debt per
capita are computed in this model. These indicators are then reviewed to ensure that the Town is in
compliance with its capital financing guidelines.
Based upon the CIP presented, it is expected that debt service, excluding the Blue Back Square (BBS)
issuance being repaid by special services district revenues, will vary from a low of $17,959,910 in fiscal
year 2025 to a high of $42,962,182 in fiscal year 2036. These figures assume a general obligation bond
interest rate of 3.05% in fiscal year 2023, with an increase of 0.25% to the rate every three years thereafter
and an average term of 15 years, consistent with the type of projects being financed. The Town plans to
issue $15,000,000 in general obligation bonds with a 15-year term in March 2024. Debt service (exclusive
of BBS and POB’s) totals $17,959,910 for fiscal year 2025, $16,129,910 of which will be funded via a
transfer from the General Fund. The remaining $1,830,000 will be financed by planned usage of bond
premiums from prior bond sale issuances.
General Fund - Debt Service Projection

(Excludes Blue Back Square & POB's)
$45,000,000
$40,000,000
$35,000,000
Annual Expenditures
$30,000,000
$25,000,000
$20,000,000
$15,000,000
$10,000,000
2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036
Fiscal Year

17 -10
The Town’s Capital Financing Guidelines state that debt service as a percentage of General Fund
expenditures shall not exceed 10% and is targeted to be 8% or less. The CIP is in compliance with the 10%
policy and 8% target over the entire twelve-year period.
Note: The final payment on general obligation bonds for the BBS development will be made in fiscal year
2026.

Debt Service as a Percent of Projected General Fund Expenditures
12.00%
10.00%
8.00%
6.00%
4.00%
2.00%
0.00%
2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036
Fiscal Year
Total Debt Service % "General Fund" Debt Service % Policy Target

17 -11
Total outstanding debt peaks at $393,938,334 by the end of fiscal year 2036.

Outstanding Debt Projection
$450,000,000
$400,000,000
$350,000,000
$300,000,000
$250,000,000
$200,000,000
$150,000,000
$100,000,000
$50,000,000
$-
2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036
Fiscal Year
"General Fund" Outstanding Debt BBS Outstanding Debt

17 -12
Per the Capital Financing Guidelines, debt per capita should not exceed an amount equal to $3,432 in 2025
dollars (adjusted 3% annually for inflation) or 5% of per capita income, currently $3,517. The significant
increase starting in FY 2027 is the result of the proposed construction of a new Elmwood Community
Center. The cost of the construction of the facility is estimated to be $55M and the debt would be amortized
over a 30-year period. This type of project is generational, similar to the building of a new school. Without
this, the debt which would be categorized as ongoing for projects such as streets, roofs for our buildings, or
any project that we would see every year or every few years, our per capita ratios would fall to policy
acceptable levels.

Debt per Capita Projection
$7,000
$6,000
$5,000
$4,000
$3,000
$2,000
$1,000
$-
2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036
Fiscal Year
Total Debt per Capita "General Fund" Debt per Capita Town Policy A Town Policy B
Note: The final payment on general obligation bonds for the BBS development will be made in fiscal year
2026.

17 -13
The Capital Financing Guidelines state that principal retired within 10 years shall be 65% or higher and is
preferred to be above 75%. As detailed in the chart below, the CIP adheres to the policy and meets the target
for all years.

Principal Retired within Ten Years
100%
90%
80%
Target
70%
60%
Policy
50%
40%
30%
20%
10%
0%
2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036
Total w/Blue Back Square "General Fund" Policy Target
The Capital Improvement Plan presented continues the Town’s investment in the infrastructure of the
community, while adhering to the Town’s Capital Financing Guidelines and balancing such improvements
against the financial health and stability of the Town.

17 -14
Town of West Hartford, Connecticut

Comprehensive Capital Financing Policy
General Policy: The policy of the Town Council is that the development of a comprehensive Capital
Improvement Plan is based primarily on economic considerations of affordability and the establishment of
capital development needs and priorities. As such, this policy statement is designed to:
(1) make a strong commitment to the strategic management of our capital financing process,
(2) to delineate the acceptable parameters of debt issuance and management, and
(3) to provide a framework for monitoring capital financing practices and results.
Strategic Management Policies:
1. In order to minimize debt service expenditures, the Town shall take the appropriate actions to maintain
its “Aaa/AAA” credit rating.
2. For each capital project submitted for consideration, the Town shall identify potential financing methods
available, making use of long-term debt the option of last choice.
3. Capital projects financed through the issuance of general obligation bonds shall be financed, when
practical, for a period which does not exceed the useful life of the asset.
4. Flexibility should be maintained when determining general obligation bond issuance amounts,
maturities and market timing, with consideration given to the existing and future bond market in order
to obtain the most advantageous net interest rate.
5. The capital financing amounts shall be determined for each year of the Capital Improvement Plan based
upon the policies relating to debt indicators adopted in the general obligation debt section of this policy.
The development of the financial plan shall be based solely on financial capacity without regard to
program need.
6. The Capital Improvement Plan shall present programmatic needs and priorities and will present a twelve
(12) year plan that is divided into three sections:
A. Years 1-3 will contain specific individual project and financial plans. Council will adopt the
first two years of the CIP for implementation and year three for final plan preparation.
B. Years 4-6 will present individual and aggregate costs and financing of projects during this
three-year period and present them according to five categories of projects: Transportation and
Circulation; Education; Town Building Improvements; Parks and Recreation; and
Miscellaneous Improvements. Council review of the project priorities will determine which
projects emerge from the 4-6 year period to create the New Year 3 of the CIP.
C. Years 7-12 will present allocated costs and financing for each year by project categories rather
than individual projects. The capital financing model will produce the funding amounts
available each year and these amounts will be allocated by category of projects. Review and
discussion of these projects shall identify those projects that will enter the 4-6 year period for
more detailed planning and design.

17 -15
General Obligation Debt Policies
1. Annual debt service as a percentage of General Fund expenditures shall not exceed 10%, and is targeted
to be 8% or less.
2. Debt per capita should not exceed $3,432 in FY 2025 (adjusted 3% annually for inflation) or 5% of per
capita income, currently $3,517.
3. Principal retired within 10 years shall be 65% or higher and is preferred to be above 75%.
4. All projects with a useful life of 10 or more years will be bonded with 10-year maturities except major
building renovations and additions, street reconstruction and roofing & masonry construction, which
will be reviewed to determine the duration based on their useful life and bond financing regulations.
5. All projects with a useful life of less than 10 years or a cost of less than $100,000 should not, whenever
possible, be financed with long-term debt and in any case shall be financed for a period which does not
exceed the useful life of the asset.
6. The Town may use short-term financing in the form of bond anticipation notes (BANS) to provide
temporary financing for capital projects. BANS will be retired either through cash reserves or through
the issuance of long-term bonds as soon as market conditions permit, or otherwise in accordance with
sound financial planning.
7. The Town shall not fund current operations from the proceeds of general obligation funds. The use of
Town or Board of Education employees for capital projects will be minimized and directly related to a
capital project. The Town Manager will determine if it is more cost effective to use such employees for
a particular project.
8. The Town will issue bonds in book entry form only; to avoid the expense of certificated issues.
9. The Town will follow a policy of full disclosure in every financial report and official financing
statement.
10. The Town will comply with all federal regulations for tax-exempt status and will utilize permissible
exclusions from federal regulations on the issuance of tax-exempt debt when advantageous to the Town.
Capital and Non-Recurring Expenditure (CNRE) Fund Policies

1. CNRE shall be used for two primary purposes:
A. For planning, construction, reconstruction or acquisition of any capital improvement project that is
non-recurring, has a useful life of less than 10 years, or a cost of less than $100,000.
B. For the acquisition of any specific item of equipment.
2. The Town shall not fund current operations from CNRE funds. The Town or Board of Education
employees will not be used for CNRE funded capital projects unless the Town Manager determines that
it is most cost effective to use such employees for a particular project.
3. Receipts into the CNRE Fund include, but are not limited to:
A. transfers of General Fund cash;
B. a transfer of surplus cash from any other reserve for capital expenditures;
C. any reimbursement of expense for any capital project that has been closed;
D. proceeds from the sale of Town property;
E. unexpended balances of completed projects in the Capital Projects Fund;
F. interest on investments; and,
G. a specific tax levy not to exceed four (4) mills.
4. CNRE funds shall be invested in accordance with the Connecticut General Statutes Section 7-362.

17 -16
Budgeting and Accounting Guidelines
The following are a list of specific budgeting and accounting practices related to CIP, debt and CNRE Fund
transactions:
1. On the first day of the fiscal year, the General Fund appropriation to the CNRE Fund will be transferred,
if applicable.
2. On the first day of the fiscal year, the CNRE Fund transfer to the Capital Projects Fund will be executed.
3. All bond proceeds will be deposited directly into the Capital Projects Fund, with the exception of the
bond proceeds relating to Blue Back Square which will be transferred to the Capital Projects Fund as
expenditures are incurred.
4. Proceeds from the sale of Town property will be deposited directly into the CNRE Fund upon receipt.
5. Interest earned by the Capital Projects Fund for the entire fiscal year will be transferred to the CNRE
Fund on the last day of the fiscal year, if applicable.
6. School construction grant reimbursements for projects approved by the General Assembly of the State
of Connecticut before 7/1/96 will be deposited as revenue into the General Fund.
7. School construction progress payments for projects approved by the General Assembly of the State of
Connecticut after 7/1/96 will be deposited into the Capital Projects Fund.
8. All debt service payments and debt issuance costs will be paid from the General Fund and/or Debt
Service Fund, with the exception of the debt service payments and debt issuance costs relating to Blue
Back Square, which will be paid via the Blue Back Square Fund.
9. All capital projects expenditures will be paid directly from the Capital Projects Fund.
STATEMENT OF DEBT LIMITATION

Legal Debt Margin – Section 7-374 of the Connecticut General Statutes provides for limitation of debt
that can be issued by the Town. On June 30, 2022, the Town’s debt base was $273,954 and its limitation
and margin, for which future bonded debt may be issued, is as follows:
Purpose Limit % of Base Limitation (000’s) Margin (000’s)

General Public Improvements 225% $616,397 $473,539
Schools 450 1,232,793 1,155,049
Sewers 375 1,027,328 831,679
Urban Renewal 325 890,351 890,351
Pension Deficit 300 821,862 504,837
Summary of Long-Term Bonded Indebtedness – As of June 30, 2023
Purpose Interest Rates Amount (000’s)

General Public Improvements 0.35 – 5.00% $142,858
Schools 0.35 – 5.00% 77,744
Sewers 195,648
Pension Deficit 317,025
Total Bond Indebtedness $733,275

17 -17
FISCAL YEAR 2024-2025 and 2025-2026 CAPITAL BUDGETS
The following section of the budget represents the capital improvement needs of the Town for fiscal years
2025 and 2026. This section includes a description of each of the capital projects which constitute program
years one and two of the Town's Program for Capital Improvement, 2025-2036. Of the $94,894,000 in
capital project funding for program years one and two, $72,396,000 or 76% is to be funded via bonds. An
additional $4,930,000 or 5% is to be funded through the Capital and Non-Recurring Expenditure Fund, and
$17,568,000 or 19% is to be funded from grants/other.
As part of the review of the CIP the Town Council adopts the first two years of the CIP to improve the
ability to plan and execute projects. Project funding will be released over the two-year period according to
the capital financing policy.
The Capital Improvement Program for fiscal years 2025 and 2026 continues a long-term commitment to the
maintenance of public schools, roads, storm sewers, parks and other public infrastructure. In addition, it
addresses a few non-recurring projects such as Farmington Avenue Reconstruction ($5,500,000), Rockledge
Irrigation Replacement ($2,400,000), Eisenhower Pool and Bathhouse Replacement ($2,000,000), and
Elmwood Community Center ($5,000,000 – year 2). Regarding Elmwood Community Center, in fiscal year
2024, after this proposed budget is submitted, the Town Council will consider an appropriation of
$3,000,000 in ARPA funds to develop plans and specifications for the new building. $5,000,000 is proposed
in year 2 of this plan for pre-construction services and $55,000,000 is proposed in year 3 for construction
of the facility.
The capital financing plan necessary to fund the projects included in the Capital Improvement Program
meets the standards established by the Town Council for debt limits, repayment and debt servicing costs.
The Town’s capital program is a financially driven program that carefully considers the community’s ability
to pay along with the assessment of the Town’s capital needs.

17 -18
The tables below summarize the fiscal years 2025 and 2026 Capital Budgets by financing source and by
planning category. Detailed project descriptions for 2025 and 2026 projects are also included in this
section.
PROGRAM YEARS 1 – 2
FINANCING SUMMARY
2025 2026 Total
Long-Term Debt Funding $37,631,000 $34,765,000 $72,396,000
CNRE 2,243,000 2,687,000 4,930,000
Grants 14,169,000 3,299,000 17,468,000
Other - 100,000 100,000
TOTAL $54,043,000 $40,851,000 $94,894,000
PROGRAM YEARS 1 – 2
PLANNING SUMMARY
2025 2026 Total
Transportation &
Circulation $25,163,000 $12,689,000 $ 37,852,000
Education 14,315,000 12,140,000 26,455,000
Parks & Recreation 5,330,000 745,000 6,075,000
Town Building
Improvements 5,662,000 12,411,000 18,073,000
Government Operations 995,000 987,000 1,982,000
Rolling Stock/
Miscellaneous Equipment 2,578,000 1,879,000 4,457,000
TOTAL $54,043,000 $40,851,000 $94,894,000

17 -19
Fiscal Years 2025 & 2026

Capital Budget Summary
By Financing Source
Grants/Other
19%
CNRE
5%
Long-term Debt
76%
By Planning Category
Rolling
Stock/Misc Government
2% Operations
5%
Town Buildings
19% Transportation
40%
Parks &
Recreation
6%
Education
28%

17 -20
TOWN MANAGER’S RECOMMENDED CIP BUDGET
CAPITAL IMPROVEMENTS BY PROJECTS AND FUNDING SOURCES
PROGRAM YEAR 1 - FISCAL YEAR 2024-2025
($ IN THOUSANDS)
BONDS CNRE GRANTS OTHER TOTAL
TRANSPORTATION & CIRCULATION
Pedestrian & Bicycle Management 684 684
Storm Water Management 733 733
Street Reconstruction 2,050 2,050
Street Resurfacing 2,915 431 3,346
Traffic System Management 200 50 250
Flood Mitigation Infrastructure Improvements 5,000 5,000
Infrastructure Improvement Project 200 200
Fern Street Bridge Replacement 600 3,000 3,600
Trout Brook Trail Phase 3 900 500 1,400
Farmington Avenue Reconstruction 5,500 5,500
LaSalle Road Reconstruction 1,900 1,900
Vision Zero - - 500 - 500
Sub-Total 13,282 50 11,831 - 25,163
EDUCATION
Asbestos Removal 200 100 300
Exterior School Building Improvements 1,415 760 2,175
Heating & Ventilation Systems 900 900
Interior School Building Improvements 1,480 370 1,850
Site and Athletic Field Improvements 550 550
Stage and Auditorium Renovation 200 200
Elementary School Air Quality 4,432 1,108 5,540
Wolcott Security Improvements 2,500 2,500
Computer Infrastructure 200 200
Furniture & Equipment Replacement - 100 - - 100
Sub-Total 11,677 300 2,338 - 14,315
PARKS & RECREATION
Park & Playfield Improvements 400 400
Rockledge Irrigation Replacement 2,400 2,400
Outdoor Pool Improvements 25 25
Park & Playscape Management 80 80
Eisenhower Pool and Bathhouse Replacement 2,000 2,000
Water Pipe Replacement Rockledge Golf Club 125 125
Retaining Wall Maintenance Rockledge 300 - - - 300
Sub-Total 5,225 105 - - 5,330
TOWN BUILDING IMPROVEMENTS
Isham and Memorial Garage Restoration 750 750
Materials Solution Center Modernization 1,750 1,750
Fire Training Tower 250 250
Town Building Improvements 1,462 150 1,612
Various Police Department Improvements 1,200 1,200
Energy Conservation - 100 - - 100
Sub-Total 5,412 250 - - 5,662
GOVERNMENTAL OPERATIONS
Document Digitization Project 250 250
Communications Infrastructure 350 145 495
Time & Attendance System 250 - - - 250
Sub-Total 850 145 - - 995
ROLLING STOCK/MISCELLANEOUS EQUIPMENT
Fire Apparatus 200 200
Fire Miscellaneous Equipment 223 223
Fire Support Fleet 277 277
Public Works Rolling Stock 870 870
Town Vehicles 78 78
Public Works Misc. Equipment 264 264
Narcotics Analyzer 40 40
Police Vehicle Replacement Schedule 302 302
Police Radio Equipment 123 123
Police PC and Related Equipment 86 86
Street Brine System 115 - - - 115
Sub-Total 1,185 1,393 - - 2,578
Program Year 1 - Grand Total 37,631 2,243 14,169 - 54,043
17-21
Town of West Hartford Capital Improvement Program
Project Title
Pedestrian and Bicycle Management
Department Expected Life
Community Development 25 Years
Category Funding Schedule
Transportation & Circulation Program Year 1: $684,000
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration
Recurring Total Cost: $684,000
Ongoing Operational Costs Funding Source(s)
Personnel Services $ Bonds $684,000
Contractual Services $ Grants $
Non-personnel Services $ CNRE Fund $
Other $ Special Revenue Fund $
Description & Justification

This capital program addresses the needs of the pedestrians and bicyclists throughout the Town. The
Town of West Hartford maintains an extensive system of 300 miles of sidewalks. These sidewalks
provide a safety benefit to pedestrians in lieu of walking in the street. The sidewalk system also provides
a neighborhood enhancement, and benefits school children, business patrons throughout town, and
recreational users. The Engineering Division refers to the Town’s Sidewalk Policy for consideration of
adding sidewalk sections to eliminate sidewalk gaps in the Town’s sidewalk network.
In addition to the sidewalk system, the Engineering Division will continue to design and construct on
and off-street bicycling options across the Town. For on-street bicycling options, the Town intends to
evaluate and appropriately sign and mark suitable roadways in accordance with the Town’s Complete
Streets Policy, especially the Bicycle Facility Plan.
With additional funding and multiple contractors, the Town reduced from over 1,000 to approximately
915 total sidewalk work order requests. We annually average 200 new work order requests and address
150 work orders.
17-22
Project Title
Storm Water Management
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration

This capital program maintains the complex, Town-wide drainage system, which includes 13 bridges,
73 culverts, 7,600 drainage structures, and 175 miles of pipe.
Most of the Town’s bridges and some of the Town’s culverts are inspected every two years by the State
of Connecticut, Department of Transportation. The Engineering Division performs periodic inspections
of the remaining bridges and culverts.
Some inspections of the Town’s storm pipes occur annually on an as-needed basis to investigate
flooding, pavement failures, or in advance of a road repaving project. These annual video inspections
cost approximately $165,000. Inevitably, the pipe inspections lead to necessary pipe replacements,
which average $560,000 per year.
17-23
Project Title
Street Reconstruction
Transportation & Circulation Program Year 1: $2,050,000
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration
Recurring Total Cost: $2,050,000
Personnel Services $ Bonds $2,050,000

This Capital Improvement Program (CIP) provides the funding necessary to address the reconstruction
needs of any Town roadway in order to keep them operational for the public.
Street Reconstruction involves the following: coordination with utility companies to ensure
underground facilities are not in need of repair or replacement; evaluation for complete street
components; replacement of curb; replacement of failing concrete or paver sidewalk; replacement of
concrete or asphalt driveway aprons; replacement of drainage structures; re-establishment of the
roadway base material; roadway repaving; pavement markings; traffic signage; and traffic control
services during construction.
Planned 2024 roadway reconstructions include: New Park Avenue, Highland Street, St. Augustine
Street, Pleasant Street, and Warwick Street. Due to escalating construction material and labor costs, an
additional $550,000 is requested to complete the proposed roadway reconstructions.
17-24
Project Title
Street Resurfacing
Transportation & Circulation Program Year 1: 3,346,000
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration
Contractual Services $ Grants $431,000

The Town strives to repave 10 or more miles of roadway each year, via this Capital Improvement
Program. Due to the escalating cost of asphalt and current staffing levels, the Town has only been able
to resurface an average of 6.9 miles over the past five years.
The streets selected for resurfacing are based on the annual pavement condition evaluation. Of the
Town’s 217 miles of roadway, 25 percent or 54 miles are in poor or extremely poor condition. Selections
are also based on geographical considerations to balance the repaving throughout Town. The Street
Resurfacing Program includes: milling to partially remove the existing pavement; sweeping the
roadway clean; paving the roadway; and traffic control services during construction. In most cases,
bituminous curbing and driveway aprons are also replaced. Also, $50,000 from this program is used for
pavement crack sealing on roadways that were repaved approximately five years prior. The Town also
coordinates all work with the utility companies.
The Public Works Department and the Town’s drainage contractor replace catch basins in conjunction
with the street resurfacing program. On average, 240 catch basins are replaced every year at a cost of
approximately $360,000.
Due to escalating construction material and labor costs, an additional $200,000 is requested to complete
at least 7 miles of resurfacing.
17-25
Project Title
Traffic System Management
Community Development 30 Years Infrastructure
5 Years Pavement Markings
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration
Non-personnel Services $ CNRE Fund $50,000

This Capital Improvement Program addresses the improvement or replacement of the Town’s 62 traffic
signals, 1,200 traffic control signs, 30 miles of pavement markings, two miles of guiderail, and the
Town’s Street lighting system. Proper operating maintenance of these traffic control devices greatly
improves safety to the mobile public. This Program provides funding to install traffic calming measures
and intersection traffic safety improvements.
Of the Town’s 62 traffic signals, eleven remain that are approaching the end of their useful life at 25
years or older. The goal of this program is to replace one traffic signal every other year, make necessary
traffic signal improvements such as pedestrian signal upgrades to add exclusive pedestrian signal phases
and/or accessible pedestrian signal equipment, and to replace all necessary pavement markings affected
by the repaving program and replenish others throughout Town. Guiderail, traffic signage, and street
lighting are replaced as necessary.
17-26
Project Title
Flood Mitigation Infrastructure Improvements
Fiscal Year
2024-2025 Prior Year(s): 2,000,000
Project Duration
Contractual Services $ CNRE Fund $
Non-personnel Services $ Grants $
Other $ Other $

Due to repetitive street and property flooding, three drainage studies were completed to evaluate and
recommend improvements to the Town’s Street drainage system to reduce the frequency and impact
from flooding after heavy rain events. These studies covered approximately 10 percent of the Town’s
Street drainage system in the center of the Town spreading from Mohawk Drive (North), Farmington
Avenue (South), Walbridge Road (East), and Pleasant Street (West).
Several areas within these studies were identified as in need of larger storm pipes, storm pipe extensions,
and drainage connections from private properties to the Town’s storm drainage system.
Funding in this program year is for the construction of the second year of a multi-year program to
improve the Town’s storm drainage infrastructure to mitigate flooding impacts. The Engineering
Division is seeking grants to fund the construction of these improvements.
17-27
Project Title
Infrastructure Improvement Project
General Program Year 1: $200,000
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration
Other $ Other $

This program funds the replacement of public infrastructure that involves multiple departments.
Examples of infrastructure eligible for this program include, but are not limited to: Trout Brook Trail,
Town parking lots, Webster Walk area, and Memorial and Isham parking garages.
17-28
Project Title
Fern Street Bridge Replacement
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration
Non-Recurring Total Cost: $3,600,000
Non-personnel Services $ Grants $3,000,000
Other $ Other $

This project replaces the Fern Street Bridge over Trout Brook, near Fernridge Park. This bridge was
originally constructed in 1939, was rehabilitated in 2000, and currently has a weight restriction. Based
upon a recent inspection, this bridge is recommended for replacement. The Town will receive another
$3,000,000 Local Transportation Capital Improvement Program Grant to total $6,000,000 from the
Capital Region Council of Governments. An additional $600,000 bond funding is required for project
cost increases, some of which is related to a 42” water main replacement that is located under the
existing bridge structure.
17-29
Project Title
Trout Brook Trail Phase 3
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration
Non-personnel Services $ Grants $500,000
Other $ Other $

This project is for the construction of the Trout Brook Trail – Phase 3 section from Park Road to Jackson
Avenue. This trail section is 3,900 feet and will complete a missing section that will make the trail
continuous from Asylum Avenue to New Park Avenue for a total of 19,960 feet or 3.78 miles. The
Town already received a $500,000 grant through the Connecticut Department of Energy and
Environmental Protection. An additional $900,000 is requested due to construction cost increases since
the project’s inception.
17-30
Project Title
Farmington Avenue Reconstruction
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration
Personnel Services $ Bonds $
Other $ Other $

This program includes Complete Streets improvements on Farmington Avenue from Walden Street to
Main Street including the intersections at Walden Road, LaSalle Road, and the Municipal Parking Lot
Driveway. Program elements include sidewalk expansions, replacement of sidewalk surfaces,
Additional funding is required based upon the latest construction cost estimate, which includes
nighttime construction work and hiring a construction management company due to the challenging
construction location.
This project will be utilizing ARPA funds.
17-31
Project Title
LaSalle Road Reconstruction
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration
Other $ Other $

This program includes Complete Streets improvements to LaSalle Road from Farmington Avenue to
Ellsworth Road including the intersections at Arapahoe Road and Ellsworth Road. Program elements
include sidewalk expansions, replacement of sidewalk surfaces, replacement of street trees and tree
wells, sidewalk furniture, low impact development drainage improvements, traffic calming elements,
roadway repaving, and new pavement markings.
Additional funding is required based upon the latest construction cost estimate, which includes
nighttime construction work and hiring a construction management company due to the challenging
construction location.
This project will utilize APRA funds.
17-32
Project Title
Vision Zero
Community Development 20-50 Years
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration
Other $ Other $

Vision Zero is an extensive, multi-faceted public safety initiative with the goal of eliminating traffic
fatalities and severe injury crashes in West Hartford by 2033. The Vision Zero Action Plan contains
many recommended actions to achieve this goal, many of which require physical modifications to
roadways, intersections, and pedestrian and bicycle infrastructure. The Action Plan recommends a
Capital Improvement Program to exclusively fund these physical modifications.
This program would use ARPA funds.
17-33
Project Title
Asbestos Removal
Public Schools
Education Program Year 1: $300,000
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration

Asbestos Containing Material (ACM) has been found throughout the district in locations documented
in the Board of Education’s Asbestos Management Plan. The annual appropriation is used to support
many other recurring projects, such as boiler replacement. Ideally, the removal precedes the designated
recurring construction activity. These funds pay for asbestos removal project specifications, diagrams,
hygienists, actual removals, testing results, and final reports.
Inert asbestos containing material can be encapsulated rather than removed. Construction and/or
renovation activities, however, often make inert materials friable and removal provides for safer, more
predictable working conditions. Additionally, when asbestos containing materials are encountered on
a work site, all activities must cease until the removal of the asbestos has been completed. Therefore,
we are better able to project construction/renovation schedules and cost with the asbestos removed in
advance.
Funding is allocated toward the removal of asbestos identified during renovations, flooring
replacements, and heating improvements.
17-34
Project Title
Exterior School Building Improvements
Public Schools
Education Program Year 1: $2,175,000
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration

With 16 buildings of varying age, exterior school improvements are an annual requirement. Exterior
school improvements may include roofing, masonry, window upgrades and exterior door replacement,
as well as other structural improvements. Re-roofing includes removal of existing materials and in
many cases, insulating with thicker, denser materials to provide for increased energy conservation. It
also includes the installation of necessary flashings, counter flashings, drainage improvements and
related masonry repairs. A systematic re-roofing program addresses the fact that building materials
decay, while it ensures the useful life of the building and protects a significant capital asset. Masonry
includes restoration and re-pointing of building facades. Window upgrades replace single pane windows
with energy efficient window systems.
The desirability of maintaining roofs in a good state of repair represents a prudent approach to building
maintenance. Deterioration of roofing surfaces and exterior building envelopes, left unchanged,
exposes buildings to water damage and long-term structural damage.
This year’s appropriation will be dedicated to partial roof replacement at Hall.
17-35
Project Title
Heating and Ventilation Systems
Public Schools
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration

This program provides for the replacement of existing boilers and upgrades to existing HVAC systems
some of which have performed well beyond their useful life. Replacement boilers are typically more
energy efficient and include a greater amount of programmable auxiliary controls. Reconfigured piping
is often necessary. New temperature-controlled gas burners are included, as are requisite improvements
to the gas piping. Associated breeching, dampers and needed chimney repairs are also included.
Good preventive maintenance practice dictates that major building components be repaired or replaced,
if necessary, before problems arise. Few components of a building are as essential as a dependable
boiler. Boiler failures can cause major problems to the educational process as well as unanticipated
major expenses during the middle of a fiscal year.
This funding will go toward the removal of the boilers at Webster Hill.
17-36
Project Title
Interior School Building Improvements
Public Schools
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration

School building improvements consist of facility needs that are not specifically outlined as a separate
capital project. These expenditures include replacement of fire alarm systems, handicap accessibility
improvements, lighting system upgrades, HVAC control system replacements, and building and fire
code related improvements.
The school system has 11 elementary schools, three middle schools, and two high schools that together
comprise more than 1.75 million square feet of educational facilities. These facilities require regular
investment to maintain their existing infrastructures and upgrade their systems. This appropriation
continues the Town’s reinvestment in its schools and commitment to maintain them in good condition.
Improvements this year will include flooring replacement and painting at Whiting Lane, restroom
renovations at Hall, main entrance improvements at King Philip, gym floor replacement at King Philip,
and health suite improvements at Hall.
17-37
Project Title
Site and Athletic Field Improvements
Public Schools
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration

The school fields and site infrastructure have experienced significant wear and tear. Most of these
facilities were originally constructed more than fifty years ago. Funding is used to upgrade facilities to
ensure their continued usefulness.
West Hartford’s athletic fields have been intensively used to a point where facilities have become
inadequate or are beginning to show signs of deterioration. Much of the site infrastructure is also in
need of replacement. The purpose of these improvements is to provide safe playing and pedestrian
conditions. A long-term athletic field and site infrastructure improvements program is needed to prevent
further deterioration and to preserve these important community resources.
The funding will go toward sidewalks and paving at Whiting Lane.
17-38
Project Title
Stage & Auditorium Renovations
Public Schools
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration

Every school facility in West Hartford has an auditorium and all but Smith School have a type of
traditional stage. Many of the stage components and systems have outlived their useful life and are
either non-functional or have been made inoperable due to safety concerns. Furthermore, many stages
have lighting panels which require updating by code.
The West Hartford Public Schools curriculum has been distinguished by its emphasis on excellence in
academics, athletics and the arts. Theater, acting and stagecraft are all part of the curriculum. Our
auditoria are the scene of many Town-wide events, such as the Pops and Jazz Concerts and the winter
concerts. Furthermore, the safety of the stages as well as their versatility is important to those renting
our facilities. The middle schools offer a full program of artistic events to their communities year round.
The fact that many of our stages require significant repairs limits the kinds of productions we can offer
the community and the teaching experiences we can offer our students.
Funding will be allocated for seating replacement and lighting/sound improvements at Wolcott.
17-39
Project Title
Elementary School Air Quality Improvements
Public Schools
Fiscal Year
2024-2025 Prior Year(s): 7,715,000
Project Duration
Program Enhancement – Year 3 of 15 Total Cost: $13,255,000
Contractual Services $ Grants $1,108,000

The majority of our elementary schools were built prior to 1964 and lack modern fresh air ventilation,
air conditioning, and have their original single-pane glass window systems. The single-pane glass
window systems were intended by design to leak air as a means of providing fresh air. Modern building
standards require fresh air to be provided via mechanical air handlers in which outside air is brought in,
filtered to remove contaminants, and mixed with existing air with a certain percentage being expelled
to the outside and the remaining air being recirculated into the building based upon carbon dioxide
levels. Many studies have shown that proper fresh air and comfort is a substantial benefit to student
success in a learning environment.
Two of our elementary schools have building-wide fresh air and air conditioning systems (Charter Oak
International Academy and Smith), two elementary schools have building-wide fresh air systems with
limited air conditioning (Braeburn and Wolcott), and the remaining seven elementary schools have
limited fresh air and air conditioning along with single-pane window systems. In the 1970s, many of
the single-pane window systems were in-filled with sheetrock and insulation in order to help save
energy. While this action did save on energy costs, it reduced the number of operable windows in the
building, reduced the amount of fresh air entering the building, and also reduced the amount of natural
light.
As part of the school reopening process necessitated by the COVID-19 pandemic, a retro-
commissioning project was conducted by a mechanical engineering consultant to assess and recommend
repairs and/or adjustments to our existing HVAC systems in all 16 schools to increase fresh air
ventilations and improve air filtration levels where feasible. This project has provided the district with
a solid starting point to evaluate and make improvements to improve fresh air quality in the schools.
This program enhancement provides funding over a 15-year period to make improvements at the nine
elementary schools that lack modern fresh air, air conditioning, and modern window systems. The
funding this year will go to Webster Hill.
17-40
Project Title
Wolcott Security & Office Improvements
Public Schools
Fiscal Year
2024-2025 Prior Year(s): $500,000
Project Duration
Program Enhancement –Year 2 of 2 Total Cost: $3,000,000

The main office at Wolcott is located internally in the building, limiting the ability of staff to safely
allow visitors into the school. This project would create a small addition at the front of the building for
the main office, adjacent to the library/media center, and replace the entry canopy. This configuration
would address the safety concern that currently exists. In addition, Wolcott has been experiencing a
dramatic increase in the number of students requiring additional services beyond the standard
classroom, requiring space that is appropriate to provide these services. Currently, several classrooms
have been converted to host multiple small groups at one time but this configuration is not conducive
to effectively providing these services. There is also one classroom located on the lower level of the
building that is not handicapped accessible. The proposed addition would allow for renovation of the
existing main office into several small group learning rooms to address the need for additional services
and eliminate the classroom in the lower level.
Funding in the second year would be utilized to perform the construction and renovation work.
17-41
Project Title
Computer Infrastructure
Public Schools 3-5 Years
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration

All West Hartford Public Schools are connected to a fiber-optic metropolitan area network (MAN). The
internal connections at each school consists of layer 2 switches and layer 3 routers to bring the network
and internet resources to all offices and classrooms. Servers, switches, telecommunications equipment
and other appliances will require proactive replacement to improve mean time between failures and
reduce mean time to recovery. Additionally, these funds are used to annually replace the oldest
computers in the district for newer models capable of meeting the demands of current administrative
and educational software. These funds, combined with funding in the operating budget, constitute our
technology investment in the schools.
The ongoing investment in educational and administrative computing is a critical element in providing
what has become basic functionality in today’s technology reliant education environment.
This program supports the computer fleet at all 16 public schools and administrative offices. In order
to stay current with software requirements and phase out the oldest hardware that is past its usable life
and out of warranty coverage, maintenance of an annual technology refresh schedule of 1,500 devices
on average is required. This program ensures a reliable device fleet that is able to support computer
based testing mandates.
17-42
Project Title
Furniture and Equipment Replacement
Public Schools
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration

The Furniture and Equipment Replacement program provides for the periodic replacement of furniture and
equipment district-wide as the inventory becomes worn out, unable to be repaired, or unsafe. There are five
categories of items included in this replacement program.
Classrooms and Laboratories– There are approximately 617 classrooms in the 16 schools that comprise the
district. Classroom and laboratory furniture have a life span of approximately 20 years. This category of
furniture includes student desks and chairs, teacher desks and chairs, laboratory tables and chairs. These
items have been standardized throughout the district to streamline maintenance and repairs and so that items
may be transferred between schools as needed. Adjustable desks are specified for the elementary schools
so that furniture can be transferred to different grade levels within an elementary school.
Administrative – Each of the 16 schools have main offices along with support staff operations that have
furniture requirements including desks, chairs, tables, filing cabinets, and permanent dividing walls. Office
furniture has a typical life span of 20 years.
Cafeteria – Each of the 16 schools has a cafeteria that requires tables and chairs for students. In many
instances, these spaces are also used for additional classroom space, assemblies and meetings. These items
have been standardized throughout the district to streamline maintenance and repairs and so that items may
be transferred between schools. Cafeteria furniture has a typical life span of 15 years.
Equipment – Items in this category include appliances and folding dividing walls. Appliances have a life
span of between 10 and 15 years and dividing walls have a typical life span of approximately 30 years.
Lockers – Element of the school building design which is subject to excessive wear and tear as generations
of students make use of these temporary storage receptacles. Because certain lockers cannot be repaired
further, there is a need for lockers district-wide for the next several years. New lockers are specified to be
wider and deeper than existing ones, and they are usually specified to have a more limited number of moving
components, thereby limiting our future repairs and maintenance.
Furniture has a limited useful life. Much of the Town’s inventory has been pushed well beyond that life
span. As many older pieces become obsolete, the Town can no longer obtain repair parts. Finally, as
educational methods change, furniture needs change.
This funding will go toward the replacement of furniture, equipment, and lockers throughout the system.
17-43
Project Title
Park & Playfield Improvements
Parks & Recreation Program Year 1: $400,000
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration

West Hartford’s parks and athletic fields are intensively used by youth leagues, some to a point where
facilities have become inadequate or are beginning to show signs of deterioration. The purpose of park
and playfield improvements is to provide safe playing conditions so that interscholastic and youth
league injuries can be minimized. The program also covers tennis and basketball courts in parks. A
long-term athletic field improvements program, developed in conjunction with the Department of Public
Works, prioritizes field maintenance to prevent further deterioration and to preserve these community
resources within Town parks.
Post tension concrete projects have been implemented in several public parks to date. Investment in this
technology saves on long-term upkeep costs. This year, attention will be focused on the installation of
post tension courts ($330,000) at the Eisenhower basketball site. Remaining funds would be used for a
safety wood guardrail at Norfeldt softball field ($60,000); the remainder ($10,000) will address field
improvements at various sites.
17-44
Project Title
Rockledge Irrigation Replacement
Leisure Services & Social Services 20-25 years
Parks & Recreation Program Year 1: $2,400,000
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration
Non- Recurring Total Cost: $2,400,000
Personnel Services $ Bonds $ 2,400,000
Other $ Other $

Rockledge Golf Course’s irrigation system was originally installed in 1981 with a 20-year lifespan. It
is long overdue for a replacement. In order to protect the investment of the course, save money on
repairs and water leaks, and increase efficiency, this replacement is required. The irrigation system is
important to maintain quality golf; all greens, tees and most fairways are irrigated. Components include
the irrigation ponds (fed by wells); a pump station, water distribution pipes, control valves, control lines
(with controllers) and sprinkler heads. Irrigation complements fertilizer and Integrated Pest
Management, allowing for judicious use and increased use of organic treatments. It also helps control
algae and heat stress. An automated system would allow remote adjustments.
17-45
Project Title
Outdoor Pool Improvements
Leisure Services & Social Services 10 Years
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration
Contractual Services $ CNRE Fund $25,000

The money for this project will be used to repair filtration systems, underground pipes, and concrete
decks where necessary. This is an ongoing program to address facility issues within our neighborhood
pools.
This project will allow for improvements at the Town’s five outdoor pools and four spray decks.
Funding under this program will assist the department in maintaining visitor safety as well as upgrading
the appearance of the outdoor pools by completing minor projects not addressed through the operating
budget.
The outdoor pool season is a summer program of limited duration. This program will allow the Town
to minimize downtime at the outdoor pools, thus assuring the community has use of their pools during
the summer months.
Caulking around pools’ concrete perimeter and gutters need to be reviewed and systematically replaced
due to failing caulk. One pool is painted annually, which typically lasts four years.
17-46
Project Title
Park & Playscape Management
Leisure Services & Social Services 10-15 Years
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration

Funds for this project will be used to repair and/or replace existing playscapes and playground
equipment at Town parks. This is a recurring program to address facility improvements. The ongoing
maintenance of existing equipment will provide for accessible playgrounds, improve safety, and better
serve the needs of neighborhoods.
This year’s appropriation will fund the replacement of various fencing replacements and ongoing
maintenance repairs of park signage, playground structures and equipment.
17-47
Project Title
Eisenhower Pool and Bathhouse Replacement
Parks & Recreation Program Year 1: $2,000,000
Fiscal Year
2024-2025 Prior Year(s): 2,400,000
Project Duration
Year 2 of 2 Total Cost: $4,400,000
Other $ Other $

West Hartford supports community pools in four parks. Community pools offer many benefits to the
physical, mental, emotional and social health of our community. The renovation of Eisenhower Pool
and Bathhouse is a critical infrastructure improvement. The funding in place ($2.4M) was not sufficient
to meet the cost of construction. An estimated additional $2M is required to fund the project fully.
The two-phased construction schedule is expected to be October 2023 to May 31, 2025, with the
building replacement to be completed by June 1, 2024 and the pool construction to be done between
August 15, 2024 and May 31, 2025.
17-48
Project Title
Water Pipe Replacement Rockledge Golf Club
Leisure Services & Social Services 50 years
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration
Non-Recurring Total Cost: $125,000
Other $ Other $
Failing water infrastructure is a systematic, Town-wide issue. A persistent, substantial water leak exists
on the water line that travels north from Ashford Road through the Rockledge Golf Club. It feeds the
snack shack and the maintenance building. Water usage, measured by an MDC service bill meter on
Ashford Road indicates substantial -- and costly -- water loss. The golf course superintendent has fixed
many leaks on this line but small repairs have not stopped the high usage. The leak is large and appears
to run into an unknown underground drain, so it is hard to detect. We now suspect that it may be leaking
under the 4th green, and are concerned about it escalating into a sinkhole.
The Town's energy specialist has flagged the line for several years, due to high utility costs. The leak
appears to have begun in April 2021. Water use ballooned from an average 600 ccf in FY21 to 2,003
ccf in FY22. Costs also spiked -- from $5,454 in FY21 to $21,407 in FY23. Cost is anticipated to be on
par with last year.
The repair will save the Town $20,000 to $25,000 per year, according to the Town’s energy specialist.
We request an investment in water pipe infrastructure, since we continually chase leaks on this line at
Rockledge to no avail. The line is old and beyond repair.
17-49
Project Title
Retaining Wall Maintenance Rockledge Golf Club
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration
Other $ Other $

The retaining wall at Rockledge Golf Club driving range was built in the early 1990’s. It has begun to
buckle and needs significant maintenance. The site has been reviewed by structural engineers who
recommend either rebuilding the wall or shoring up the wall with new blocks on the outside of the wall.
This is a maintenance and safety issue.
Town surveyors are currently completing a survey, and quotes are expected on the repairs in the coming
two weeks.
17-50
Project Title
Isham and Memorial Garage Restoration
Public Works 20 Years
Building Improvements Program Year 1: $750,000
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration
Year 1 of 11 Total Cost: $750,000
Other $ Other $

The Town of West Hartford owns and operates two parking structures, circa 2006. Due to their age,
both garages were assessed by Desman and Associates - selected via RFP process. Desman is a
professional consultant with demonstrated experiences and technical expertise in parking structures.
Professional services (engineering and construction management), to assist Town staff in the selection
process of a contractor and to manage the restoration progress in FY 2025. The Town does not have in-
house resources to apply to the garages and we do not have in-house expertise on garage restoration.
The remaining funds will be used to address areas of high priority:

• Apply Fire proofing material on Memorial Garage basement ceiling.
• Repair concrete and waterproof expansion joints along stair/elevator/escalator at roof level
of both garages.
• Repair expansion joints and brackets on deck 3 of Memorial Garage.
• Reapply waterproofing membrane in Isham Garage.
• Replace drainage assembly in both garages and clean out oil and water separators.
17-51
Project Title
Materials Solution Center Modernization
Public Works 25 years
Building Improvements Program Year 1: $1,750,000
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration
Personnel Services $ BONDS $1,750,000
Contractual Services $ GRANTS $
Other $ OTHER $

The property at 25 Brixton Street is the historical landfill site owned by the Town and serves as the
Town’s Yard Waste and Recycling Center. Public work seeks to build out a more efficient use of the
property necessitating a redesign of the Yard Waste and Recycling Center to better serve the public and
improve Public Works operational efficiency.
The redevelopment and modernization of this site supports the State of Connecticut Department of
Energy and Environmental Protection’s (DEEP) Comprehensive Materials Management Strategy and
their 60% waste diversion goals by 2024. Using grants and CIP funding, the Town completed the
Environment Assessment and Remedial Action Plan in 2018. In fiscal year 2021, funds were allocated
for redesign and construction of a modern Materials Solution Center for recycling and waste diversion.
Fiscal year 2025 funding encompasses the capping of the current landfill to meet DEEP requirements,
and the construction of new facilities to address the Town’s current and future requirements of MSW,
recycling and yard waste management.
17-52
Project Title
Fire Training Tower
Fire 10 years
Fiscal Year
2024-2025 Prior Year(s): $750,000
Project Duration
Other $ Other $

This project will rebuild the fire training tower facility on the Brixton Street Facility. The project seeks
to upgrade the fire training tower and add classroom space as part of the facility.
The Training Tower costs were estimated by a previous fire administration. Numerous years later and
coupled with the Training Tower budget being deferred, it is appropriate to request an estimate change.
The allocation should be increased given benchmarks of other recently constructed training facilities
and construction challenges associated with the pandemic.
In a prior budget process, the training tower was moved out in the CIP from an earlier replacement date,
placing it in FY23-24 with a corresponding funding amount of $750,000. However, it has yet to be
designed or constructed.
A Public Safety Facilities study was sent out for bid in September of 2022 with a specific request to
front-load recommendations for the training tower, but the study has not yet been completed. Also, in
September of 2022, Macchi Engineers performed a structural analysis of the current facility and placed
in writing that it cannot be safely occupied, which leads to the fact that it has been fully out of service
for over 1 year.
Efforts with current year finances, to regain the ability to train in the facility, are underway but the
construction of a new facility should be in mind. This is important to the fire service but also supports
ongoing future plans to engage high school students in seeking career pathways into public service.
17-53
Project Title
Town Building Improvements
Facilities Services
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration

Town building improvements are facility needs not addressed under other capital projects and include
the categories of heating, ventilation and cooling (HVAC) systems, roofing and masonry, interior
finishes, fixtures and furnishings, and code compliance. This program allows for improvements to the
Town’s municipal buildings, such as completing minor projects and replacing equipment and building
amenities, and to maintain and upgrade the systems and appearance of the buildings.
Heating, Ventilation and Cooling (HVAC) Systems - HVAC systems provide heating, cooling and air
circulation to users of buildings. Air temperature and indoor air quality are important issues to building
occupants in regard to their personal comfort and health. The periodic replacement of boilers, furnaces,
chillers, cooling towers, air handlers, and ventilation systems is required as these systems wear out
and/or become obsolete. New HVAC systems also provide the Town an opportunity to install more
energy efficient equipment and to install modern direct digital controls, which provide greater control
and will lower operating costs.
Roofing and Masonry - Proper maintenance of the exterior building shell is required to prevent water
and air penetration into the building. Water damage can cause significant damage to a building and
potential health hazard to building occupants. Air penetration causes heating and cooling losses and
interferes with the proper operation of HVAC equipment and can lead to excessive wear and tear of the
equipment and higher operating costs. Building roofs have a life span of approximately 20 to 25 years.
Interior Finishes, Fixtures and Furnishings - Interior finishes include wall, floor and ceiling surfaces;
fixtures include restroom toilets, sinks, partitions, and kitchen sinks; furnishings include appliances such
as stoves, ovens, refrigerators, and water fountains, benches and other miscellaneous items that are
permanently installed in buildings.
Code Compliance - Code compliance includes fire and life safety, handicap accessibility, elevator and
public health codes in Town buildings. Codes periodically change, or if it is discovered that we are not
in compliance with the code, we must make repairs, enhance systems, or modify buildings to meet the
requirements of the code.
17-54
Project Title
Various Police Department Improvements
Facilities 50 years
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration
Other $ Other $

Police Department is requesting the following projects:
Lab Improvements
Patrol/Traffic Office Reconfiguration
General Building Improvements
ERC Extra Station
Professional Standards & Patrol Furniture
Community Relations Offices
17-55
Project Title
Energy Conservation
Facilities Services
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration
Personnel Services $ BONDS $

This project will fund energy conservation improvements to Town and school buildings as part of
the Town’s overall energy management strategy. Each year, capital improvements will be identified
based upon recommendations of the Town’s energy specialist that will reduce the consumption and
cost of energy. Based upon a priority ranking and payback schedule, those improvements that will
have the best return will be implemented. Improvements may include more efficient equipment,
energy management control systems, financial incentive programs for improvements from the
utility companies, implementing separate heating and cooling systems within buildings, and taking
advantage of new technologies.
Natural gas, electricity, and water costs are projected to increase for the foreseeable future. Investments
need to be made that reduce the consumption of energy and water to manage energy costs. This
dedicated project for energy conservation improvements establishes these investments as a priority
rather than competing with other building improvement projects and priorities.
17-56
Project Title
Document Digitization Project
Information Technology Services 50+ Years
Miscellaneous Program Year 1: $250,000
Fiscal Year
2024-2025 Prior Year(s): $250,000
Project Duration

Information Technology plans to create as close to a paperless work environment as possible for the
Town and Board of Education. For example, the Community Development Department (Building,
Engineering, and Planning & Zoning Divisions) currently requires paper submissions for most of its
license and permit applications. The general office workspaces in this Department are overwhelmed by
paper document storage. There are a total of 110 standing file cabinets, 30 flat file cabinets for large
plans, 3 plan racks for temporary storage of large plans. In addition, there are more documents stored
in the Building and Engineering Division vaults, which are located in Town Hall outside of the work
areas.
The ongoing CityView license and permit upgrade will allow electronic document submissions. This
will stop the need to store paper documents, but leave the many file cabinets, boxes, racks, and piles of
paper documents. These documents should be scanned and stored electronically. Once completed, the
office will be free of these documents, which will create office space that can be repurposed.
The Information Technology (IT) Department will work with Community Development and other
Departments to ensure on premise or a cloud storage solution will be available as the main document
repository. The IT department will ensure the documents are searchable and categorized so they can be
easily retrieved.
17-57
Project Title
Communications Infrastructure
Information Technology Services
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration

This project represents the continued investment in the organization’s communications infrastructure
supporting voice and data communication for Town departments and the public schools. The
maintenance of the infrastructure requires annual investments to replace obsolete hardware and
software, and enhancements are required to maintain the performance of the infrastructure to support
the continued and expanded utilization of voice and data communications. This project also finances
investments in hardware and software for all Town departments.
The communications infrastructure supports applications that utilize voice and data communications to
improve organizational performance. Improved performance is the result of extending access to
information throughout the organization, making employees independent in accessing resources to solve
problems and provide customer service. The communications infrastructure supports applications that
provide customers direct access to electronic services, eliminating their dependencies on employees to
receive customer service. Continued investment is required to maintain the infrastructure to support new
applications and increased utilization, while maintaining the security integrity of the infrastructure.
17-58
Project Title
Time & Attendance System
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration
Personnel Services $ BONDS $250,000
Other $ OTHER $

The capture of Town personnel hours worked, PTO, sick time, and compensation are done manually
using paper time sheets. The outdated process requires tracking down missing time sheets and verifying
paper content due to handwriting challenges. This paper information is then entered manually into the
Munis payroll system utilizing valuable time of department staff.
This Capital Improvement Program provides the funding necessary to implement time and attendance
software. As part of the Town’s continued goal to reduce technology infrastructure costs, improvement
process, and increase overall organizational effectiveness, the Financial Services and Public Works
departments will put time and attendance software into operation. A time and attendance solution will
provide improved accuracy of pay, manage time off requests, track expenses, automate and track time
keeping and simplify scheduling.
Automated time tracking software will efficiently track, manage and control employee time and
attendance while reducing costs. The software will align with the recently implemented Munis Financial
and Munis Human Capital Management system. This allocation will be used for implementation of a
time & attendance system, which will meet the Public Works & Town departments scheduling and time
tracking needs.
17-59
Project Title
Fire Apparatus
Fire Department
Rolling Stock / Miscellaneous Equipment Program Year 1: $200,000
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration

The fire service across the United States has been plagued by a major change in the fire apparatus
industry. Likely due to a combination of the pandemic, supply chain issues, and widespread availability
of ARPA monies being used to purchase apparatus, truck costs have increased dramatically while build
times have extended to as much as 3 to 4 years from the time of order. When factoring in out of service
times and condition of our current apparatus combined with the national issue, a global re-look at our
capital vehicle replacement plan was undertaken. Ultimately, we had to increase the estimated
replacement costs significantly as well as moving the replacement dates in closer.
Based on the current condition of our spares, out of service times of front-line apparatus which require
a spare to go in service, as well as the estimated capital funding cycle for the next new apparatus (FY27),
we are requesting immediate funding to procure a new (used) spare. A new spare will "buy time" while
we prepare for the new CIP plan and conditions. In discussion with our mechanic, this request for a new
spare is a true need rather than a want.
17-60
Project Title
Fire Miscellaneous Equipment
Fire Department
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration
Miscellaneous Equipment in good condition is critical to the safety and productivity of Town
departments. The Town has developed a multi-year plan to replace these items based upon the condition
of existing inventory and expected useful life. Timely replacement of Miscellaneous Equipment
contributes to the efficiency and effectiveness of a Town department.
The Fire Department has a certain cache of equipment that we request to replace annually as part of a
comprehensive replacement plan to ensure that our stock is updated and sufficient spares are available.
Examples of equipment being replaced annually generally include:
• Electrocardiogram machines (ECG) for paramedics
• Lucas chest compression device
• SCBA bottles
Capital EMS items to include - video laryngoscopes, IV pumps, AEDs, etc.
Additionally, this project request includes certain one-time purchases of capital equipment to address
evolving hazards, radio equipment, as well as other equipment to support training opportunities and
needs. Of note, this project request also includes equipment to maintain and improve the safety and
cancer-reduction of members. Cancer rates are increasing, and there is an urgent need for the department
to provide equipment to combat these rates. Safety needs change, but are constantly present, and annual
funding will be effective in immediately addressing issues.
In FY25, the specific requests include:

• 1 Electrocardiograms to support an EMS license for Squad 1 and Medic 24 ($40k)
• A high-fidelity simulation mannequin to support advanced medical training for both police and
fire personnel, allowing for on-site realistic training for a variety of situations, including but not
limited to, new paramedic precepting, paramedic advanced airway training, active shooter
response for both PD and FD, FD and PD EMS re-certification skills, and officer-involved
shootings which can be paired with the PD use of force simulator. ($95k)
• Radio replacement and stock as requested by the Communications System Manager ($28K)
• A gear washer/extractor and dryer (part of a multi-year plan for cancer reduction) to outfit
Station 3 ($60,000)
17-61
Project Title
Fire Support Fleet
Fire
Rolling Stock\Miscellaneous Equipment Program Year 1: $277,000
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration
Other $ Other $
The Fire department appreciates the assistance navigating a pandemic though the increased use of support roles.
Additionally, we have increased the size of Emergency Management, IT and Admin staff, expanded the CERT
team, added a fire inspector, and moved to an intercept paramedic model which places 2-3 light vehicles into
front line positions. The net effect has been a better service, better preparedness, better outreach, and a much
stronger bond with our community, but a far greater demand for light vehicle availability.
However, we have struggled with obtaining a predictable replacement schedule for light vehicles. We work with
a vehicle classification system and a “pass-down” principle where we procure vehicles with certain criteria for
the assignments, and primary vehicles with high usage are moved to lower use positions to extend service life.
Even with these methods, having appropriate and reliable stock is operationally important. In addition to
facilitating ancillary functions, light vehicles reduce wear/tear on some heavier, more costly vehicles, and we
must also keep an appropriate stock of vehicles to support our statutory requirements relative to emergency
medical services licensing. While we appreciate that vehicles are approved periodically, it is not regular, and
creates resultant challenges in effective planning when there are no reliable replacement timelines. This results
in extensive discussions and justifications for light vehicles, sometimes bringing senior leadership into very
detailed nuances over vehicle conditions and assignments. Unfortunately, we are in the position where we must
consider our continued ability to maintain outreach and support programs due to the deterioration of vehicle stock
and our concern over increased needs/use compared to the replacement cycle.
We strongly encourage and request consideration for defined & predictable annual funding, even if at a reduced
amount, that can be used to plan for light vehicle replacement. However, it should be noted that we need light
vehicles as soon as possible to maintain our various support functions with the tools they need (vehicles) to
continue the programs and services we currently offer.
Under the premise that there is no surplus funding available, the following are the FY25 needs and requests:
• 3 Light Pickups (@$45k ea.)
• 1 Medic/ALS Pickup (@ $75k)
• 1 Administration Vehicle (@$67k)
17-62
Project Title
Public Works Rolling Stock
Public Works 12- 15 years
Rolling Stock Program Year 1: $870,000
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration

The Department of Public Works utilizes a variety of rolling stock to perform a diverse array of
community maintenance services. Equipment in good repair is critical to the productive use of the
Department’s resources. The Town has developed a multi-year plan to replace rolling stock based upon
the condition of existing inventory and expected useful life. Timely replacement of rolling stock
contributes to the efficiency and effectiveness of community maintenance services while providing safe
and compliant equipment for use by Department of Public Works staff.
Updating the Town’s fleet relieves regulatory pressure to meet pollution and fuel economy standards
associated with an aging fleet. Replacing needed equipment enhances the public image when vehicles
and equipment are in good repair. Safe, reliable equipment which provides necessary functionality also
improves relations with employees. Improved engineering and technological advances in updated
equipment provides better management of resources. Onboard electronics systems and telematics enable
better monitoring of daily operations and performance and provides the ability to manage application
rates such as salt application rates. It also improves the ability to monitor and schedule preventative
maintenance activities, and helps with workforce productivity.
Purchases identified with this funding include the replacement of two (2) snow plow trucks with all
associated attachments at a cost of $600,000, plus one (1) combination utility vehicle to be used for the
collection of recyclables and MSW from street side public waste receptacles and in parks at a cost of
$270,000.
Using Diesel Emissions Reduction Act grants where applicable will be used in conjunction with CIP
funding.
17-63
Project Title
Town Vehicles
Public Works 10 – 15 Years
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration

Rolling Stock and Miscellaneous Equipment in good condition are critical to the safety and productivity
of Public Works. Public Works has developed a multi-year plan to replace these items based upon the
condition of existing inventory and expected useful life. Timely replacement of Miscellaneous
Equipment contributes to the efficiency and effectiveness of the department.
Funding for the replacement of Rolling Stock and Miscellaneous equipment totals $78,000 from the
CNRE Fund.
17-64
Project Title
Public Works Miscellaneous Equipment
Public Works 10-15 Years
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration

The services provided by Public Works are dependent on having the right equipment, in good working
order to assure efficiency, timeliness and safety to the work performed and to the resources using the
equipment. All equipment used is utilized to maximize life expectancies but at some point needs
replacement. Years of continuous hard work requires higher equipment maintenance costs and eventual
replacement due to age and wear.
The timely replacement of worn and high use equipment assures safety to its users, greater efficiency,
and enhanced outcome attributable to newer technologies for residents. Considerable investments have
been made in parks, athletic fields, signage, and roadways. Maintaining them to the levels expected by
both industry standards and town residents is centric to Public Works’ mission. This project requests
the replacement of numerous pieces of equipment, with associated hardware, which have reached the
end of their useful life span.
The project requests the purchase of:

• Ground Operations Polar Trac
• Leaf / Wood Chip Boxes
• Sign Shop Plotter Cutting Table
• Tandem Asphalt Roller
• Fleet Garage Floor Scrubber
• Parking Services Tool Cat
17-65
Project Title
Narcotics Analyzer
Police Department
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration

The TruNarc Handheld Narcotics Analyzer identifies more than 530 illicit narcotics in a single drug
test, saving time and money. The test provides clear, definitive results for presumptive identification
with no user interpretation. It can scan directly through plastic or glass for most drug test samples to
minimize contamination, reduce exposure and preserve evidence.
17-66
Project Title
Police Vehicle Replacement
Police Department
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration

A review of the current fleet shows the following vehicles are in need of replacement. Following this
plan will refresh many of the unmarked and special service vehicles, most of which range from 14 to
20 years old.
2 - K9 Patrol Utility Vehicles

1 - Detective Vehicles
1 - PSU Vehicles
1 - Animal Control Vehicles (full size vans)
17-67
Project Title
Police Radio Equipment
Police Department
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration
Other $ Other $

Radio & Alerting System Console Equipment - $99,000 - Current equipment is end of life and obsolete.
Component failure will cause a position outage at any of the (2) Police dispatch positions and/or (4)
ERC/Fire dispatch positions, which could potentially be long term and have a significant impact on
Town wide dispatch operations.
UHF KEYS ESU Radio - $12,350 - (19) UHF keys for ESU members to enhance interoperability during
mutual aid. Currently the ESU team needs to carry an extra radio that has been assigned by the Capital
region response team in order to have communications with members from other areas. Those radios
are past end of life and the battery life is minimal. These UHF keys would enable West Hartford's ESU
personnel to carry their more reliable regular duty radio which means less equipment to carry and
operate during critical incidents, while allowing them to operate more seamlessly and effectively in
those high demand, high stress situations. Also, significantly more cost effective overall than needing
to purchase replacement radios.
Radio Upgrade (2) Supervisor Vehicle -$12,000 - Upgrade radios in (2) police supervisor vehicles to
enhance interoperability on-scenes. The addition of low band radios and a multi band crosspatch unit in
both of the supervisor vehicles means that the first responding supervisors can have immediate
interagency (Blue Plan) and inter-organization (Universities or shopping malls) communications during
the first critical minutes of an incident which could equate to an expedient mitigation of the event.
17-68
Project Title
Police PC and Related Equipment Request
Police Department
Fiscal Year
2024-2025 Prior Year(s): -
Project Duration
Other $ Other $

• 66 new PCs (preferably with CD/DVD drives if available, for Windows 11 support)
• 10 new laptops for cart in Training
• 10 new DisplayPort equipped monitors
• 16 Meraki APs @ $634.40 per AP
• Replacement UPS for CyberPower
17-69
Project Title
Street Brine System
Fiscal Year
2024-2025 Prior Year(s): $0
Project Duration

Public Works during winter months is responsible for the clearing and safe utilization of all parks and
BOE parking as well as over 220 miles of roads within the town of West Hartford. The application of
ClearLane, a road treatment material, is needed to assure there is no icing, preventing the potential for
student or resident harm.
An alternative to ClearLane which is more environmentally friendly and timely is an anti-icing mixture
called brine. Anti-icing involves placing a layer of brine on the surface of the pavement before a winter
storm has begun to prevent snow and ice from freezing to the road, parking lot or sidewalk. Deicing
uses pre- wetted rock salt to break the bond after snow has frozen to the road. In addition, the mixture
can be more specifically mixed to assure best practice concentrations, reducing salt usage and
environmental impact.
The use of a brine system for the application of deicing materials to town roads, center sidewalks and
school areas allow more precise application of materials, reducing waste and being environmentally
friendly. This project provides for the purchase of one (1) brine mixing tank, plus 2 truck mounted brine
applicators. The addition of this equipment will assure more efficient and effective utilization of town
resources, while providing best in class maintenance of town assets.
This project funds the purchase of one (1) brine mixing tank, plus 2 truck mounted brine applicators
with an acquisition cost totaling $115,000.
17-70
TOWN MANAGER’S RECOMMENDED CIP BUDGET
CAPITAL IMPROVEMENTS BY PROJECTS AND FUNDING SOURCES
PROGRAM YEAR 2 - FISCAL YEAR 2025-2026
($ IN THOUSANDS)
BONDS CNRE GRANTS OTHER TOTAL

TRANSPORTATION & CIRCULATION
Pedestrian & Bicycle Management 711 711
Storm Water Management 755 755
Street Reconstruction 1,871 1,871
Street Resurfacing 2,718 431 3,149
Traffic System Management 400 103 503
Flood Mitigation Infrastructure Improvements 5,000 5,000
Infrastructure Improvement Project 200 200
Vision Zero - - 500 - 500
Sub-Total 11,655 103 931 - 12,689
EDUCATION
Asbestos Removal 200 100 300
Exterior School Building Improvements 1,430 770 2,200
Heating & Ventilation Systems 1,000 1,000
Interior School Building Improvements 1,560 390 1,950
Site and Athletic Field Improvements 550 550
Elementary School Air Quality 4,432 1,108 5,540
Computer Infrastructure 400 400
Furniture & Equipment Replacement - 200 - - 200
Sub-Total 9,172 600 2,368 - 12,140
PARKS & RECREATION
Park & Playfield Improvements 450 450
Outdoor Pool Improvements 70 70
Park & Playscape Management 125 125
Rockledge Improvements - - - 100 100
Sub-Total 450 195 - 100 745
TOWN BUILDING IMPROVEMENTS
Isham and Memorial Garage Restoration 4,743 4,743
Heavy Equipment/Truck Storage Facility 200 200
Town Building Improvements 1,468 450 1,918
Town Facilities Paving 150 150
Energy Conservation 100 100
Sander / Plow Storage Facility 300 300
Elmwood Community Center 5,000 - - - 5,000
Sub-Total 11,861 550 - - 12,411
GOVERNMENTAL OPERATIONS
Document Digitization Project 250 250
Communications Infrastructure 350 387 - - 737
Sub-Total 600 387 - - 987
ROLLING STOCK/MISCELLANEOUS EQUIPMENT
Public Works Rolling Stock 750 750
Town Vehicles 160 160
Grounds MadVac EV 277 277
Fire Miscellaneous Equipment 335 335
Fire Support Fleet 200 200
Public Works Misc. Equipment - 157 - - 157
Sub-Total 1,027 852 - - 1,879
Program Year 2 - Grand Total 34,765 2,687 3,299 100 40,851
17-71
Project Title
Pedestrian and Bicycle Management
Fiscal Year
2025-2026 Prior Year(s): -
Project Duration

This capital program addresses the needs of the pedestrians and bicyclists throughout the Town. The
Town of West Hartford maintains an extensive system of 300 miles of sidewalks. These sidewalks
provide a safety benefit to pedestrians in lieu of walking in the street. The sidewalk system also provides
a neighborhood enhancement, and benefits school children, business patrons throughout town, and
recreational users. The Engineering Division refers to the Town’s Sidewalk Policy for consideration of
adding sidewalk sections to eliminate sidewalk gaps in the Town’s sidewalk network.
In addition to the sidewalk system, the Engineering Division will continue to design and construct on
and off-street bicycling options across the Town. For on-street bicycling options, the Town intends to
evaluate and appropriately sign and mark suitable roadways in accordance with the Town’s Complete
Streets Policy, especially the Bicycle Facility Plan.
With additional funding and multiple contractors, the Town reduced from over 1,000 to approximately
915 total sidewalk work order requests. We annually average 200 new work order requests and address
150 work orders.
17-72
Project Title
Storm Water Management
Fiscal Year
2025-2026 Prior Year(s): -
Project Duration

This capital program maintains the complex, Town-wide drainage system, which includes 13 bridges,
73 culverts, 7,600 drainage structures, and 175 miles of pipe.
Most of the Town’s bridges and some of the Town’s culverts are inspected every two years by the State
of Connecticut, Department of Transportation. The Engineering Division performs periodic inspections
of the remaining bridges and culverts.
Some inspections of the Town’s storm pipes occur annually on an as-needed basis to investigate
flooding, pavement failures, or in advance of a road repaving project. These annual video inspections
cost approximately $165,000. Inevitably, the pipe inspections lead to necessary pipe replacements,
which average $575,000 per year. A request for $300,000 is for the rehabilitation of the west side of the
Braeburn Culvert.
17-73
Project Title
Street Reconstruction
Fiscal Year
2025-2026 Prior Year(s): -
Project Duration

This Capital Improvement Program (CIP) provides the funding necessary to address the reconstruction
needs of any Town roadway in order to keep them operational for the public.
Street Reconstruction involves the following: coordination with utility companies to ensure
underground facilities are not in need of repair or replacement; evaluation for complete street
components; replacement of curb; replacement of failing concrete or paver sidewalk; replacement of
concrete or asphalt driveway aprons; replacement of drainage structures; re-establishment of the
roadway base material; roadway repaving; pavement markings; traffic signage; and traffic control
services during construction.
Planned 2025 roadway reconstructions include: King Philip Drive (Fuller Drive to Tumblebrook Lane)
and Thomson Road. Due to escalation construction material and labor costs, an additional $350,000 is
requested to complete the proposed roadway reconstructions.
17-74
Project Title
Street Resurfacing
Transportation & Circulation Program Year 2: 3,149,000
Fiscal Year
2025-2026 Prior Year(s): -
Project Duration

The Town strives to repave 10 or more miles of roadway each year, via this Capital Improvement
Program. Due to the escalating cost of asphalt and current staffing levels, the Town has only been able
to resurface an average of 6.9 miles over the past five years.
The streets selected for resurfacing are based on the annual pavement condition evaluation. Of the
Town’s 217 miles of roadway, 25 percent or 54 miles are in poor or extremely poor condition. Selections
are also based on geographical considerations to balance the repaving throughout Town. The Street
Resurfacing Program includes: milling to partially remove the existing pavement; sweeping the
roadway clean; paving the roadway; and traffic control services during construction. In most cases,
bituminous curbing and driveway aprons are also replaced. Also, $50,000 from this program is used for
pavement crack sealing on roadways that were repaved approximately five years prior. The Town also
coordinates all work with the utility companies.
The Public Works Department and the Town’s drainage contractor replace catch basins in conjunction
with the street resurfacing program. On average, 240 catch basins are replaced every year at a cost of
approximately $360,000.
Due to escalating construction material and labor costs, an additional $200,000 is requested to complete
at least 7 miles of resurfacing.
17-75
Project Title
Traffic System Management
Community Development 30 Years Infrastructure
5 Years Pavement Markings
Fiscal Year
2025-2026 Prior Year(s): -
Project Duration

This Capital Improvement Program addresses the improvement or replacement of the Town’s 62 traffic
signals, 1,200 traffic control signs, 30 miles of pavement markings, two miles of guiderail, and the
Town’s street lighting system. Proper operating maintenance of these traffic control devices greatly
improves safety to the mobile public. This program provides funding to install traffic calming measures
and intersection traffic safety improvements.
Of the Town’s 62 traffic signals, eleven remain that are approaching the end of their useful life at 25
years or older. The goal of this program is to replace one traffic signal every other year, make necessary
traffic signal improvements such as pedestrian signal upgrades to add exclusive pedestrian signal phases
and/or accessible pedestrian signal equipment, and to replace all necessary pavement markings affected
by the repaving program and replenish others throughout Town. Guiderail, traffic signage, and street
lighting are replaced as necessary.
17-76
Project Title
Flood Mitigation Infrastructure Improvements
Fiscal Year
2025-2026 Prior Year(s): 7,000,000
Project Duration
Other $ Other $

Due to repetitive street and property flooding, three drainage studies were completed to evaluate and
recommend improvements to the Town’s street drainage system to reduce the frequency and impact
from flooding after heavy rain events. These studies covered approximately 10 percent of the Town’s
street drainage system in the center of the Town spreading from Mohawk Drive (North), Farmington
Avenue (South), Walbridge Road (East), and Pleasant Street (West).
Several areas within these studies were identified as in need of larger storm pipes, storm pipe extensions,
and drainage connections from private properties to the Town’s storm drainage system.
Funding in this program year is for the construction of the third year of a multi-year program to improve
the Town’s storm drainage infrastructure to mitigate flooding impacts. The Engineering Division is
seeking grants to fund the construction of these improvements.
17-77
Project Title
Infrastructure Improvement Project
Fiscal Year
2025-2026 Prior Year(s): -
Project Duration
Other $ Other $

This program funds the replacement of public infrastructure that involves multiple departments.
Examples of infrastructure eligible for this program include, but are not limited to: Trout Brook Trail,
Town parking lots, Webster Walk area, and Memorial and Isham parking garages.
17-78
Project Title
Vision Zero
Community Development 20-50 Years
Fiscal Year
2025-2026 Prior Year(s): -
Project Duration
Other $ Other $

Vision Zero is an extensive, multi-faceted public safety initiative with the goal of eliminating traffic
fatalities and severe injury crashes in West Hartford by 2033. The Vision Zero Action Plan contains
many recommended actions to achieve this goal, many of which require physical modifications to
roadways, intersections, and pedestrian and bicycle infrastructure. The Action Plan recommends a
Capital Improvement Program to exclusively fund these physical modifications.
This program would use ARPA funds.
17-79
Project Title
Asbestos Removal
Public Schools
Fiscal Year
2025-2026 Prior Year(s): -
Project Duration

Asbestos Containing Material (ACM) has been found throughout the district in locations documented
in the Board of Education’s Asbestos Management Plan. The annual appropriation is used to support
many other recurring projects, such as boiler replacement. Ideally, the removal precedes the designated
recurring construction activity. These funds pay for asbestos removal project specifications, diagrams,
hygienists, actual removals, testing results, and final reports.
Inert asbestos containing material can be encapsulated rather than removed. Construction and/or
renovation activities, however, often make inert materials friable and removal provides for safer, more
predictable working conditions. Additionally, when asbestos containing materials are encountered on
a work site, all activities must cease until the removal of the asbestos has been completed. Therefore,
we are better able to project construction/renovation schedules and cost with the asbestos removed in
advance.
Funding is allocated toward the removal of asbestos identified during renovations, flooring
replacements, and heating improvements.
17-80
Project Title
Exterior School Building Improvements
Public Schools
Fiscal Year
2025-2026 Prior Year(s): -
Project Duration

With 16 buildings of varying age, exterior school improvements are an annual requirement. Exterior
school improvements may include roofing, masonry, window upgrades and exterior door replacement,
as well as other structural improvements. Re-roofing includes removal of existing materials and in
many cases, insulating with thicker, denser materials to provide for increased energy conservation. It
also includes the installation of necessary flashings, counter flashings, drainage improvements and
related masonry repairs. A systematic re-roofing program addresses the fact that building materials
decay, while it ensures the useful life of the building and protects a significant capital asset. Masonry
includes restoration and re-pointing of building facades. Window upgrades replace single pane windows
with energy efficient window systems.
The desirability of maintaining roofs in a good state of repair represents a prudent approach to building
maintenance. Deterioration of roofing surfaces and exterior building envelopes, left unchanged,
exposes buildings to water damage and long-term structural damage.
This year’s appropriation will be dedicated for roof replacement at Braeburn.
17-81
Project Title
Heating and Ventilation Systems
Public Schools
Fiscal Year
2025-2026 Prior Year(s): -
Project Duration

This program provides for the replacement of existing boilers and upgrades to existing HVAC systems
some of which have performed well beyond their useful life. Replacement boilers are typically more
energy efficient and include a greater amount of programmable auxiliary controls. Reconfigured piping
is often necessary. New temperature-controlled gas burners are included, as are requisite improvements
to the gas piping. Associated breeching, dampers and needed chimney repairs are included.
Good preventive maintenance practice dictates that major building components be repaired or replaced,
if necessary, before problems arise. Few components of a building are as essential as a dependable
boiler. Boiler failures can cause major problems to the educational process as well as unanticipated
major expenses during the middle of a fiscal year.
This funding will go toward the replacement of the air handler at Hall.
17-82
Project Title
Interior School Building Improvements
Public Schools
Fiscal Year
2025-2026 Prior Year(s): -
Project Duration

School building improvements consist of facility needs that are not specifically outlined as a separate
capital project. These expenditures include replacement of fire alarm systems, handicap accessibility
improvements, lighting system upgrades, HVAC control system replacements, and building and fire
code related improvements.
The school system has 11 elementary schools, three middle schools, and two high schools that together
comprise more than 1.75 million square feet of educational facilities. These facilities require regular
investment to maintain their existing infrastructures and upgrade their systems. This appropriation
continues the Town’s reinvestment in its schools and commitment to maintain them in good condition.
Improvements this year will include improvements to health suite at King Philip, Aiken restroom
renovations, flooring replacement and painting at Wolcott and King Philip, and exterior door
replacement at Sedgwick.
17-83
Project Title
Site and Athletic Field Improvements
Public Schools
Fiscal Year
2025-2026 Prior Year(s): -
Project Duration

The school fields and site infrastructure have experienced significant wear and tear. Most of these
facilities were originally constructed more than fifty years ago. Funding is used to upgrade facilities to
ensure their continued usefulness.
West Hartford’s athletic fields have been intensively used to a point where facilities have become
inadequate or are beginning to show signs of deterioration. Much of the site infrastructure is also in
need of replacement. The purpose of these improvements is to provide safe playing and pedestrian
conditions. A long-term athletic field and site infrastructure improvements program is needed to prevent
further deterioration and to preserve these important community resources.
The funding will go toward improvements at Hall for replacement of the athletic field irrigation system.
17-84
Project Title
Elementary School Air Quality Improvements
Public Schools
Fiscal Year
2025-2026 Prior Year(s): 13,255,000
Project Duration
Program Enhancement – Year 4 of 15 Total Cost: $18,795,000
Contractual Services $ Grants $1,108,000

The majority of our elementary schools were built prior to 1964 and lack modern fresh air ventilation,
air conditioning, and have their original single-pane glass window systems. The single-pane glass
window systems were intended by design to leak air as a means of providing fresh air. Modern building
standards require fresh air to be provided via mechanical air handlers in which outside air is brought in,
filtered to remove contaminants, and mixed with existing air with a certain percentage being expelled
to the outside and the remaining air being recirculated into the building based upon carbon dioxide
levels. Many studies have shown that proper fresh air and comfort is a substantial benefit to student
success in a learning environment.
Two of our elementary schools have building-wide fresh air and air conditioning systems (Charter Oak
International Academy and Smith), two elementary schools have building-wide fresh air systems with
limited air conditioning (Braeburn and Wolcott), and the remaining seven elementary schools have
limited fresh air and air conditioning along with single-pane window systems. In the 1970s, many of
the single-pane window systems were in-filled with sheetrock and insulation in order to help save
energy. While this action did save on energy costs, it reduced the number of operable windows in the
building, reduced the amount of fresh air entering the building, and also reduced the amount of natural
light.
As part of the school reopening process necessitated by the COVID-19 pandemic, a retro-
commissioning project was conducted by a mechanical engineering consultant to assess and recommend
repairs and/or adjustments to our existing HVAC systems in all 16 schools to increase fresh air
ventilations and improve air filtration levels where feasible. This project has provided the district with
a solid starting point to evaluate and make improvements to improve fresh air quality in the schools.
This program enhancement provides funding over a 15-year period to make improvements at the nine
elementary schools that lack modern fresh air, air conditioning, and modern window systems. This
funding is for the first year of the project for Bugbee.
17-85
Project Title
Computer Infrastructure
Public Schools 3-5 Years
Fiscal Year
2025-2026 Prior Year(s): -
Project Duration

All West Hartford Public Schools are connected to a fiber-optic metropolitan area network (MAN). The
internal connections at each school consists of layer 2 switches and layer 3 routers to bring the network
and internet resources to all offices and classrooms. Servers, switches, telecommunications equipment
and other appliances will require proactive replacement to improve mean time between failures and
reduce mean time to recovery. Additionally, these funds are used to annually replace the oldest
computers in the district for newer models capable of meeting the demands of current administrative
and educational software. These funds, combined with funding in the operating budget, constitute our
technology investment in the schools.
The ongoing investment in educational and administrative computing is a critical element in providing
what has become basic functionality in today’s technology reliant education environment.
This program supports the computer fleet at all 16 public schools and administrative offices. In order
to stay current with software requirements and phase out the oldest hardware that is past its usable life
and out of warranty coverage, maintenance of an annual technology refresh schedule of 1,500 devices
on average is required. This program ensures a reliable device fleet that is able to support computer
based testing mandates.
17-86
Project Title
Furniture and Equipment Replacement
Public Schools
Fiscal Year
2025-2026 Prior Year(s): -
Project Duration
The Furniture and Equipment Replacement program provides for the periodic replacement of furniture and
equipment district-wide as the inventory becomes worn out, unable to be repaired, or unsafe. There are five
categories of items included in this replacement program.
Classrooms and Laboratories– There are approximately 617 classrooms in the 16 schools that comprise the
district. Classroom and laboratory furniture have a life span of approximately 20 years. This category of
furniture includes student desks and chairs, teacher desks and chairs, laboratory tables and chairs. These
items have been standardized throughout the district to streamline maintenance and repairs and so that items
may be transferred between schools as needed. Adjustable desks are specified for the elementary schools
so that furniture can be transferred to different grade levels within an elementary school.
Administrative – Each of the 16 schools have main offices along with support staff operations that have
furniture requirements including desks, chairs, tables, filing cabinets, and permanent dividing walls. Office
furniture has a typical life span of 20 years.
Cafeteria – Each of the 16 schools has a cafeteria that requires tables and chairs for students. In many
instances, these spaces are also used for additional classroom space, assemblies and meetings. These items
have been standardized throughout the district to streamline maintenance and repairs and so that items may
be transferred between schools. Cafeteria furniture has a typical life span of 15 years.
Equipment – Items in this category include appliances and folding dividing walls. Appliances have a life
span of between 10 and 15 years and dividing walls have a typical life span of approximately 30 years.
Lockers – An element of the school building design which is subject to excessive wear and tear as
generations of students make use of these temporary storage receptacles. Because certain lockers cannot be
repaired further, there is a need for lockers district-wide for the next several years. New lockers are specified
to be wider and deeper than existing ones, and they are usually specified to have a more limited number of
moving components, thereby limiting our future repairs and maintenance.
Furniture has a limited useful life. Much of the Town’s inventory has been pushed well beyond that life
span. As many older pieces become obsolete, the Town can no longer obtain repair parts. Finally, as
educational methods change, furniture needs change.
This funding will go toward the replacement of furniture, equipment, and lockers throughout the system.
17-87
Project Title
Park & Playfield Improvements
Leisure Services & Social Services 25-30 years
Fiscal Year
2025-2026 Prior Year(s): -
Project Duration

West Hartford’s parks and athletic fields are intensively used by youth leagues, some to a point where
facilities have become inadequate or are beginning to show signs of deterioration. The purpose of park
and playfield improvements is to provide safe playing conditions so that interscholastic and youth
league injuries can be minimized. The program also covers tennis and basketball courts in parks.
Post tension concrete projects have been implemented in several public parks to date. Investment in this
technology saves on long-term upkeep costs. This year, attention will be focused on the installation of
post tension courts at the Fernridge Park tennis courts to replace 2 asphalt courts and 4 clay (Har-Tru)
courts, which are costly to maintain annually.
17-88
Project Title
Outdoor Pool Improvements
Leisure Services & Social Services 10 Years
Fiscal Year
2025-2026 Prior Year(s): -
Project Duration

The money for this project will be used to repair filtration systems, underground pipes, and concrete
decks where necessary. This is an ongoing program to address facility issues within our neighborhood
pools.
This project will allow for improvements at the Town’s five outdoor pools and four spray decks.
Funding under this program will assist the department in maintaining visitor safety as well as upgrading
the appearance of the outdoor pools by completing minor projects not addressed through the operating
budget.
The outdoor pool season is a summer program of limited duration. This program will allow the Town
to minimize downtime at the outdoor pools, thus assuring the community has use of their pools during
the summer months.
17-89
Project Title
Park & Playscape Management
Leisure Services & Social Services 10-15 Years
Fiscal Year
2025 -2026 Prior Year(s): -
Project Duration

Funds for this project will be used to repair and/or replace existing playscapes and playground
equipment at Town parks. This is a recurring program to address facility improvements. The ongoing
maintenance of existing equipment will provide for accessible playgrounds, improve safety, and better
serve the needs of neighborhoods.
This year’s appropriation will fund the replacement of various fencing replacements and ongoing
maintenance repairs of park playground structures and equipment.
17-90
Project Title
Rockledge Improvements
Fiscal Year
2025-2026 Prior Year(s): -
Project Duration
Other $ Special Revenue Fund $100,000

This project will address the renovation of greens or other golf course upgrades at Rockledge Golf Club
based upon condition and need, and address equipment needs. It will also allow Golf Course
Superintendent to purchase needed maintenance equipment periodically. It will be funded via the capital
projects user fee included in the rates at Rockledge. The new driving range is also expected to generate
additional contributions to the Rockledge Capital Improvement Project Fund.
17-91
Project Title
Isham and Memorial Garage Restoration
Fiscal Year
2025-2026 Prior Year(s): $750,000
Project Duration
Other $ Other $

The Town of West Hartford owns and operates two parking structures, circa 2006. Due to their age,
both garages were assessed by Desman and Associates - selected via RFP process. Desman is a
professional consultant with demonstrated experiences and technical expertise in parking structures.
Moving equipment is a critical part of the garages. Together, both structures house 2 elevators and 10
escalators. They are reaching their life expectancy of 20 years and will require replacement.
Based on Desman’s condition appraisals, we have identified a list of opportunities for repairs,
maintenance and replacement.
1. Concrete Repairs
2. Waterproofing
3. Drainage/Mechanical Improvements
4. Electrical Repairs & Improvements
5. Elevator / Escalator Modernization
6. Miscellaneous Repairs & Improvements
7. Miscellaneous Coordination Work
8. Mobilization/Demobilization
9. Construction Contingencies at 10%
10. Engineering/Construction Management
17-92
Project Title
Heavy Equipment/Truck Storage Facility
Building Improvement Program Year 2: $200,000
Fiscal Year
2025-2026 Prior Year(s): -
Project Duration
Other $ Other $

The Public Works facility located on Brixton Street supports the Town’s infrastructure and facility
maintenance operations. The Brixton Street location is responsible for housing all Street, Fleet, Traffic
Safety, Grounds, BOE Grounds, Town Plant & Facility, and BOE Facility maintenance operations and their
supporting employees. The current storage facility at this location is inadequate to support the core
operational needs of Public Works. The current facility is undersized and non-conforming with today’s
safety and operational effectiveness standards. This was exacerbated when the Town’s Grounds, Facility,
BOE Grounds, and BOE Facility maintenance operations and employees were relocated to the Public Works
location over the last 10 years. The site is currently working to develop a master plan which is required to
support its operational needs.
The existing storage facility, designed and built in 1998, is inadequate to support the volume, storage, and
operational maintenance for critically valued trucks, construction equipment, and collateral equipment. The
current building design limits operational effectiveness and presents serious OSHA challenges with the
mobilization of the units that use the facility. Access to collateral equipment and high-valued materials is
challenging and limited. Supporting operational equipment and vehicles have evolved considerably over the
last two decades, and the Public Works facility has grown it’s operational utilization by other departments
as they have relocated to the Brixton Street location over the last 10 years. The facilities can no longer
adequately support the demand for space, size and configuration of the units intended to be stored. This
leaves valuable vehicles and equipment exposed to weather and other environmental conditions, creating a
negative impact on operational readiness and life expectancy of equipment.
A new and repositioned storage facility is required to improve day-to-day maintenance and control of valued
equipment and vehicles. The facility will support the storage of seasonal equipment such as plows and
material-spreading apparatus, provide secure and environmentally-controlled storage, plus improved storage
for smaller yet vital equipment and tools such as portable saws, compressors, and support units. Most
importantly, a revised facility will improve the effectiveness and efficiency of the site while maintaining
regulatory safety requirements for all employees performing day-to-day operations.
The requested funding will support hiring professional services for design, feasibility analysis, and project
specifications for a construction project.
17-93
Project Title
Town Building Improvements
Facilities Services
Fiscal Year
2025-2026 Prior Year(s): -
Project Duration

Town building improvements are facility needs not addressed under other capital projects and include
the categories of heating, ventilation and cooling (HVAC) systems, roofing and masonry, interior
finishes, fixtures and furnishings, and code compliance. This program allows for improvements to the
Town’s municipal buildings, such as completing minor projects and replacing equipment and building
amenities, and to maintain and upgrade the systems and appearance of the buildings.
Heating, Ventilation and Cooling (HVAC) Systems - HVAC systems provide heating, cooling and air
circulation to users of buildings. Air temperature and indoor air quality are important issues to building
occupants in regard to their personal comfort and health. The periodic replacement of boilers, furnaces,
chillers, cooling towers, air handlers, and ventilation systems is required as these systems wear out
and/or become obsolete. New HVAC systems also provide the Town an opportunity to install more
energy efficient equipment and to install modern direct digital controls, which provide greater control
and will lower operating costs.
Roofing and Masonry - Proper maintenance of the exterior building shell is required to prevent water
and air penetration into the building. Water damage can cause significant damage to a building and
potential health hazard to building occupants. Air penetration causes heating and cooling losses and
interferes with the proper operation of HVAC equipment and can lead to excessive wear and tear of the
equipment and higher operating costs. Building roofs have a life span of approximately 20 to 25 years.
Interior Finishes, Fixtures and Furnishings - Interior finishes include wall, floor and ceiling surfaces;
fixtures include restroom toilets, sinks, partitions, and kitchen sinks; furnishings include appliances such
as stoves, ovens, refrigerators, and water fountains, benches and other miscellaneous items that are
permanently installed in buildings.
Code Compliance - Code compliance includes fire and life safety, handicap accessibility, elevator and
public health codes in Town buildings. Codes periodically change, or if it is discovered that we are not
in compliance with the code, we must make repairs, enhance systems, or modify buildings to meet the
requirements of the code.
17-94
Project Title
Town Facilities Paving
Facilities Services
Fiscal Year
2025-2026 Prior Year(s): -
Project Duration

This project will repair and repave parking lots at Town facilities that are deemed in poor condition.
The goal of the project is to improve safety and accessibility in the Town’s parking lots.
17-95
Project Title
Energy Conservation
Facilities Services
Fiscal Year
2025-2026 Prior Year(s): -
Project Duration

This project will fund energy conservation improvements to Town and school buildings as part of the
Town’s overall energy management strategy. Each year, capital improvements will be identified based
upon recommendations of the Town’s energy specialist that will reduce the consumption and cost of
energy. Based upon a priority ranking and payback schedule, those improvements that will have the
best return will be implemented. Improvements may include more efficient equipment, energy
management control systems, financial incentive programs for improvements from the utility
companies, implementing separate heating and cooling systems within buildings and taking advantage
of new technologies.
Natural gas, electricity, and water costs are projected to increase for the foreseeable future. Investments
need to be made that reduce the consumption of energy and water to manage energy costs. This
dedicated project for energy conservation improvements establishes these investments as a priority
rather than competing with other building improvement projects and priorities.
17-96
Project Title
Sander / Plow Storage Facility
Fiscal Year
2025-2026 Prior Year(s): -
Project Duration
Other $ OTHER $

The current sander and plow storage facility is dated, too small and presents a logistical challenge to
Public Works facility modernization and utilization. The storage facility operationally is outdated and
insufficiently sized to store all the winter snow related equipment (i.e., plows and slide-in sanders)
forcing some equipment to be stored outside and exposed to weather deterioration. Additionally, it
occupies the land area planned for the installation of a fuel farm servicing town vehicles and eliminating
the dependance of retail fuel operators.
The relocation and modernization of the storage facility will provide two key deliverables. First, it
provides the ability for all road snow operation equipment to be more easily removed and stored, and
deliver protection from environmental exposure promoting longer life expectancy of equipment.
Second, it allows the installation of the fueling facility in a centric location affording good logistics and
easy access for both town vehicles as well as fuel suppliers.
This project funds the design and relocation of the sander / plow storage facility. Funding for this project
is estimated to be $300,000.
17-97
Project Title
Elmwood Community Center – Pre-Construction Services
Facilities Services
Fiscal Year
2025-2026 Prior Year(s): $3,000,000
Project Duration
Personnel Services $ BONDS $5,000,000

In 2022, the Town hired Tecton Architects to conduct a functional program development and
feasibility study for a new Elmwood Community Center to be located at 100 Mayflower Street. The
final report recommended demolishing the existing structure and building a new building. Year 1
of this project provided funding to develop the feasibility study into plans and specifications for the
construction of the new building. Year 2 funding will provide funding to hire a construction
management firm who will oversee the construction, owner’s representative, commissioning agent
and other professional/consulting services related to the construction that will enable the
construction of the new building.
It is anticipated that $3M of ARPA Grant funds will be appropriated in FY 24 for architectural
services for this project. The funds will be expended in FY 24 and FY 25, therefore no expenditure
for this service is identified in Year 1 of the proposed capital plan.
17-98
Project Title
Document Digitization Project
Information Technology Services 50+ Years
Fiscal Year
2025-2026 Prior Year(s): 500,000
Project Duration

Information Technology plans to create as close to a paperless work environment as possible for the
Town and Board of Education. For example, the Community Development Department (Building,
Engineering, and Planning & Zoning Divisions) currently requires paper submissions for most of its
license and permit applications. The general office workspaces in this Department are overwhelmed by
paper document storage. There are a total of 110 standing file cabinets, 30 flat file cabinets for large
plans, 3 plan racks for temporary storage of large plans. In addition, there are more documents stored
in the Building and Engineering Division vaults, which are located in Town Hall outside of the work
areas.
The ongoing CityView license and permit upgrade will allow electronic document submissions. This
will stop the need to store paper documents, but leave the many file cabinets, boxes, racks, and piles of
paper documents. These documents should be scanned and stored electronically. Once completed, the
office will be free of these documents, which will create office space that can be repurposed.
The Information Technology (IT) Department will work with Community Development and other
departments to ensure on premise or a cloud storage solution will be available as the main document
repository. The IT department will ensure the documents are searchable and categorized so they can be
easily retrieved.
17-99
Project Title
Communications Infrastructure
Information Technology Services
Fiscal Year
2025-2026 Prior Year(s): -
Project Duration

This project represents the continued investment in the organization’s communications infrastructure
supporting voice and data communication for Town departments and the public schools. The
maintenance of the infrastructure requires annual investments to replace obsolete hardware and
software, and enhancements are required to maintain the performance of the infrastructure to support
the continued and expanded utilization of voice and data communications. This project also finances
investments in hardware and software for all Town departments.
The communications infrastructure supports applications that utilize voice and data communications to
improve organizational performance. Improved performance is the result of extending access to
information throughout the organization, making employees independent in accessing resources to solve
problems and provide customer service. The communications infrastructure supports applications that
provide customers direct access to electronic services, eliminating their dependencies on employees to
receive customer service. Continued investment is required to maintain the infrastructure to support new
applications and increased utilization, while maintaining the security integrity of the infrastructure.
17-100
Project Title
Public Works Rolling Stock
Public Works 15- 20 years
Rolling Stock Program Year 2: $750,000
Fiscal Year
2025-2026 Prior Year(s): -
Project Duration

The Department of Public Works utilizes a variety of rolling stock to perform a diverse array of
community maintenance services. Equipment in good repair is critical to the productive use of the
Department’s resources. The Town has developed a multi-year plan to replace rolling stock based upon
the condition of existing inventory and expected useful life. Timely replacement of rolling stock
contributes to the efficiency and effectiveness of community maintenance services provided by the staff
of the Department of Public Works.
Updating the Town’s fleet relieves regulatory pressure to meet pollution and fuel economy standards.
Replacing needed equipment enhances the public image when vehicles and equipment are in good
repair. Safe, reliable equipment which provides necessary functionality also improves relations with
employees. Improved engineering and technological advances in updated equipment provides better
management of resources. Onboard electronics systems and telematics enable better monitoring of daily
operations and performance and provides the ability to manage application rates such as salt application
rates. It also improves the ability to monitor and schedule preventative maintenance activities, and helps
with workforce productivity.
Using a Diesel Emissions Reduction Act grant and CIP funding.
17-101
Project Title
Town Vehicles
Public Works
Miscellaneous Equipment Program Year 2: $160,000
Fiscal Year
2025-2026 Prior Year(s): -
Project Duration

Rolling Stock and Miscellaneous Equipment in good condition is critical to the safety and productivity
of Public Works. Public Works has developed a multi-year plan to replace these items based upon the
condition of existing inventory and expected useful life. Timely replacement of Rolling
Stock/Miscellaneous Equipment contributes to the efficiency and effectiveness of the department.
Funding for the replacement of Rolling Stock and Miscellaneous equipment totals $160,000 from the
CNRE Fund.
17-102
Project Title
MadVac Compact Litter Vacuum
Fiscal Year
2025-2026 Prior Year(s): -
Project Duration

The town center, Trout Brook Trail and local parks are a destination for residents as well as surrounding
communities. There are expectations these areas will be kept clean and welcoming. Keeping these high
visibility areas fresh is a challenge, and the use of large sweepers is not physically possible. The
alternative is the use of large amounts of manpower which is inefficient and not practical.
The utilization of an Electric Vehicle (EV) based mid-size sweeper / vacuum designed specifically for
tight streets, paved trails, and parking lots provides the ability to consistently clean high visibility areas
while enhancing constituents’ impressions of West Hartford. Being EV based it helps meet the Town’s
goal of reduced carbon emissions, and significantly lowers noise output. More importantly, it lowers
labor costs by reducing manhours associated with center and trail cleaning, and allows those hours to
be redirected to activities they were intended to address.
This project funds the purchase of one (1) multi-functional EV based mid-size street sweeper with all
attachments at a cost of $277,000.
17-103
Project Title
Fire Miscellaneous Equipment
Fire Department
Fiscal Year
2025-2026 Prior Year(s): -
Project Duration

Miscellaneous Equipment in good condition is critical to the safety and productivity of Town
departments. The Town has developed a multi-year plan to replace these items based upon the condition
of existing inventory and expected useful life. Timely replacement of Miscellaneous Equipment
contributes to the efficiency and effectiveness of a Town department.
The Fire Department has a certain cache of equipment that we request to replace annually as part of a
comprehensive replacement plan to ensure that our stock is updated and so there are sufficient spares
available. Examples of equipment being replaced annually generally include:
• Electrocardiogram machines (ECG) for paramedics
• Lucas chest compression device
• SCBA bottles
• Capital EMS items to include - video laryngoscopes, IV pumps, AEDs, etc.
Additionally, this project request includes certain one-time purchases of capital equipment to address
evolving hazards, radio equipment, as well as other equipment to support training opportunities or
needs. Of note, this project request also includes equipment to maintain and improve the safety and
cancer-reduction of members. Cancer rates are increasing, and there is an urgent need for the department
to provide equipment to combat these rates. Safety needs change, but are constantly present, and annual
funding will be effective in immediately addressing issues.
In FY26, the specific requests are yet to be determined but are estimated at $335k.
17-104
Project Title
Fire Support Fleet
Fire
Rolling Stock\Miscellaneous Equipment Program Year 2: $200,000
Fiscal Year
2025-2026 Prior Year(s): -
Project Duration
Other $ Other $

The fire department appreciates the assistance navigating a pandemic though the increased use of
support roles. Additionally, we have increased the size of Emergency Management, IT and Admin staff,
expanded the CERT team, added a fire inspector, and moved to an intercept paramedic model which
places 2-3 light vehicles into front line positions. The net effect has been a better service, better
preparedness, better outreach, and a much stronger bond with our community, but a far greater demand
for light vehicle availability.
However, we have struggled with obtaining a predictable replacement schedule for light vehicles. We
work with a vehicle classification system and a “pass-down” principle where we procure vehicles with
certain criteria for the assignments, and primary vehicles with high usage are moved to lower use
positions to extend service life. Even with these methods, having appropriate and reliable stock is
operationally important. In addition to facilitating ancillary functions, light vehicles reduce wear/tear
on some heavier, more costly vehicles, and we must also keep an appropriate stock of vehicles to support
our statutory requirements relative to emergency medical services licensing. While we appreciate that
vehicles are approved periodically, it is not regular, and creates resultant challenges in effective
planning when there are no reliable replacement timelines. This results in extensive discussions and
justifications for light vehicles, sometimes bringing senior leadership into very detailed nuances over
vehicle conditions and assignments. Unfortunately, we are in the position where we must consider our
continued ability to maintain outreach and support programs due to the deterioration of vehicle stock
and our concern over increased needs/use compared to the replacement cycle.
We strongly encourage and request consideration for defined & predictable annual funding, even if at a
reduced amount, that can be used to plan for light vehicle replacement. In FY26, we estimate replacing
four (4) light vehicles to support a replacement cycle for Fire Administration, Operations (EMS
vehicles), Fire Marshal’s Office, Emergency Management, and the restricted duty program. Specific
vehicles will be determined based upon FY24 approvals and vehicle stock/deployment.
17-105
Project Title
Public Works Miscellaneous Equipment
Fiscal Year
2025-2026 Prior Year(s): -
Project Duration
The recreational areas, parks, Board of Education (BOE) athletic fields and Town center are admired
by surrounding communities and cherished by its residents. A jewel within these areas are the many
athletic fields utilized by school athletes, clubs, and recreational teams. Over the years considerable
investments have been made to bring many of these fields up to modern standards, with more
investments planned in the coming years. Maintaining these investments is a challenge requiring
specialized equipment. Lawn cutting and sidewalk cleaning are critical to meeting ever growing
recreational demands during warmer season, while providing safe pedestrian travel during inclement
winter weather. The use of a Polar Trac provides year-round versatility. First, as a dedicated mower for
parks, athletic grounds and recreational areas. Secondly, it performs as a key piece of equipment for
clearing sidewalks of snow during winter months. The current Polar Trac has reached the end of its life
cycle amassing long years of use and run time. Continuing to maintain it has become cost prohibitive.
In addition, given its age the emission output is far beyond environmental standards.
This project provides for the purchase of one (1) high efficiency Toro Polar Trac 7210 with all
associated hardware. Timely replacement of the equipment will assure lower emissions, and reduced
maintenance costs while being more efficient and effective to meet the Town’s recreational area grounds
and town center management efforts.
The utilization of specialized equipment is critical to public works mission of servicing the town. The
towns cemetery facilities, with their unique configuration, tight spaces and varied tasks are no exception.
Narrow bodied utility vehicles with dump bodies and front loaders allow staff to service grave sites,
plow snow, and move materials.
The current Tool Cat has reached the end of its life cycle amassing long years of use and wear.
Maintaining it has become cost prohibitive. This is a critical piece of equipment for the Cemetery
department. The enhanced design will improve efficiency and effectiveness, reducing the potential for
injury to workers and provide needed resources during changing requirements and weather. This project
provides for the purchase on one (1) Bobcat Tool Cat plus all associated hardware and attachments.
This project funds the replacement of one (1) Polar Trac 7210 at the end of its life expectancy and the
purchase of one (1) Tool Cat utility support vehicle
17-106
ORDINANCE CONCERNING APPROPRIATIONS FOR THE FISCAL YEAR BEGINNING JULY 1, 2024
BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN OF WEST HARTFORD:

THAT, from the revenues derived from the property tax levy on the list of October 1, 2023 and other miscellaneous
revenues estimated to be received in the fiscal year July 1, 2024 to June 30, 2025 as shown in the revenue section of the
budget document, the following are hereby appropriated to the General Fund:
Personal Non-Personal Capital Sundry
Total
Services Expense Outlay Expense
Town Clerk $ 291,327 $ 104,395 $ 18,822 $ 414,544
Town Council 149,869 289,505 11,465 450,839
Town Manager 727,942 131,210 51,895 911,047
Corporation Counsel 375,911 142,050 27,606 545,567
Registrar of Voters 267,743 83,860 13,903 365,506
Information Technology 540,657 784,500 40,282 1,365,439
Financial Services 2,012,819 626,736 146,776 2,786,331
Assessor 785,092 88,202 58,067 931,361
Human Resources 424,809 144,600 30,893 600,302
Fire 13,382,831 1,774,734 231,247 15,388,812
Police 17,030,120 1,433,644 379,795 18,843,559
Community Development 2,846,073 349,150 209,279 3,404,502
Public Works 5,192,937 8,492,294 486,837 14,172,068
Facilities Services 1,344,384 1,298,814 99,524 2,742,722
Leisure Services & Social Services 2,681,914 1,262,463 154,818 4,099,195
Library 2,821,945 671,637 211,667 3,705,249
Education 201,303,856 201,303,856
Debt Service/Capital Financing 16,244,910 16,244,910
Payments to Probate 45,125 45,125
Contingency 2,012,227 2,012,227
Radio Maintenance 111,619 298,763 8,395 418,777
Private School Health Services 1,019,151 1,019,151
Tax Appeals/Legal Services 130,000 130,000
Health District 967,974 967,974
Private School Transportation 1,069,479 1,069,479
Risk Management/Pension
29,691,691 29,691,691
Contributions
Pension Obligation Debt Service 0 13,373,999 13,373,999
Metropolitan District Commission 12,067,542 12,067,542
TOTALS $50,987,992 $31,187,198 $266,896,584 $349,071,774
And further, that allocated debt and sundry overhead expenses appropriated to municipal departments and the school
department are not available for discretionary expenditure, but are under the exclusive jurisdiction of the Town Treasurer
for the sole purpose of meeting the indicated debt and sundry costs, either as direct budgetary expenditures or as transfers
to such funds established in accordance with Chapter 18 Section 37 of the Code of Ordinances;

18 -1
And further, that from revenues to be derived from other funds as shown in the budget document the following is
hereby appropriated:
Separately Appropriated Personal Non-Personal Capital Sundry

Special Funds Services Expense Outlay Expense Total
Blue Back Square Fund $ $ $ $3,642,250 $3,642,250

Community Development Block Grant
235,081 117,135 334,021 686,237
Fund
CDBG – Housing Rehabilitation Fund 310,000 310,000
State Housing & Community
Development Fund
Leisure Services Fund 1,558,488 3,099,602 878,046 5,536,136
Private School Services Fund 902,508 1,059,699 984,433 2,946,040
West Hartford Library Fund
Parking Lot Fund 920,351 1,148,443 934,273 3,003,067
Technology Investment Fund 10,000 10,000
Capital & Non-Recurring
Expenditure Fund 2,243,000 2,243,000
Police Private Duty Fund 1,481,804 25,000 464,671 1,971,475
ATTEST:
Leon S. Davidoff, Town Clerk Richard C. Ledwith, Town Manager
Approved as to form and legality: Dallas C. Dodge, Corporation Counsel

18 -2
RESOLUTION CONCERNING TAX LEVY ON THE LIST OF OCTOBER 1, 2023
BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN OF WEST HARTFORD THAT on

the Town Assessment List of October 1, 2023, there be and is hereby granted to be levied upon the ratable
estate of the Town of West Hartford, of the inhabitants of said Town and of all others liable to pay taxes
therein, including all estate situated or taxable within territory added to the limits of the Town by any acts
or resolutions of the General Assembly heretofore passed, a tax of forty two and ninety hundredths (42.90)
mills on the dollar for Real and Personal Property and thirty two and forty six hundredths (32.46) for Motor
Vehicles. Said taxes shall become due on July first, two thousand twenty four (July 1, 2024) and payable
on said date in whole or in equal semi-annual installments from that date, namely: July first, two thousand
twenty four (July 1, 2024), and January first, two thousand twenty five (January 1, 2025) except that any
tax of less than fifty ($50) dollars and, any tax on motor vehicles shall be due and payable in full on the first
business day of July, two thousand twenty four (July 1, 2024). If any installment of such tax shall not be
paid on or before the first day of the month next succeeding that in which it shall be due and payable, the
whole or such part of such installment as is unpaid shall thereupon be delinquent and shall be subject to the
addition of interest at the rate and in the manner provided for in the General Statutes of the State of
Connecticut. Any person may pay the total amount of any such tax for which he is liable at the time when
the first installment thereof shall be payable.
ATTEST:

18 -3
ORDINANCE DEAUTHORIZING $427,000 FOR PROJECTS AUTHORIZED IN THE CAPITAL

IMPROVEMENT PROGRAM FOR THE FISCAL YEAR 2024-2025, APPROPRIATING FUNDS
FOR PROJECTS IN THE CAPITAL IMPROVEMENT PROGRAM FOR THE FISCAL YEAR 2024-
2025, APPROPRIATING FUNDS FOR THE PROJECTS IN THE CAPITAL IMPROVEMENT
PROGRAM FOR THE FISCAL YEAR 2025-2026 AND AUTHORIZING THE ISSUANCE OF
BONDS OF THE TOWN TO FINANCE THE APPROPRIATIONS AND PENDING THE ISSUANCE
THEREOF THE MAKING OF TEMPORARY BORROWINGS FOR SUCH PURPOSE
Section 1. The sum of $427,000 previously appropriated to meet the estimated costs of various
town improvement projects contained in the Town's Capital Improvement Program for the fiscal year
2024-2025, is hereby deauthorized as follows:
Town Projects 2024-2025

Heavy Equipment/Truck Storage Facility 200,000
Grounds MadVac EV 227,000
Total $427,000
Section 2. The sum of $4,260,000 is hereby appropriated to meet the estimated costs of various
town and school improvement projects contained in the Town's Capital Improvement Program for the
fiscal year 2024-2025, as follows, said appropriations to be inclusive of administrative, legal and financing
costs and costs of issuance related thereto, and any and all State grants-in-aid for the projects:

Street Reconstruction $ 550,000
Street Resurfacing 200,000
Fern Street Bridge Replacement 600,000
Trout Brook Trail Phase 3 900,000
Water Pipe Replacement Rockledge Golf Club 125,000
Retaining Wall Maintenance Rockledge 300,000
Isham and Memorial Garage Restoration 750,000
Fire Training Tower 250,000
Public Works Rolling Stock 270,000
Fire Apparatus 200,000
Street Brine System 115,000
Total $4,260,000

18 -4
Section 3. The sum of $37,133,000 is hereby appropriated to meet the estimated costs of various
town and school improvement projects contained in the Town's Capital Improvement Program for the
fiscal year 2025-2026, as follows, said appropriations to be inclusive of administrative, legal and financing
costs and costs of issuance related thereto, and any and all State grants-in-aid for the projects:

Pedestrian & Bicycle Management $ 711,000
Storm Water Management 755,000
Street Reconstruction 1,871,000
Street Resurfacing 2,718,000
Infrastructure Improvement Project 200,000
Traffic System Management 400,000
Flood Mitigation Infrastructure Improvements 5,000,000
Park & Playfield Improvements 450,000
Isham and Memorial Garage Restoration 4,743,000
Heavy Equipment/Truck Storage Facility 200,000
Town Building Improvements 1,468,000
Town Facilities Paving 150,000
Sander/Plow Storage Facility 300,000
Elmwood Community Center 5,000,000
Document Digitization Project 250,000
Communications Infrastructure 350,000
Public Works Rolling Stock 750,000
Grounds MadVac EV 277,000
Town Total $25,593,000
School Projects
Asbestos Removal $ 300,000
Exterior School Building Improvements 2,200,000
Heating & Ventilation Systems 1,000,000
Interior School Building Improvements 1,950,000
Site and Athletic Field Improvements 550,000
Elementary School Air Quality 5,540,000
School Total $11,540,000
Total $37,133,000
Grand Total $40,966,000

18 -5
Section 4. To meet said appropriations and in lieu of a tax therefor, bonds, notes or temporary
notes of the Town shall be issued pursuant to Chapter VII of the Town’s Charter and Chapter 109 of the
General Statutes of Connecticut, as amended, or any other provision of law thereto enabling, in an amount
not to exceed $40,966,000, or so much thereof as shall be necessary after deducting grants or other sources
of funds available for such purpose.
Section 5. The bonds shall be issued, maturing not later than the maximum maturity permitted by
the General Statutes of Connecticut, as amended. Said bonds may be issued in one or more series and the
amount of bonds of each series to be issued shall be fixed by the Town Manager and the Director of
Financial Services in the amount necessary to meet the Town’s share of the cost of the projects determined
after considering the estimated amounts of the State grants-in-aid for the town and school projects, or the
actual amounts thereof if this be ascertainable, and the anticipated times of the receipt of the proceeds
thereof, provided that the total amount of bonds to be issued shall not be less than an amount which will
provide funds sufficient with other funds available for such purpose to pay the principal of and the interest
on all temporary borrowings in anticipation of the receipt of the proceeds of said bonds outstanding at the
time of the issuance thereof, and to pay for the costs of issuance for such bonds. The bonds shall be in the
denomination of $5,000 or a whole multiple thereof, be issued in bearer form or in fully registered form,
be executed in the name and on behalf of the Town by the facsimile or manual signature of the Town
Manager and the manual signature of the Director of Financial Services, bear the Town seal or a facsimile
thereof, be certified by and be made payable at a bank or trust company, which bank or trust company
may also be designated the registrar and transfer agent, and be approved as to their legality by nationally
recognized bond counsel. The bonds shall be general obligations of the Town and each of the bonds shall
recite that every requirement of law relating to its issue has been duly complied with, that such bond is
within every debt and other limit prescribed by law, and that the full faith and credit of the Town are
pledged to the payment of the principal thereof and interest thereon. The aggregate principal amount of
the bonds of each series to be issued, the annual installments of principal, redemption provisions, if any,
the certifying, registrar and transfer agent and paying agent, the date, time of issue and sale and other
terms, details and particulars of such bonds, including the approval of the rate or rates of interests, shall
be determined by the Town Manager and the Director of Financial Services.
Section 6. The bonds shall be sold by the Town Manager and Director of Financial Services in a
competitive offering or by negotiation, in their discretion. If sold in a competitive offering, the bonds shall
be sold at not less than par and accrued interest on the basis of the lowest net or true interest cost to the
Town.
Section 7. The Town Manager and Director of Financial Services are authorized to make
temporary borrowings in anticipation of the receipt of the proceeds of said bonds. Notes evidencing such
borrowings shall be executed in the name and on behalf of the Town by the facsimile or manual signature
of the Town Manager and the manual signature of the Director of Financial Services, bear the Town seal
or a facsimile thereof, be certified by and be payable at a bank or trust company, which bank or trust
company may also be designated the registrar and transfer agent, and be approved as to their legality by
nationally recognized bond counsel. The notes shall be issued with maturity dates which comply with the
provisions of the General Statutes of Connecticut, as amended, governing the issuance of such notes. The
notes shall be general obligations of the Town and each of the notes shall recite that every requirement of
law relating to its issue has been duly complied with, that such note is within every debt and other limit
prescribed by law, and that the full faith and credit of the Town are pledged to the payment of the principal
thereof and the interest thereon. The net interest cost on such notes, including renewals thereof, and the

18 -6
expense of preparing, issuing and marketing them, to the extent paid from the proceeds of such renewals
or said bonds, shall be included as a cost of the projects included in Sections 2 or 3. Upon the sale of the
bonds, the proceeds thereof, to the extent required, shall be applied forthwith to the payment of the
principal of and the interest on any such notes then outstanding or shall be deposited with a bank or trust
company in trust for such purpose.
Section 8. Any of the estimated amounts set forth for projects not required to meet the actual cost
of any such project may be transferred by the Town Manager and the Director of Financial Services to
meet the actual cost of any other project set forth in Sections 2 or 3. The proceeds of any bonds not
transferred in accordance herewith may be deposited in the Capital Reserve Account of the Capital and
Non-Recurring Expenditure Fund.
Section 9. While it is anticipated that the bonds will qualify as tax-exempt bonds, the Town
Manager and the Director of Financial Services are authorized, upon the advice of bond counsel, to issue
all or any portion of the bonds as bonds the interest on which is includable in the gross income of the
owners thereof for federal income tax purposes, and it is hereby found and determined that the issuance
of any such bonds is in the public interest.
Section 10. The Town hereby expresses its official intent under Treasury Regulation Section
1.150-2 of the Internal Revenue Code of 1986, as amended, that project costs may be paid from temporary
advances of available funds and that the Town reasonably expects to reimburse any such advances from
the proceeds of borrowings in an aggregate principal amount not in excess of the amount of borrowing
authorized for the project; that the Town Manager and Director of Financial Services are authorized to
bind the Town pursuant to such representations and agreements as they deem necessary or advisable in
order to ensure and maintain the continued exemption from Federal income taxation of interest on the
bonds, notes or temporary notes authorized by this resolution, if issued on a tax-exempt basis, including
covenants to pay rebates of investment earnings to the United States in future years.
Section 11. The Town Manager and the Director of Financial Services are hereby authorized, on
behalf of the Town, to enter into agreements or otherwise covenant for the benefit of bondholders or
noteholders to provide information on an annual or other periodic basis to the Municipal Securities
Rulemaking Board or any other nationally recognized municipal securities information repositories (the
"Repositories") and to provide notices to the Repositories of material events enumerated in Securities and
Exchange Commission Rule 15c2-12, as amended, as may be necessary, appropriate or desirable to effect
the sale of the bonds and notes authorized by this ordinance. Any agreements or representations to provide
information to Repositories made prior hereto are hereby confirmed, ratified and approved.
Approved as to form and legality:

Dallas C. Dodge, Corporation Counsel

18 -7
ORDINANCE CONCERNING AN APPROPRIATION TO AND IN THE CAPITAL

IMPROVEMENT FUND FOR THE FISCAL YEAR BEGINNING JULY 1, 2024
THAT, the following amount is hereby appropriated from the Capital and Non-Recurring Expenditure
Fund to the Capital Improvement Fund for appropriation to the following projects:
Capital Non-Recurring Projects Amount

Transportation
Traffic System Management $ 50,000
Education
Computer Infrastructure 200,000
Furniture & Equipment Replacement 100,000
Parks & Recreation
Outdoor Pool Improvements 25,000
Park & Playscape Management 80,000
Town Building
Town Building Improvements 150,000
Energy Conservation 100,000
Government Operations
Communications Infrastructure 145,000
Rolling Stock/Misc Equipment
Fire Support Fleet 277,000
Fire Miscellaneous Equipment 223,000
Public Works Equipment 264,000
Police Vehicle Replacement 302,000
Police Radio Equipment 123,000
Police PC & Related Equipment 86,000
Police Narcotics Analyzer 40,000
Town Vehicles 78,000
TOTAL CNRE $2,243,000
ATTEST:
Approved as to form and legality: Dallas C. Dodge, Corporation Counsel

18 -8
RESOLUTION APPROPRIATING AMERICAN RESCUE PLAN ACT GRANT FUNDS
WHEREAS, the federal government has awarded the Town of West Hartford a Town Entitlement of
$25,004,570 in American Rescue Plan Act of 2021 (ARPA) funds; and
WHEREAS, the State of Connecticut has awarded the Town of West Hartford a County Allocation of
$12,230,213.08 in ARPA funds; and
WHEREAS, the Town has a total allocation of $37,234,783.08 in ARPA; and
WHEREAS, these funds must be obligated for eligible uses by December 31, 2024 and Town Council has
already committed an aggregate amount of $26,104,260.70 in ARPA funds for various municipal projects;
and
WHEREAS, the Town Manager, after consultation with Town staff, recommends that two projects be
considered for ARPA funds, specifically related to the West Hartford Center Infrastructure Master Plan
and the Vision Zero Task Force; and
WHEREAS, the West Hartford Center Infrastructure Master Plan project involves the reconstruction of
Farmington Avenue and LaSalle Street that includes, but not limited to, the expansion of sidewalks;
replacement of street trees and tree wells; installation of sidewalk furniture; construction of low impact
development drainage improvements; and the creation of traffic calming measures; and
WHEREAS, the Vision Zero project involves the implementation of the comprehensive plan to eliminate
fatalities and injuries on Town streets; and
WHEREAS, both projects are eligible uses of ARPA funds and will be reported under the negative
economic impact category and the revenue replacement category (government services) respectively.
NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF WEST HARTFORD
THAT the grant funds are hereby accepted and allocated in the fiscal year 2024-2025 budget of the
American Rescue Plan Act Fund and the Capital Projects Fund as follows:
FUND 18 – AMERICAN RESCUE PLAN ACT
Increased Estimated Revenues:
18-91290008-9047 ARPA – State Grant-County Share $8,400,000
Increased Estimated Expenditures:
18-91220037-4058 ARPA-Center Revitalization Master Plan $7,400,000
18-91260001-4058 ARPA-Vision Zero 1,000,000
Total $8,400,000
FUND 41 - CAPITAL PROJECTS FUND
Increased Estimated Revenues:
41-89255582-9386 ARPA - Federal Grant $7,400,000
41-87254483-9386 ARPA – Federal Grant 1,000,000
Total $8,400,000

18 -9
Increased Estimated Appropriations:

41-89255582-3424 ARPA – Center Revitalization Master Plan
(Farmington Avenue Reconstruction) $5,500,000
41-89255582-3414 ARPA – Center Revitalization Master Plan
(LaSalle Road Reconstruction) $1,900,000
41-87254483-3999 ARPA - Vision Zero 1,000,000
Total $8,400,000
(LEDWITH)

18 -10

The Town of West Hartford is located in central Connecticut, adjacent to and west of the City of Hartford, the state
capital. The towns of Bloomfield, Newington, Farmington, and Avon border the Town. West Hartford is approximately 100
miles southwest of Boston and approximately 100 miles northeast of New York City. The Town, a residential suburb in the
Hartford metropolitan area, encompasses a total of 22.2 square miles and has a population of 64,083. West Hartford was settled
as an agricultural community in the early 1700s and was incorporated as a town in 1854.
West Hartford has access to the two major highways in central Connecticut: Interstate Routes 91 and 84, the latter of
which has exits in the Town. The Town is also served by U.S. Routes 6 and 44 and State Routes 4, 173, 185, and 218. Amtrak
provides passenger rail service for the area. Bradley International Airport is 20 miles north of the center of West Hartford. Public
transportation is provided by the CT Department of Transportation. The two largest public utilities are Eversource Energy and
Connecticut Natural Gas.
West Hartford is primarily compromised of property with single-family, owner occupied, mid to upper price range
homes. The Town has eleven public elementary schools, three public middle schools and two public high schools. West Hartford
also has seven parochial schools, seven private schools and two universities.
There are three branch post offices and a public library system with three branch locations. Additionally, the Town has
36 public parks and playgrounds, one playhouse, and 24 churches and synagogues. West Hartford has 217 miles of streets, 300
miles of sidewalks, and is almost fully sewered.
In 1919, the Town became the first in the State to appoint a Town Manager, and it presently operates with a Council-
Manager form of government. The legislative function is performed by the nine-member council, which is elected biennially.
The Council formulates policies for the administration of the Town. The Town Manager is appointed by the Council to serve as
the Town’s Chief Executive Officer, with appointive and removal authority over department directors and other employees of
the Town. The Town Manager is responsible for the implementation of policies established by the Council. An elected seven-
member Board of Education appoints a Superintendent of Schools, who administers the education system of the Town.
Principal Municipal Officials

Manner of Selection
Office Town Council and Length of Service
Mayor/President of Council Shari G. Cantor Appointed 12/04-11/05
Elected 11/05-11/25
Deputy Mayor/Vice President of Council Ben Wenograd Elected 11/15-11/25
Minority Leader Mark Zydanowicz Elected 11/21-11/25
Carol A. Blanks Elected 11/19-11/25
Alberto Cortes Elected 11/21-11/25
Mary Fay Elected 11/17-11/25
Tiffani McGinnis Elected 11/23-11/25
Debra Polun Appointed 11/22-11/23
Elected 11/23-11/25
Barry Walters Elected 11/23-11/25
Other Elected Officials
Town Clerk Leon S. Davidoff Appointed 4/23-1/24
Elected 1/24-1/28
Registrar of Voters Beth Kyle Elected 11/15-01/25
Elizabeth Rousseau Elected 11/21-01/25
Board of Education
Chairperson Dr. Lorna Thomas-Farquharson Elected 11/17-11/25
Vice-Chairperson Shannon Marimon Elected 11/23-11/27
LaToya Fernandez Elected 11/23-11/27
Jason Gagnon Elected 11/23-11/25
Ethan Goldman Appointed 11/21-11/23
Elected 11/23-11/27
Dr. Gayle Harris Elected 11/21-11/25
Clare Neseralla Elected 11/21-11/25

19 -1
Principal Taxpayers
(Amounts Expressed in Thousands)
Value at Percent of
Name of Taxpayer Nature of Business October 1, 2022 Total*
1 Connecticut Light & Power Utility $61,814 0.86%
2 FW CT Corbins Corner Shopping Center Shopping Center 47,160 0.65%
3 West Farms Mall LLC Regional Mall 44,350 0.61%
4 Blue Back Capital Partners LLC Shopping Center 37,771 0.52%
5 Town Center West Associates Mixed Use 29,504 0.41%
6 SF WH Property Owner LLC Mixed Use 28,901 0.40%
7 Steele Road LLC Apartments 26,129 0.36%
8 ALNIC LLC Supermarket 23,129 0.32%
9 E&A Northeast Limited Partnership Shopping Center 21,772 0.30%
10 ER West Hartford LLC Apartments 21,122 0.29%
$341,652 4.72%
*Percent of total based on 10/1/2022 Net Taxable Grand List of $7,222,946.

Note: Assessments include Real Property, Personal Property and Motor Vehicles.
Source: Assessor’s Office.
Major Employers
Number of
Employer Business Employees
University of Hartford Education 1,100-2,250
Town of West Hartford Government 1,100-2,250
Hartford Healthcare At Home Home Health Service 500-999
Triumph Engine Control Systems Aircraft Components-Manufacturers 250-499
Connecticut Veterinary Ctr Animal Hospital 250-499
Cheesecake Factory Restaurant 250-499
Constructive Workshops Inc Rehabilitation Services 250-499
Connecticut Behavioral Health Hospitals 100-249
West Hartford Health & Rehabilitation Nursing Home 100-249
Stop & Shop Supermarket Grocers-Retail 100-249
Total 4,000-8,242
Source: Connecticut Department of Labor, 2023.

19 -2
West Hartford: Census Data

Percent
CATEGORY 2010 2020 Change
Total Population 63,268 64,083 1.3%
Male 29,365 30,568 4.1%
Female 33,903 33,515 -1.1%
Median Age 41.5 40.7 -1.9%
Percent 65 And Older 17.1% 18.4% 7.6%
Number of Households 25,258 24,726 -2.1%
Average Household Size 2.42 2.47 2.1%
Average Family Size 3.06 3.13 2.3%
Number of Housing Units 26,396 26,437 .2%
Per Capita Income $43,998 $56,692 29.9%
Median Household Income $77,156 $104,281 35.2%
Source: U.S. Census Bureau.
History of West Hartford Population

80,000
68,031 64,083
63,589
70,000
62,382 61,301
60,000 60,110
63,268
50,000
44,402
40,000
33,776
30,000
24,941
20,000
10,000 3,186 8,854

4,808
0
1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020

19 -3
Average Unemployment Rate

(Calendar Year)
9.0%
7.9%
8.0%
7.0% 6.6% 7.7% 6.3%

6.0% 6.6% 5.7%
6.3%
5.1%
5.6% 4.7% 6.0%
5.0%
5.1% 4.1%
4.7% 4.7% 3.8% 4.6% 3.8%
4.0% 4.2%
4.0% 4.1%
3.7% 3.7% 3.8%
3.0% 3.4% 3.1%
3.1% 3.0%
2.8%
2.0% 2.5%
1.0%
0.0%
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Calendar Year
West Hartford Hartford Labor Market Area CT

19 -4
Municipal Profile
As of June 30, 2023
May 3, 1854
Date of Incorporation
Form of Government Council-Manager
First Charter Adopted November 2, 1920
Present Charter Amended November 5, 1996
Area of Town 22.2 Square Miles
Public Works Information

Miles of Street Municipal Parking
Town Streets 217 Metered 2,468
Private Streets 16 Leased 393
State Highways 17 Parking Garages 2
Miles of Sidewalks 300
Number of Catch Basins 7,650
Miles of Curbs 231
Miles of Storm Sewers 170
Parks and Recreation Information Elections Information

Senior Centers 2 Registered Voters (as of 2023) 41,196
Community Centers 1
Neighborhood Parks 7 Percent of voters voting in
Acres of Park Land 1,182 Last national election (2020) 87%
Neighborhood Playgrounds 29 Last state election (2022) 35%
Golf Courses 2 Last municipal election (2023) 31%
Aquatic Facilities 5
Indoor Skating Rink 1
Tennis Courts/Pickleball Courts 38/12 Police Protection
Athletic Fields 92 Police Cars 82
Basketball Courts (2 lighted) 9 Employees 157
Municipal Cemeteries 3
Fire Protection
Stations 5
Pieces of Equipment 12
Employees 94
Education System Information
Students: Library
Senior High Schools (2) 2,864 Branches 3
Middle Schools (3) 1,989 Employees (full-time) 24
Elementary Schools (11) 3,979
Town Employees
Town Funded 469
Federally Funded 2
Board of Education 1,555

19 -5

19 -6
GLOSSARY OF TERMS
ACCOUNTING BASIS - all general and special revenue funds shall be accounted for on the modified
accrual basis, under which revenues shall be recognized when actually received, or accrued when the
Director of Financial Services determines them to be both measurable and available, and commitments
of money shall be recorded as soon as they result in contingent liabilities to be met from available
appropriations. This shall not apply to interest earnings, which may be recognized on a full-accrual basis,
so as not to preclude the Town from maximizing investment earnings through utilization of long-term
investments transcending one (1) or more fiscal years. Enterprise and internal service funds utilize a full
accrual system of accounting. The Town shall utilize a full encumbrance system for all funds in all
financial transactions of the Town. Salaries and wages of Town employees chargeable against valid
personal services appropriations need not be encumbered, except at the close of the fiscal year. At the
close of the fiscal year, all salary commitments and related employee benefits, such as social security,
group insurance, retirement contributions and other obligations, as evidenced by a valid purchase order
or contract accruing to the current accounting period, shall be itemized in a reserve for encumbrances;
said itemized encumbrances, at the discretion of the Director of Financial Services, may be met from the
aggregate total of the reserve for encumbrances.
The budgetary basis follows the modified accrual basis of accounting except:
a. Encumbrances are recognized as a valid and proper charge against a budget appropriation in the
year in which the purchase order is issued and, accordingly, encumbrances outstanding at year-end are
reflected in budgetary reports as expenditures in the current year but are shown as reservations of fund
balance on a GAAP basis.
b. The Town accounts for "on-behalf" contributions made by the State of Connecticut to the
Connecticut State Teachers' Retirement System as revenue in accordance with GASB Statement No.
24, Accounting and Financial Reporting for Certain Grants and Other Financial Assistance. As such,
General Fund revenue and expenses on a GAAP basis reflect the recognition of "on behalf
contributions by the State."
ACTIVITY CLASSIFICATION - a grouping of expenditures on the basis of specific functions

performed by an organizational unit. Examples of activities are street services, refuse
collection, traffic regulation, housing services, property assessment, etc.
APPROPRIATION - an authorization granted by a legislative body to make expenditures and incur

obligations for specific purposes, and which is usually limited in amount and to the time during
which it may be expended.
APPROPRIATION ORDINANCE - the ordinance by which appropriations are enacted into law by
the legislative body. This gives legal authority to spend.
ASSESSED VALUATION - a valuation set upon real estate or other property by a government as a
basis for levying taxes.

20 -1
BUDGET - a plan of financial operation containing an estimate of proposed expenditures for a single
fiscal year (July 1 through June 30) and the proposed means of financing them.
BUDGET DOCUMENT - as defined by the Charter of the Town of West Hartford, not later than 110
days before the end of the fiscal year, the Manager shall present to the Council a budget
consisting of: A budget message outlining the financial policy of the Town government which
describes the important features of the plan indicating major changes from the current year and
clearly summarizes the contents. This includes:
• Actual revenues and expenditures in the last two fiscal years, the first six months of the
current fiscal year, total estimated revenues and expenditures for the entire current fiscal
year, and the Manager's recommendation of itemized revenues to be collected and amounts
to be appropriated for the ensuing fiscal year.
• Summary of principal sources of anticipated revenues and a clear summary of detailed

budget estimates.
• Statistical information to aid evaluation of proposed programs to determine appropriate

levels of service.
• Appropriation and revenue ordinances and resolutions to carry out the adopted budget.
BUDGETARY BASIS - the budgeting and accounting policies of the Town of West Hartford
conform to generally accepted accounting principles as applicable to government units. The
modified accrual basis of accounting is followed by the governmental funds and expendable
trust and agency funds. Under the modified accrual basis of accounting, revenues are recorded
when susceptible to accrual, i.e., both measurable and available. Available means collectible
within the current period or soon enough thereafter to pay liabilities of the current period.
Expenditures are generally recognized under modified accrual accounting when the related
fund liability is incurred.
CAPITAL BUDGET - a plan of proposed capital projects and the means of financing them for a
current fiscal period.
CAPITAL EXPENDITURE – payment to acquire or replace equipment for normal operating

purposes with a value greater than $5,000 and a life expectancy of more than one year.
CDBG – the Community Development Block Grant (CDBG) is a Federal grant awarded annually
from the Department of Housing and Urban Development. It is primarily used for housing
rehabilitation and other grant eligible activities. (For a description of the CDBG Fund see
“Description of Funds” at the end of the Glossary.)

20 -2
CHARACTER OF EXPENDITURE - a grouping of expenditures on the basis of the nature of goods

or services purchased, as follows:
• Personal Services - direct payment to employees of wages and salaries through normal
payroll procedures.
• Non-Personal Expense - payment of ordinary and recurring operating expenses not
otherwise classified.
• Capital Outlay - payments of a relatively recurring nature to acquire or replace equipment
for normal operating purposes, of value of $5,000 or more, with a life expectancy of one
year or more.
• Sundry Expense - payments for employee benefits, insurance, debt service and payments
to outside organizations.
DEBT SERVICE - the amount of money required to pay the interest and principal on outstanding
debt.
ENCUMBRANCES - obligations in the form of purchase orders or contracts which are chargeable to
an appropriation and for which that part of the appropriation is reserved. They cease to be
encumbrances when paid or when an actual liability for payment is recorded.
EXPENDABLE TRUST FUND - a trust fund whose principal, interest earnings, or both must be used
for a public purpose. A pension fund is an example of such a fund.
EXPENDITURE - this term designates the costs of goods delivered or services rendered, whether
paid or unpaid, as well as provision for debt retirement and capital outlay.
FISCAL YEAR - a twelve-month period of time to which the annual budget applies and at the end of
which a governmental unit determines its financial position and result of its operations. The
fiscal year for the Town of West Hartford begins July 1 and ends on June 30.
FUNCTION - a group of related activities aimed at accomplishing a major service or program for
which a governmental unit is responsible. Examples of functions are: General Government,
Public Safety, and Community Maintenance.
FUND - an independent fiscal and accounting entity with a self-balancing set of accounts, in which
are recorded cash and/or other resources together with all related liabilities, obligations,
reserves and equities. All funds are segregated for the purpose of carrying on specific activities
or attaining certain objectives in accordance with special regulations, restrictions, or limitations.
Annual budgeted funds are described in the “Description of Funds” section at the end of the
Glossary.

20 -3
FUND BALANCE - the difference between resources and obligations at a particular point in time,
for example the end of the fiscal year. When obligations exceed resources, the result is a
negative fund balance. When resources exceed obligations, the result is a positive fund balance.
GENERAL FUND - the chief operating fund which accounts for all resources used for financing the
general administration of the Town and all resources not otherwise accounted for in other funds.
In West Hartford, the General Fund is supported primarily with revenues derived from local
property taxes.
GRAND LIST - the basis upon which the property tax levy is allocated among the property owners
in a jurisdiction with taxing powers. Also known as the assessment roll, cadastre, assessment
list, abstract of ratables and rendition.
INTERFUND LOANS OR TRANSFERS - loans or transfer amounts made from one fund to another.
INTERGOVERNMENTAL REVENUE - revenue received from other governments (State, Federal)

in the form of grants, shared revenues, or payments in lieu of taxes.
INTERNAL SERVICES FUND - a fund separate from the General Fund used to account for the
financing of goods and services provided by one department to other departments on a cost-
reimbursement basis, e.g. the Risk Management Fund and the Utilities Services Fund.
LEVY - the total amount of taxes imposed by a governmental unit.
LoCIP - a local capital improvement grant program administered by the State. Towns apply annually
for reimbursement of expenditures up to a formula generated entitlement amount.
MILL - the amount of tax paid for each $1,000 of assessed value. A mill is one-tenth (1/10th) of a
penny or $1.00 of tax for each $1,000 of assessed value.
MILL RATE - the rate applied to assessed valuation to determine property taxes. The mill rate sets
the amount of taxes that must be paid for every $1,000 of assessed value of property.
MISSION – the chief function or responsibility of an organization.
MODIFIED ACCRUAL BASIS - the basis of accounting under which expenditures are recorded at
the time liabilities are incurred and revenues are recorded when received in cash, except for
available revenues which should be accrued to properly reflect revenues earned.
OBJECT - as used in expenditure classifications, this term applies to the article purchased or the
service obtained, such as contractual services, utilities, clothing allowance, medical supplies,
advertising, etc.

20 -4
OBLIGATIONS - amounts which a governmental unit may be legally required to meet out of its
resources. This includes actual liabilities and unliquidated encumbrances.
ORDINANCE - a formal legislative enactment by the Council or governing body of a municipality

which has full force and effect of law within the boundaries of the municipality to which it
applies. A resolution differs from an ordinance in that it requires less legal formality and carries
lower legal status. Imposing taxes and special assessments universally require ordinances.
PROGRAM – a cost center designed to capture the specific activities of a department.
PROGRAM PERFORMANCE MEASURE – a numeric indicator representing the performance of a

specific process or service delivery activity.
PROPERTY TAX - a locally levied tax based on the market value of property assessed at 70% during
a given year by the local municipality. The revenues from property taxes represent the largest
funding source for West Hartford municipal expenditures. By State law, all municipalities must
revalue the market value of property every five years.
PROPERTY TAX EXEMPTION - a statutory provision that excuses certain types of property uses
(e.g. religious, industrial uses) or property owners (e.g. veterans & elderly) from property tax,
either partially or completely.
RESERVE - an account which records a portion of fund balance which is legally segregated for some
future use and which is, therefore, not available for further appropriation or expenditure.
REVENUE - this term designates additions to assets which do not increase any liability, do not
represent the recovery of an expenditure, and do not represent contributions of fund capital.
SPECIAL REVENUE FUND - used to account for the proceeds of specific revenue sources that are
restricted to expenditures for specified purposes. For example, the Parking Lot Fund was
created specifically to account for revenues and expenditures generated by the parking lots in
West Hartford Center.
SUBSIDY - an appropriation of funds from a government to aid in establishing or maintaining a

service deemed advantageous to the public.
TOWN AID ROAD - an annual formula grant from the State to be used for local road, bridge and
sewer reconstruction. The amount of the grant is based on population, road miles and other
demographic factors.
TRUST FUND - a fund separate from the General Fund used to account for assets held by the Town
in a trustee capacity, e.g. the Pension Operating Fund.
VALUES – the social principles, goals, or standards held or accepted by the government.

20 -5
ABBREVIATIONS/ACRONYMS
The following abbreviations and acronyms used throughout the budget document.
ADA – Americans with Disabilities Act of 1990

ADEC – Actuarially Determined Employer Contribution
AFSCME – American Federation of State, County and Municipal Employees
ALS – Advanced Life Support
AMR – American Medical Response
ARPA – American Rescue Plan Act of 2021
BANS – Bond Anticipation Notes
BBS – Blue Back Square
BOE – Board of Education
CAD – Computer Aided Dispatch
CAMA – Computer-Assisted Mass Appraisal
CCM – Connecticut Conference of Municipalities
CDBG – Community Development Block Grant
CDL – Commercial Driver’s License
CERT – Citizen Emergency Response Team
CGS – Connecticut General Statutes
CIP – Capital Improvement Program
CISO – Chief Information Security Officer
CLASS – Connecticut Local Administrators of Social Services
CNRE – Capital and Non-Recurring Expenditure Fund
COVID – CO (Corona) VI (Virus) Disease
CPF – Capital Projects Fund
CPI – Consumer Price Index
CPR – Cardiopulmonary Resuscitation
CPRB – Citizen Police Review Board
CRCOG – Capital Region Council of Governments
CSEA – Connecticut State Employees Association
CSU – Community Support Unit
CV – Coronavirus
CY – Current Year
DAR – Dial-A-Ride
DARC – Direct Action Resource Training
DEEP – Department of Energy and Environmental Protection
DEI – Diversity, Equity and Inclusion
20 -6
DEMHS – Department of Emergency Management and Homeland Security

DMV – Department of Motor Vehicle
DOT – Department of Transportation
DPW – Department of Public Works
DR – Disaster Recovery
DSF – Debt Service Fund
DUI – Driving Under the Influence
EAP – Employee Assistance Program
ECS – Education Cost Sharing
EMD – Emergency Medical Dispatch
EMS – Emergency Medical Service
ENGL – Equalized Net Grand List
ERC – Emergency Reporting Center
ESU – Emergency Services Unit
EVSE – Electric Vehicle Service Equipment
FEMA – Federal Emergency Management Association
FOI – Freedom of Information
FTE – Full-time equivalent
FY – Fiscal year
GAAP – Generally Accepted Accounting Principles
GASB – Government Accounting Standards Board
GFOA – Government Finance Officers Association
GHTD – Greater Hartford Transit District
GIS – Geographic Information System
GPS – Global Positioning System
HANOC – Hillcrest Area Neighborhood Outreach Center
HDHP – High Deductible – Health Plan
HIPAA – Health Insurance Portability and Accountability Act
HR – Health Resources
HSA – Health Savings Account
HUD – United States Department of Housing and Urban Development
HVAC – Heating, Ventilation and Air Conditioning
ICMA – International City/County Management Association
ICS – Incident Command System
ILS – Integrated Library System
IMSA – International Municipal Signal Association
IP – Internet Protocol
IPMA – International Public Management Administration
ISP – Internet Service Provider

20 -7
IT – Information Technology
IWWA – Inland Wetlands and Watercourses Agency
LoCIP – Local Capital Improvement Grant Program
LPR – License Plate Reader
LSF – Leisure Services Fund
MDC – Metropolitan District Commission
MS4 – Municipal Separate Storm Sewer System
MV – Motor Vehicle
NCAAA – North Central Area Agency on Aging
NCOA – National Change of Address
NFPA – National Fire Protection Association
OPEB – Other Post-Employment Benefits
OSHA – Occupational Safety and Health Administration
PA – Public Address System
PCR – Polymerase Chain Reaction
PELRA – Connecticut Personnel Labor Relations Association
PLF – Parking Lot Fund
POB – Pension Obligation Bonds
POCD – Plan of Conservation and Development
POSTC – Police Officer Standards Training Council
POTS – Plain Old Telephone Service
PPA – Power Purchase Agreement
PPD – Police Private Duty Fund
PPE – Personal Protective Equipment
PRI – Primary Rate Interface
PSD – Public Safety Dispatch
RMF – Risk Management Fund
ROVAC – Registrar of Voters Association of Connecticut
SHCDF – State Housing and Community Development Fund
SHRM – Society for Human Resource Management
SIP – Session Initiated Protocol
SIR – Self-Insured Retention
SSD – Special Services District
STIF – State of Connecticut’s Short-Term Investment Fund
SWAT – Special Weapons and Tactics
TIC – True Interest Cost
TOD– Transit-Oriented Development
TPZ – Town Planning and Zoning
TRU – Telephone Response Unit
20 -8
USF – Utility Services Fund

UTV – Utility Task Vehicle
VoIP – Voice over Internet Protocol
WC – Workers’ Compensation
WHBHD – West Hartford/Bloomfield Regional Health District
WHC – West Hartford Center
WHC-SSD – West Hartford Center – Special Services District
WHFD – West Hartford Fire Department
WHHA – West Hartford Housing Authority
WHMCC – West Hartford Meeting and Conference Center
WHPD – West Hartford Police Department
WHPL – West Hartford Public Library
WHPS – West Hartford Public Schools
YSB – Youth Service Bureau
ZBA – Zoning Board of Appeals

20 -9
DESCRIPTION OF FUNDS
In addition to the General Fund, there are other funds administered by the Town and included in the
budget. The following funds are listed in alphabetical order.
American Rescue Plan Act Fund – a fund created to account for Federal and State funds received to
provide support in responding to the economic and public health impacts of COVID-19.
Blue Back Square Fund - a fund created to account for the financial activity of the Blue Back Square
development project, including the capital financing associated with such project and the revenues
derived from Special Services District tax, facility rental and parking operations. Specific budget
information can be found in the Non-Departmental section.
Capital and Non-Recurring Expenditure Fund (CNRE) - a fund, created pursuant to Section 7-360 of
the Connecticut General Statutes, to account for the resources accumulated for capital projects or
equipment acquisition. Summary information on this fund can be found in the Capital Budget section.
Cemetery Operating Fund - an expendable trust fund created by West Hartford Code 67-2 to account
for donations and other resources provided for the care and maintenance of Town-owned cemeteries.
Specific budget information can be found in the Public Works section.
Community Development Block Grant Fund (CDBG) - a special revenue fund to account for federal
grant revenues from the U.S. Department of Housing and Urban Development. Specific budget
information can be found in the Leisure Services & Social Services section.
CDBG Housing Rehabilitation Fund - a special revenue fund to account for housing rehabilitation
activities funded via the CDBG federal grant monies. Specific budget information can be found in the
Leisure Services & Social Services section.
Debt Service Fund - a fund used to account for the accumulation of resources for, and the payment of,
general long-term principal, interest and related costs. Specific budget information can be found in the
Capital Financing section.
General Fund - the chief operating fund for West Hartford that accounts for all the resources used for
financing the general administration of the Town and a fund that accounts for all resources not
otherwise accounted for in other funds. It is the largest and most important fund in the Town of West
Hartford's budget. In West Hartford, the General Fund is supported primarily with revenues derived
from local property taxes.
Leisure Services Fund – an enterprise fund created to account for the leisure service activities of the
Town. This fund can be found in the Leisure Services & Social Services section.
Parking Lot Fund - a special revenue fund established in fiscal year 1996 utilized to ensure that
revenues generated by gated parking lots and parking meters in the Town Center cover operational
costs with no taxpayer subsidy. In addition, this fund receives a management fee to run the operations
of the Blue Back Square parking garages. Specific budget information can be found in the Public
Works section.

20 -10
Pension Operating Fund - a pension trust fund used to account for the payment of current pension
benefits and other costs associated with the operation of the Town's pension plan. Specific budget
information can be found in the Human Resources section. This fund is not subject to appropriation.
Pension Reserve Fund - a fund established to mitigate potential increases in the required annual
appropriation of the ADEC in the Pension Operating Fund by absorbing any year-over-year increase
in the ADEC of more than 2.5%.
Police Private Duty Fund - a special revenue fund established in fiscal year 1994 to ensure that
revenues generated by police private duty overtime fees cover costs with no taxpayer subsidy. Specific
information can be found in the Police Services section.
Private School Services Fund - a special revenue fund to account for a State grant or other funds used
to fund services provided by the Town to non-public schools. Specific budget information can be found
in the Non-Departmental section.
Risk Management Fund - an internal service fund to account for the cost of the Town's insured and
self-insured programs. Specific budget data can be found in the Human Resources section. This fund
is not subject to appropriation.
State Housing and Community Development Fund - a special revenue fund created pursuant to state
requirements to account for state housing funds for community development programs. Specific
budget data can be found in the Leisure Services & Social Services section.
Utilities Services Fund - an internal service fund used to account for the energy and utility costs of the
Town and Board of Education. Specific budget information can be found in the Facilities Services
section.
Technology Investment Fund – a special revenue fund established July 1, 2003 to identify a recurring
revenue stream dedicated to continued investment in the Town’s e-business strategy. This fund is
detailed in the Information Technology section.
West Hartford Center – Special Services District Fund - a fund created to account for the financial
activity of the West Hartford Center Special Services District. The District is responsible for collecting
Special Services District Tax and operation of the parking garages and surface lots of the Blue Back
Square Development on behalf of the Town, the owner of said facilities. This fund contracts with the
Parking Lot Fund to provide such services. Specific budget information can be found in the Non-
Departmental section. This fund is not subject to appropriation.
West Hartford Library Fund - a special revenue fund to account for grants and other receipts received
by the library through the Connecticard Program, interlibrary loan program, photocopying and
computer search activities. Specific budget information can be found in the Library Services section.
Westmoor Park Fund - a special revenue fund to account for income received from an external trust
and expenditures to maintain Westmoor Park. Specific budget information can be found in the Leisure
Services & Social Services section.

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West Hartford Proposed Budget 2024-2025

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West Hartford Proposed Budget 2024-2025

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Town of West Hartford, Connecticut

Proposed by the Town Manager &

Proposed by the Town Manager

March 12, 2024

Re: Proposed Fiscal Year 2025 Budget

Budget Policy Objectives

Variance From Percentage

Municipal Services: Overall Increase of $6,759,788 or 5.42%

West Hartford Public Schools Budget: $201,303,856, an increase of $11,112,735 or 5.84%.

Capital Financing: Overall Increase of $8,587 or 0.05%

• Transportation and Circulation: Following the Town Council’s implementation of West

Impact on the Taxpayer

We appreciate the Town Council’s review of this budget proposal.

Town of West Hartford

For the Fiscal Year Beginning

July 01, 2023

West Hartford, Connecticut

Leisure Services and Social Services

West Hartford, Connecticut

Budget Resolutions .............................................................................................................. 18 - 1

Supplemental Summaries ..................................................................................................... 19 - 1

West Hartford, Connecticut

This Page Left Intentionally Blank

West Hartford, Connecticut

A READER’S GUIDE TO THE BUDGET

West Hartford, Connecticut

TOWN OF WEST HARTFORD ORGANIZATION VALUES

Getting Close to our Residents (Customers)

Enhancing our Public Image

Improving Relations Among All Employees

Being on the Leading Edge of Technology

Committing to Long Range Fiscal and Administrative Planning

West Hartford, Connecticut

SIX MAJOR PUBLIC POLICIES FOR THE FUTURE

West Hartford, Connecticut

TOWN OF WEST HARTFORD'S ANNUAL BUDGET PROCESS

Budget Process Guided by Town Charter/Town Ordinance

Budget Referendum Process

West Hartford, Connecticut

Calendar for Fiscal Year 2024-2025 Budget Process

December 4, 2023 Budget guidelines distributed to departments

Budget Amendment Process

West Hartford, Connecticut

FINANCIAL ORGANIZATION OF ACCOUNTS

Technology Investment Fund (Information Technology) – accounts for a recurring revenue

West Hartford, Connecticut

West Hartford, Connecticut

West Hartford, Connecticut

West Hartford, Connecticut

TOWN OF WEST HARTFORD, CONNECTICUT

West Hartford, Connecticut

FISCAL POLICIES SECTION

• Continue to assume a property tax collection rate of 99.1%.

West Hartford, Connecticut

FY 2024 FY 2025 Increase/ Percent

Tax Collection Rate

99.50 99.40 99.40

West Hartford, Connecticut

FY2024 FY2025 Increase/

Motor Vehicle Property Grant $ 5,590,704 $ 5,874,518 $ 283,814

Total Intergovernmental Revenue $ 32,331,426 $ 34,898,196 $ 2,566,770

West Hartford, Connecticut

Charges for Services