Transcript RECREATION - Tolland, Connecticut

TOWN OF TOLLAND
DISCUSSION ON
PLANNING & COMMUNITY DEVELOPMENT,
GENERAL GOVERNMENT
AND FINANCE
FY 2010-2011 BUDGETS
March 25, 2010
PLANNING & COMMUNITY
DEVELOPMENT
RESPONSIBILITIES
PLANNING & COMMUNITY DEVELOPMENT – 1 Director, 1 Building Official,
1 Zoning Officer/Inland Wetland Agent, 1.8 Secretaries
(0.8 secretarial position vacant – 0.3 temp. filling in)
Building Department
Plan Reviews
The Building Official performs plan reviews of all permit applications that are
accompanied by plans and/or specifications and evaluates the structure,
occupancy, means of egress, life safety, accessibility, plumbing, electrical and
mechanical systems. If the plans are not found to be in compliance with the
State Building Code, the Building Official notifies the applicant in writing of the
necessary changes or additional information needed. The State of Connecticut
mandates that plan reviews are performed and applicants are notified within 30
days of the results.
RESPONSIBILITIES
Permit Issuance
Permit applications are submitted and evaluated by the Building Official for
complete and accurate information and as well as licenses and are processed
by the secretarial staff by routing the permits for sign-offs by all necessary staff
(tax, health, zoning, planning, engineering, etc.) and entering data into
database, processing fees, contacting applicant and filing permits.
Inspections
The Building Official performs and schedules inspections and site visits of all
ongoing construction projects in Town, from footings to Certificates of
Occupancy. Inspection requests are consistently responded to within a 24 hour
period. Secretaries schedule the majority of inspections.
RESPONSIBILITIES
Certificate of Use or Occupancy
A final inspection evaluation is performed by the Building Official on all projects
to assure substantial Code compliance. The Building Official also coordinates
with the applicants, contractors, and design professionals to verify that all of the
required construction documents have been submitted and any changes noted
and approved. Secretaries coordinate all staff inspections and prepare CO
documents.
Complaints/Inquiries
The Building Department responds to complaints regarding illegal use and/or
occupancy, as well as work performed without required permits or town
approvals. We also receive inquiries regarding code questions and
requirements for updating existing structures.
RESPONSIBILITIES
Permit Follow-up
Last year we determined that approximately 1500 addresses in town had
open/outstanding permits including swimming pools and other projects with
public safety implications. We contact the owners of the property by letter,
phone call or site visit, to ensure code compliance and attempt to close out
permits.
Support
The Building Official provides technical support pertaining to the adopted code
to other town departments, boards and commissions such as the Energy Task
Force, as well as taxpayers and contractors.
RESPONSIBILITIES
Planning & Zoning Commission
The Planning Director acts as technical advisor to the Planning & Zoning
Commission on the:
•
Update of the Plan of Conservation & Development.
•
Development of Zoning & Subdivision Regulations and Low Impact
Development Design Manual.
•
Subdivision, Special Permit and Site Plan applications.
•
Coordinates staff reviews and pre-application meeting with engineers
and developers.
RESPONSIBILITIES
•
Coordinates review of Site Analysis Plans and any site walks by
Conservation and Wetlands Commissions.
•
Assembles staff reviews in a memo for the PZC regarding drainage,
road design, vegetation, Open Space, architecture, landscaping,
compliance with regulations and density.
•
Collect bonds for performance and maintenance of public
infrastructure.
•
Reviews for filing on the Land Records all final plan mylars,
conservation and drainage easements and deeds.
•
Coordinates technical data for appeals of PZC decisions to Superior
Court.
•
Serves as a resource to the business community: “First Stop” for
information to potential and existing businesses and coordinates with
Economic Development Commission.
RESPONSIBILITIES
Open Space Preservation Grants
The Planning Director identifies grant funding assistance for open
space/farmland acquisition, compiles grants and administers funding.
Geographic Information System (GIS-computer mapping)
Provide GIS computer mapping for the Town for Capital Projects, Open Space
grants, Plan of Conservation and Development, Land Acquisition, Conservation
Commission, Assessor’s Tax Maps, permits and Pavement Management
Program.
The Planning Director administers the program, coordinates upgrades and
training and works with the consultant on new data and website hosting.
The Zoning/Wetlands Agent produces maps, coordinates the receipt of new
digital data, provides GIS to town consultants and government agencies,
creates new layers and uses GPS unit to map fire hydrants and other
infrastructure.
RESPONSIBILITIES
Inland Wetlands & Watercourses Commission
The Inland Wetlands & Watercourses Commission regulates activities within and
around wetlands through the issuance of permits, enforcement of regulations
and public education programs to reduce the impacts on the Town’s wetlands
and watercourses.
The Zoning/Wetlands Agent provides administrative and technical assistance to
the Wetlands Commission, inspect sites with pending applications, to monitor
activities that have active permits and for enforcement purposes, coordinates
technical data for appeals of decisions, testifies in court as needed and keeps
current on State Statutes.
Zoning Board of Appeals
Hears petitions from property owners seeking relief from a strict interpretation of
the Zoning Regulations, hears appeals from any order, requirement or decision
made by the Zoning Enforcement Officer and approves Certificates of Location
for motor vehicle sales and service.
RESPONSIBILITIES
The Zoning/Wetlands Agent acts as technical advisor to the ZBA: and keeps
current on all applicable State Statutes; assists applicants with preparation of
plot plans, etc; prepares all legal documents, and maintains a comprehensive
file on all applications.
Zoning Enforcement
The Wetlands/Zoning Agent enforces the Zoning Regulations and Erosion and
Sedimentation control measures with some assistance from the Planning
Director for commercial/industrial properties.
Reviews all building/Zoning Permits for compliance with Zoning Regulations and
inspects final construction.
Investigates complaints and follows up with Notices of Violation, Cease Desist
Orders citations or fines, involvement of the Town Attorney and Superior Court
testimony if required.
Inspect and enforce erosion and sedimentation control measures. Research
title and history on Land Records to determine non-conforming status.
RESPONSIBILITIES
Eastern Highlands Health District (EHHD)
The mission of the Eastern Highlands Health District (EHHD) is to preserve
public health through the prevention of illness and promotion of wellness within
its local communities through enforcing state and local health regulations;
monitoring the health status of the community; informing and educating citizens
on health issues; operating programs that support community health efforts; and
collaborating with other public health partners in pursuit of our common goal.
EHHD staff are located in the Development office. They monitor wells, septic
systems, all new construction, proposed subdivisions, soil testing, and food
establishments.
Secretarial support is provided by the Development office secretaries.
BUDGET
$ CHANGE
% INC/DEC
($8,779)
-9.0%
($1,670)
-18.7%
BUILDING INSPECTION SERVICES:
Regular Payroll - change in personnel ($11,704)
Service Contracts - cost of the maintenance and support of the
permitting software in conjunction with the regional grant program +$3,965
ZONING BOARD OF APPEALS:
No significant changes for 2010/2011 budget
PUBLIC HEALTH SERVICES:
No significant changes for 2010/2011 budget
PLANNING AND ZONING SERVICES:
Training and Development - regional conference for Planner ($1,000)
Travel Reimbursement - decrease in rate and mileage ($500)
INLAND WETLANDS COMMISSION:
No significant changes for 2010/2011 budget
PLANNING AND ZONING COMMISSION:
No significant changes for 2010/2011 budget
CONSERVATION COMMISSION:
Program Materials - signs and materials for designated open space properties
at the King, Knofla and Schindler-Schmidt properties +$3,000
$3,000
1200.0%
Planning & Community Development
Accomplishments
Building Inspection Services
•
Closed out a very large number of “open” permits including pools, which
could cause a public safety concern. Letters were sent to property owners
and inspections conducted to ensure compliance with codes and safety.
•
Conducted plan review and permit issuance of entire Star Hill Athletic
Center as well as worked with other owners and contractors to assist them
in meeting their very aggressive timeline for opening prior to the winter
months.
•
Worked with Fire Marshal and State Building Official to conduct extensive
research and to evaluate code requirements for a 105,000 square foot air
support structure.
•
Worked with Beverly Bellody and consultants on the grant and development
of plans for the Hicks Geothermal and other town projects.
•
Published and distributed new informational handouts providing clear,
concise requirements for decks, finished basements and smoke and CO
Detectors.
Planning & Community Development
Accomplishments
Zoning Board of Appeals
•
Worked with the public to explain the need for and process for applying for
variances and to process applications in a timely and courteous manner.
Public Health Services
•
Updated food protection program components.
•
Updated permit tracking and web based information systems.
•
Procured $84,000 in obesity prevention grants and $99,000 in public
health preparedness grants.
•
Vaccinated over 7,000 persons against 2009 H1N1 Influenza A.
•
Expanded Be Well Employee Wellness Program to other public
employers in the community.
Planning & Community Development
Accomplishments
Planning & Zoning Services
•
Worked with the Tankerhoosen Watershed Task Force on the development
and implementation of the Management Plan, as well Tolland’s LID
Regulations.
•
Participated as a speaker at several conferences on Low Impact
Development regulations.
•
Worked with consultants and the Planning & Zoning Commission on the
development of a Concept Plan and ultimately regulations for the Tolland
Village Area (formerly known as the Gateway/South Green Area).
•
Conducted an extensive sign enforcement campaign that involved over 100
hundred notices regarding illegal signs.
Planning & Community Development
Accomplishments
Planning & Zoning Services
GIS
•
Updated GIS data from state as new layers became available.
Represented Towns of less than 30,000 on State GIS Council.
Grants
•
Received a $50,000 HOME CT Incentive Housing Grant from OPM to
evaluate suitable location(s) for affordable work force housing.
•
Received an EPA Smart Growth Grant with CRCOG and 3 other towns to
develop regulations for environmentally sustainable mixed use
developments and green building requirements that include affordable
housing.
•
Submitted with CRCOG and several member communities an Energy and
Conservation Block Grant to continue to work on sustainable Development
Regulations and review current regulations for barriers.
Planning & Community Development
Accomplishments
Planning & Zoning Services
Plan of Conservation and Development
•
Set up Plan of Conservation and Development update on website.
•
Worked with consultant, Planning & Zoning Commission, other boards and
commissions and the public in the development of the plan, which was
adopted in November 2009.
Planning & Community Development
Accomplishments
Inland Wetlands Commission
•
The Inland Wetlands Commission has joined with the Friends of the
Hockanum River Linear Park of Vernon, Inc. to implement their
Tankerhoosen River Watershed Management Plan.
•
Meeting with property owners along Gages Brook and its tributaries and to
work with residential property owners to clean up the banks of the
tributaries and encourage them to create and maintain vegetative buffers
between their lawn and the brooks.
•
The Commission was named Inland Wetlands Commission of the Year by
the Connecticut Association of Conservation and Inland Wetlands
Commissions.
Planning & Community Development
Accomplishments
Planning and Zoning Commission
•
Continued the two year process of doing a comprehensive update to the
Plan of Conservation & Development, which was adopted in November
2009. Held public forums and presentations to boards and commissions on
the POCD update.
•
Worked with engineering consultant to develop regulations and mapping
for implementation of Low Impact Development storm water techniques in a
village density.
•
Continued working on the $50,000 HOME CT Technical Assistance Grant
to evaluate several parcels for suitability of affordable housing and develop
a Concept Plan and regulations for Incentive Housing Zone(s).
Planning & Community Development
Accomplishments
Planning and Zoning Commission
•
Worked with the Tankerhoosen Watershed Task Force on the development
and implementation of the Management Plan to protect groundwater
resources.
Conservation Commission
•
Developed Management Plans for several newly acquired passive open
space properties (ongoing).
•
Worked closely with the Tolland Conservation Corps on the development of
trails, implementation of approved Management Plans and stewarding of
open space (ongoing).
Planning & Community
Development Needs
Fill vacant .8 secretarial position with a full time Secretary
•
Department had a full time Secretary eliminated in March 2009.
•
Death of .8 Secretary in December 2009 – position currently vacant.
•
Department provides Administration for 7 land use boards and
commissions (9 or more meetings per month minimum), Town
Engineer, Planning Director, Building Official and Eastern Highlands
Health District.
•
Office averages 30 phone calls and over 15 visitors at the counter per
day.
•
Several grants and planning projects are administered in the
department.
•
The Water Commission, at their meeting of March 10, 2010, has agreed to
allocate up to $10,000 for administrative support which can be used to
make this position full-time.
Planning & Community
Development Needs
Increase Development and Training Budget
•
National Planning Conference for Planner has been cut the past two
years, but Planner has attended regional conference.
•
Planner needs 32 credits and Ethics & Law courses every 2 years to
maintain certification. Difficult to fulfill in state.
•
National Planning Conference is in Boston this year, so there will be no
regional conference and funding has been reduced so that Planner will
not be able to attend.
•
Tolland is known for being on cutting edge of planning and natural
resource protection – skills acquired at National Conference.
Building Department Needs
•
A communications budget increase would allow for a wireless card contract
for the department laptop, allowing remote access to the Town network for
entering inspection reports, looking up permits and licenses, answering
E-mail, and other remote functions without the need to return to town
hall.
•
Keeping the training budget up allows for more education and the ability to
keep up with ever changing codes and technologies, and to pass that
information on to our customers.
•
Increased clerical staffing levels would allow the Building Official to spend
less time at the counter, answering the phone, handling questions that can
be handled by the secretaries. And being able to spend more time with
actual building code related questions and problems.
Building Department Needs
•
A counter top, customer usable, computer terminal located in the
Development Group, would allow our customers to use our new
online permit capabilities, use the Town website, and access town
GIS at the counter. This would ultimately save the staff time,
getting the customers to do their own data entry, and allow us to
coach the customers through advancements in technology with the
ultimate goal of helping them work remotely with the department,
saving them a trip to town hall.
GENERAL GOVERNMENT
RESPONSIBILITIES
TOWN MANAGER’S OFFICE – 1 Town Manager, 1.5 Staff
Community Relations
To respond to resident questions and requests which could include research,
site visits, meetings and memo writing. Forms of communication include phone,
email, newsletters, annual reports, budget material, meetings, mailings,
webpage and email blasts.
Financial Management
To provide professional oversight in the preparation and administration of the
Town’s annual budget which begins in October and concludes in May-July with
the passage of the Town wide budget referendum, and to monitor the on-going
fiscal affairs of the Town including daily expenditures, audit, borrowing and credit
rating activities.
RESPONSIBILITIES
Intergovernmental Relations
To participate as the Town’s representative at meetings held by a variety of
different regional organizations that provide the Town with administrative
support, information and municipal lobbying efforts. Main regional groups are
CCM, COST and CRCOG.
Project Administration
To provide professional oversight to the many varied projects taking place
within Town government on a regular basis such as capital projects, special
projects, and facility projects including the high school project.
Town Council Services
To provide administrative assistance to the Town Council which includes on a
bi-weekly basis agenda preparation, attendance at Town Council meetings,
preparing 14 Town Council agenda packets, proof and reformat Town Council
minutes, prepare monthly events listing, preparation of Town Manager’s Report
RESPONSIBILITIES
monthly, preparation of letters, emails, website updates as they relate to Town
Council activities, meet with constituents as necessary and respond to
requests for information from Council members.
Town Management
To provide professional oversight to the 19 Town departments and
approximately 100 employees in the daily operation of Town Services.
Oversight includes meetings, direct contact, emails, evaluation of
management concerns, resolution of issues, and administrative assistance to
other entities such as the BOE and handling matters related to economic
development.
Budget
Town Manager:
No significant changes for 2010/2011 budget.
Accomplishments
•
Produced a budget for FY10-11 which limits expenditure increases.
•
Completed a number of capital projects including water line extensions to
the Middle School and Old Post Village Senior Housing Complex.
•
Initiated single stream recycling.
Department Needs
Additional Departmental Professional Training
Last year was the first year money was not budgeted for the Town Manager
to attend the ICMA National Conference – Cost $2,500.
TOWN COUNCIL
RESPONSIBILITIES
Under the Council-Manager form of government prescribed in the Town Charter,
the Town Council is the legislative or policy determining branch of the municipal
government. This legislative body is composed of seven members who are
elected at-large for two-year terms. The Town Council provides the oversight
and leadership required to establish policies that guide the direction of the Town
and ensure the optimum delivery of services to residents in the most cost
effective manner possible. The policies that are established by the Town
Council are delegated to the Office of the Town Manager for execution.
Budget
Town Council:
$Change
% INC/DEC
($3,832)
Printing – Town newsletter now being funded by outside (2,400)
Other Services & Fees – move e-blast services to
Communications in IT/Telecommunications budget (1,020)
-10.5%
ECONOMIC DEVELOPMENT
RESPONSIBILITIES
The purpose of economic development is to enhance the Town’s tax base by
increasing business property investment. The Town Manager appoints
members of the Economic Development Commission who, in turn, elect a
chairperson. The Economic Development Commission works with the Town
Manager’s Office to plan, organize and administer an economic development
program and promote the orderly growth of the Town’s business resources. The
staff of the Division of Planning and Community Development also plays a
significant role in this process by assisting private developers and business
oriented groups with achieving their goals for growth within existing zoning
requirements.
Budget
Economic Development Commission:
No significant changes for 2010/2011 budget.
HUMAN RESOURCE ADMINISTRATION
HUMAN RESOURCE BENEFITS
RESPONSIBILITIES
HUMAN RESOURCES – 1 Director, 1 Staff (2 Positions)
Benefit Administration
To provide benefit administration to the benefited employees which includes
implementing and managing benefits; signing up new employees; changing
benefits for employees; reviewing benefit plans and problem solving benefit
issues.
Classification and Compensation
Help Town Manager prepare wage adjustments for non-union employees.
Update pay and classification plans for all employees.
Employee Relations
To provide professional oversight to the approximately 88 employees relating to
the areas of labor relations and contract negotiations.
RESPONSIBILITIES
Recruitment and Selection
Manage the recruitment and selection process for all vacant positions on an
annual basis.
Risk Management
To provide professional oversight in the preparation and administration of the
Town’s insurance policies and risk management programs including
Liability/Auto/Property and Workers’ Compensation.
Solid Waste Service
The Town provides curbside residential pickup and disposal of household trash,
recyclable items, and bulky wastes. Additionally, Tolland participates in a
regional Hazardous Waste program which provides residents with the
opportunity to dispose of household hazardous materials during the spring,
summer and fall months.
RESPONSIBILITIES
Training and Development
Coordinate and attend training for Town employees.
Budget
$Change
HR ADMINISTRATION:
% INC/DEC
($1,000)
-10.4%
$35,215
2.0%
Advertising - based on actual experience ($1,000)
HR BENEFITS:
FICA and Medicare - due to changes in personnel ($5,610)
Worker's Compensation - rate increases +$19,184
Unemployment Compensation - changes in personnel +$17,565
Health Insurance - due to fewer positions on health insurance and
lower than expected premium increases +$5,335
Life Insurance - due to proposed salary increases +$1,511
Disability Insurance - due to changes in personnel ($2,795)
Accomplishments
HR Administration
•
Recruited and filled vacant full-time and part-time positions: Building
Official; Town Engineer and Animal Control Officer.
•
Helped implement Identification Card System with Fire Department.
•
Helped engage interim engineering services through a consulting firm.
•
Attended multiple training opportunities in human resource areas.
Accomplishments
HR Benefits
•
67% of Worker’s Compensation cases reported within 3 days.
•
ICMA meetings held with individual employees related to pension
investments.
•
Met with Healthcare provider and distributed updated
wellness/prevention information to employees.
•
Implemented HDHP with Health Savings Accounts for non-union
employees which included over 25% premium savings.
Accomplishments
Town wide Insurance
•
No Property and Liability claims reported within first six months.
•
Obtained third party reimbursement of damages to Town property.
•
Completed Stewardship Report for Town’s insurer CIRMA.
•
Working with Public Works to obtain an updated mitigation plan for 1125
Tolland Stage Road property.
•
Initiated TULIP program with Insurance Advisor for outside entities to obtain
short term insurance coverage.
Volunteer Firefighter Insurance
•
Continued to review policies for overlap with other Town insurance policies.
MISCELLANEOUS SUPPORT
SERVICES
RESPONSIBILITIES
The purpose of the Administrative Support Services program is to provide
funding for services and equipment required to support effective communication
and administration throughout the organization. The program provides funding
for service contracts on central office equipment, such as copiers and the
postage machine, and maintenance and fuel for “pooled vehicles”. It also funds
postage and general office supplies.
Budget
Miscellaneous Support Services:
$Change
% INC/DEC
($2,326)
-4.3%
Communication – reduction in postage (permit being used more) ($2,000).
IT/TELECOMMUNICATIONS
RESPONSIBILITIES
This program provides for immediate and uninterrupted information and
communication via current technology. To accomplish this goal it is necessary to
provide for maintenance and upgrades of computer hardware and software,
telephone system, web page and network.
Budget
IT/Telecommunications:
$Change
% INC/DEC
($1,748)
-2.1%
Professional Services – fixed contract increase +912
Communications – change in the telephone contract ($1,560)
Computer Software – spam firewall warranty on a two-year cycle ($1,100)
LEGAL SERVICES
RESPONSIBILITIES
Legal Services-Town Attorney
The Town Attorney provides the Town Manager and other Town officials with
comprehensive advice regarding a range of legal topics. The Town Council
appoints the Town Attorney for a two-year term. The Town Attorney serves as
the primary legal advisor to the Town Council, Town Manager, Town officials
and the Town boards and commissions. This attorney prepares legal opinions,
deeds, easements, contracts, ordinances, resolutions and other legal
instruments on an as needed basis. The Town Attorney also represents the
interests of the Town in matters of litigation including such actions as
condemnations, appeals from decisions by regulatory boards and commissions
and lawsuits. Mr. Richard “Rick” Conti of the law offices of Diana, Conti & Tunila
was appointed as the current Town Attorney in 2003.
RESPONSIBILITIES
Legal Services-Personnel
Labor Counsel serves as chief spokesperson in labor negotiations and provides
Town officials with advice concerning non-routine aspects of labor relations.
These aspects include the disposition of advanced stage grievances. The Labor
Attorney is also instrumental in providing information and counsel to Town
administrators throughout contract negotiations with the Town’s three labor
unions. Town employees are represented by the Teamsters, CSEA (Connecticut
Service Employees Association) and IAFF (International Association of Fire
Fighters). Management and confidential employees are not represented. Labor
Counsel services are provided by Mr. Patrick McHale of Kainen, Escalera and
McHale.
Budget
Legal Services: Town Attorney
$Change
($19,000)
% INC/DEC
-38.8%
Town Attorney Professional Services – based on past expenditures ($19,000)
Legal Services: Personnel
No significant changes for 2010/2011 budget
Accomplishments
Legal Services-Town Attorney
•
Helped draft firearm safety ordinance.
•
Reviewed various contracts for Town of Tolland.
•
Handled numerous planning and zoning legal issues.
Legal Services-Personnel
•
Settled contracts with Fire and CSEA employees with no wage increase in
FY2010.
•
Obtained settlement agreement with Teamster employees relating to foregoing
2% wage increase in FY2010.
•
Updated FMLA and Personnel Polices and Procedures.
•
Negotiated agreement with CSEA employees for continued 4-day workweek.
•
Helped prepare and review Workplace Violence policy.
PROBATE SERVICES
RESPONSIBILITIES
The Probate Court is operated in accordance with the General Statutes of the
State of Connecticut. The court has jurisdiction over the probate of wills and the
administration of the estates of deceased persons in the towns of Tolland and
Willington. Adoptions, parental rights matters, guardianship, conservatorship,
trust estates, commitments, marriage waivers, name changes and passports are
all within the province of the Probate Court. Residents of Tolland and Willington
elect the Judge of Probate for a four-year term. The towns, by statute, must
support the court by providing office space and by funding office expenses. The
expenses of the court are shared between the towns of Tolland (2/3) and
Willington (1/3). This ratio is based on the grand list of each town.
Budget
PROBATE SERVICES:
No significant changes for 2010/2011 budget.
Accomplishments
•
Continued laser fiche project.
•
Worked towards unification of consolidated courts.
FINANCE
RESPONSIBILITIES
FINANCE – 1 Finance Director, 1 Assistant Finance Director/Treasurer,
1 Accountant & 1 Senior Account Clerk
Accounts Payable
To process payment of 4,600 accounts payable invoices within 30 days of
receipt in order to maximize discounts and ensure timely payment of vendors.
The payable process begins with the receipt of invoices, departmental approval
of the purchase or service, through budget scrutiny and allocation, to the
production of checks and distribution of payment.
Administration
To provide assistance and direction to the Finance division heads in an effort to
ensure effective operation and promote cooperation among employees.
Together the staff provides financial information to the Town Manager, Town
Council, BOE and residents. The Finance staff also works hand-in-hand with all
departments with regards to daily operations as they pertain to budgetary
necessities. Additionally, it conducts research on special projects, attends
training and meetings, and responds to outside e-mails and phone calls.
RESPONSIBILITIES
Audit
To accurately and timely record, report, and analyze account transactions in
conformity with generally accepted accounting principles. Financial Statements
are prepared in accordance with GFOA’s Certificate of Achievement Standards
to accurately relate the financial position of the Town on a budgetary, GAAP
and net assets basis. Additionally, a Management Discussion and Analysis is
prepared to give the reader of the Comprehensive Financial Statements an
overview of the Town’s financial status and activity for the fiscal year. The audit
process also requires an annual review of the books and accounts of the Town
by an independent certified accounting firm, currently done by Blum Shapiro.
Cash Management
To oversee the inflow of tax payments, state grants and miscellaneous deposits
as well as maintain timely funding sources for outgoing payments. The Town
fully utilizes pooled cash accounting to attain maximum investing power for the
town funds. Activities include: daily deposits, wires and transfers,
reconciliation of the pooled cash account on a weekly basis, investigation of
differences as needed and bank vs. ledger reconciliations monthly.
RESPONSIBILITIES
Debt Management
To issue debt with which to provide funding for capital needs (i.e. school
construction and improvements, land acquisition and road resurfacing) while
mindful of the future impact of debt service on the General Fund budget as a
whole.
General Accounting
To maintain accounting ledgers and to provide information in a timely manner
to the Town Council, the Town Manager, Town Staff, the State and other
outside entities. This enables the Town to provide a sound basis for all
required Financial Statements. Besides monitoring on-going activities in the
context of the current year’s budget, much time is spent on long-term financial
planning and projections of revenue and expenditures for the future.
RESPONSIBILITIES
IT
To provide immediate and uninterrupted information and communication via
current technology. Major components include internet connections, server
hardware and software applications. It is necessary to provide and maintain
those services onsite everyday and for the Finance Department to be the
liaison to the Town’s outside service technician. The outside service
(consultant) responds to the Town’s service tickets for the more complicated
issues, maintains the servers, and acts in an advisory capacity for all
technological needs.
Payroll
To process 4,000 payroll checks accurately and on time and remit all
information and appropriate monies to the State and Federal Government as
well as to benefit providers on a biweekly, quarterly and annual basis for 90
regular and 125 seasonal employees.
RESPONSIBILITIES
Town Budget and Capital Budget
To gather data from departments and produce a final budget in conjunction
with the Town Manager which is accurate, informative and completed within
Charter Deadlines. The 2010 budget format was expanded to meet the
requirements for the GFOA Distinguished Budget Award Program and was
successful in achieving that recognition. Subsequently work is done with
Town Council to present a budget that meets the needs of the Town and the
goals of the Council until approved by referendum voted on by the citizens.
The Budget process begins with the Capital Budget in early November and
ends with an approval by the residents at referendum in May.
Budget
FINANCE AND RECORDS
ACCOUNTING SERVICES:
$ CHANGE
% INC/DEC
$522
1.6%
Professional Services - annual MUNIS maintenance agreement +$1,314
Service Contracts - replacement of service contracts with as needed servicing ($880)
INDEPENDENT AUDIT:
Professional Services - due to new contract +$7,900
$7,900
40.3%
Accomplishments
Accounting Services
Received the award for excellence in financial reporting in July 2009 for the
2007/2008 CAFR.
Received the GFOA Distinguished Budget Award for 2009/2010 budget
document.
Established a trust to receive funding for Other Post Employment Benefits and
began funding it.
Designed investment portfolio to exceed the average of three-month U.S.
Treasury Bill rates throughout budgetary and economic cycles, taking into
account investment risk constraints and municipality’s liquidity requirements.
Prepared a Request for Proposal for Town-wide Auditor Services for 06/30/2010
and will select auditor by May 1, 2010.
Accomplishments
Independent Audit
The audit was completed in early November and the CAFR issued in midDecember. There were no findings of material weaknesses and a clean
opinion was issued.
Department Needs
Finance
Additional departmental professional training:
•
GFOA National Conference $2000
•
Munis National Conference $2000
IT
2 spare Iwatsu telephones $1600
ASSESSMENT SERVICES
RESPONSIBILITIES
ASSESSOR’S OFFICE – 1 Assessor, 1 Deputy Assessor,
1 Assessment Technician
Administration
Coordinate two staff members’ work schedule to complete yearly Grand List on
time; recheck all work for 100% accuracy.
Research and implement new program and software; provide for continued
education for office staff.
Coordinate vendors that provide various programs utilized by the Assessor’s
Office.
Prepare and support an annual budget.
Conduct 5-year revaluation and prepare associated bid/contract document.
RESPONSIBILITIES
Apply All Other Exemptions
Receive and process all applications for state and local benefits or exemptions.
File reports with the state at specific deadlines to avoid mandated penalties.
Applications received are: manufacturing, heavy trucks, blind, solar, handicap
vehicles, prorate new real estate construction, disabled.
Elderly Homeowner
To administer state and local tax credit programs for the elderly and 100%
disabled. We assist the applicants in completing the required forms.
Collect all information pertaining to the applicant’s income and expenses to
determine eligibility.
RESPONSIBILITIES
Personal Property Valuation of Grand List
To review all previous personal property accounts; determine if still located in
Tolland; drive entire Town to discover new accounts; send out personal
property forms; receive all completed forms and review for accuracy; apply
depreciation and legal exemptions; review problems with
accountants/taxpayers.
Produce Grand List-Motor Vehicle
Receive listing of all vehicles registered in the Town as of October 1st;
price all vehicles; price Motor Vehicle Supplement List received in November;
price unpriced vehicles not valued by DMV.
Produce Grand List-Real Estate
Organize building permits; receive sales/transfer information from Town Clerk;
receive, review and change information from Planning & Development; create
new property and map cards; input change into software programs.
RESPONSIBILITIES
Inspect all new construction residential and commercial, enter data into CAMA
Valuation Program. Review final values. Prepare information for defending
values in court. Works with Board of Assessment Appeals to explain values
and methods used to arrive at values.
Public Act 490 Farm, Forest and Open Space
To implement a land classification program required by the state that requires
that land meeting specific requirement be valued for tax purposes at its use
value, not market value. Land classifications used are farm, forest and open
space.
Tax Map Updates
The State of Connecticut O.P.M. requires that Towns annually update tax
maps to reflect all changes that have occurred in boundary lines; new
subdivisions are plotted as of October 1st; each deed recorded in the Town
Clerk’s Office is read; all boundary line dimensions are all confirmed; new
map summary cards are created; all new house numbers are assigned by the
Assessor’s Office.
RESPONSIBILITIES
Veteran Exemption
Received DD214 discharge forms from the Town Clerk; set up file for benefits
for individual and spouse; review service dates to determine if during periods
of conflict; review disability statements yearly; apply exemptions to real estate
or motor vehicles; received applications from Veterans that have low income
to determine if they qualify for additional benefits; a review of all income tax
returns is required; exempt vehicles owned by service men/women kept out of
state.
Budget
Assessment Service:
$ Change % INC/DEC
($24,361)
-26.2%
Professional Services – decrease in revaluation and other services ($22,878)
Training and Development – decrease in classes taken ($1,313)
Accomplishments
•
Completed revaluation project started in spring of 2009; review sales and
establish final market values.
•
Random audits of personal property accounts.
•
Work with Census Bureau.
Department Needs
•
Attend professional out-of-state conferences $4,500.
•
Fax machine and connection line $300.
BOARD OF ASSESSMENT APPEALS
RESPONSIBILITIES
The Board of Assessment Appeals is an appointed three member board. The
responsibility of this Board is to make decisions concerning taxpayer appeals of
assessments.
Budget
Board of Assessment Appeals:
No significant changes for the 2010/2011 budget.
Accomplishments
•
Scheduled eight hearing dates.
•
88 appeals for assessment received for Real Estate, Motor Vehicles and
Personal Property.
•
Reductions granted for 40 accounts.
•
$1,000,000 reduction in assessment granted.
REGISTRAR OF VOTERS
RESPONSIBILITIES
The Registrars of Voters are elected officials authorized by the Connecticut
General Statutes to conduct elections, maintain the records of all registered
voters and to hold special registration sessions for new voters. Voter
information is maintained by Registrars on a statewide database. The
Registrars supervise and run all elections, primaries and special referendums
for the Town of Tolland in accordance with State Statutes and maintains voting
machine use in these elections.
Budget
Registrar of Voters:
$Change
$1,725
% INC/DEC
5.4%
Temporary Help – addition of dual primary for State election +$2,800
Printing – ballot printing to be paid out of 2009/2010 budget ($1,775)
Referendum ballots continue to be budgeted as paper ballots.
Cost per referendum is approximately $2,500.
Accomplishments
•
Established informative website and integrated it into the Town website.
Department Needs
Additional referendum added to budget.
REVENUE SERVICES
RESPONSIBILITIES
REVENUE SERVICES – 1 Collector, 2 Assistant Collectors of Revenue
Administration
To plan, organize, implement, improve and oversee daily activities of the Office
of the Collector of Revenue. To supervise staff and staff training and to ensure
proper levels of staff coverage.
To recommend policies, procedures, work methods and rules of operation to
ensure up-to-date best practices are optimized.
To prepare and submit the departmental budget, to monitor spending to ensure
budget compliance, to prepare materials for the audit and respond to the
auditors’ needs and recommendations.
To be alert to new technologies, recommend new software and methodologies
as needed, implement enhanced collection programs, provide for on-going
training and stay current with new legislation and Town policies.
RESPONSIBILITIES
To provide recommendations, surveys and reports to the Finance Director,
Town Manager, and/or Town Council as warranted. To design new initiatives
and programs to improve collections and customer service and to meet
budgetary goals.
Audit
To provide records, reports and documents to the Finance Director and the
Auditors as required, including but not limited to rate bill and tax warrant,
reconciliation of assessor abstract to rate books, reports of revenues received,
certificates of change, refunds, suspense listings and collections, uncollected
taxes and balancing documents for monthly and year-end activities.
To respond to auditors’ requests and recommendations to ensure that
processes and reports are accurate, clear and credible.
RESPONSIBILITIES
Cash Controls
To ensure absolute accuracy and accountability in handling all cash, checks,
credit card payments and wires. To ensure posting to proper accounts, swift and
accurate deposit preparation and recordation, quickest possible turnover of
funds to the bank and to establish appropriate segregation of duties. To
maintain and balance cash controls on a monthly basis, monitor collection rates,
respond to internal and external trends, balance and prepare reports annually
and refund excess payments according to State law.
Current Tax Collection
To provide approximately 24,500 tax bills, per State law, to property owners,
leasing companies and banks, to publish and post legal notices, per State law,
as well as press releases, eBlasts and signage to ensure prompt payment of
current taxes. To keep up with changes including new owner transfers, changes
in bank codes, address corrections, elderly exemption/programs, Assessor
corrections and pro-rates and other adjustments which must be mailed in a
timely manner according to State law and provisions of the Town Charter.
RESPONSIBILITIES
Customer Service
To provide polite and helpful customer service to taxpayers, attorneys, title
searchers, real estate agents, banks and tax accountants in a knowledgeable
and helpful manner through phone inquiries, legal notices, press releases,
eBlasts, web site updates and by responding to notes and questions sent in with
payments. This covers real estate, personal property, motor vehicle and
supplemental motor vehicle taxes as well as water and sewer assessments,
Tolland Non-Profit Housing and Rehab payments as well as helping people
figure out which offices they need to get to work with and how to navigate the
building.
Delinquent Tax Collection
To provide monthly past due tax notices and/or demands, to issue alias tax
warrants, intent to lien notices, file and release liens, generate motor vehicle
put-ons and take-offs, make collection calls, research land records to determine
other encumbrances and deed or mortgage provisions, work with banks and
attorneys, negotiate and monitor payment plans, plan enforcement action such
as tax sales and foreclosures, and file proofs of claim in bankruptcy cases and
monitor those cases.
RESPONSIBILITIES
Miscellaneous Revenues & Special Assessments/Functions
In addition to Water and Sewer Assessment billings and processes, as well as
Tolland Non-Profit Housing and Rehab loans, to receipt, deposit and account for
monies collected by other Town offices, including Library, Building, Planning and
Zoning, Town Clerk, Public Safety, Assessor, Human Services and 25 other
miscellaneous funds.
Town Budget
To provide a Revenue Services Department operating budget for each fiscal
year, research budget statistics, assist the Finance Director and Town Manager
with estimated tax revenue projections for budget referenda as well as bonding
reports. To compare monthly revenues with prior year records as well as
percentage of anticipated income.
Budget
Revenue Services:
$ Change
($7,826)
% INC/DEC
-23.8% (expense portion only)
Printing – decrease in envelopes and bills printed ($2,000)
Other Services and Fees – prior year refunds moved to Contingency ($6,000)
Accomplishments
•
Significant progress has been made in developing the interface between the
Quality Data System used in Collection and Munis used in Accounting.
•
Improvement in ergonomics for employees and ability to better see and
serve customers.
•
Research has been conducted regarding on-line payments and ACH options
Real Estate Tax accounts have been flagged to allow cross-reference to
utilities.
•
Several initiatives were passed at Council level which have helped to
improve customer service, cash flow and collection rate.
•
Collection rates were retained and/or surpassed during a very difficult year
of widespread fiscal downturn.
•
Successfully converted four major banks to wired deposit of escrow funds
and emailed payment files.
Department Needs
Restore part time helper for seasonal work.
(July, late December, January)
Opening mail, going to the post office so we can have our mail a day earlier, and
answering the telephone. We utilized volunteers from other offices last year
whose tasks were limited to opening and checking on the mail. This person
would enhance customer service (by screening calls and answering routine
questions) and improve cash flow (by going to the post office late mornings after
the day’s mail has been sorted) $2,500.
TOWN CLERK
RESPONSIBILITIES
TOWN CLERK’S OFFICE – 1 Town Clerk, 1 Assistant Town Clerk
.
Absentee Ballots
Request picture ID, issue application then absentee ballot. Track name,
address and serial numbered envelopes. Maintain ballots by district and street
filing. Report to state of all variety of serial numbered envelopes and absentee
ballots issued to voters. Secure all election materials for the time specified per
state statutes.
Agenda, Minutes & List of Boards
Post agendas for all meetings, date and file agendas and minutes (some are
copied on archive paper and put into binders and then microfilmed), continually
maintaining list of members of a multitude of elected and appointed
commissions which also include vacancies.
RESPONSIBILITIES
Dog Licenses
To provide notification every June to dog owners that licensing is required and to
inform them of proper verification for each dog needed. Provide licensing in
person or by mail. Provide information, issuing and tracking of licensing to town
and state.
Grant
We have been applying for State Preservation Grants to preserve land records.
Any volume that has typed pages will be scanned and put into smaller volumes.
We are also going back to have microfilm scanned and have images put on disk
to incorporate them digitally for coping purposes.
Legal Notices
To inform residents of upcoming activities as they relate to Town Council
meetings, elections, primaries, budget referendums and bond issues.
RESPONSIBILITIES
Notary Public
Notarizing documents and renewing notary commissions.
Peddlers License
Applications are given to peddlers/hawkers for going door to door or to set up a
stand within the Town of Tolland. Each peddler fills out the application which
then has to be approved from the Resident State Trooper and the Town
Manager. Once they have the approvals, we can then issue the actual license.
Recording Land Records and Maps
Upon receipt, immediate processing of land records to include subdivision
maps. Processing includes indexing, verifying, scanning and printing of all
documents received. Land record volumes are produced by the Town Clerk’s
office and all indexes for land and maps are printed by ACS. Adkins scans
maps and searched by database for more efficient accessibility.
RESPONSIBILITIES
Vital Statistics
To issue marriage licenses, civil unions and burial permits and to provide
certified copies of civil unions, marriage licenses, and death and birth certificates
to the public, state and other towns.
Budget
Town Clerk:
$ Change % INC/DEC
($4,214)
-12.3%
Professional Services – State grant decreased because of decrease in land
records being filed in all towns and State budget shortfalls ($2,000)
Printing – decrease in scanning and microfilming ($1,774)
Accomplishments
•
No State Preservation Grant available for 2009/2010. The State withdrew
$900,000 from Town Clerk’s Historic Preservation Grant monies.
•
Received updated program and equipment from ACS to input all related
monies collected in the Town Clerk’s Office for dog licenses, recording,
indexing and scanning land records, recording and indexing maps and a
multiple of other jobs.
•
Utilized preservation monies to obtain two large cabinets from DuPont
Systems that lock to secure vitals and military discharge records.
•
We also used monies to have marriage licenses from 1980-2007 scanned
and downloaded onto personal computers to obtain certified copies for the
public.
Department Needs
May through July temporary help is needed.