Transcript Pavement Management – Background

TOWN OF TOLLAND
FY 2012-2013
BUDGET PRESENTATION
As Proposed by Town Manager, Steven R. Werbner
March 28, 2012
Let’s Start with the Good News
Each year this presentation is held and by the end of the evening we
collectively are mostly depressed by the economic news presented and the
statements of concern expressed by the residents. So, to begin, I want to talk
about some exiting things we are exploring and significant achievements
over the last several months:
Achievements (Town Only)
•Neighbor Helping Neighbor Day – Storm clean-up at costs significantly less
than any other towns.
•Tolland projected cost - $500,000
•Simsbury - $3.5 million
•Vernon - $4 million
•Manchester - $5.4 million
•South Windsor - $8 million
•Grants received for possible performance contracting to upgrade the HVAC
systems at TMS and TIS hopefully saving energy costs.
Let’s Start with the Good News
•Grants received for a concession and ADA accessible bathroom at Cross
Farms in the vicinity of the proposed Adam’s Adventure Playground.
•Work being done on the HVAC system at Town Hall, installation of an
elevator for handicap accessibility and replacement of the roof and skylight
over the library.
•Planning & Zoning has recently completed the Tolland Village regulations
and we are actively investigating ways to encourage development in that area.
•Planning & Zoning is working on regulations for a technology zone in the
area of NERAC and Headliners.
•We are looking to take advantage of any reasonable growth opportunities
coming from investments made at UConn for the development of a
research park.
Let’s Start with the Good News
•Researching the possibility of combining with other Towns for a self
insured health plan. This has the potential of savings several
hundred thousand dollars in next years expenses and in future year
expenses. Any savings should go toward a self insurance fund to
maintain its fiscal stability and to help offset future year costs.
•Public officials, appointed and elected are meeting and meeting and
meeting, discussing and listening to each other and the public, in an
effort to find ways to maintain important services and programs at a
cost which is affordable to the residents today and into the future.
BUDGET PROCESS
Development of the budget begins in October with the preparation of the Board of
Education request and culminates in May with the Town Referendum.
Charter Mandated Process:
Superintendent
Board of Education
Town Manager
Town Council
Voters
Referendum is May 1, 2012 and, if
the budget is defeated, votes are
every two weeks until a budget
is passed.
Public Meetings to Date on Budget
Joint Meeting of Town Council/Board of Education – February 9, 2012
Capital Budget Public Hearing – February 23, 2012
Community Conversation on Budget – February 16, 2012
Joint Meeting of Town Council/Board of Education – March 6, 2012
Budget Review Sessions with Town Council – March 14, 20 & 21, 2012
Public Hearing on Manager’s Proposed Budget – March 28, 2012
Upcoming Meetings
Town Council Budget Meeting – March 29, 2012
Town Council finalizes Budget – April 3, 2012
Annual Budget Presentation Meeting – April 24, 2012
Budget Presentations at Senior Center – April 25, 2012 @ 12:30 p.m.
Budget Referendum -- May 1, 2012
What is a Budget?
•
A financial plan with sets of priorities and direction that the Town
Officials, Town Council and residents believe accurately reflects
the most important needs of the Town operations.
•
In terms of the Board of Education, the Town Manager and Town
Council, by State law, can only determine a bottom line number.
The allocation of resources is the sole prerogative of the Board of
Education.
TOWN MANAGER’S BUDGET GOAL FOR FY2012-13
Produce a “unified” budget that takes into
consideration the expenses of all Town Departments
and available revenues and is realistic in light of the
economic times and can be sustainable in the future
INTRODUCTION
BUDGET PREMISE
The premise from which I am working in preparing this
budget is as follows:

The Town and Board of Education have legitimate needs for
which the associated cost exceeds our ability to pay.

The Superintendent and Board of Education do an excellent job
in identifying their needs which are incorporated into their budget
request.
 A quality education is extremely important for this generation and
generations to come.
 The ability to fund education and Town programs at desired
levels becomes more difficult each year.

Town and Board of Education Services are of the highest
quality, yet our cost for such services are in most cases lower
than other comparable municipalities.
 No one wants to see existing programs in either the Town or
Board of Education eliminated.

At the local level, REALITY is, that the property tax will only
absorb a limited amount of the increase necessary to address
our legitimate needs. While some are in a position to pay more
in taxes, many are not. Therefore, the full amount of
expenditures requested from Departments, including the Board
of Education, are in my opinion not affordable.

Budget priorities change throughout the course of the year and
often programs projected for elimination during the budget
process can be restored as funding levels become more defined
throughout the fiscal year.
BUDGET PARAMETERS
How did I arrive at the financial plan I am proposing?
 Analyzed revenues based on end of last year results as well as the
first six months of this fiscal year.
 Analyzed past budget approvals.
 Monitored actions taken at the State level to primarily keep
municipal aid flat.
 Established in November of 2011 budget instructions for all
departments with a goal of limiting any tax increase to under 3%.
BUDGET PARAMETERS (continued)
 Discussed in December of 2011 the budget parameters I
established with the Town Council.
 In February of 2012 held a Community Conversation on the status
of revenues and budget parameters to get public input.
 Have continued to monitor local, State & Federal revenues and
have continually tested my original expenditure assumption against
potential tax impact.
•
Only after determining available resources do I then
establish what I believe to be appropriate expenditure
limits.
LOCAL FINANCIAL CONCERNS GOING FORWARD
• Local government is limited by State law in regard to its ability to
raise funds. Therefore, we are heavily dependent on property
taxes and State revenues as sources of revenue to fund local
programs.
• The level of State aid to municipalities is insufficient to meet
the growing cost to towns and cities and places an
unacceptable burden on the local property tax, in particular
education.
• Local governments cannot continue to provide the same or
an improved level of service unless property taxes increase
for a sustained period of time.
LOCAL FINANCIAL CONCERNS GOING
FORWARD (continued)
• Senior citizens on fixed incomes and others in lower income
brackets are finding it difficult to stay in their homes; working
people are continuing to lose jobs; government workers in
many communities including Tolland have in the recent past
accepted wage freezes and other concessions to help reduce
expenditures.
• The State of Connecticut continues to impose many unfunded
mandates on towns and boards of educations. The Town of
Bristol calculated that they are spending over $14 million on
unfunded or partial funded State mandates.
Impact of Governor’s Budget on Tolland
•
Most Education and Non-Education grants were funded at the same
levels as in the current year. ECS, our largest State grant for
education is currently budgeted at $10,759,283 and increased slightly
in the next fiscal year by $106,780. State-wide prior to 2009, this
grant was increasing approximately 5%/year. For Tolland that was
approximately $400,000-$500,000 additional dollars annually. The
grant had not increased for the past three years.
•
The Pilot Grant for Manufacturing Machinery & Equipment (MME) is
being eliminated State-wide in fiscal year 2013. The loss of revenue
to the Town is estimated to be $80,000. The loss of that grant will be
offset by a new Property Tax Relief Grant that we received this year
in the amount of $130,000.
Revenues
2009/10
State/Federal Grants
$
2010/11
745,703
$
2011/12
728,484
$
2012/13
671,050
$
720,747
Investment Income
213,200
140,200
109,345
48,632
Licenses, Permits & Fees
157,725
194,500
148,500
224,800
Charges for Current Services
309,611
337,494
343,710
366,902
11,096,698
11,011,698
10,907,445
10,976,694
$12,522,937
$12,412,376
$12,180,050
$12,337,775
Education Grants
Total
Expenditures
2009/10
2010/11
2011/12
2012/13
Town
-2.40%
-0.05%
1.36%
0.74%
BOE
0.00%
1.00%
2.53%
3.0%
Grand List Growth
2009/10
2010/11
2011/12
2012/13
.81%
.75%**
1.10%
.89%
$209,433
$406,355
$336,785
**Without the impact of revaluation.
Percentage Tax Increases
***Revaluation year.
2007/08
2008/09
2009/10
2010/11
2011/12
2012/13
0%
3.95%
-0.07%
-1.15%***
1.99%
1.04%
Town
Revenues
2012 - 2013
INCREASED REVENUE ADJUSTMENTS
• Increased DVD late fees from $1 to $2 per day resulting in an estimated $1,000 increase in
revenue.
• Increased Library Museum Pass late fees from $1 to $5 resulting in an estimated $60
increase in revenue.
• Implemented a new $.50 charge for out of system Library Requests resulting in an estimated
$300 increase in revenue.
• Increased the Building Permit fee over the first $1,000 in value from $12 per thousand to $15
per thousand resulting in an estimated $30,000 increase in revenue.
• Increased Zoning permit fees for pools, barns, garages and additional dwelling from $25 to
$50 resulting in an estimated $1,025 increase in revenue.
• Increased Zoning permit fees for new single family dwellings from $100 to $125 resulting in
an estimated $265 increase in revenue.
• Increased ZBA application fees for residential use from $220 to $260 resulting in an
estimated $260 increase in revenue.
• Increased ZBA application fees for Non-Residential use from $300 to $360 resulting in an
estimated $300 increase in revenue.
INCREASED REVENUE ADJUSTMENTS
• Increased Planning & Zoning application fees from $250 to $300 resulting in an estimated
$300 increase in revenue.
• Increased Planning & Zoning multi-family special permit fee from $7.50 to $10/unit to
$50/unit and minimum $1,000 resulting in an estimated $2,500 increase in revenue.
• Increased Planning & Zoning application fees for zone changes from $250 to $300 resulting
in an estimated $200 in crease in revenue.
• Increased Planning & Zoning application fees for subdivision regulation changes from $250
to $300 resulting in an estimated $200 increase in revenue.
• Implemented a new $5 DMV reporting fee for delinquent motor vehicle accounts resulting in
an estimated $15,000 additional revenue.
• Increase all Recreation program fees on average by 10% resulting in an estimated $20,000
increase in revenue.
• Increased dog boarding fee from $15 to $20 per day resulting in an estimated $120 increase
in revenue.
• Increased the dog quarantine fee from $15 to $20 resulting in an estimated $60 increase in
revenue.
Changes in State Aid and Other Sources of Revenue
for the Next Fiscal Year Over Current Year Revenues
 State Aid for Education
69,249
• ECS:
75,000
• Public School Transportation:
(5,916)
• Adult Education:
 Municipal State and Federal Grants
165
49,697
Changes in State Aid and Other Sources of Revenue
for the Next Fiscal Year Over Current Year Revenues
 Other Non-Tax Revenue:
● Charges for current services:
23,192
● License, Permits and Fees:
26,300
● Interest and other revenues:
(60,713)
TOTAL INCREASE IN REVENUE:
$157,725
Grand List Growth at .89%
after adjustments for new construction,
elderly exemptions, MVS and
slight decline in the mill rate and excluding
the impact of the State mandated
revaluation= $336,785
History of Grand List Growth Percentage:
Actual Net Growth in Grand List
(w i t h o u t m a r k e t i m p a c t o f r e v a l u a t i o n )
Percent Change
5.0%
4.0%
3.96%
3.89%
2.64%
3.0%
3.30%
3.57%
1.79%
2.0%
1.64%
0.81%
1.0%
0.75%
1.10%
0.89%
0.0%
Oc t-0 1
Oc t-0 2
Oc t-0 3
Oc t-0 4
Oc t-0 5
Re val uati on
Oc t-0 6
Grand List
Oc t-0 7
Oc t-0 8
Oc t-0 9
Re val uati on
Oc t-1 0
Oc t-1 1
NEW DWELLING START CHART
JAN
8
6
11
6
FEB
7
4
10
9
MAR
13
7
8
8
APR
13
6
7
7
MAY
11
8
11
7
JUNE
8
16
10
9
2004 single family
active adult
apartments
7
4
3
9
4
4
2
12
4
2005 single family
active adult
apartments
4
5
5
1
12 units
3
2006 single family
active adult
apartments
2007 single family
active adult
apartments
2
4
5
1
5
3
3
4
3
4
3
4
2
3
2008 single family
active adult
apartments
0
2009 single family
active adult
apartments
1
1
2010 single family
active adult
apartments
0
1
0
0
2
1
1
1
2011 single family
active adult
apartments
2012 single family
active adult
apartments
0
0
1
1
0
0
1
3
2000
2001
2002
2003
1
2
2
2
JULY AUG SEPT
10
6
11
6
12
6
5
11
6
9
11
5
2
6
6
2
12 units 24 units
2
1
0
3
3
0
0
1
NOV
9
5
4
8
DEC
5
11
8
9
TOTALS
113
92
98
95
6
6
4
8
7
1
4
73
14
5
2
2
5
4
2
5
1
50
9
48 units - 4 bldgs
2
3
4
3
1
4
1
2
38
19
12
2
8
5
1
3
42
7
16 Units-2 bldgs
3
0
1
1
16
2
2
2
0
5
2
0
0
0
0
1
7
0
0
1
0
0
0
7
0
0
0
0
0
8 units
2
OCT
12
5
7
7
8 units
1
0
3
1
Fund Balance
A decrease in the use of Fund Balance by
$30,000 to a total of $200,000 is
recommended to be used as a revenue in
these difficult economic times.
Rating agencies recommend that Fund
Balance percentage for towns with a AA credit
rating be in a range of 10%-15% of operating
expenditures.
This is not a “revenue source” that should be
relied upon in the future. This is a one time
use of funds that may not be able to be
duplicated in future years.
UNDESIGNATED FUND BALANCE
2012 estimated *
$5,981,267
11.64%
2011
2010
$6,209,332
$5,884,614
12.09%
11.60%
2009
2008
2007
2006
$5,755,314
$5,175,165
$4,386,381
$4,336,381
11.40%
10.9%
9.1%
9.7%
2005
2004
2003
$3,906,752
$3,516,564
$3,082,745
9.3%
9.0%
8.2%
2002
2001
$2,521,653
$2,257,148
7.0%
7.0%
* Includes assumption of use budgeted Fund balance
With only a slight increase in revenues from the prior
year and limited grand list growth, there is little room
for growth in the budget unless property taxes are
increased.
TRENDS IN GENERAL FUND
REVENUE SOURCES
3.8
100%
24.9
80%
1.6
3.9
4.3
2.8
2.5
1.7
1.4
1.7
1.6
24.3
23.4
22.4
24.4
24.3
24.2
23.5
22.9
22.8
74.1
72.7
73.3
72.8
73.2
74.1
75.1
75.4
75.6
60%
40%
71.4
20%
Property Taxes
State Aid
Other Sources
12
/1
3
FY
11
/1
2
FY
10
/1
1
FY
09
/1
0
FY
08
/0
9
FY
07
/0
8
FY
06
/0
7
FY
05
/0
6
FY
04
/0
5
FY
FY
03
/0
4
0%
Expenditures
EXPENDITURE SUMMARY
Category
Adopted
11/12
Recommended
12/13
Dollar
Change
Percentage
Change
Town Depts.
10,766,199
10,845,344
79,145
0.74%
Capital
Expenditures
247,310
231,877
(15,433)
-6.24%
Debt Service
4,751,796
4,642,785
(109,011)
-2.29%
Board of
Education
34,662,357
35,702,228
1,039,871
3.00%
Grand Total $50,427,662
$51,422,234
$994,572
1.97%
Town Operational $ Cost in millions 2002-2013
12
$ Cost in millions
10
8
7.56
8.3
8.7
8.9
2004
2005
9.4
9.9
10.5
10.9
10.63 10.62 10.77 10.85
2009
2010
6
4
2
0
2002
2003
2006
2007
2008
2011
2012
2013
BOE Operational $ Cost in millions 2002-2013
40
$ Cost in millions
35
30
25 22.68
24.67
26.58 27.8
29
30.4 31.6
35.7
33.5 33.5 33.8 34.66
20
15
10
5
0
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
2012/2013 EXPENDITURES BUDGET
$51,422,234
Capital
Municipal Operating
Debt Service
0.45%
9.03%
21.09%
69.43%
Education
Municipal Operating
$10,845,344
Education
$35,702,228
Debt Service
Capital
$4,642,785
$231,877
Details of Town Expenditure Request
Proposed Expenditure Reductions:
Eliminated the monthly bulky waste pickup for two months during the
winter season for an estimated savings of $26,728. We are experiencing
an increase in our solid waste tonnage and a decrease in recycling which is
resulting in an overall increase in our solid waste expenditures.
Eliminated the 4-hour per week Administrative Secretary II in the Highway
Department for a savings of $3,592.
Reduced funds for part-time help in the Library by $5,660. I am further
recommending that to achieve these savings we examine the possibility of
reducing the hours of the Library on Tuesday and Wednesday to close at
7:00 pm rather than 8:00 pm.
Reduced the hours of the Lead Custodian position from 40 to 25 hours for
a savings of $14,981.
Reduced the General Fund portion of the Capital Budget by $85,014 with
the result being the replacement of the skylight at the Intermediate School
and the purchase of additional security cameras at various schools are
being moved to the second year of the plan or possibly being done with
other revenue sources and a used generator shall be purchased at the
Senior Center rather than a new one.
Details of Town Expenditure Request
Proposed Expenditure Reductions:
Eliminated the $13,560 expenditure request for replacement of fire safety
gear and instead will budget every two years replacement of such gear at
the level of $25,000 in the Fire Capital Budget to be paid for from
ambulance fees.
Reduced Ice and Snow Materials by $72,150 based on estimated
reduction in material cost. This amount may have to be adjusted upward in
subsequent years should there be a return to increased snow and ice
events and increased prices.
Reduced by $28,000 the amount budgeted for drainage due to the
purchase of an excavator and more work being done internally.
Reduced by one the number of rental trucks used for a savings of
$15,558. This will slightly increase the snow plow routes of full-time
employees.
Details of Town Expenditure Request
Proposed Expenditure Increases:
Salary adjustments for unionized and non-unionized employees are estimated
to be $76,996.
Health Insurance premium adjustment estimated to be at the rate of 10%
results in an increased expenditure of $74,653.
$5,000 for Temporary Help in the Building Department based on increased
number of inspections anticipated.
$3,025 for Economic Development Commission to begin to develop a
Marketing Program for the Town.
$39,000 for utilities associated with the use of Parker School as a Recreation
Center. Recreation will be developing new program opportunities to raise fees
to offset other costs of operation of the facility estimated to be $20,000.
$18,000 for an expanded roadside tree trimming program.
$6,000 to put in place starting in January 2013 an Ambulance Duty Schedule
Reimbursement Program that provides a payment of $100/quarter for those
volunteers which quality for the payment.
$28,891 for the full salary of the Assistant Public Safety Director which was
budgeted for a half the year during this fiscal year.
Board of Education Request
• Board of Education request is reduced from 4.64% to
3.0%, which is a reduction of $568,617, but an
increase of $1,039,871 over current year expenditures.
If the increase is kept at this amount it would be the
largest increase in Board of Education funding since
the 2008-2009 fiscal year.
Town’s Commitment to Education
The Town has a strong ongoing
Commitment to Education
69.43% of every tax dollar spent goes toward
funding education. More of our limited dollars are
each year spent for education.
Trends in % of BOE Expenditures to overall Town Budget
70.00%
69.43%
69.50%
Percent
69.00%
68.52%
68.55%
2009-2010 Budget
2010-2011 Budget
68.74%
68.50%
68.00%
67.93%
67.50%
67.00%
2008-2009 Budget
2011-2012 Budget
2012-2013 Budget

I feel strongly that improved technology within both the Town and
Board of Education is extremely important. Within the Board of
Education budget there is a proposal to secure a five year lease
purchase in the amount of $300,000 with an initial payment of
$60,000 in the next fiscal year to replace computers. To assist the
Board of Education with this concern I am proposing that we
create a joint Town/Board of Education Technology fund and begin
to fund it with partial proceeds from this year and next years
Property Tax Relief Grant in the amount of $120,000. By utilizing
this source of revenue the lease purchase can be delayed and
subsequently reduced if deemed necessary by the Board of
Education in the future. Furthermore, I have discussed with the
Town Council the creation of a Technology Task Force, similar in
nature to the highly successful and effective Energy Task Force, to
work with Town and Board of Education staff in determining the
best plan for enhancing future use of technology.
CAPITAL BUDGET
Everything the Town does, from providing services to its residents and
citizens, to equipping employees to effectively perform their jobs, requires
the existence of certain basic physical assets.
Assets include:
 Streets
 School Facilities
 Parks
 Large Equipment
 Buildings
 Technology
Assets must be purchased, maintained and replaced on a timely basis or their
usefulness in providing public services will diminish.
The Town’s Five Year Capital Improvement Program is developed to ensure
adequate capital investment in the Town’s assets and to provide an orderly method
for funding these assets.
FY12-13: SIGNIFICANT CAPITAL PROJECTS
FUNDED BY THE GENERAL FUND
Total Amount: $231,877
Town Administration:
• Reserve for current year depreciation for municipal
vehicle replacement - $27,877. Vehicles scheduled
to be replaced are Building Inspector’s Jeep and the
Highway pick-up truck.
Board of Education:
•
Replacement of 1998 GMC ½ ton pick-up with 2012
½ ton pick-up - $25,000.
FY12-13: SIGNIFICANT CAPITAL PROJECTS
FUNDED BY THE GENERAL FUND
Total Amount: $231,877
Capital Equipment:
•
Dump Truck #28 Replacement – Replace 1997 Ford
truck which is a front-line vehicle. Truck includes
plow and sander - $145,000
Streets & Roads:
•
Drainage Design priority is the paved portion of Johnson
Road (1,300 feet of road) including design of catch
basins - $25,000
TOLLAND DEBT SCHEDULE
2012-13 THROUGH 2016-17
% change
FY12/13 -
$4,719,210
1.17%
FY13/14 -
$4,692,786
-1.62%
FY14/15 -
$4,664,018
0.46%
FY15/16 -
$4,672,829
.19%
FY16/17 -
$4,480,534
(4.12%)
Both Moody’s & Fitch Financial rating agencies have indicated that
the Town’s debt is moderate and manageable and in line with
Communities that have similar credit ratings.
DEBT SERVICE FOR BUDGET YEAR:
$4,642,785
Debt Service Breakdown:
29%
School
Town
71%
MILL RATE IMPACT OF THE
FINANCIAL PLAN
Mill rate = 30.04
An increase of 0.31 mills compared to the current
mill rate of 29.73.
TAX IMPACT
Property Tax Impact of the Town Manager’s Recommended Budget for Three Average Assessments
2009 Assessment
Market Value
Taxes at 29.73
Taxes at 30.04
Difference
$121,972
$174,246
$3,626
$3,664
$38
$196,130
$280,186
$5,831
$5,892
$61
$375,384
$536,262
$11,160
$11,233
$117
Formula to determine tax impact:
Current assessment x current year mill rate (29.73)
Compared against
Current assessment x Town Manager’s proposed mill rate (30.04)
Difference equals tax impact
APPROVED TAX INCREASE/DECREASE OVER
THE PAST 6 YEARS FOR THE AVERAGE
RESIDENTIAL HOME
MILL RATE CHANGE
FISCAL
YEAR
MILL
RATE
MILL RATE
INCREASE
AVG ASSESS
OF HOME
TAX BASED
ASSESSMENT
TAX $
INC/DEC
2007/2008
28.39
28.39
$206,500
$5,862.54
$5,862.54
2008/2009
29.51
1.12
$206,500
$6,093.82
$231.28
2009/2010
29.49
-0.02
$206,500
$6,089.69
2010/2011 *
29.15
-0.34
$217,692
$6,345.72
$256.04
2011/2012
29.73
0.58
$217,692
$6,472.98
$126.26
2012/2013
30.04
0.31
$217,692
$6,539.47
$66.40
* REVALUATION YEAR
6 year average increase in taxes - $112.66
($4.13)
CONCLUSION
Sustainability is the key to any financial plan – Can
the investments we make today be sustained over time
knowing what we know about the current and upcoming
financial concerns? It is not just “I can absorb a tax
increase this year to improve a desired program”, it is
“can you absorb a tax increase, in an increasing
amount, over a prolonged period of time, to
maintain/improve a program?” That is the budget
realities of our economic times, made only more of a
reality by current actions at the State and Federal
levels.
Tax Calculation Form
FY2012/2013 Council Proposed Budget
This calculator reflects the Proposed Councils Budget which can be seen in
its entirety on the Town’s web page.
The final mill rate for the Town’s budget will be determined after a budget is approved at
referendum which is held on May 1, 2012. Should the budget be defeated, additionall
referendums are held every other Tuesday until a budget is adopted.
Known:
Old Mil Rate
29.73
Known:
New Mil Rate
30.04
Input the Following: (numbers ONLY, no commas or $)
(B) Your Home's Assessed Value
206500
Your new assessed value can be located by clicking here 2009 Revaluation
Data. Hard copies of your assessment information including assessment prior
to revaluation are at the Town Assessor’s Office.
Click to Calculate
(Results Appear Below)
Results: (Do not enter any information below this box)
Tax Information
Description of Taxes
$ Annual
Old Taxes Due
Your Assessment multiplied by 29.73, then divided by 1,000.
Proposed Taxes Due
multiplied by 30.04 then divided by 1,000.
$ Monthly
6139.25
511.61
6203.26
516.94
Tax Change:
Description of Change
Additional Taxes due to Budget Increase
$ Annual
65
$ Monthly
6
Budget Schedule: Important Upcoming Dates
February 23, 2012 (Thursday)
Capital Budget Public Hearing – Council Room – 7:30 p.m.
March 6, 2012 (Tuesday)
Manager convenes joint meeting between Council and
Board of Education (by April 11 per Charter requirement) –
Council Room – 7:00 p.m.
March 13, 2012 (Tuesday)
Manager submits Budget to Council (by March 27 per Charter
requirement)
March 15, 2012 (Thursday)
Advertise Public Hearing
March 14, 2012 (Thursday)
March 20, 2012 (Tuesday)
March 21, 2012 (Wednesday)
Mgr. discusses Budget w/Council–Council Room – 7:30 p.m.
Mgr. discusses Budget w/Council–Council Room – 7:30 p.m.
Mgr. discusses Budget w/Council–Council Room – 7:30 p.m.
March 28, 2012 (Wednesday)
PUBLIC HEARING on Manager’s Recommended Budget: Board
of Education, Town Government, Capital Improvement Plan –
Tolland High School Auditorium – 7:30 p.m.
March 29, 2012 (Thursday)
Council Discussion on Budget – Council Room – 7:30 p.m.
April 3, 2012 (Tuesday)
Council Discussion – Budget finalized – Council Room – 7:30 p.m.
April 12, 2012 (Thursday)
Advertise Budget
April 24, 2012 (Tuesday)
ANNUAL BUDGET PRESENTATION MEETING – Tolland High School
Auditorium – 7:30 p.m.
May 1, 2012 (Tuesday)
Annual Budget Referendum
By May 10, 2012 (Thursday)
Council to establish mill rate upon referendum adoption