FY 2022 New Haven Mayors Budget Final

City of New Haven
General Funds, Capital Projects, and Special Funds Budget

Fiscal Year; July 1, 2021 – June 30, 2022
Mayor’s Proposed Budget
Board of Alders
President of the Board - Hon. Tyisha Walker-Myers
President Pro Tempore of the Board of Alders- Hon. Jeanette Morrison
Majority Leader of the Board of Alders- Hon. Richard Furlow
Deputy Majority Leader of the Board of Alders- Hon. Evelyn Rodriguez
Third Officer of the Board of Alders - Hon. Sal DeCola
Hon. Delphine Clyburn, Chair - Black and Hispanic Caucus
Hon. Ernie Santiago, Vice-Chair - Black and Hispanic Caucus
Ward Ward Ward
1. Hon. Eli Sabin 11. Hon. Renee Haywood 21. Hon. Steven Winter
2. Hon. Frank E. Douglass, Jr. 12. Hon. Gerald M. Antunes 22. Hon. Jeanette L. Morrison
3. Hon. Ron C. Hurt 13. Hon. Rosa Ferraro Santana 23. Hon. Tyisha Walker-Myers
4. Hon. Evelyn Rodriguez 14. Hon. Paola Acosta 24. Hon. Evette Hamilton
5. Hon. Kampton Singh 15. Hon. Ernie G. Santiago 25. Hon. Adam J. Marchand
6. Hon. Carmen Rodriguez 16. Hon. Jose Crespo 26. Hon. Darryl Brackeen, Jr.
7. Hon. Abigail Roth 17. Hon. Jody Ortiz 27. Hon. Richard Furlow
8. Hon. Ellen Cupo 18. Hon. Salvatore E. DeCola 28. Hon. Jill L. Marks
9. Hon. Charles Decker 19. Hon. Kimberly R. Edwards 29. Hon. Brian Wingate
10. Hon. Anna M. Festa 20. Hon. Delphine Clyburn 30. Hon. Honda Smith
Mayor
Justin Elicker
Mayoral Cabinet
Sean Matteson, Chief of Staff
Dr. Iline Tracey, Ed. D., Superintendent of Schools
Patricia King, Corporation Counsel
(Vacant), Chief Administrative Officer
Michael Gormany, City Budget Director
Michael Gormany, Acting Controller
Michael Piscitelli, Economic Development Administrator
Dr. Mehul Dalal, Community Services Administrator
This Page Intentionally Left Blank
City of New Haven
Justin M. Elicker, Mayor

March 1, 2021
Dear New Haven Residents,
I present to you the Mayor’s Proposed Budgets for the Fiscal Year 2021-2022 submitted to
the New Haven Board of Alders. Unlike in previous years, this year I am presenting two
potential budgets.
Our City is facing a deep financial crisis unlike any we have seen in decades. As we worked
to prepare this year’s budget, we faced a $66M deficit. The main driver of this
deficit are structural financial issues that continue to worsen each year – increased
pension and debt costs, employee salary increases and other fixed costs. The COVID-19
pandemic also contributed to the deficit primarily through falling revenues. Each year our
financial situation becomes more challenging. Last year our City’s budget included the
elimination of over 100 positions, cutting of numerous programs and a small tax increase.
Our options for cutting more of the City’s budget are becoming more and more limited and
New Haven’s property taxes are already high.
It is with this backdrop that we find our City at a crossroads. This financial challenge we face
are a result of a structure in the State where municipalities, such as New Haven, cannot
adequately collect enough revenue to fund the very services our residents need and many
residents in the region rely on. Over the years we have been unable to
gain additional funding from the State of Connecticut or large local nonprofits such as Yale
University to sustain us financially. Now is the time for these entities to act.
As of the day of the release of this budget, March 1, active and positive conversations are
happening between my Administration and both the State of Connecticut and Yale
University. We are cautiously optimistic that both entities will realize that we all need to be a
part of a solution that sets us on the right course. The Connecticut General Assembly is
considering a bill proposed by Senator Martin Looney that would significantly increase
funding for New Haven through the Payment in Lieu of Taxes program that reimburses us
for lost revenue from non-profit property. And Yale University, which is the owner of the
vast majority of that non-taxable property is considering an increase in its annual voluntary
payment. Given this, I present to you these two budgets:
165 Church Street, New Haven, 06510 (203) 946-4933

Crisis Budget: If we do not receive commitments over the next several months
of significant increases in funding from the State of Connecticut and Yale University,
we will be forced to adopt Budget A. Budget A incorporates a broad range of
dramatic cuts to the City’s budget including employee layoffs, closing a library, fire
house and senior center, and eliminating vacant positions. It also includes a 7.75% tax
increase.
Forward Together Budget: If we do receive a significant increase in funding from

both the State of Connecticut and Yale University, we will be able to adopt Budget B
that allows us to continue services at the current level and work to right our financial
ship. In addition to maintaining services, Budget B also makes several significant
steps to shore up our pension fund and reduce future debt service payments.
Let’s be clear: the Crisis Budget would have a disastrous impact on the City. Our team will
work tirelessly over the next several months to avoid this potential by pushing the State and
Yale University to do their part.
New Haven is an incredible city. We are growing and thriving in so many ways. We all
believe in the strength of New Haven today and its potential for tomorrow. A thriving City
budget is a vital component of that continued success – ensuring inclusive growth,
supporting those facing economic challenges, providing basic services around public
safety, and well-maintained infrastructure. Now is the time for our City and our partners to
come together to ensure our City can provide these services to keep our City growing and
thriving. It is these moments of crisis that define the character of people and institutions. I
am hopeful in the potential of those with means and power to do the right thing.
Always Serving You,
Mayor Justin M. Elicker

CITY OF NEW HAVEN
ADMINISTRATOR'S LISTING
Department Department Head Phone Email

Assessor’s Office Alexzander D. Pullen (Acting) 203-946-4800 [email protected]
Chief Administrator’s Office Vacant 203-946-7900
City Plan Aicha Woods 203-946-6379 [email protected]
City/Town Clerk Michael Smart 203-946-8349 [email protected]
Comm. On Equal Opportunities Angel Fernandez Chavero 203-946-7727 [email protected]
Community Serv. Admin Dr. Mehul Dalal 203-946-7909 [email protected]
Corporation Counsel Patricia King 203-946-7951 [email protected]
Disability Services Vacant 203-946-7833
Economic Development Michael Piscitelli, Aicp 203-946-2867 [email protected]
Education Dr Iline P. Tracey 475-220-1003
Elderly Services Migdalia Castro 203-946-8550 [email protected]
Engineering Giovanni Zinn 203-946-6417 [email protected]
Fair Rent Commission Otis Johnson, Jr. 203-946-8156 [email protected]
Finance Department Michael Gormany (Acting) 203-946-8300 [email protected]
Fire Department Chief John Alston 203-946-6300 [email protected]
Health Department Maritza Bond 203-946-6999 [email protected]
Legislative Services Albert Lucas 203-946-8371 [email protected]
Livable City Initiative Arlevia Samuel (Acting) 203-946-7090 [email protected]
Mayor’s Office Mayor Justin Elicker 203-946-8200
Office of Building Inspection James Turcio 203-946-8045 [email protected]
Parks and Public Works Jeffrey Pescosolido 203-946-7700 [email protected]
Police Department Otoniel Reyes 203-946-6333 [email protected]
Public Library John Jessen 203-946-8124 [email protected]
Public Safety Communications George Peet 203-946-6236 [email protected]
Recreation and Youth Gwendolyn Williams 203-946-7582 [email protected]
Registrar of Voters Marlene Napolitano 203-946-8035 [email protected]
Registrar of Voters Shannel Evans 203-946-8035 [email protected]
Transportation, Traffic & Parking Douglas Hausladen 203-946-8075 [email protected]
City of New Haven Organizational Structure

Residents Elect
Board of Alders Mayor City Town Clerk Registrars of Voters
Tyisha Walker-Myers, Justin Elicker Michael Smart
President
Public Authority Group Marlene Napolitano
Office of Legislative New Haven Solid Watse
New Haven Board of Republican Registrar
Housing Authorty Education
Services Authority
Karen Dubois Walton Pierre Barbour,
Albert Lucas, Director Executive Director Shannel Evans
Executive Director
Ms. Yesenia
Democratic Registrar
Rivera,President
Parking Authority New Haven Port Authority
Margaret Targove, Executive Dr Iline Tracey
Douglas Hausladen Superintendent
Director
Executive Director
Chief of Staff
Sean Matteson
Office of the Mayor
Economic Development Community Services Financial Administration

Chief Administrative Officer Corporation Counsel
Administrator Administrator
Vacant Michael Gormany, Budget Patricia King
Michael Piscitelli Dr. Mehul Dalal Director & Acting Controller
CAO Administration
Development Administration CSA Administration Human Resources
City Plan Social Services Emergency Management Office of Management
Transportation, Traffic & (EOC) and Budget Office of Corporation
Health Department Counsel
Parking
Recreation and Youth
Public Library Department of Finance
Commission on Equal Public Safety Department of Labor Relations
Opportunity Project Fresh Start - Prison Communications
Re-Entry Assessment Disablity Services
Office Building, Inspection Police services Fair Rent Commission
and Enforcement Homeless Coordination Information and
Fire Services Technology
Livable City Intiative Food Systems Policy
Parks and Public Works
Department of Cultural Affairs Elderly Services
Engineering
BUDGET CALENDAR
FISCAL YEAR 2021-2022
October 13, 2020 Budget guidelines sent to coordinators and department heads for
developing the FY 2021-22 General Fund and Capital Budgets are
Oct 14, 2020 – Dec 17, 2020 Department Heads work with respective Coordinator and
Management & Budget to develop the General Fund and Capital
Projects with direction from the Mayor’s Office as required.
December 18, 2020 General and Capital Project Budget requests submitted to
Management & Budget.
December 21, 2020 Special Fund Budgets sent to coordinators and department heads.
January 22, 2021 Special Fund budget requests submitted to Management & Budget.
February 11, 2021 Capital Projects Committee meeting to review and approve the
Capital project budget and plan.
March 1, 2021 The Mayor’s FY 2021-22 General, Special and Capital budgets are
submitted to the Board of Alders.
March 8, Monday Public Hearing on the Budget #1 Budget Workshop (Overview)

Monthly Meeting
March 30, Tuesday Public Hearing on the Budget #2

Budget Workshop #1
March 31, Wednesday Budget Workshop #2
April 12, Monday Budget Workshop #3
April 15, Thursday Budget Workshop #4
May 10, Monday Public Hearing on the Budget #3

Deliberations
Monthly Meeting
May 13, Thursday Deliberations
May 20, Thursday Deliberations (If needed)
May 26, Wednesday @ 7 PM Board of Alders’ Special Budget meeting
The above Board of Alder schedule is subject to change. All meetings will be held via zoom See
Meeting Notice for final information.
MAYOR'S PROPOSED BUDGET
FISCAL YEAR 2021-22
TABLE OF CONTENTS
BUDGET SECTIONS PAGE #
SECTION I - CITY FINANCIAL PROCEDURES
City Finacial Procedures 1-1

Budget Summary and Procedures
BOA Approved Budget Summary 1-21
General Fund Revenue
Revenue Explinations and Charts 1-36
SECTION II - MAYOR'S PROPOSED BUDGET
General Fund Expenditures
Budget Summary 2-1

Appropriating Ordinance #1 and #2 Crisis Budget 2-12
Appropriating Ordinance #1 and #2 Forward Together Budget 2-16
Revenue Summary 2-20
Expenditure Summary 2-44
Line Item Detail [General Fund 105] 2-55
FICA, Workers Comp, Medical History Charts 2-116
General Fund Personnel Summary 2-121
General Fund Personnel Detail [102] 2-126
SECTION III - AGENCY NARRATIVES AND

PERFORMANCE INDICATORS
Boards and Commissions 3-1
Agency Narratives 3-2
SECTION IV-CAPITAL PROJECTS
Capital Project Introduction 4-1

Appropriating Ordinance #3-General Obligation Bonds 4-43
Appropriating Ordinance #4-Tax Anticipation Notes 4-60
Four Year Capital Plan 4-62
General Fund as a Percentage of Budget 4-76
SECTION V-SPECIAL FUNDS
Special Fund Budget Explination 5-1

Allocation by Major Government Category 5-2
Special Fund Revenue 5-4
List of Special Funds by Fund Number 5-6
Department Summary 5-8
Allocations by Major Object Code 5-12
Special Funds Line Item Detail (City) 5-14
Special Funds Personnel (City) 5-70
SECTION VI-ENTERPRISE FUNDS
East Rock Park Communications Tower 6-1

Golf Course 6-2
Ralph Walker Skating Rink 6-3
Lighthouse Park Carousel 6-4
SECTION VII-PERMITS, LICENSES, AND USER FEES
Ordinance Amending Section 17-201 7-1

Permits, Licenses and User Fees 7-3
SECTION I - CITY FINANCIAL PROCEDURES
CITY FINANCIAL PROCEDURES
Independent Audit
The Board of Alders is required under State law to annually appoint an independent
certified public accounting firm to audit the financial transactions of City funds. The City
hired the accounting firm of RSM US LLP to act as auditors for Fiscal Years 2019 through
2022.
Basis of Accounting
Governmental Funds (which include the General Fund, Redevelopment Bond
Administration Fund, Improvement Fund, Human Resources Fund, Library Fund,
Redevelopment Agency Fund, Community Development Fund, Education Grants Fund,
Neighborhood Preservation, and various bond series funds) and Expendable Trust and
Agency Funds (Union Station Escrow Fund and others) are accounted for on the modified
accrual basis. Under this method, revenues are recognized as they become both measurable
and available. Expenditures are recognized in the accounting period in which the fund
liability is incurred, if measurable, except expenditures for debt service, prepaid
expenditures, and other long-term obligations, which are recognized when paid.
Proprietary Funds (Golf Course and Transfer Station Enterprise Funds, Medical Self-
Insurance Reserve Fund and Self-Insurance Fund) and Non-Expendable Trust Funds and
Pension Trust Funds (Library Endowment Fund, City Employees’ Retirement Fund,
Policemen’s and Firemen’s Pension Fund and other funds) are accounted for on the accrual
basis in which the revenues are recognized in the accounting period in which they are
earned, and expenses are recognized at the time they are incurred.
Pursuant to the Charter, encumbrances established in, and unliquidated at the end of
any fiscal year, are considered in determining an operating surplus or deficit on a budgetary
basis.
Budget Procedure
The Mayor is responsible for developing the General Fund budget of the City. During
the months of January and February, the Mayor estimates both the amount of money
necessary to be appropriated for the expenses of the City and the rate of taxation for the
fiscal year which begins on the following July 1. The Mayor, in proposing the rate of
taxation, is required to estimate the receipts from taxes for the next fiscal year at not more
than one percent less than the actual rate of collection for the preceding fiscal year. The
Mayor submits the recommended budget and tax rate to the Board of Alders by March 1.
The Board of Alders is required to hold two public hearings on the proposed budget,
one in March following receipt and publication of the Mayor’s proposal, and the second
Section I - City Financial Procedures 1-1 Section I - City Financial Procedures

prior to final action on the budget proposal in May. During the intervening two months,
the Finance Committee of the Board meets with City officials to review the budget
proposal. The Finance Committee transmits the amended budget proposal on the third
Monday of May to the Board of Alders.
The Board of Alders may increase or decrease individual appropriations and revenue
estimates. The Board may increase the total budget, and it may increase the tax rate above
the levels proposed by the Mayor, by a two-thirds vote of the entire Board. However, the
Board of Alders may not reduce any amount proposed by the Mayor for the payment of
principal of or interest on the municipal debt. The budget as adopted must be balanced.
The Mayor, within ten days after the adoption of the budget by the Board of Alders, either
may approve the budget as adopted or veto specific line items. If the Mayor does not act
upon the budget within the ten-day period, it becomes operative and effective without his
or her signature. Any veto by the Mayor may be overridden by a two-thirds vote of the
entire Board of Alders.
Financial Administration
The City’s accounting system maintains expenditure control at the budgetary
appropriation level. Proposed expenditures require a purchase requisition and purchase
order. Funds are encumbered when the purchase order is issued or when contracts are
executed. Proposed commitments more than appropriations are not processed until
additional appropriations are made available. The Board of Alders may establish by
ordinance, from time to time, an amount of appropriation under the approved budget
which the Controller, with the approval of the Mayor, shall be authorized to transfer
between line items within any department or from one department to another. No such
transfer more than such authorized amount shall be implemented unless it shall be
proposed by the Mayor and approved by the Board of Alders, provided that an increase in
the total appropriation shall be approved only by the vote of two-thirds of the entire Board
of Alders. Budgetary revenues and expenditures are monitored by the Office of
Management and Budget.
After the close of the fiscal year the unencumbered balance of each appropriation shall
lapse except for capital and non-recurring expenditures, and the excess of cash receipts over
expenditures plus encumbrances shall be used only for capital and non-recurring
expenditures for financing the succeeding year’s appropriations.
No later than 28 days after the end of each month of the fiscal year, the Mayor, through
the Office of Management and Budget, submits to the Board of Alders and the Commission
a report showing (i) budgeted and actual revenues up to the last day of the preceding month
and an estimate of such revenues for the fiscal year (ii) budgeted and actual expenditures
for each budgeted agency of the City up to the last day of the preceding month and an
estimate of such expenses for the fiscal year, and (iii) the projected budget surplus or deficit

for the fiscal year. Each monthly report is filed in the Office of the City Clerk where it is
available for public inspection.
The Commission meets monthly to review the financial condition of the City as outlined
in the monthly financial reports and in the audited financial statements and conduct such
other business as may come before it.
Financial Projections
The City utilizes the “MUNIS” Financial System for the computerized monitoring of its
budget and actual expenditures and revenues against the budget. The system employs
rigorous encumbrance and posting requirements for all line items in the budget. A monthly
distribution of the budget to actual performance status is made to all City departments and
the Board of Alders.
Investment Practices
General Fund. In accordance with the City’s investment policy, the City invests in
certificates of deposits, repurchase agreements and money market instruments with
qualified public depositories as defined in the Connecticut General Statutes Section 36-382.
These qualified public depositories report to the City regularly about their capital ratios as
well as the details of their posted collateral. City investment judgments are based on safety,
liquidity and yield.
The City keeps a roster of qualified banks that meet the above listed criteria. The roster
is periodically reviewed and analyzed for safety of the whole financial institution. In
addition, the City establishes limits of deposit investments on smaller and relatively weaker
financial institutions. Each account with a specific purpose has FDIC Insurance of
$250,000. Safety is a primary criterion of investment decisions of this Fund.
The City invests excess cash with the State of Connecticut Short Term Investment Fund
(STIF). STIF is an investment pool of high-quality, short-term money market instruments
for state and local governments managed by the State Treasurer’s Cash Management
Division. The General Fund and other disbursement accounts, such as the Payroll Account,
are also “swept” at an overnight market rate. The City attempts to keep its funds as liquid
as possible in order to meet its operational requirements for the General Fund.
Special Revenue Funds. The City maintains numerous Special Revenue funds from many
grantor sources. Where program activity is funded in advance and is permitted by the
grantor, the City invests consistent with the criteria listed in the General Fund section of
this report.
Capital Project Funds. The unexpended proceeds from the issuance of General Obligation
debt are invested in a U.S. Treasury Money Market Fund. This investment fund is
segregated into various sub accounts associated with each debt issuance for arbitrage

purposes. Where interest income activity is unrestricted, the City maintains the investment
policy outlined for the General Fund.
Pension Trust Funds. Most City employees (excluding Department of Education teachers
and administrators) are covered by two major Pension Funds. The City Charter gives the
responsibility for administering these funds to two Boards of Trustees consisting of mayoral
appointed citizens, the City Controller and elected union employees (the “Retirement
Boards”). These funds are named the City Employees’ Retirement Fund and the
Policemen’s and Firemen’s Pension Fund, respectively. The Retirement Boards
independently retain professional fund managers, custodial banks, legal counsel and
performance monitor professionals to assist them in performing their fiduciary
responsibilities.

Labor Relations
Understanding that work force costs and performance are essential to the fiscal soundness
and effectiveness of local government, New Haven has focused on collective bargaining to
contain costs and increase productivity. At the same time, New Haven has sought a
partnership with each of its fourteen bargaining units to develop an appropriate
methodology and to balance the City’s ability to provide benefits to its employees on a level
commensurate with its ability to pay. Key to the success in reducing benefit costs was
introducing a three-tiered premium cost sharing program in its self-insured medical benefit
program, and then further negotiating reduced costs through less expensive medical benefit
programs aimed at shifting from expensive indemnity plans to a managed care plan
negotiated with a single Preferred Provider Organization. In continuing its success with
this strategy, most unions have worked with the City to further reduce the number of
available medical plans. In addition, the City has successfully negotiated the three-tiered co-
pay program in its pharmaceutical program. The City has been successful in recent
negotiations in its pursuit of more cost-effective health and benefit packages with its labor
unions. Additionally, contract negotiations have included a review and analysis of
operations within and across City departments to streamline efficient operations and reduce
costs to the City. The table below summarizes the City and Board of Education bargaining
units and their contract expiration dates:
City Group Contract Expires
Clerical) Local 884, AFSCME, AFL-CIO 06/30/2020
(Public Works) Local 424 Unit 34, UPSEU 06/30/2021
Elm City Local of the CT Alliance of City 06/30/2022
Police
(Fire) Local 825, International Association 06/30/2024
of Firefighters
(Management) Local 3144, AFSCME, AFL- 06/30/2020
CIO
(Nurses) Local 1303-467 AFSME 06/30/2020
(Attorneys) Local 1303-464 AFSCME 06/30/2020
(Blue Collar) Local 424, Unit 128, UPSEU 06/30/2020
Board of Education Contract Expires

(Teachers) Local 933, AFT, AFL-CIO 06/30/2021
(Paraprofessionals) Local 3429, AFSCME, 06/30/2023
AFL-CIO
(School Administrators) Local 18 06/30/2023
Custodians) Local 287, AFSCME, AFL-CIO 06/30/2023
(Cafeteria Workers) Local 217, AFL-CIO 06/30/2024*
(Trade Unions) Local 24, 90 & 777 Council 06/30/2021
11
*Local 217 has a tentative agreement with the Board of Education to

06/30/24

Workers’ Compensation and Risk Management
The Workers’ Compensation & Risk Management Division is organized under the
Department of Finance and reports directly to the City Controller. This division supervises
all aspects of the City’s Self-Insured Workers’ Compensation Program. The City is an
authorized Self Insurer by the State of Connecticut Workers’ Compensation Commission
since 1980. The City is also obligated to its sworn Police and Fire personnel under the terms
of the Heart and Hypertension (H&H) Act. The liabilities under the H&H Act cannot be
covered by the purchase of insurance and are self-funded. Since 1996, the City has utilized
the services of the Connecticut Interlocal Risk Management Agency (CIRMA) to operate
as its Third-Party Administrator for the day-to-day handling of its Workers’ Compensation
and H&H claims. Through the City’s Health & Safety Committees, this Division also
supervises all Risk Management Program activities.
The City has maintained a Risk Management program aimed at controlling expenditures in
Workers’ Compensation, Employee Benefits, Pensions, and overall General Liability, which
includes auto, public official liability, and other general litigation, risk, and benefits
Management.
Protective Self Insurance Program: New Haven established its Protective Self Insurance
Program (PSIP) to serve as a master insurance policy for umbrella coverage for claims
incurred after July 1, 1998. The PSIP has a self-insured retention of $1.0 million and a total
limit of $20.0 million for auto, law enforcement and general liability. The policy also
provides property damage coverage for City-owned property and automobiles. Previously,
all claims were paid out of a Public Liability account funded through the City’s General
Fund budget, placing the City without a cap on its exposure. In addition, the City has Public
Officials liability with a total limit of $5.0 million.
Motor Vehicle Policy and Training: To reduce costs associated with automobile-related
claims, New Haven instituted a comprehensive policy to regulate who may operate a City
vehicle and under what conditions. All employees will be required to attest that they
understand the policy prior to operating the vehicle. Police, Fire, Parks, and Public Works
employees also take part in a six-point defensive driver training program, with refresher
courses given as scheduled.
Occupational Health and Safety Administration Program (OSHA): The City has been
aggressively organizing and implementing the core programs required by OSHA. As a
municipality we are governed by the State of Connecticut department of OSHA who has
adopted and is enforcing the Federal OSHA standards. The City has utilized the services of
PMA Risk Control to provide a welcomed enhancement to our strategic plan of incident
loss reduction, regulatory compliance, and safety training. An effective safety/ risk control
plan is a key component of our efforts to reduce employee injuries thus, having a direct
impact on decreasing workers’ compensation claims.

Workers’ Compensation: The City has completed two workers’ compensation portfolio
transfers. These portfolio transfers involved selling retired and terminated open workers’
compensation and heart & hypertension claim files to a private insurance company.
Benefits Management
City employees still receive a diverse range of benefits, including inpatient care, outpatient
care, home health and hospice services, emergency care, specialty provider services,
maternity benefits, mental health/substance abuse services, prosthetic devices/medical
equipment, and other outpatient services. The next step will be to move employees to a
Health Maintenance Organization. Concurrently, the City has developed an on-line medical
benefits database for all present and former employees who are covered by the City’s health
benefits program. This resulted in greater internal control over expenditures for health
benefits and improved administration of the program. The City also implemented on-line
access to the major medical carrier’s database. This enhanced service to employees
concerning reimbursement inquiries and further increased accuracy and efficiency.
Employee Benefits: The City has moved all active employees to a Preferred Provider
Organization from an Indemnity Plan and has required premium cost sharing for all
bargaining units. Retirees also pay a portion of the retirement benefit costs.
Board of Education
The New Haven public school district is coterminous with City boundaries. Effective on
January 1, 2016, the Board of Education shall consist of seven (7) members as follows: The
Mayor, four (4) members appointed by the Mayor, subject to approval by the Board of
Alders; and two (2) elected by district, which districts shall be established as set forth in
Article II of the City Charter. The Department is administered by a Superintendent of
Schools who is appointed by the Board of Education. The Department is financed through
the General Fund of the City and the State principally through the Education Cost Sharing
Grant and its budget is prepared in the same manner as that of other City departments.
Expenditures of the Department are audited by the City’s auditor. Financial transactions
vary from those of other City departments in that after adoption of the General Fund
budget, the Board of Education has control over its budget.
The City issues debt on behalf of the Department of Education, and except for certain
categorical State and Federal grants, all revenues and reimbursements are accounted for in
the General Fund. The State reimburses the City for certain debt service costs associated
with debt for eligible Board of Education projects.
Based on audited figures for Fiscal Years 2001 through 2019, the City has continued to
meet the Minimum Expenditure Requirement of Section 10-262(j) of the Connecticut
General Statutes.

DEBT OF THE CITY
Procedure for Debt Authorization: City bonds are customarily authorized concurrent with
the City’s capital budget appropriations. The Charter provides that the authorization of
bonds be specific as to the purpose of such issue and in no case shall the term of any bond
issue be greater than the life of the public improvements therein provided for, as determined
by the Board of Alders. In addition, State law authorizes the City to issue revenue bonds
and to borrow in anticipation of the sale of bonds or the receipt of grants. The Code of
Ordinances delegates responsibility with respect to the issuance and sale of bonds and notes
to the Bond Sale Committee.
The Bond Sale Committee, consisting of the Mayor, the Controller, and the President,
Majority Leader, and Minority Leader of the Board of Alders, supervise and approve all
issuances and sales of bonds, notes, or other obligations of the City authorized by the Board
of Alders pursuant to the statutes, Charter, or ordinances. The Bond Sale Committee
determines the rates of interest, maturity schedules, and all other terms, details, and
particulars pertaining to the issuance and sale of City bonds, notes, or other obligations.
Debt Limitation: The City is limited by State law to incurring indebtedness, in certain
classes, in amounts which will not cause the aggregate indebtedness in each class to exceed
the factors multiplied by total tax collections for the most recent audited fiscal year
preceding the date of issuance. The computation of total tax collections includes current
and back taxes, interest, penalties, and certain payments made by the State to the City in
lieu of taxes as authorized under State law. Certain indebtedness is excluded in computing
aggregate indebtedness as follows:
a. Each bond, note and other evidence of indebtedness issued in anticipation of

taxes or issued for the supply of water, for the supply of gas, for the supply of
electricity, for the construction of subways for cables, wire, and pipes, for the
construction of conduits for cables, wires and pipes and for two or more of
such purposes.
b. Each bond, note or other evidence of indebtedness issued in anticipation of
the receipt of proceeds from assessments which have been levied upon
property benefited by a public improvement; and
c. Each bond notes or other evidence of indebtedness issued in anticipation of
the receipt of proceeds from any State or Federal grant.

City Debt Service: The following table outlines general obligation debt payments as a
percentage of general fund expenditures.
GENERAL FUND DEBT SERVICE REPORT

DEBT SERVICE AS A % OF TOTAL EXPENDITURES
As a
General Debt Debt Svc Percent
Fund Service Amount of Total
Year Expenditures Amount Category Expenditures
2003 355,896,954 37,178,565 Actual 10.45%
2004 361,524,730 39,320,172 Actual 10.88%
2005 377,605,274 44,587,448 Actual 11.81%
2006 397,843,538 45,851,542 Actual 11.53%
2007 420,465,634 50,994,356 Actual 12.13%
2008 435,957,311 51,648,536 Actual 11.85%
2009 454,560,570 58,851,808 Actual 12.95%
2010 459,427,337 63,196,486 Actual 13.76%
2011 467,266,612 60,228,401 Actual 12.89%
2012 481,622,139 61,346,532 Actual 12.74%
2013 486,381,040 62,693,110 Actual 12.89%
2014 490,773,186 61,650,674 Actual 12.56%
2015 509,525,282 70,898,492 Actual 13.91%
2016 505,948,292 66,011,387 Actual 13.05%
2017 523,340,196 69,935,483 Actual 13.36%
2018 538,906,953 33,672,981 Actual 6.25%
2019 547,089,954 37,249,545 Actual 6.81%
2020* 556,641,051 53,674,689 Budget 9.64%
2021* 569,115,077 59,807,120 Budget 10.51%
2022 (Crisis) 589,149,644 62,827,640 Budget 10.66%

2022 (Together) 606,244,052 62,827,640 Budget 10.36%

Debt Management: Over the past ten years, the City authorizations reflected the need to
improve and maintain the City’s infrastructure and the quality of public services. Funding
was authorized for new school facilities as well as improvements to existing schools. The
City replaced aging or obsolete public safety equipment, improved City parks, and provided
funding for economic and neighborhood development projects. Funds were also authorized
for the renovations and replacement of bridges, solid waste management and sewer
separation projects. For some of the projects, local funds supplemented grants from the
State and Federal governments.
The table below displays the outstanding general obligation bonds of the City.
Bonds Outstanding at Year End (source; City CAFR)
FISCAL YEAR OUTSTANDING

BONDS
2002-2003 $428,682,276
2003-2004 $500,848,442
2004-2005 $525,278,746
2005-2006 $503,307,879
2006-2007 $490,896,510
2007-2008 $497,007,908
2008-2009 $501,192,130
2009-2010 $511,287,768
2010-2011 $499,238,340
2011-2012 $503,382,312
2012-2013 $502,002,907
2013-2014 $514,855,326
2014-2015 $515,645,466
2015-2016 $522,993,825
2016-2017 $522,453,131
2017-2018 $552,150,607
2018-2019 $614,808,607
2019-2020 $652,517,766
Short Term Indebtedness: Whenever any town or city in the State has authorized the
issuance of general obligation bonds under the provisions of any public or special act, it
may authorize the issuance of temporary notes in anticipation of the receipt of the proceeds
from the sale of such bonds. The amount of such notes may equal but not exceed the
amount of such bonds and can be renewed from time to time. Should the period between
the date of the original notes and the maturity of the notes exceed two years, a payment of
principal is required during the third and each subsequent year during which such temporary
notes remain outstanding. Notes may not be renewed beyond ten years from the date of

original issue. In addition, the General Statutes of Connecticut authorizes the City to
borrow in anticipation of the receipt of State grants in aid.
School Construction Projects: For school construction projects approved by the State
Legislature prior to July 1, 1996, the State of Connecticut will reimburse the City for
principal and interest on bonds issued for eligible school construction costs over the life of
outstanding school bonds.
For projects approved on or after July 1, 1996, Section 10-287(i) of the Connecticut General
Statues provides for proportional progress payments for eligible school construction costs.
The City will only be required to issue bonds for costs net of such progress payments. The
City is currently reimbursed at the rate of approximately 79 percent. This percentage is
recalculated by the State annually. For certain Charter and Magnet Schools the
reimbursement rate is 90 percent. All the current school projects under construction were
approved after July 1, 1996 and are subject to progress payments.
School construction projects that were approved by the State on or after July 1, 1996 are
subject to progress payments which reimburse the City for costs during construction. In
order to facilitate cash flow, the City of New Haven issued a general obligation note in
anticipation of State grants for school construction projects under a tax-exempt revolving
loan agreement. This general obligation note can accommodate the issuance of up to
$70,000,000 of grant anticipation notes under the revolving loan agreement, with an interest
rate of 2.03%, which expires on May 26, 2020. As of June 30, 2017, the City has $56,587,951
of notes outstanding under the Agreement.
Authorized but Unissued Debt: As of June 30, 2019, the City had approximately
$216,255,187 in bonds authorized but unissued. This amount has been authorized solely
for school construction bonds as of June 30, 2019.
Contingent liabilities of the City consist of New Haven Parking Authority revenue bonds
and the Shubert Performing Arts Center management lease agreement which do not
constitute a pledge of the full faith and credit of the City.
The Greater New Haven Water Pollution Control Authority: Pursuant to Section 22a-500
to 22a-519, inclusive, of the Connecticut General Statutes, as amended (the “Act”), and
following the enactment of concurrent ordinances by the legislative bodies of the
constituent municipalities of New Haven, East Haven, Hamden and Woodbridge (the
“Constituent Municipalities”) and the approval of a preliminary plan of operation by the
Commissioner of Environmental Protection and the State Treasurer on July 28, 2005, the
Greater New Haven Water Pollution Control Authority (the “Authority”) was created as a
public body politic and corporate of the State, and a political subdivision of the State
established and created for the performance of an essential public and governmental
function. The Authority was created to purchase the assets of the New Haven WPCA,

including the East Shore Treatment Plant (the “Treatment Plant”) which serves the
Constituent Municipalities and to operate the Treatment Plant and to use, equip, re-equip,
repair, maintain, supervise, manage, operate, and perform any act pertinent to the collection,
transportation, treatment and disposal of sewage with respect to the Constituent
Municipalities.
Prior to the sale, operation and maintenance of the Treatment Plant had been performed
under contract by Operations Management International, Inc. (“OMI”) since 1997. This
contract was assigned to the Authority and OMI has continued with its current
responsibilities. OMI is also responsible for the operation and maintenance of the regional
wastewater collection system, a role it performed previously with respect to the New Haven
wastewater system. Similarly, the Authority assumed the contract with Synagro-CT, Inc.
(“Synagro”) to dispose of the sludge accumulated in the wastewater treatment process.
Synagro has if service at the Treatment Plant since 1995.
The Authority issued $91,290,000 Greater New Haven Water Pollution Control Authority
Regional Wastewater System Revenue Bonds, 2005 Series A Bonds (the “2005 Series A
Bonds”) under and pursuant to the Act and an Indenture of Trust, dated as of August 1,
2005 between the Authority and U.S. Bank, National Association, as Trustee (the
“Indenture”), to finance (i) the acquisition from the Constituent Municipalities of their
wastewater systems pursuant to an Asset Purchase Agreement, (ii) payments to the
Constituent Municipalities for the purpose of providing funds to each such municipality
sufficient to defease its outstanding general obligation debt issued for its wastewater system,
(iii) deposits into a debt service reserve for the 2005 Series A Bonds and other reserves, and
(iv) financing costs related to the issuance of the 2005 Series A Bonds. Simultaneously with
the issuance of the 2005 Series A Bonds on August 29, 2005, the Authority received from
the four Constituent Municipalities quitclaim deeds and other instruments of conveyance
of their real property and personal tangible wastewater assets that comprise the regional
wastewater system.
Upon the delivery of the 2005 Series A Bonds the City received $34,332,000 from the
Authority for its wastewater system, and $28,433,383.93 to defease $26,600,489.64 of its
outstanding general obligation debt issued for its wastewater system. In addition, the
Authority assumed $33,306,979 of the City’s outstanding general obligation debt issued to
the State of Connecticut under the State’s Clean Water Fund program (“Assumed Clean
Water Fund Obligations”). The Assumed Clean Water Fund Obligations were replaced
with Clean Water Fund Obligations of the Authority on June 14, 2007.
The Authority has assumed and continued the City’s original comprehensive program to
separate storm and sanitary sewers in the City (“CSO Program”). CSO projects will be
financed by loans and grants under the State’s Clean Water Fund which are eligible for 50%
grants. The balance will be financed by loans bearing interest at a rate of 2% per annum.
As specified in the CSO Agreement between the City and the Authority, the City will be

responsible for payment to the Authority of 40% of the costs associated with Clean Water
Fund Obligations issued pursuant to the CSO plan.
Tax anticipation notes: A Tax Anticipation Note (TAN) is a short-term debt security issued
by a state or local government, in which payments (i.e. interest and principal payment) are
secured by future tax revenue. State and local governments use tax anticipation notes to
borrow money, typically for one year or less and at a low-interest rate
Fiscal Year TANS Amount Interest Rate
2020-2021 $45,000,000 0.96%

2019-2020 $35,000,000 1.596%
2018-2019 $20,000,000 3.00%
2017-2018 $25,000,000 2.50%
2016-2017 $33,000,000 2.50%

CAPITAL IMPROVEMENT PROGRAM
The Capital Improvement Program of the City begins with departmental requests
identifying the projects and providing an estimate of the cost and justification of the project.
The departmental requests are transmitted to the Capital Projects Committee composed of
the Controller, two members of the Board of Alders (not from the same political party) a
member of the City Plan Commission appointed by the Mayor, the Planning Director, and
four citizen members appointed by the Mayor, whose terms run concurrently with the
Mayor’s.
The Capital Projects Committee reviews and evaluates departmental requests and
recommends a Capital Improvement Program to the Mayor not later than February 15th of
each year. The Mayor shall prepare and submit a capital budget to the Board of Alders as
part of the annual budget submission. After a public hearing, the Board of Alders adopts
an ordinance appropriating funds for capital projects. The capital budget is primarily used
to finance improvements with an average life of five years or more as well as large scale
permanent improvements. Regular capital improvement programs for the maintenance of
City streets, sewers, parks and for purchases of major equipment are also financed through
the capital budget. Capital budget funding comes from the following three primary sources:
the City’s general obligation bonds, State resources and Federal resources.
City Capital Borrowing Board of Alders Approved Budget and Mayors Proposed Budget
Fiscal Year City State Federal Enterprise Grand

Bonding Bonding Bonding Total
2021-22 60,000,000 17,294,314 8,782,000 0.00 86,076,314
2020-21 0.00 0.00 0.00 0.00 0.00
2019-20 70,700,000 5,251,051 10,863,699 0.00 86,814,750
2018-19 58,030,000 15,911,086 4,650,000 0.00 78,591,086
2017-18 43,300,000 20,600,000 4,800,000 0.00 68,700,000
2016-17 46,185,000 44,735,604 1,100,000 2,250,000 94,270,604
2015-16 46,115,000 17,508,106 5,350,000 0.00 68,973,106

RELATED AUTHORITIES
The New Haven Parking Authority was created and established in 1951 by the General
Assembly of the State. The Parking Authority consists of the Traffic Engineer for the City
and a Board of Commissioners with five members appointed by the Mayor, not more than
three of whom may be members of the same political party. The term of the appointed
members of the Parking Authority is five years and one member’s term expires on August
15 in each year. The term of the Traffic Engineer is indefinite. The daily operations of the
Parking Authority are administered by its Executive Director.
The Parking Authority is authorized in the name of the City to acquire, construct,
reconstruct, improve, operate and maintain parking facilities at such locations as shall be
approved by the Board of Alders. Subject to authorization and approval by the Board of
Alders, the Parking Authority has the power to acquire real property or any interest therein
for parking facilities by purchase, gift, devise, lease or by exercise of the power of eminent
domain. The Parking Authority owns and operates or leases (as lessor) six major multi-
level, drive-in parking garages primarily serving the downtown areas of the City. In
addition, the Parking Authority owns or leases (as lessee) and operates sixteen surface
parking lots serving the downtown and other areas of the City. The Parking Authority is
also authorized, subject to authorization and approval of the Board of Alders, to finance its
various projects through the issuance of general obligation bonds of the City, revenue
bonds or bond anticipation notes, which may be secured using revenues from the following
sources: ad valorem tax levies; parking fees and special charges from the use of parking
facilities; appropriations duly authorized from the General Fund of the City; assessment of
benefits against owners of real estate specifically benefited by any parking facility; gifts;
bequests; devises; grants in aid or otherwise; and on-street parking revenues. The Board of
Alders, in authorizing the issuance of revenue bonds, also fixes the initial schedule of rates,
rentals, fees and other charges for the use of the parking facilities to be financed.
The Parking Authority is accounted for as a component unit in accordance with generally
accepted accounting principles. By ordinance, annual audits must be conducted by an
independent certified public accountant chosen by the Parking Authority.
The New Haven Solid Waste and Recycling Authority (NHSWRA) was created by Board
of Alders vote on March 31, 2008. The NHSWRA is a municipal resource recovery
authority whose responsibility is to provide the essential public and government function
of furthering the health, safety and welfare of its residents. The NHSWRA is specifically
responsible for the operations and management of the City’s transfer station for solid waste
New Haven Port Authority serves to enhance the economic competitiveness of the greater
New Haven region and all of Connecticut through waterborne traffic.
The Port Authority was created by the New Haven Board of Aldermen in February of 2003
(Article II. Sec. 15-31) of the Code of Ordinances, in accordance with the General Statutes

of the State of Connecticut CGS Sec. 7-329a. The Port of New Haven is the busiest port
between New York and Boston and the largest deep-water port in the State of Connecticut.
In the 2016 ranking by the U.S. Army Corps of Engineers of the top 150 ports in the United
States, the port of New Haven placed fifty-third as measured by volume of cargo transiting
the port.
Our Port is an integral component to the regional economy and represents a key connection
in a comprehensive transportation network that includes water, rail, roads and pipelines. It
was created for the purposes of promoting the shipment of freight and commerce through
the Port of New Haven. We work closely with the private terminal operators supporting
businesses to advance that agenda.
Since our creation in 2003, we have collaborated with several City departments to secure
funding to improve security and air quality at the port and will continue to seek funding
opportunities to improve the port's infrastructure to promote a vibrant, secure and
environmentally sound port.

Employee Retirement System
The Pension Funds are single employer, contributory, defined benefit plans, qualified under
Section 401(a) of the Internal Revenue Code. Most full-time employees paid by the City’s
General Fund (exclusive of school administrators, certified teachers and more recently hired
Executive Management and Confidential Employees of the City) are members of CERF.
Police and fire personnel are members of P&F.
The first pension system for City employees was established in 1937. The Special Act
establishing that fund was repealed in 1939, when CERF was created. Separate pension
funds for police officers and firefighters, respectively known as the Policemen’s Relief Fund
and a Firemen’s Relief Fund (later collectively referred to as Police and Fire Plan No. 1),
were established in 1899. Police and Fire Plan No. 2, which combined these formerly
separate police and fire retirement funds for police officers and firefighters hired after
December 31, 1957 was created by a Special Act in 1957. Police and Fire Plan No. 1 and
Police and Fire Plan No. 2 were merged into a single pension fund, now known as, P&F in
1990 by means of an ordinance adopted on May 29, 1990.
Retirement benefits for school administrators and certified teachers are provided by the
Connecticut State Teacher’s Retirement Fund to which the City does not contribute.
Executive Management Employees (Coordinators and Department Heads) whose initial

hire date into City service was on or after July 1, 2008 are not eligible to join CERF, and
after December 27, 2011, rehired Executive Management Employees, elected officials, and
Confidential Employees (General Fund non-bargaining unit General Fund employees who
are not members of Executive Management) who are not members of CERF or P&F on
the date of their hire, rehire or assumption of elected office, as the case may be, are covered
by Social Security, and, in addition, the City contributes 7.5% of their base pay to a defined
contribution plan.
Terms and conditions of CERF (with the exception of some terms applicable to Executive
Management and Confidential Employees, who are not subject to collective bargaining) are
subject to collective bargaining agreements between the City or the New Haven Board of
Education and the following bargaining units: Unit 34 of United Public Service Employees
Union Local 424, UE Local 222 CILU/CIPU, Local 71, Local 884 of the American
Federation Of State, County and Municipal Employees, New Haven Management &
Professional Management Union, Local 3144, Council 4, AFSCME, AFL-CIO, Unite Here
Local 217, AFL-CIO, Board of Education Employees Local 287 of Council 4 AFSCME,
AFL-CIO, United Brotherhood of Carpenters and Joiners of America, Local 24,
Brotherhood of Painters and Allied Trades, District Council 11, International Brotherhood
of Electrical Workers, Local 90,and United Association of Journeymen, Apprentices of the
Plumbing and Pipefitting Industry of the United States and Canada Local 777, Local 1303-
464 of Council 4, AFSCME, AFL-CIO, and Local 1303-467 of Council 4, AFSCME, AFL-
CIO. For Executive Management and Confidential Employees who are members of CERF

the terms and conditions of the CERF are set forth in the Executive Management and
Confidential Employees Personnel and Procedures Manual which has been duly adopted
by the City.
Terms and conditions of P&F are subject to the collective bargaining agreement between
the City and the New Haven Police Union Elm City Local Inc. for police officers and the
collective bargaining agreement between New Haven Fire Union, Local 825 International
Association of Fire Fighters, AFL-CIO for firefighters.
In the more recent collective bargaining agreements, significant changes were agreed to for
the purposes of enhancing the financial soundness of the Pension Funds and amortizing
their unfunded accrued actuarial liability (“UAAL”). These changes include but are not
limited to: establishing a tier system which reduces the rate of annual Cost of Living
Adjustments (“COLAs”) to 2% for CERF and includes lifetime caps for some bargaining
units and reducing the COLAs from 4% to 3% for certain firefighters and from 4% to 2%
for police officers. In addition, COLAs for both the newest hires for police (hires after
April 10, 2012) and fire (hires after August 28, 2013) have been reduced to 1.5%. Also,
employee contribution percentages (12% for Police and 11% for Fire) have been increased
as has the service years required for age retirement eligibility for P&F. Finally, overtime
earnings have been eliminated from pension calculation totals for new P&F hires and in
many CERF collective bargaining agreements as well.
In addition, the investment return assumption for both plans was reduced from 8.00% per
year to 7.75% per year, net of investment expenses, which has had the effect of increasing
the City’s annual required contribution and the Entry Age Normal Method is now used to
determine actuarial cost rather than the previous Projected United Credit method for P&F.
Importantly, a closed 30-year amortization of unfunded liabilities was adopted from the
previous open 30-year amortization period as of July 1, 2012 for CERF and as of July 1,
2014 for P&F.
As of June 30, 2018, the funded ratio of CERF was 38.8% and the funded ratio of P&F
was 41.4%. Since fiscal year 1995, the City has funded 100% of its actuarially determined
employer contribution (“ADEC”) as determined by the independent actuarial firm retained
by the City. An important factor in determining the ADEC is the level of funding required
to amortize the unfunded liability of the funds at the end of the closed 30-year amortization
period which is 2044 for CERF and 2042 for P&F. The fiscal year 2014, fiscal year 2015,
fiscal year 2016, fiscal year 2017, fiscal year 2018 and fiscal year 2019 ADEC were funded
fully. For fiscal year 2020, the City has budgeted to fully fund its ADEC by approximately
$60,850,559.
As of June 30, 2018, there were 1,102 retirees and beneficiaries receiving benefits from
CERF with 940 active plan members and 66 members who had contingent eligibility for a
deferred benefit or a return of their own contributions. As of June 30, 2018, there were

1,345 retirees and beneficiaries receiving benefits from P&F with 719 active plan members
and 24 members who had contingent eligibility for a deferred benefit or a return of their
own contributions. The Funds and all public employee retirement systems are part of the
City’s financial reporting entity and are included in the City’s financial reports as pension
trust funds.

Police and Fireman Fund (P&F)
ADEC ADEC % of MW Rate

Fiscal Year City Budget IRR Source
CERF City Budget of Return
2022
$52,300,000 $589,149,644 8.88% 7.75% 0.00% City Budget
(Crisis)
2022
$53,093,107 $606,244,052 8.76% 7.75% 0.00% City Budget
(Together)
2021 $39,595,014 $567,990,073 6.97% 7.75% 0.00% City Budget
MW ROR-
2020 $38,629,220 $550,628,001 7.02% 7.75% 7.21% Hooker &
Holcombe
City CAFR (Pg.
2019 $35,559,572 $529,264,452 6.72% 7.75% 7.04%
64)
City CAFR (Pg.
2018 $34,607,857 $532,258,256 6.50% 7.75% 2.21%
67)
City CAFR (Pg.
2017 $27,536,158 $521,722,474 5.28% 7.75% 13.71%
65)
City CAFR (Pg.
2016 $26,306,000 $505,948,292 5.20% 8.00% -1.79%
65)
City CAFR (Pg.
2015 $25,251,586 $509,525,283 4.96% 8.00% 0.73%
64)
City CAFR (Pg.
2014 $24,358,055 $490,773,183 4.96% 8.25% 18.52%
62)
City CAFR (Pg.
2013 $24,258,355 $486,381,039 4.99% 8.25% 15.62%
62)
MW ROR-
2012 $23,007,922 $479,072,975 4.80% 8.25% 1.29% Hooker &
Holcombe
MW ROR-
2011 $18,691,926 $446,935,491 4.18% 8.25% 19.03% Hooker &
Holcombe
MW ROR-
2010 $17,811,000 $439,096,217 4.06% 8.50% 0.00% Hooker &
Holcombe
1. FY 2021 total expenditures are budget

2. FY 2020 total expenditures are un-audited at the time of Mayors Budget printing
3. The money-weighted rate of return expresses investment performance, net of investment expenses, adjusted for the
changing amounts invested.

City Employee Retirement Fund (CERF)
ADEC %
Fiscal ADEC Total City MW Rate
of City IRR Source
Year CERF Expenditures of Return
Budget
2022
$25,700,000 $589,149,644 4.36% 7.25% 0.00% City Budget
(Crisis)
2022
$26,700,000 $606,244,052 4.40% 7.25% 0.00% City Budget
(Together)
2021 $22,665,766 $567,990,073 3.99% 7.75% 0.00% City Budget
MW ROR-Hooker
2020 $22,221,339 $550,628,001 4.04% 7.75% 7.08%
& Holcombe
City CAFR (Pg.
2019 $22,096,174 $529,264,452 4.17% 7.75% 5.57%
56)
City CAFR (Pg.
2018 $21,662,917 $532,258,256 4.07% 7.75% 7.91%
59)
City CAFR (Pg.
2017 $20,359,292 $521,722,474 3.90% 7.75% 8.18%
57)
City CAFR (Pg.
2016 $19,514,992 $505,948,292 3.86% 8.00% -2.68%
57)
City CAFR (Pg.
2015 $17,544,752 $509,525,283 3.44% 8.00% -1.60%
57)
City CAFR (Pg.
2014 $16,870,000 $490,773,183 3.44% 8.25% 14.17%
58)
City CAFR (Pg.
2013 $16,909,072 $486,381,039 3.48% 8.25% 7.21%
58)
MW ROR-Hooker
2012 $16,258,723 $479,072,975 3.39% 8.25% -0.41%
& Holcombe
MW ROR-Hooker
2011 $11,941,035 $446,935,491 2.67% 8.25% 18.10%
& Holcombe
MW ROR-Hooker
2010 $11,412,000 $439,096,217 2.60% 8.50% 0.00%
& Holcombe
1. FY 2021 total expenditures are budget

2. FY 2020 total expenditures are un-audited at the time of Mayors Budget printing
3. The money-weighted rate of return expresses investment performance, net of investment expenses, adjusted for the changing
amounts invested.

The table below summarizes the City’s General Fund contributions to the pension program
as determined by actuarial recommendation.
Total ADEC as Percentage of Budget
CERF+P&F Total Total ADEC as a % Of City

Fiscal Year
ADEC Expenditures Expenditures
2022 (Crisis) $78,000,000 $589,149,644 13.24%

2022
$79,793,107 $606,244,052 13.16%
(Together)
2021 $62,260,780 $567,990,073 10.96%
2020 $60,850,559 $550,628,001 11.05%
2019 $57,655,746 $529,264,452 10.89%
2018 $56,270,774 $532,258,256 10.57%
2017 $47,895,450 $521,722,474 9.18%
2016 $45,820,992 $505,948,292 9.06%
2015 $42,796,338 $509,525,283 8.40%
2014 $41,228,055 $490,773,183 8.40%
2013 $41,167,427 $486,381,039 8.46%
2012 $39,266,645 $479,072,975 8.20%
2011 $30,632,961 $446,935,491 6.85%
2010 $29,223,000 $439,096,217 6.66%

City Net OPEB Liability
GASB defines other post-employment benefits (OPEB) as benefits other than pensions
that state and local governments provide their retired employees. These benefits
principally involve retiree health care benefits, but they also can include life insurance,
legal, disability, and other services. Under existing standards, governments are required to
record an OPEB liability equal to their cumulative amount of unpaid annual required
contributions.
GASB Statement No. 75, Accounting and Financial Reporting for Postemployment
Benefits Other Than Pensions (OPEB), was implemented on July 1, 2017 (FY 2018). This
statement revised and established new financial reporting requirements for most
governments that provide their employees with postemployment benefits other than
pensions. Among other requirements, Statement No. 75 required governments to report a
liability on the face of the financial statements for the OPEB that they provide:
1. Governments that are responsible only for OPEB liabilities related to their own
employees and that provide OPEB through a defined benefit OPEB plan
administered through a trust that meets specified criteria will report a net OPEB
liability—the difference between the total OPEB liability and assets accumulated in
the trust and restricted to making benefit payments.
2. Governments that participate in a cost-sharing OPEB plan that is administered
through a trust that meets the specified criteria will report a liability equal to their
proportionate share of the collective OPEB liability for all entities participating in
the cost-sharing plan.
3. Governments that do not provide OPEB through a trust that meets specified criteria
will report the total OPEB liability related to their employees.
Fiscal Year Ending Net OPEB Liability Source
June 30, 2019 664,245,553 City CAFR (pg. 35)

June 30, 2018 616,661,212 City CAFR (pg. 37)
June 30, 2017 166,605,000 City CAFR (pg. 35)
June 30, 2016 146,707,000 City CAFR (pg. 35)
June 30, 2015 138,999,300 City CAFR (pg. 34)
June 30, 2014 132,075,000 City CAFR (pg. 32)
June 30, 2013 119,433,000 City CAFR (pg. 30)
June 30, 2012 103,998,500 City CAFR (pg. 30)
June 30, 2011 90,669,300 City CAFR (pg. 30)
June 30, 2010 72,323,500 City CAFR (pg. 36)
June 30, 2009 22,862,327 City CAFR (pg. 38)

CERF PENSION CONTRIBUTION HISTORY
30.00
FISCAL YEAR 2004 ‐ FY 2022
25.7 26.7
25.00
22.2 22.7
21.7 22.1
20.4
20.00 19.5
Millions
17.5
16.9 16.9
16.3
15.00
11.9
11.4
10.9
10.3
10.00 9.3 9.5
6.8 7.2
5.00
0.00
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2022
Crisis Forward
FY 1996-2020 Actual
FY 2021 & 2022 Budget

60.00 POLICE AND FIRE PENSION CONTRIBUTION HISTORY
FISCAL YEAR 2004‐ FY 2022
52.3 53.1
50.00
40.00 38.6 39.6

Millions
34.6 35.6
30.00
27.5
26.3
24.3 24.4 25.3
23.0
20.00
17.8 18.7
16.7
15.0
12.9 13.5
10.4 11.0
10.00
0.00
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2022
Crisis Forward
FY 1996-2020 Actual
FY 2021 & 2022 Budget

CITY SUMMARY OF BOND RATINGS
Rating Range Standard & Poor’s Fitch Moody’s
Best Quality AAA AAA Aaa
High Quality AA+ AA+ Aa1

AA AA Aa2
AA- AA- Aa3
Upper Medium GraA+ A+ A1

A A A2
A- A- A3
Medium Grade BBB+ BBB+ Baa1

BBB BBB Baa2
BBB- BBB- Baa3
Current City Rating
Rating Agency Previous Rating Current Rating Comments
Fitch BBB (Negative) BBB (Stable)
Moddy's Baa1 (Negative) Baa1 (Stable)
Standard & Poors BBB+ (Negative) BBB+ (Stable)
**City did not use Moodys agency. They issued an opinion article

CITY SUMMARY OF BOND RATINGS
Rating Summary Since 2013
Rating Agency Rating Month Rating Outcome Outlook
Fitch Apr-13 Downgrade from A+ to A City given negative outlook

Aug-13 Downgrade from A to A- Maintains negative outlook
Jul-15 Maintains A- rating Changes outlook from negative to stable
Dec-15 Maintains A- rating Maintains stable outlook
Aug-16 Maintains A- rating Maintains stable outlook
Jul-17 Maintains A- rating Maintains stable outlook
Jul-18 Downgrade to BBB Changes outlook from stable to negative
Oct-19 Affirmed BBB rating Changes outlook from negative to stable
Oct-20 Affirmed BBB rating Maintains stable outlook
Moodys Jun-13 Downgrade from A1 to A2 City given negative outlook

Oct-13 Downgrade from A2 to A3 Maintains negative outlook
Aug-14 Maintains A3 rating Changes outlook to stable
Jul-15 Maintains A3 rating Maintains stable outlook
Nov-15 Maintains A3 rating Maintains stable outlook
Aug-16 Downgrade to Baa1 Stable outlook
Jul-17 Maintains Baa1 negative Maintains negative outlook
Jul-18 Maintains Baa1 negative Maintains negative outlook
Oct-19 Maintains Baa1 negative Maintains negative outlook
Jun-20 Maintains Baa1 stable Changes outlook from negative to stable
Standard & Poors

Aug-13 Downgrade from A- to BBB+ Stable outlook
Aug-14 Maintains BBB+ Maintains stable outlook
Jul-15 Upgrades rating to A- Maintains stable outlook
Nov-15 Maintains A- rating Maintains stable outlook
Jul-16 Maintains A- rating Changes outlook to positive
Jul-17 Maintains A- rating Maintains positive outlook
Jul-18 Downgrades to BBB+ Outlook is negative
Oct-19 Affirmed BBB+ rating Outlook is negative
Oct-20 Affirmed BBB Changed outlook to stable

SECTION II - MAYOR'S PROPOSED BUDGET
FY 2021-22 Mayors Proposed Budget
Summary
The Fiscal Year 2021-22 Budget includes the following sections of information:
Budget Summary
Contains the following items:
Budget process Calendar.
Mayors Proposed – Total Budget (all sources);
Appropriating Ordinance #1;
Tax Levy Ordinance #2;
Budget at-a-Glance; and
Expenditure and revenue schedules and charts.
General Fund Line Item Summary & Personnel Listing:

This section of the Budget includes Department summaries for the General, Special and
Capital funds as well as the number of positions.
The 105: This section of the Budget is the detailed backup for Appropriating Ordinance
#1. Funds allocated at this level are the legal appropriations for Departments. Any
transfers in excess of $1,500 must be approved by the Transfer Committee, which
includes representatives from Management & Budget, the Controller’s Office and the
Board of Alders. All transfers over $15,000 must be approved by the Board of Alders.
The 102: This section of the Budget is the detailed backup per Department of the
50110 Salary Line Item.
Departmental Narratives and Performance Indicators:

The Narrative Section of the Budget provides a snapshot of each Department, including
its mission/objective, current year highlights and goals for the next fiscal year.
Capital Budget:
The Capital Budget contains the descriptions of the major projects that the City will
issue Bonds (debt) to finance over the next fiscal year. This section also includes any
additional funds from State and Federal resources that will contribute to each project. In
addition, the Budget reflects anticipated future projects.
Special Funds Revenue Budget:

This section of the Budget includes anticipated revenues and expenditures of Federal,
State and Private Grants. The Community Development Block Grant (CDBG), Home
investment Partnership (HOME), Housing Opportunities for Persons with HIV/AIDs
(HOPWA) and the Emergency Solutions Grants (ESG) are statutory entitlement grants
from the Federal Government.
Section II - Mayor's Proposed Budget 2-1 Section II - Mayor's Proposed Budget

Enterprise Fund Budget:
The City has four existing Enterprise Funds. These Budgets are approved by the Board
of Alders and reflect functional activities that are self-sustaining. These funds include:
The Alling Memorial Golf Course, Ralph Walker Skating Rink, East Rock Park
Communications Tower and the Lighthouse Park Carousel Fund.
Licenses Permits and Fees:

The annual update to the License, Permits and Fee Schedules are included as a
companion to the Budget document. This section enables the City to keep pace with
rising costs associated with delivering these services that entitle recipients to either an
exclusive use or a service that not everyone benefits from. If fees did not keep pace
with rising costs, this burden would be shifted toward the taxpayer, who may not benefit
from these specialized services. Changes this year are recommended by the Fire,
OBIE, Transportation, Traffic and Parking and the Parks Department.
Budget Summary & Financial Summary:

This section contains a summary of the City Budget, City financial procedures and
recent performance along with many supporting charts and graphs.
Historic Trends:
This section contains information including the mill rate, tax collection rate, position
counts and bond ratings.

Mayors Proposed Budget Fiscal Year 2021-22 Budget
All Sources of Funds
General Fund
Mayors Crisis Budget Forward Together

Budget
City Appropriations 399,930,947 414,025,355
Board of Education 189,218,697 192,218,697
Grand Total 589,149,644 606,244,052
Capital Projects
City Bonding 60,000,000 60,000,000
State Capital Grants 17,294,314 17,294,314
Federal Capital Grants 8,782,000 8,782,000
Other Capital Grants 0 0
Grand Total 86,076,314 86,076,314
Special Revenue Funds

City Appropriations 29,284,464 29,284,464
Total Appropriations
General Fund 589,149,644 606,244,052
Capital Funds (City Bonds 60,000,000 60,000,000
Only)
Special Revenue Funds 29,284,464 29,284,464
Grand Total 678,434,108 695,528,516

Mayors Proposed General Fund Budget Summary and Mill Rate
A B C D E F G
D–C E-C
FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 +/-22 Crisis +/-22
Crisis Together VS 21 Together
VS 21
547,089,954 556,641,051 567,990,073 589,149,644 606,244,052 21,159,571 38,253,979
Mill Rate
FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 +/-22 Crisis +/-22
Crisis Together VS 21 Together
VS 21
41.55 38.68 42.98 47.28 43.88 3.40 0.00

MAYORS PROPOSED (CRISIS ) BUDGET FISCAL YEAR 2021-22 BUDGET
TOTAL BUDGET APPROPRIATION BY CITY AGENCY
GENERAL CAPITAL (CITY SPECIAL GRAND
Department No. & Name
FUND BONDING) FUNDS TOTAL
111 Board of Alders 944,243 0 308,661 1,252,904

131 Mayor's Office 936,825 1,000,000 0 1,936,825
132 Chief Administrator's Office 1,899,336 3,000,000 502,091 5,401,427
133 Corporation Counsel 2,816,999 0 0 2,816,999
137 Department of Finance 10,981,285 3,750,000 739,294 15,470,579
143 Central Utilities 8,932,000 0 0 8,932,000
139 Assessor's Office 773,452 0 0 773,452
152 Public Library 3,835,608 800,000 104,516 4,740,124
160 Parks & Recreation 0 0 0 0
161 City/Town Clerk 508,454 0 0 508,454
162 Registrar of Voters 1,104,020 0 0 1,104,020
200 Public Safety Communications 3,360,554 800,000 723,541 4,884,095
201 Police Service 43,865,120 4,100,000 386,532 48,351,652
202 Fire Service 34,824,777 700,000 5,000 35,529,777
301 Public Health 4,245,155 0 7,557,085 11,802,240
302 Fair Rent Commission 127,034 0 0 127,034
303 Elderly Services 540,606 0 0 540,606
304 Youth Services 0 0 0 0
305 Services to Persons with Disabilities 96,804 0 0 96,804
308 Community Service Admin 3,144,655 0 301,037 3,445,692
309 Youth and Recreation 2,209,764 0 1,170,950 3,380,714
402 Vacancy & Non-Personnel Savings (2,600,000) 0 0 (2,600,000)
403 Salary Reserve for Contract Negotiations 3,200,000 0 0 3,200,000
404 Various Organizations 1,230,295 0 0 1,230,295
405 Non- Public Transportation 840,000 0 0 840,000
408 Expenditure Reserve 0 0 0 0
501 Public Works 0 0 0 0
502 Engineering 3,069,682 10,400,000 0 13,469,682
504 Public Works and Parks 15,868,384 7,300,000 341,571 23,509,955
600 Debt Service 60,027,640 0 0 60,027,640
601 Master Lease Payment 128,000 0 0 128,000
602 Fund Balance Replenishment 0 0 0 0
701 Financial Support to Organizations 325,000 0 0 325,000
702 City Plan 718,289 1,800,000 2,238,477 4,756,766
703 Airport 0 500,000 0 500,000
704 Transportation/Traffic & Parking 3,727,619 2,300,000 0 6,027,619
705 Commission on Equal Opportunities 212,659 0 5,000 217,659
721 Office of Building Inspection & Enforcement 1,136,667 500,000 223,581 1,860,248
724 Economic Development 1,789,247 4,950,000 7,156,719 13,895,966
747 Livable City Initiative 839,564 3,100,000 7,520,409 11,459,973
802 Pensions 83,000,000 0 0 83,000,000
804 Self Insurance 6,100,000 0 0 6,100,000
805 Employee Benefits 95,171,210 0 0 95,171,210
900 Education 189,218,697 15,000,000 0 204,218,697
999 Re-Funding Cash Flow Savings 0 0 0 0
GRAND TOTALS 589,149,644 60,000,000 29,284,464 678,434,108

MAYORS PROPOSED (FORWARD TOGETHER ) BUDGET FISCAL YEAR 2021-22 BUDGET
TOTAL BUDGET APPROPRIATION BY CITY AGENCY
GENERAL CAPITAL (CITY SPECIAL GRAND
Department No. & Name
FUND BONDING) FUNDS TOTAL
111 Board of Alders 944,668 0 308,661 1,253,329

131 Mayor's Office 936,825 1,000,000 0 1,936,825
132 Chief Administrator's Office 1,899,336 3,000,000 502,091 5,401,427
133 Corporation Counsel 2,816,999 0 0 2,816,999
137 Department of Finance 11,454,785 3,750,000 739,294 15,944,079
143 Central Utilities 8,932,000 0 0 8,932,000
139 Assessor's Office 773,452 0 0 773,452
152 Public Library 4,019,849 800,000 104,516 4,924,365
160 Parks & Recreation 0 0 0 0
161 City/Town Clerk 508,454 0 0 508,454
162 Registrar of Voters 1,104,020 0 0 1,104,020
200 Public Safety Communications 3,466,892 800,000 723,541 4,990,433
201 Police Service 44,951,333 4,100,000 386,532 49,437,865
202 Fire Service 35,332,020 700,000 5,000 36,037,020
301 Public Health 4,245,155 0 7,557,085 11,802,240
302 Fair Rent Commission 127,034 0 0 127,034
303 Elderly Services 711,606 0 0 711,606
304 Youth Services 0 0 0 0
305 Services to Persons with Disabilities 96,804 0 0 96,804
308 Community Service Admin 3,674,655 0 301,037 3,975,692
309 Youth and Recreation 2,267,764 0 1,170,950 3,438,714
402 Vacancy & Non-Personnel Savings (250,000) 0 0 (250,000)
403 Salary Reserve for Contract Negotiations 3,200,000 0 0 3,200,000
404 Various Organizations 1,305,295 0 0 1,305,295
405 Non- Public Transportation 840,000 0 0 840,000
408 Expenditure Reserve 1,000,000 0 0 1,000,000
501 Public Works 0 0 0 0
502 Engineering 3,169,682 10,400,000 0 13,569,682
504 Public Works and Parks 16,468,463 7,300,000 341,571 24,110,034
600 Debt Service 62,827,640 0 0 62,827,640
601 Master Lease Payment 128,000 0 0 128,000
602 Fund Balance Replenishment 0 0 0 0
701 Financial Support to Organizations 350,000 0 0 350,000
702 City Plan 718,289 1,800,000 2,238,477 4,756,766
703 Airport 0 500,000 0 500,000
704 Transportation/Traffic & Parking 3,689,881 2,300,000 0 5,989,881
705 Commission on Equal Opportunities 212,659 0 5,000 217,659
721 Office of Building Inspection & Enforcement 1,141,667 500,000 223,581 1,865,248
724 Economic Development 1,856,247 4,950,000 7,156,719 13,962,966
747 Livable City Initiative 839,564 3,100,000 7,520,409 11,459,973
802 Pensions 84,793,107 0 0 84,793,107
804 Self Insurance 6,100,000 0 0 6,100,000
805 Employee Benefits 97,371,210 0 0 97,371,210
900 Education 192,218,697 15,000,000 0 207,218,697
999 Re-Funding Cash Flow Savings 0 0 0 0
GRAND TOTALS 606,244,052 60,000,000 29,284,464 695,528,516

Fiscal Year 2021-22 Mayors Budget overview
Our City is facing a deep financial crisis unlike any we have seen in
decades. As we worked to prepare this year’s budget, we faced a $66M
deficit. The main driver of this deficit are structural financial issues that
continue to worsen each year – increased pension and debt costs,
employee salary increases and other fixed costs. The COVID-19 pandemic
also contributed to the deficit primarily through falling revenues. Each year,
our financial situation becomes more challenging. Last year, our City’s
budget included the elimination of over 100 positions, the cutting of
numerous programs and a small tax increase. Our options for cutting more
of the City’s budget are becoming more and more limited and New Haven’s
property taxes are already high.
Original Estimated Major Revenue Decreases Contributing to $66M

Gap
Building Permits ($7.0-8.0M decrease)
 Transportation, Traffic and Parking Meter Receipts ($2.0-2.2M
decrease)
 Transportation, Traffic and Parking Ticket/Tag Collections (Projecting
a $1.0-1.5M decrease)
 Revenue Initiative ($2.5M decrease)
 State Construction Reimbursement ($1.9M decrease per State
schedule)
The City is relying on a very minimal programmatic or personnel increases

in the FY 2021-22 budget.
Original Estimated Major Expenditure Increases Contributing to $66M

Gap
 Employer contribution (ADEC) for CERF and P&F Fund (up to
$25.0M increase)
 Debt Service ($3.5M increase)
 Workers Compensation and Health Care ($2.0-$3.0M increase)
 Police and Fire Contractual salaries ($3.0-3.5M increase at current
staffing level)
 Police and Fire overtime ($2.0- 3.0M increase)
 Board of Education (fixed cost) increase ($3.0M increase)
 Reduction of Operational savings ($2.0-$3.0M increase)
While the above revenue and expenditures are primary examples of what
the City is facing as financial pressures, the overall revenue / expenditure

gap between fiscal year 2021 and 2022 was estimated at $66 million
dollars.
The fiscal year 2021-22 Budget Cycle presented tougher challenges than in
normal years. To close the projected $66 million dollar gap, The City had to
make difficult decisions about what is essential versus what is desirable for
our City. To close the $66 Million dollar deficit, the City is presenting two
budget options for the Board of Alders.
 Crisis Budget: If we do not receive commitments over the next
several months of significant increases in funding from the State of
Connecticut and Yale University, we will be forced to adopt Budget A.
Budget A incorporates a broad range of dramatic cuts to the City’s
budget including employee layoffs, closing a library, fire house, senior
center, and eliminating vacant positions. It also includes a 7.75% tax
increase.
 Forward Together Budget: If we do receive a significant increase in
funding from both the State of Connecticut and Yale University, we
will be able to adopt Budget B that allows us to continue services at
the current level and work to right our financial ship. In addition to
maintaining services, Budget B also makes several significant steps
to shore up our pension fund and reduce future debt service
payments.

Mayor’s Proposed Crisis Budget
As outlined above, The City began with a $66M Gap. The Crisis Budget
closes the GAP by adopting the following overall changes. The changes
below reflect “major” revenue/expenditure changes but may not reflect all
changes.
Major Revenue Changes
Description Amount Revised Gap

including Allocation Reduction
in GAP
Additional State Aid in Governors $0.00 $11.8M $11.8M
Budget
Adjustment in Building Permits $11.5M $13.6M $2.1M
Revenue
Sale of Fixed Assets $0.00 $4.5M $4.5M
Major Expenditures Changes

in GAP
Adjustment in rate of return $87.6M $78.0M $9.6M
(recommended 7.00% adjusted to
7.25%)
Reducing the Board of Education $3.0M $0.00 $3.0M
Increase
Decrease Workers Compensation $9.0M $7.9M $1.1M
Budget Increase
Decrease Health Care GF $2.8M $0.9 $1.9M
contribution
Added operational savings to budget $500K $2.6M $2.1M
Eliminate Expenditure Reserve $1.5M $0.00 $1.5M
Increase debt service refunding ($0.0M) ($2.8M) $2.8M
opportunities for budgetary savings
Closing of Mitchell Library $350K
Closing of East Shore Senior Center $150K
Closing of one Fire Station $200K

in GAP
Elimination of 8 Officer Vacancies $700K
Reduction of requested funding for $625K $200K $425K
Crisis Response Team
Federal Reimbursement for Police $0.00 $4.0M $4.0M
and Fire OT
The tax impact from above changes (please note, all budgetary changes
are not reflected above) reducing the $66M Gap equates to a mill rate
increase for Real Estate and Personal Property of 3.40 mills. The mill rate
would increase from 43.88 to 47.28 mills.

Mayor’s Proposed Forward Together Budget
As outlined above, The City began with a $66M Gap. Option B closes the
GAP by adopting the tiered PILOT plan present by Senator Martin Looney.
Major Revenue Changes

in GAP
Adjustment in Building Permits $11.5M $13.6M $2.1M
Revenue
Anticipated State/Yale Aid $0.00 $53.0M $53.0M
Sale of Fixed Assets $0.00 $1.0M $1.0M
Major Expenditures Changes

+/-
in GAP
Adjustment in rate of return $87.6M $79.7M $7.9M
(recommended 7.00% adjusted to
7.25%), with additional funding
beyond actuarial recommendation
Federal Reimbursement for Police $0.00 $4.0M $4.0M
and Fire OT
With additional State/Yale assistance, The City would not have to cut or
add any of the aforementioned items listed in the Crisis budget. The City
would be able to keep open a Fire House, Library, and Senior Center,
increase the BOE, not cut 8 Police positions or civilian vacancies, fund
crisis response team, and put forth a more structurally balance budget. In
addition, City taxpayers would see the mil rate remain level as fiscal year
2021 at 43.88 mills.

Mayors Crisis Proposed Budget
Appropriating Ordinance # 1 and
#2

APPROPRIATING ORDINANCE #1 (Crisis Budget) AN ORDINANCE MAKING
APPROPRIATIONS FOR OPERATING CITY OF NEW HAVEN DEPARTMENTS FOR
THE FISCAL YEAR JULY 1, 2021 THROUGH JUNE 30, 2022
Ordained by the New Haven Board of Alders that the sums hereinafter enumerated are
hereby appropriated for the operating expenses of the Departments, Boards, Agencies
and Commissions of the City of New Haven for the period July 1, 2021 through June 30,
2022, as follows:
Department No. & Name Personnel Non-Personnel Total
111 Board of Alders 684,167 260,076 944,243
131 Mayor's Office 835,625 101,200 936,825
132 Chief Administrator's Office 944,336 955,000 1,899,336
133 Corporation Counsel 1,846,614 970,385 2,816,999
137 Department of Finance 4,217,908 6,763,377 10,981,285
143 Central Utilities 0 8,932,000 8,932,000
139 Assessor's Office 742,832 30,620 773,452
152 Public Library 3,133,108 702,500 3,835,608
160 Parks & Recreation 0 0 0
161 City/Town Clerk 347,653 160,801 508,454
162 Registrar of Voters 732,020 372,000 1,104,020
200 Public Safety Communications 3,357,554 3,000 3,360,554
201 Police Service 40,718,260 3,146,860 43,865,120
202 Fire Service 33,659,482 1,165,295 34,824,777
301 Public Health 4,075,918 169,237 4,245,155
302 Fair Rent Commission 125,784 1,250 127,034
303 Elderly Services 417,198 123,408 540,606
304 Youth Services 0 0 0
305 Services to Persons with Disabilities 91,804 5,000 96,804
308 Community Service Admin 771,655 2,373,000 3,144,655

309 Youth and Recreation 1,047,764 1,162,000 2,209,764
402 Vacancy & Non-Personnel Savings 0 (2,600,000) (2,600,000)
403 Salary Reserve for Contract Negotiations 3,200,000 0 3,200,000
404 Various Organizations 0 1,230,295 1,230,295
405 Non- Public Transportation 0 840,000 840,000
408 Expenditure Reserve 0 0 0
501 Public Works 0 0 0
502 Engineering 724,380 2,345,302 3,069,682
504 Public Works and Parks 10,425,534 5,442,850 15,868,384
600 Debt Service 0 60,027,640 60,027,640
601 Master Lease Payment 0 128,000 128,000
602 Fund Balance Replenishment 0 0 0
701 Financial Support to Organizations 0 325,000 325,000
702 City Plan 653,289 65,000 718,289
704 Transportation/Traffic & Parking 2,606,694 1,120,925 3,727,619
705 Commission on Equal Opportunities 202,659 10,000 212,659
721 Office of Building Inspection & Enforcement 1,094,667 42,000 1,136,667
724 Economic Development 1,129,247 660,000 1,789,247
747 Livable City Initiative 794,564 45,000 839,564
802 Pensions 0 83,000,000 83,000,000
804 Self-Insurance 0 6,100,000 6,100,000
805 Employee Benefits 0 95,171,210 95,171,210
900 Education 115,091,615 74,127,082 189,218,697
999 Re-Funding Cash Flow Savings 0 0 0
GRAND TOTALS 233,672,331 355,477,313 589,149,644

TAX LEVY AND REVENUE APPROPRIATING ORDINANCE #2 (Crisis Budget) AN
ORDINANCE MAKING TAX LEVY AND REVENUE ASSUMPTIONS FOR THE FISCAL
YEAR JULY 1, 2021 THROUGH JUNE 30, 2022
WHEREAS: The Mayor of the City of New Haven has made estimates of the amount of money
necessary to appropriate for the expenses of the City during the next fiscal year, beginning July
1, 2021 through June 30, 2022, and has classified such expenses under appropriate heads and
Departments, as more fully appears in “Appropriating Ordinance #1”, An Ordinance Making
Appropriations for Operating Departments of the City of New Haven for the Fiscal Year July 1,
2021 through June 30, 2022, and
WHEREAS: said Appropriating Ordinance #1, after publication and due hearing and
consideration thereof pursuant to the provisions of the Charter of the City, has been enacted by
the New Haven Board of Alders; and
WHEREAS: by utilizing such authorization, the Net Taxable Grand List of October 1, 2020 of
property in Wards 1-30, inclusive, is estimated at $6,712,653,144 and it is estimated that
97.74% will be collected on real estate, 97.75% on personal property and 90.01% on motor
vehicles.
NOW, THEREFORE, BE IT ORDAINED BY THE NEW HAVEN BOARD OF ALDERS THAT:
The taxes for said next fiscal year shall be based upon the rate of taxation
recommended to this Board by the Mayor, of which for real estate, and personal property
shall be at a rate of 47.28 mills and for motor vehicle, 43.88 mills upon the ratable
estimates within the limits of the City of New Haven to meet said expenses as
enumerated in appropriating ordinance #1.
I. Said taxes shall become due on July 1, 2021 and shall be payable in two semi-annual
installments from that date: namely, July 1, 2021 and January 1, 2022. However, any
tax of less than one hundred dollars ($100.00) shall be due and payable in a single
installment on July 1, 2021. Further, the tax on any motor vehicles registered with the
Commissioner of Motor Vehicles subsequent to October 1, 2020 shall be due and
payable in a single installment on January 1, 2022 as provided in Section 12-71b of the
General Statutes of Connecticut, Revision of 1958 as amended.
II. Pursuant 12-144c of the general Statutes of Connecticut, Revision of 1958 as amended;
(a) any property tax due in an amount less than five dollars ($5.00) is waived, and (b)
any property tax that remains due on an account after the receipt of payment and that is
less than two dollars ($2.00) is waived.
III. The receipts from taxes levied to meet the expenses of the City for the next fiscal year
beginning July 1, 2021 through June 30, 2022, and also such miscellaneous revenues
received by the City in said year, and not designated by law or regulation to be
appropriated to other purposes, shall be and the same hereby are appropriated to meet
the estimated general expenses of the City as contained in said Appropriating Ordinance
#1 as approved by this Board.
IV. Revenues received by the City for the next fiscal year beginning July 1, 2021 through
June 30, 2022, in excess of the total appropriations for the general expenses of the City
as contained in said Appropriating Ordinance #1, shall not be expended or encumbered
without approval by the Mayor and Board of Alders.

Mayors Forward Together
Proposed Budget Appropriating
Ordinance # 1 and #2

APPROPRIATING ORDINANCE #1 (Forward Together Budget) AN ORDINANCE
MAKING APPROPRIATIONS FOR OPERATING CITY OF NEW HAVEN
DEPARTMENTS FOR THE FISCAL YEAR JULY 1, 2021 THROUGH JUNE 30, 2022
Ordained by the New Haven Board of Alders that the sums hereinafter enumerated are
hereby appropriated for the operating expenses of the Departments, Boards, Agencies,
and commissions of the City of New Haven for the period July 1, 2021 through June 30,
2022, as follows:
111 Board of Alders 684,167 260,501 944,668
131 Mayor's Office 835,625 101,200 936,825
132 Chief Administrator's Office 944,336 955,000 1,899,336
133 Corporation Counsel 1,846,614 970,385 2,816,999
137 Department of Finance 4,237,908 7,216,877 11,454,785
143 Central Utilities 0 8,932,000 8,932,000
139 Assessor's Office 742,832 30,620 773,452
152 Public Library 3,275,349 744,500 4,019,849
160 Parks & Recreation 0 0 0
161 City/Town Clerk 347,653 160,801 508,454
162 Registrar of Voters 732,020 372,000 1,104,020
200 Public Safety Communications 3,463,892 3,000 3,466,892
201 Police Service 41,784,473 3,166,860 44,951,333
202 Fire Service 34,166,725 1,165,295 35,332,020
301 Public Health 4,075,918 169,237 4,245,155
302 Fair Rent Commission 125,784 1,250 127,034
303 Elderly Services 437,598 274,008 711,606
304 Youth Services 0 0 0
305 Services to Persons with Disabilities 91,804 5,000 96,804
308 Community Service Admin 771,655 2,903,000 3,674,655
309 Youth and Recreation 1,047,764 1,220,000 2,267,764

402 Vacancy & Non-Personnel Savings (250,000) 0 (250,000)
403 Salary Reserve for Contract Negotiations 3,200,000 0 3,200,000
404 Various Organizations 0 1,305,295 1,305,295
405 Non- Public Transportation 0 840,000 840,000
408 Expenditure Reserve 0 1,000,000 1,000,000
501 Public Works 0 0 0
502 Engineering 724,380 2,445,302 3,169,682
504 Public Works and Parks 10,752,613 5,715,850 16,468,463
600 Debt Service 0 62,827,640 62,827,640
601 Master Lease Payment 0 128,000 128,000
602 Fund Balance Replenishment 0 0 0
701 Financial Support to Organizations 0 350,000 350,000
702 City Plan 653,289 65,000 718,289
704 Transportation/Traffic & Parking 2,568,956 1,120,925 3,689,881
705 Commission on Equal Opportunities 202,659 10,000 212,659
721 Office of Building Inspection & Enforcement 1,094,667 47,000 1,141,667
724 Economic Development 1,129,247 727,000 1,856,247
747 Livable City Initiative 794,564 45,000 839,564
802 Pensions 0 84,793,107 84,793,107
804 Self Insurance 0 6,100,000 6,100,000
805 Employee Benefits 0 97,371,210 97,371,210
900 Education 115,091,615 77,127,082 192,218,697
999 Re-Funding Cash Flow Savings 0 0 0
GRAND TOTALS 235,574,107 370,669,945 606,244,052

TAX LEVY AND REVENUE APPROPRIATING ORDINANCE #2 (Crisis Budget) AN
ORDINANCE MAKING TAX LEVY AND REVENUE ASSUMPTIONS FOR THE FISCAL
YEAR JULY 1, 2021 THROUGH JUNE 30, 2022
WHEREAS: The Mayor of the City of New Haven has made estimates of the amount of money
necessary to appropriate for the expenses of the City during the next fiscal year, beginning July
1, 2021 through June 30, 2022, and has classified such expenses under appropriate heads and
Departments, as more fully appears in “Appropriating Ordinance #1”, An Ordinance Making
Appropriations for Operating Departments of the City of New Haven for the Fiscal Year July 1,
2021 through June 30, 2022, and
WHEREAS: said Appropriating Ordinance #1, after publication and due hearing and
consideration thereof pursuant to the provisions of the Charter of the City, has been enacted by
the New Haven Board of Alders; and
WHEREAS: by utilizing such authorization, the Net Taxable Grand List of October 1, 2020 of
property in Wards 1-30, inclusive, is estimated at $6,712,653,144 and it is estimated that
97.74% will be collected on real estate, 97.75% on personal property and 90.01% on motor
vehicles.
NOW, THEREFORE, BE IT ORDAINED BY THE NEW HAVEN BOARD OF ALDERS THAT:
The taxes for said next fiscal year shall be based upon the rate of taxation
recommended to this Board by the Mayor, of which for real estate, personal property and
motor vehicle shall be at a rate of 43.88 mills upon the ratable estimates within the limits
of the City of New Haven to meet said expenses as enumerated in appropriating
ordinance #1.
V. Said taxes shall become due on July 1, 2021 and shall be payable in two semi-annual
installments from that date: namely, July 1, 2021 and January 1, 2022. However, any
tax of less than one hundred dollars ($100.00) shall be due and payable in a single
installment on July 1, 2021. Further, the tax on any motor vehicles registered with the
Commissioner of Motor Vehicles subsequent to October 1, 2020 shall be due and
payable in a single installment on January 1, 2022 as provided in Section 12-71b of the
General Statutes of Connecticut, Revision of 1958 as amended.
VI. Pursuant 12-144c of the general Statutes of Connecticut, Revision of 1958 as amended;
(a) any property tax due in an amount less than five dollars ($5.00) is waived, and (b)
any property tax that remains due on an account after the receipt of payment and that is
less than two dollars ($2.00) is waived.
VII. The receipts from taxes levied to meet the expenses of the City for the next fiscal year
beginning July 1, 2021 through June 30, 2022, and also such miscellaneous revenues
received by the City in said year, and not designated by law or regulation to be
appropriated to other purposes, shall be and the same hereby are appropriated to meet
the estimated general expenses of the City as contained in said Appropriating Ordinance
#1 as approved by this Board.
VIII. Revenues received by the City for the next fiscal year beginning July 1, 2021 through
June 30, 2022, in excess of the total appropriations for the general expenses of the City
as contained in said Appropriating Ordinance #1, shall not be expended or encumbered
without approval by the Mayor and Board of Alders.

Revenue Budget Summary
Revenue Summary
The primary source of revenue in the City of New Haven is property taxes (51.02%).
The second largest source of revenue is Intergovernmental Revenue (37.72%)—which
includes State Property PILOT funding, College and Hospital PILOT funding, aid to
public schools [Education Cost Sharing], and other miscellaneous state grants.
Budget Changes reflected in Crisis and Together proposals:

 2020 Net Grand List increased by 1.33% [$87.9M value Increase];
 Interest income reduced $200K due to low bank rates;
 Building Permits decreased from $19.4M to $13.6M;
 Meter Receipts reduced from $7.1M to $4.5M;
 Parking tags reduced from $5.0M to $4.1M;
 Delinquent Parking Tags Collection removed for a reduction of ($500K);
 Parking tags Sweeping revenue eliminated from budget ($300K);
 NHPA PILOT Payment reduced from $4.0M to $2.8M;
 Real Estate Conveyance increased from $1.9M to $2.2M; and
 Motor Vehicle and Personal Property Audit revenue removed for a total
elimination of $500K.
Revenue Differences between Crisis Proposal and Forward Together Proposal
Category Crisis Forward Explanation

Proposal Together
Property Taxes $309.3M $288.7M Property tax increase of 7.75%
Distressed $11.8M $0.00 Approved in Governors budget. If tier
Municipal Aid PILOT is approved, this revenue would
not be received.
Additional Aid $0.00 $53.0M If Tier PILOT is approved, Distressed
State/Yale Municipal revenue is not included in
budget
Total Revenue $321.1M $341.7

FISCAL YEAR 2020-21 GENERAL FUND FISCAL YEAR 2020-21 GENERAL FUND
CRISIS BUDGET PROPOSAL FORWARD TOGETHER BUDGET PROPOSAL
WHERE THE MONEY COMES FROM WHERE THE MONEY COMES FROM
RENTS & FINES, LICENSES, PERMITS & OTHER REVENUE, RENTS & FINES, LICENSES, PERMITS & OTHER REVENUE,

4,526,800 FEES, 20,818,500 29,615,400 4,526,800 FEES, 20,818,500 29,615,400
INTEREST INCOME, INTEREST INCOME,
500,000 OTHER STATE AID, 500,000 OTHER STATE AID,
80,007,776 80,007,776
Section II - Mayor's Proposed Budget

2-21
STATE AID FOR STATE AID FOR
PROPERTY TAXES, PROPERTY TAXES,
EDUCATION, EDUCATION,
309,270,633 309,270,633
144,410,535 144,410,535
Category Budget % Category Budget %

INTEREST INCOME 500,000 0.08% INTEREST INCOME 500,000 0.08%
RENTS & FINES 4,526,800 0.77% RENTS & FINES 4,526,800 0.75%
LICENSES, PERMITS & FEES 20,818,500 3.53% LICENSES, PERMITS & FEES 20,818,500 3.43%
OTHER REVENUE 29,615,400 5.03% OTHER STATE AID 68,151,357 11.24%
OTHER STATE AID 80,007,776 13.58% OTHER REVENUE 79,115,400 13.05%
STATE AID FOR EDUCATION 144,410,535 24.51% STATE AID FOR EDUCATION 144,410,535 23.82%
PROPERTY TAXES 309,270,633 52.49% PROPERTY TAXES 288,721,460 47.62%
TOTAL 589,149,644 100.00% TOTAL 606,244,052 100.00%

FISCAL YEAR 2021-22 MAYORS PROPOSED BUDGETS
SUMMARY OF GENERAL FUND REVENUES
FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 2021-22 FY 20-21 +/- % +/- %

FY 22 CRISIS FY 22
REVENUE CATEGORY BOA BOA BOA BOA CRISIS FORWARD vs FY 21 BOA FORWARD vs
APPROVED APPROVED APPROVED APPROVED BUDGET BUDGET
I. Property Taxes 249,924,307 279,265,138 278,560,094 286,144,719 309,270,633 288,721,460 23,125,914 8.08% 2,576,741 0.90%
II. State Aid - BOE 148,238,612 148,307,929 146,276,545 146,276,545 144,410,535 144,410,535 (1,866,010) -1.28% (1,866,010) -1.28%
State Aid - City 73,883,327 68,058,437 67,833,437 68,802,834 80,007,776 68,151,357 11,204,942 16.29% (651,477) -0.95%
State Aid sub-total 222,121,939 216,366,366 214,109,982 215,079,379 224,418,311 212,561,892 969,397 0.45% (2,517,487) -1.17%
III. Licenses, Permits & Fees 25,091,098 21,695,500 28,432,000 29,607,500 20,818,500 20,818,500 (8,789,000) -29.69% (8,789,000) -29.69%
IV. Interest Income 25,000 25,000 700,000 700,000 500,000 500,000 (200,000) -28.57% (200,000) -28.57%
V. Rents & Fines 4,921,000 5,221,000 5,522,300 6,226,800 4,526,800 4,526,800 (1,700,000) -27.30% (1,700,000) -27.30%
VI. Other Revenue 36,823,609 24,516,950 29,316,675 30,231,675 29,615,400 79,115,400 (616,275) -2.04% 48,883,725 161.70%
GRAND TOTAL 538,906,953 547,089,954 556,641,051 567,990,073 589,149,644 606,244,052 11,349,022 2.04% 38,253,979 6.73%

MAYORS PROPOSED BUDGET
FISCAL YEAR 2021-22
City FY 2020 FY 2021 FY 2022 FY 2022 Net Change Net Change
Revenue Budget Budget Mayors Proposed Mayors Proposed FY 22 Crisis FY 22 Together
Categiry Allocation Allocation Crisis Budget Forward Together VS FY 21 VS FY 21
SECTION I. PROPERTY TAXES
Y CURRENT TAXES
REAL ESTATE TAX 229,361,791 235,512,431 255,335,699 236,973,995 19,823,268 1,461,564
MOTOR VEHICLE TAX 14,808,109 16,194,422 16,958,607 16,958,607 764,185 764,185
PERSONAL PROPERTY TAX 27,932,555 27,880,227 30,418,688 28,231,219 2,538,461 350,992
SUPPLEMENT MV TAX 2,030,027 2,030,027 2,030,027 2,030,027 0 0
INTEREST ON CURRENT TAX 1,000,000 1,000,000 1,000,000 1,000,000 0 0
TAX COLLECTION INITIATIVES 1,177,612 1,177,612 1,177,612 1,177,612 0 0
SUB-TOTAL 276,310,094 283,794,719 306,920,633 286,371,460 23,125,914 2,576,741
DELIQUENT TAXES
DELINQUENT REAL ESTATE TAX 1,650,000 1,650,000 1,650,000 1,650,000 0 0
INTEREST ON DELINQUENT TAX 600,000 700,000 700,000 700,000 0 0
SUB-TOTAL 2,250,000 2,350,000 2,350,000 2,350,000 0 0
SECTION I. TOTAL 278,560,094 286,144,719 309,270,633 288,721,460 23,125,914 2,576,741
SECTION II. INTERGOVERNMENTAL AID

STATE AID (EDUCATION)
EDUCATION COST SHARING 142,509,525 142,509,525 142,509,525 142,509,525 0 0
SCHOOL CONSTRUCTION REIMB. 3,732,020 3,732,020 1,866,010 1,866,010 (1,866,010) (1,866,010)
HEALTH SERVICES - NONPUB 35,000 35,000 35,000 35,000 0 0
SPECIAL EDUCATION 0 0 0 0 0 0
SUB-TOTAL 146,276,545 146,276,545 144,410,535 144,410,535 (1,866,010) (1,866,010)
STATE AID (CITY)

MUNICIPAL REVENUE SHARING 0 0 0 0 0 0
GRANTS FOR MUNICIPAL PROJECTS 1,336,123 0 0 0 0 0
STATE PROPERTY TAX RELIEF 0 1,805,520 1,805,520 1,805,520 0 0
PEQUOT FUNDS 5,503,352 5,503,352 5,503,352 5,503,352 0 0
TOWN AID FOR ROADS 1,245,504 1,245,504 1,254,027 1,254,027 8,523 8,523
OFF TRACK BETTING SPECIAL REV 450,000 450,000 350,000 350,000 (100,000) (100,000)
PILOT FOR STATE PROPERTIES 5,146,251 5,146,251 5,146,251 5,146,251 0 0
PILOT COLLEGES & HOSPITALS 36,545,385 37,045,385 36,545,385 36,545,385 (500,000) (500,000)
PILOT FOR DISABLED 10,000 10,000 0 0 (10,000) (10,000)
PILOT FOR LOW INCOME VETERANS 50,000 50,000 0 0 (50,000) (50,000)
MUNICIPAL REVENUE SHARING PILO 15,246,372 15,246,372 15,246,372 15,246,372 0 0
MUNICIPAL STABILATION GRANT 1,675,450 1,675,450 1,675,450 1,675,450 0 0
DISTRESSED CITIES EXEMPTION 0 0 0 0 0 0
TAX RELIEF FOR ELDERLY/FREEZE 0 0 0 0 0 0
TAX RELIEF ELDERLY/CIRCUIT BRK 0 0 0 0 0 0
TAX ABATEMENT PROGRAM 0 0 0 0 0 0
RESTORED FUNDING ST. PILOT 09 0 0 0 0 0 0
TELECOMMUNICATIONS PROPERTY TX 625,000 625,000 625,000 625,000 0 0
OTHER MISC REVENUE 0 0 0 0 0 0
MUNICIPAL DISTRESSED SUPPORT 0 11,856,419 0
SUB-TOTAL 67,833,437 68,802,834 80,007,776 68,151,357 11,204,942 (651,477)
SECTION II. TOTAL 214,109,982 215,079,379 224,418,311 212,561,892 9,338,932 (2,517,487)

FISCAL YEAR 2021-22
SECTION III. LICENSE, PERMITS, AND FEES

OTHER LICENSES, PERMITS & FEES 35,000 35,000 35,000 35,000 0 0
MAPS/BID DOCUMENTS 2,000 2,000 2,000 2,000 0 0
OFFICE OF TECHNOLOGY 2,000 2,000 2,000 2,000 0 0
TOWERS LICENSE 0 0 0 0 0 0
FIRE INSURANCE RECOVERIES 250,000 100,000 100,000 100,000 0 0
LIGHTHOUSE ADMISSION/CONCESSON 70,000 70,000 70,000 70,000 0 0
LIGHTHOUSE CAROUSEL 1,000 1,000 1,000 1,000 0 0
OTHER RECREATIONAL FEES 70,000 70,000 70,000 70,000 0 0
KIOSKS VENDORS 0 0 0 0 0 0
CITY CLERK 350,000 350,000 350,000 350,000 0 0
POLICE SERVICES 100,000 100,000 100,000 100,000 0 0
ANIMAL SHELTER 4,500 5,000 5,000 5,000 0 0
POLICE GENERAL FINGERPRINTING 150,000 50,000 50,000 50,000 0 0
POLICE TOWING FEE 200,000 0 0 0 0 0
FIRE SERVICES 80,000 80,000 80,000 80,000 0 0
TOWING LICENSES 0 0 0 0 0 0
FIRE SERVICES VACANT BLDG INSP 200,000 200,000 200,000 200,000 0 0
FIRE SERVICE PREVENTION 0 125,000 125,000 125,000 0 0
FIRE LIFE HAZARD REGISTRATION/FEES 0 125,000 125,000 125,000 0 0
HEALTH SERVICES 345,500 345,500 345,500 345,500 0 0
REGISTRAR OF VITAL STATISTICS 630,000 630,000 630,000 630,000 0 0
SCHOOL HEALTH SCREENING 0 0 0 0 0 0
SCHOOL HEALTH CLINIC PERMIT 325,000 0 0 0 0 0
PUBLIC SPACE LICENSES & PERMTS 145,000 145,000 250,000 250,000 105,000 105,000
BULK TRASH PERMITS 11,000 11,000 11,000 11,000 0 0
PUBLIC WORKS EVICTIONS 3,500 3,500 3,500 3,500 0 0
ENGINEERS-COST RECOVERY 7,500 7,500 7,500 7,500 0 0
STORMWATER CONNECTION FEE 0 0 6,000 6,000 6,000 6,000
PUBLIC WORKS FEES 0 0 0 0 0 0
RESIDENTIAL PARKING 100,000 100,000 0 0 (100,000) (100,000)
MISC TRAFFIC & PARKING METER RECIE 7,000,000 7,150,000 4,500,000 4,500,000 (2,650,000) (2,650,000)
TT&P PERMITS 300,000 300,000 0 0 (300,000) (300,000)
BUILDING INSPECTIONS 17,900,000 19,450,000 13,600,000 13,600,000 (5,850,000) (5,850,000)
PERMIT AND LICENSE CTR 65,000 65,000 65,000 65,000 0 0
LCI FINES & TICKET COLLECTIONS 50,000 50,000 50,000 50,000 0 0
HIGH SCHOOL ATHLETICS 35,000 35,000 35,000 35,000 0 0
SECTION III. TOTAL 28,432,000 29,607,500 20,818,500 20,818,500 (8,789,000) (8,789,000)
SECTION IV. INTEREST INCOME

INTEREST INCOME ON INVESTMENTS 700,000 700,000 500,000 500,000 (200,000) (200,000)
SECTION IV. TOTAL 700,000 700,000 500,000 500,000 (200,000) (200,000)
SECTION V. RENTS AND FINES

RENTS
PARKING SPACE RENTAL 3,000 3,000 3,000 3,000 0 0
MISC COMMUNITY DEVELOPMNT RENT 15,000 15,000 15,000 15,000 0 0
COLISEUM LOTS 240,000 240,000 240,000 240,000 0 0
PARK'S EMPLOYEE RENTS 6,300 10,800 10,800 10,800 0 0
SUB-TOTAL 264,300 268,800 268,800 268,800 0 0
FINES
FINES - SUPERIOR COURT 50,000 50,000 50,000 50,000 0 0
FINES - FALSE ALARM ORDINANCE 200,000 100,000 100,000 100,000 0 0
FINES - PUBLIC SPACE VIOLATION 8,000 8,000 8,000 8,000 0 0
FINES - PARKING TAGS 5,000,000 5,000,000 4,100,000 4,100,000 (900,000) (900,000)
PARKING TAG AMNESTY PROGRAM 0 0 0 0 0 0
DELINQUENT PARKING TAG COLLECT 0 500,000 0 0 (500,000) (500,000)
PARKING TAGS-SWEEPING 0 300,000 0 0 (300,000) (300,000)
OTHER FINES 0 0 0 0 0 0
SUB-TOTAL 5,258,000 5,958,000 4,258,000 4,258,000 (1,700,000) (1,700,000)
SECTION V. TOTAL 5,522,300 6,226,800 4,526,800 4,526,800 (1,700,000) (1,700,000)

FISCAL YEAR 2021-22
SECTION VI. PILOTS, ASSESSMENTS, REVENUE

PILOT PAYMENTS
REGIONAL WATER AUTHORITY 1,091,275 1,091,275 1,100,000 1,100,000 8,725 8,725
TEMPLE MEDICAL CENTER 45,000 45,000 45,000 45,000 0 0
HOWE STREET LIMITED PARTNERSHP 65,000 65,000 65,000 65,000 0 0
PILOT NINTH SQUARE 635,000 600,000 550,000 550,000 (50,000) (50,000)
GREATER N.H. WPCA PILOT 608,400 608,400 608,400 608,400 0 0
TEMPLE STREET ARCADE. LLC 0 0 0 0 0 0
TRINITY HOUSING 75,000 75,000 75,000 75,000 0 0
NHPA PILOT 2,600,000 4,000,000 2,800,000 2,800,000 (1,200,000) (1,200,000)
NHPA PILOT DEFEASEMENT 0 0 0 0 0 0
FARNHAM COURT PILOT 30,000 30,000 30,000 30,000 0 0
TRINITY HOUSING 0 0 0 0 0 0
EASTVIEW PILOT 29,000 29,000 29,000 29,000 0 0
SUB-TOTAL 5,178,675 6,543,675 5,302,400 5,302,400 (1,241,275) (1,241,275)
OTHER ASSEESSMENTS
AIR RIGHTS GARAGE SPEC ASSESSM 175,000 175,000 175,000 175,000 0 0
YALE PAYMENT FOR FIRE SERVICES 3,300,000 3,300,000 3,500,000 3,500,000 200,000 200,000
REAL ESTATE CONVEYANCE TAX 1,900,000 1,900,000 2,200,000 2,200,000 300,000 300,000
SUB-TOTAL 5,375,000 5,375,000 5,875,000 5,875,000 500,000 500,000
MISCELLANOUS REVENUE
OTHER FINANCING SOURCES 0 0 0 0 0 0
CONTROLLER MISC REVENUE 750,000 750,000 750,000 750,000 0 0
REIMB. FOR PERSONAL MV USE 13,000 13,000 13,000 13,000 0 0
WELFARE RECOVERIES 0 0 0 0 0 0
SALE OF FIXED ASSESTS 1,100,000 1,300,000 4,500,000 1,000,000 3,200,000 (300,000)
MOTOR VEHICLE REG. AUDIT 0 100,000 0 0 (100,000) (100,000)
PERSONAL PROPERTY AUDIT 0 400,000 0 0 (400,000) (400,000)
BABS REVENUE 500,000 350,000 275,000 275,000 (75,000) (75,000)
SUB-TOTAL 2,363,000 2,913,000 5,538,000 2,038,000 2,625,000 (875,000)
OTHER REVENUE SOURCES

BOND PREMIUM PROCEEDS 0 0 0 0 0 0
CITY REVENUE INITIATIVE 4,900,000 2,500,000 0 0 (2,500,000) (2,500,000)
OTHER CONTRIBUTIONS 11,100,000 0 0 0 0 0
YALE UNIVERSITY VOLUNTARY 0 9,700,000 9,700,000 9,700,000 0 0
YALE NH HOSPITAL VOLUNTARY 0 2,800,000 2,800,000 2,800,000 0 0
VEHICLE EXTRA DUTY FMLY I95 400,000 400,000 400,000 400,000 0 0
ANTICIPATED STATE/YALE AID 0 0 0 53,000,000 0 53,000,000
SUB-TOTAL 16,400,000 15,400,000 12,900,000 65,900,000 (2,500,000) 50,500,000
SECTION VI. TOTAL 29,316,675 30,231,675 29,615,400 79,115,400 (616,275) 48,883,725
SECTION ViI. OTHER SOURCES/TRANSFERS

TRANSFERS IN/OUT
OTHER FINANCING SOURCES 0 0 0 0 0 0
TRANSFERS IN 0 0 0 0 0 0
TRANSFERS OUT 0 0 0 0 0 0
SECTION ViI. TOTAL 0 0 0 0 0 0
GRAND TOTAL REVENUE

SECTION 1. PROPERTY TAXES 278,560,094 286,144,719 309,270,633 288,721,460 23,125,914 2,576,741
SECTION II. STATE AID 214,109,982 215,079,379 224,418,311 212,561,892 9,338,932 (2,517,487)
SECTION III. LICENSE, PERMITS, AND FEES 28,432,000 29,607,500 20,818,500 20,818,500 (8,789,000) (8,789,000)
SECTION IV. INTEREST INCOME 700,000 700,000 500,000 500,000 (200,000) (200,000)
SECTION V. RENTS AND FINES 5,522,300 6,226,800 4,526,800 4,526,800 (1,700,000) (1,700,000)
SECTION VI. PILOTS, ASSESSMENTS/REVENUE 29,316,675 30,231,675 29,615,400 79,115,400 (616,275) 48,883,725
SECTION ViI. OTHER SOURCES/TRANSFERS 0 0 0 0 0 0
GRAND TOTAL 556,641,051 567,990,073 589,149,644 606,244,052 21,159,571 38,253,979

REVENUE EXPLANATIONS
CURRENT CITY TAXES
Real and personal property taxes are levied on real estate and personal property of businesses
on July 1 of each fiscal year and is payable in semi-annual installments on July 1 and January
1. Motor vehicle taxes are levied and are payable in 2 installments on July 1 and January 1.
The Fiscal Year 2021-22 budget for REAL AND PERSONAL PROPERTY TAXES is based on
the October 1, 2020 Net Taxable Grand List of $6,712,653,144.
The City Charter requires budgeted revenues to reflect a tax collection rate of at least 1% below
the actual collection rate of the last completed fiscal year. Actual tax collections were 98.59% in
FY 2021-22, 97.74% for real estate, 97.75% for personal property and 90.01% for motor
vehicles. Based on this requirement and tax collections of the current year, a collection rate of
1% less for each category has been used for budgeted tax revenue for FY 2021-22.
The mill rate for FY 2021-22 under the Crisis Proposed Budget is 47.28 for Real Estate
and Personal Property, and 43.88 for Motor Vehicle.
The mill rate for FY 2021-22 under Forward Together Proposed Budget is 43.88 for Real
Estate, Personal Property, and Motor Vehicle.
SUPPLEMENTAL MOTOR VEHICLE TAXES are budgeted separately from the regular July 1
tax levy. These taxes will be levied on January 1, 2022 on motor vehicles acquired after the
October 1, 2020 assessment date. For 2021-22, the budget assumes that the Supplemental
Motor Vehicle Tax collections will be similar to those of the current year.
CURRENT INTEREST is budgeted for interest charged on current taxes not received within 30
days of the July 1 and January 1 due dates, at the rate of 1.5% per month.
DELINQUENT CITY TAXES

Pursuant to State Statutes, property taxes are subject to a fifteen-year statute of limitations. All
taxes collected in this category are budgeted in DELINQUENT REAL AND PERSONAL
PROPERTY TAXES. Collection of delinquent taxes are also enforced through foreclosure and
tax warrants. The interest rate on delinquent taxes is 1.5% per month or 18% per annum.
CITY OF NEW HAVEN - MUNICIPAL TAX RELIEF PROGRAM

On April 20, 2020, the City’s Board of Alders elected to implement two tax relief programs offered by the
State of Connecticut, A Low Interest Program and a Tax Deferment Program as set forth in the
Governor’s Executive Order 7S.
CONNECTICUT TAX RELIEF PROGRAM
ENACTED BY THE STATE OF CONNECTICUT IN RESPONSE TO COVID-19
CITY OF NEW HAVEN - MUNICIPAL TAX RELIEF PROGRAM
Property taxation is a state function granted within certain parameters to local municipalities.
Due to COVID-19, the State deems it necessary to make some changes to the normal
deadlines and procedures. There will be two programs designed to offer support to eligible
taxpayers who have been affected by COVID-19. The State has established the “Deferment
Program” and the “Low Interest Rate Program.” On April 20, 2020, the City’s Board of Alders
elected to implement two tax relief programs offered by the State of Connecticut, A Low Interest
Program and a Tax Deferment Program as set forth in the Governor’s Executive Order 7S.

Tax Deferment Program
The Tax Deferment Program is an extended grace period program. Eligible taxpayers can defer
their payment deadline 90 days from the initial due date. For the July 1, 2020 tax installment,
instead of the last day to pay being August 3, 2020, the last day to pay will be October 1, 2020.
Whatever tax balance is due as of October 2, 2020 will accrue interest at 6% (1 ½% per month
from the original due date, July 1, 2020) as is in accordance with Executive Order 7S, section 6
(a) “Deferment Program”. Eligible taxpayers, businesses, nonprofits, and residents are those
that “attest to or document significant economic impact by COVID-19,” and / or those that
document they are providing relief to others who have been significantly affected by COVID-19.
Low Interest Program

The Low Interest Program is available to all taxpayers for the City of New Haven. There is not
an application process as all taxpayers are automatically enrolled in this program. The
Low Interest Program is an extended grace period program. The Low Interest program does not
allow a taxpayer to have an extended grace period with no interest at all. Rather, it addresses
the rate of interest that is to be charged on a delinquent or past due bill. Interest is normally
charged at a rate of 1.5% per month, 18% per year from the due date of the tax, with a portion
of a month being considered a full month. This Low Interest program provides a ‘window’ of
three months from April 1, 2020 through July 1, 2020 from the due date where taxpayers would
be able to pay at a reduced interest rate on past due taxes. The Low Interest Program would
automatically reduce the interest rate for a three-month window to 0.25% per month (three (3)
per cent for year) for all taxpayers owing taxes and charges.

Mill Rate Comparison
https://portal.ct.gov/OPM/IGPP-MAIN/Publications/Mill-Rates
Ra Municipalit Mill Rate FY Mill Rate FY Mill Rate FY Mill Rate FY

nk y 2018 (GL 2019 (GL 2020 (GL 2021 (GL
2016) 2017) 2018) 2019)
1 Hartford - 74.29 74.29 74.29 74.29
residential
homes are
assessed
at lower
amount
2 Waterbury 60.21 60.21 60.21 60.21
3 Bridgeport 54.37 54.37 53.99 53.99
4 Hamden 45.26 47.96 48.86 51.98
5 West 47.78 (35.26 + 49.32 (36.26 + 50.70 (36.88 + 51.50 (37.48 +
Haven + 12.52) 13.06) 14.02) 14.02)
Fire District
6 New Britain 50.5 50.5 50.5 50.5
7 East 47.05 47.66 49.11 49.92
Hartford
8 Norwich, 48.74 48.39 48.35 48.79
City of (40.28+7.71+0. (42.06+6.41+0.
(Paid Fire) 36) 32)
(CCD)
9 Naugatuck 48.55 48.35 47.25 47.75
10 Torrington 45.75 46.17 46.17 46.17
11 Middletown 42.4 43.7 44.40 44.20
+ City Fire (36.00+8.40) (35.80+8.40
12 New Haven 38.68 42.98 42.98 43.88
13 Meriden + N/A 43.21 43.04 43.41
District 2
14 New 43.17 43.17 39.9 38.19
London
Grand List Exempt Property Value (As of GL 2018)
(Billions)
Per CT Municipal Fiscal Indicators
10 8.2
8
6 4.2
4 2.9 2.6
1.6 1.5
2
0
New Haven Hartford Stamford Bridgeport Waterbury Danbury
GRAND LIST - TOP TEN ASSESSED RE/PP VALUES
GL GL GL GL GL GL GL Owner Owner COMBINED

2014 2015 2016 2017 2018 2019 2019 (RE/PP)
1 1 1 1 1 1 1 UI UI 325,588,140
2 2 2 2 2 2 2 WINSTANLEY WINSTANLEY 148,118,198
4 4 4 4 3 3 3 YALE UNIVE YALE UNIVE 125,938,721
3 3 3 3 4 4 4 FUSCO FUSCO 99,199,630
5 5 5 5 5 5 5 PSEG PSEG 72,674,263
n/a n/a n/a n/a n/a n/a 6 YALE HOSPITAL YALE HOSPITAL 71,651,440
6 6 6 6 6 6 7 MEPT MEPT 54,302,931
7 7 7 7 7 7 8 CARABETTA CARABETTA 53,258,360
N/A N/A 9 9 9 9 9 NEW HAVEN TOWERS NEW HAVEN 46,661,640
TOWERS
N/A N/A 10 10 10 10 10 HTA-YLW HTA-YLW 41,675,690
2020 Grand List Comparison

GL 2020 VS
GL 2019
GL 2015 GL 2016 GL 2017 GL 2018 GL 2019 GL 2020
GROSS (Decrease)
TAXABLE / Increase
Real Estate 5,239,162,395 5,748,533,145 5,753,727,663 5,684,986,812 5,712,592,534 5,773,245,188 60,652,654
Personal Property 719,109,633 757,100,350 1,033,827,953 1,093,283,530 1,095,356,040 1,125,575,190 30,219,150
Motor Vehicle 380,823,642 410,168,319 414,539,336 422,346,345 441,394,200 464,241,280 22,847,080
Total 6,339,095,670 6,915,801,814 7,202,094,952 7,200,616,687 7,249,342,774 7,363,061,658 113,718,884
GL 2020 VS
GL 2019
GL 2015 GL 2016 GL 2017 GL 2018 GL 2019 GL 2020
(Decrease)
EXEMPTIONS / Increase
Real Estate (177,073,046) (214,399,899) (202,528,196) (158,935,516) (165,204,332) (176,370,486) 11,166,154
Personal Property (76,095,637) (92,492,089) (372,721,157) (431,161,957) (438,080,935) (455,167,828) 17,086,893
Motor Vehicle (7,800,220) (19,154,075) (20,218,852) (19,016,935) (21,341,678) (18,870,200) (2,471,478)
Total (260,968,903) (326,046,063) (595,468,205) (609,114,408) (624,626,945) (624,626,945) 25,781,569
GL 2020 VS
GL 2019
GL 2015 GL 2016 GL 2017 GL 2018 GL 2019 GL 2020
NET TAXABLE (Decrease)
GL / Increase
Real Estate 5,062,089,349 5,534,133,246 5,551,199,467 5,526,051,296 5,547,388,202 5,596,874,702 49,486,500
Personal Property 643,013,996 664,608,261 661,106,796 662,121,573 657,275,105 670,407,362 13,132,257
Motor Vehicle 373,023,422 391,014,244 394,320,484 403,329,410 420,052,522 445,371,080 25,318,558
Total 6,078,126,767 6,589,755,751 6,606,626,747 6,591,502,279 6,624,715,829 6,712,653,144 33,213,550

STATE GRANTS FOR EDUCATION
The EDUCATION COST SHARING (ECS) GRANT Program, authorized by State legislation in
1988, and effective beginning July 1, 1989, replaced the Guaranteed Tax Base (GTB) Grant
and the Education Enhancement Aid (EEA) Grant programs (minimum salary aid, teacher salary
aid, general education aid and teacher-pupil ratio aid). The ECS grant formula calculates State
aid using a formula which considers a student poverty measure to determine student need and
a State aid percentage based on the City's wealth as compared to the State guaranteed town
wealth level.
ECS FUNDING SINCE 2015 FUNDING
State Education Aid City
160
142.5 142.7 142.5 142.1 142.7 142.5 142.5 142.5 142.5
140
120
100
80
60 51.3 50.3 49.2 49.2 52.2
42.3 45.7
34.7 37.5
40
20
0
FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2022
(Crisis) (Forward)
FY 2014-2020 Actual, & FY 2021 & FY 2022 Budget

Education GF Expenditure and Educaion Cost Sharing
GF Expenditures Education Cost sharing
250
193.4 189.4 188.2 189.2 189.2 192.2

200 180.2 184.8
177.1 177.2
150 142.5 142.5 142.7 142.5 142.1 142.7 142.5 142.5 142.5 142.5
100
50
0
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2022
(Crisis) (Forward)
STATE AID FOR CONSTRUCTION AND RECONSTRUCTION: The State reimburses local
governments for debt payments for old school construction projects based upon the principal
and interest debt schedules.
HEALTH SERVICES-NON-PUBLIC SCHOOLS program provides reimbursement according to

a sliding scale ranging from 45% to 90%, for the costs of eligible health related services
provided by the City to children who attend non-public schools.
STATE GRANTS: PAYMENTS-IN-LIEU-OF-TAXES

The City receives grants from the State of Connecticut as partial reimbursement for the tax loss
of property exempt from the property tax levy. These grants are categorized as Payments-in-
Lieu-of- Taxes (PILOTs).
STATE-OWNED REAL PROPERTY PAYMENT-IN-LIEU OF TAXES (PILOT)
The Office of Policy and Management administers this PILOT program pursuant to C.G.S.
section 12-19a, section 12-19b, section 12-19c, section 4b-39, section 32-666, and section 12-
18b. This program provides payments for real property tax losses due to exemptions applicable
to state-owned real property, certain real property that is the subject of a state lease or long-
term financing contract, municipally owned airports and certain land held in trust by the federal
government
Under current law, grant payments in FY 2020 will reflect GLY 2018 grand lists, and grant
payments in FY 2021 will reflect GLY 2019 grand lists.
A property’s use and the amount of state-owned real property in a town have historically
determined PILOT percentages, which are:
(1) 100% for State prison facilities used for purposes of incarceration in the prior fiscal year, that
portion of the John Dempsey Hospital used as a permanent medical ward for prisoners, the
Connecticut Juvenile Training School, land designated under the 1983 settlement boundary and
taken into trust by the federal government for the Mashantucket Pequot Tribal Nation on or after
June 8, 1999, and all state-owned property in a town in which the State of Connecticut owns
more than 50% of the property within the town’s boundaries;
(2) 65% for the Connecticut Valley Hospital and Whiting Forensic Hospital; and
(3) 45% for all other State-owned real property, certain real property leased by the State as
described in section 4b-39, municipally owned airports and certain other real property owned or
controlled by the federal government.
A grantee’s payment, in any year, may reflect a modification due to an audit of an amount
previously paid. Since FY 2015, the four towns of Windsor Locks, Suffield, East Granby and
Windsor receive a total of $4,678,571.79 directly from the Connecticut Airport Authority, for the
Bradley International Airport property, regardless of actual property tax loss. This payment is not
part of the State-Owned PILOT payment. There is also a proportionate reduction of PILOT totals
to the amount of the appropriation in any year in which funding is insufficient.

For FY 2018 and FY 2019, a town-by-town payment list was established in Section 592 of P.A.
17-2 (JSS). For FY 2020 and FY 2021 and FY 2022, the State maintains a consistent level of
funding in each year of the biennium. Grantees receive PILOT payments on or before
September 30th.
PRIVATE COLLEGES AND GENERAL AND FREE-STANDING CHRONIC DISEASE

HOSPITALS PILOT
The Office of Policy and Management administers this PILOT program pursuant to C.G.S.
section 12-19b(b), section 12-20a, section 12-20b, and section 12-18b. This program provides
payments for real property tax losses due to exemptions applicable to eligible private colleges
and general and free standing chronic disease hospitals.
Under current law, grant payments in FY 2020 will reflect GLY 2018 grand lists, and grant
payments in FY 2021 will reflect GLY 2019 grand lists.
MUNICIPAL TRANSITION GRANT

C.G.S. section 4-66l(c), as amended by sections 23 and 24 of P.A. 18-81, provides for motor
vehicle property tax grants. Pursuant to section 12-71e of the general statutes as amended by
section 699 of P.A. 17-2 (JSS), municipalities may not impose mill rates higher than 45 mills on
motor vehicles. The municipal transition grant reimburses local governments for the foregone
tax revenue resulting from this motor vehicle property tax cap.
Trust by the federal government. The State enacted the DISTRESSED CITIES EXEMPTION
program to allow manufacturing facilities in certain municipalities to receive an 80% exemption
from their property taxes if they acquire, construct or substantially renovate their facilities after
July 1, 1978. The State reimburses the City for 50%, and the City experiences a tax loss for the
remaining 50%.
The State provides grants to the City for various State-mandated property tax relief programs for
the elderly, disabled and veterans who meet certain income criteria. These programs include:
TAX RELIEF FOR THE ELDERLY-FREEZE; TAX RELIEF ELDERLY CIRCUIT BREAKER;
AND REIMBURSEMENT FOR LOW INCOME VETERANS AND REIMBURSEMENT FOR
TOTALLY DISABLED.
The PILOT: BOATS program began in 1982 when the State removed the local property tax on
boats and increased the State boat registration fees. The PILOT reimburses the City for partial
tax loss, frozen at the 1978 Grand List Assessment. The Governor’s budget does not continue
the funding of this program.
OTHER STATE GRANTS

MASHANTUCKET PEQUOT FUND is based on a memorandum of understanding between the
State and the Mashantucket Pequot Tribe. The allocation is based on the formulas of the State
Property PILOT, the Colleges and Hospital PILOT and on the basis of a revision to the property
tax relief formula as well as a portion as specifically designated by the General Assembly.
Grants will be apportioned pro rata to the formula generated total in the event of an insufficient
appropriation.

TOWN AID: ROADS is a State grant program that provides funds for local roads, including the
construction and maintenance of highways, roads and bridges, the installation and maintenance
of traffic control signals, and the planning and administration of traffic and parking programs.
Funds are distributed based on the municipality's number of street miles, population and on the
total State funds appropriated. This funding has been increased in the biennium budget by
$643,215.
TELECOMMUNICATION PROPERTY TAX: This program was enacted in 1989 to replace the
Telephone Access Line Tax Share Grant which was repealed. Under this program,
telecommunication companies are required to make payments directly to the municipality based
on the companies’ assessed personal property value located in each municipality based on a
mill rate of 47. This payment is made by Sprint, Verizon and AT&T. The State reviews all
assessment data and permits accelerated depreciation schedules that are not allowed under
municipal assessment statutes.
MUNICIPAL REVENUE SHARING GRANT: New program replacing the program whereby
funds for Machinery and Equipment PILOT were funded from an increase in the State sales tax
and whereby residual funds were apportioned to towns through on a needs-based formula.
MUNICIPAL STABILIZATION GRANT: Municipal Stabilization grants are paid to municipalities

based on a statutory payment list established in Section 589 of P.A. 17-2(JSS). For FY 2020
and FY 2021, recommended payments reflect maintaining the FY 2019 payment list to maintain
a consistent level of funding in each year of the biennium.
GRANTS FOR MUNICIPAL PROJECTS : THE OFFICE OF POLICY AND MANAGEMENT

ADMINISTERS THIS PROGRAM PURSUANT TO P.A. 13-239 SECTION 55, P.A. 13- 247 SECTION 128,
AND P.A. 15-1 (JSS) SECTION 55 AND SECTION 432 OF P.A. 17-2 (JSS) FOR THE CONSTRUCTION
AND MAINTENANCE OF PUBLIC HIGHWAYS, ROADS AND BRIDGES PURSUANT TO C.G.S. SECTION 13A-
175A(B). FOR FY 2020 AND FY 2021, RECOMMENDED PAYMENTS REFLECT MAINTAINING THE FY
2019 PAYMENT LIST TO MAINTAIN A CONSISTENT LEVEL OF FUNDING IN EACH YEAR OF THE BIENNIUM.
CORONAVIRUS RELIEF FOR DISTRESSED MUNICIPALITIES: In FY 2022, the Office of

Policy and Management will administer an additional $100 million to the 25 Distressed
Municipalities. Of this total, $50 million will be come from the Federal Coronavirus Relief Fund
awarded under the Coronavirus Aid, Relief, and Economic Security (CARES) Act, Public Law
116-136, enacted on March 27, 2020, and $50 million will be funded through bond allocations.
This funding will be distributed on a per- capita basis to provide crucial assistance to the State’s
neediest municipalities as they continue to address the impact of the COVID-19 pandemic.

RECEIVED FROM LICENSES, PERMITS, SERVICES AND FEES
This revenue category encompasses a broad range of user charges, most of which the City has
the power to establish and the remainder of which are set by Connecticut General Statutes.
These estimates are based upon increasing fees to reflect the rate of inflation and the rising
cost of doing business.
BUILDING INSPECTIONS: Revenues are generated from the issuance of building permits and
zoning fees. The FY 2019-20 estimate is based on the current level of permit applications for
major projects as well as routine permits for alterations and repairs. The current building
inspection fee was increased to $30.
CITY/TOWN CLERK: These revenues include: recording or copying land records; dog
licenses; ferret licenses; liquor permits; majority cards; and purchasing copies of City
ordinances and documents. All such fees are established by State statute.
FIRE SERVICE: Various permits and licenses including hydrant permits, explosive permits,
cutting and welding permits and flammable liquid licenses, in addition to the new fee for medical
services performed by our EMS personnel.
FIRE PREVENTION SERVICES: Non-Life Hazard Use Buildings and Vacant Buildings pose
additional risks to the public and first responders. Preplan, Registration and Inspections of
these buildings assist the public and fire fighters in identifying hazards and ensure all protective
systems are in place and are in working order. Vacant building requires preplanning, risk
identification and placarding.
FIRE SERVICE NON LIFE HARD FEE: In addition to the registrations required by the Chapter
541 of the Connecticut General Statue, the following non-life hazard uses shall be preplanned
and registered by the New Haven Fire Department, and inspected once per year under the
standards established by the Chapter 541 of the Connecticut General Statue, and shall pay an
annual fee as set forth below:
HEALTH SERVICES: Restaurant and other licenses including: pools, sand blasting permits
and daycare inspections.
HEALTH SERVICES SCHOOL BASED CLINIC FEE: The City of New Haven collects a fee
administered by the Health Department to collect a fee from the school-based health centers
that operate in the New Haven Public Schools.
PARKS DEPARTMENT: Fees recover some of the costs of operating various recreational
facilities and sponsoring programs.
POLICE SERVICE: Fees for copies of Police reports and various licenses and permits. Fees
for the sale and reclaiming of stray animals.
POLICE FINGERPRINTING: Fingerprinting revenue is from the fingerprinting fee charged to

residents who come to the Police Department voluntarily to be fingerprinted for job applications,
pistol permits, etc. This service is currently being provided by a third-party that does charge a
fee, but does not share a portion of that fee with the City of New Haven. The Police Department
was hoping to take back the fingerprinting responsibilities in July 2018, but the contract and
fingerprinting machines were not in place.

POLICE FALSE ALARMS: Police Administration Fines/False Alarms revenue is from the
collection of resident and commercial burglar fees that are in the City's Alarm Ordinance which
consist of a failure to register fee and fees for false alarms. A third-party is currently enforcing
the Alarm Ordinance and the City shares the revenue with this company.
POLICE TOWING: Police Administration Fines/False Alarms revenue is from the collection of
resident and commercial burglar fees that are in the City's Alarm Ordinance, which consist of a
failure to register fee and fees for false alarms. A third party is currently enforcing the Alarm
Ordinance and the City shares the revenue with this company.
PUBLIC WORKS: Various licenses and permits, including excavation licenses and permits,
sidewalk licenses and permits and obstruction permits. These permits are issued at the OBIE
Licensing Center.
REGISTRAR OF VITAL STATISTICS: Purchasing copies of birth, marriage and death

certificates. Fees for these services are established by State statute.
TRANSPORTATION, TRAFFIC AND PARKING - METER RECEIPTS: Parking meter receipts

is revenue generated from parking, estimates are based upon the sun setting of Saturday
parking and the extension of hours of enforcement pending approval of the Traffic Authority as
required by Sec. 29-64(a) of the New Haven Code of Ordinances.
TRANSPORTATION, TRAFFIC AND PARKING - PERMITS: Represents the efforts of the

Traffic & Parking Department in various permitting revenue operations. No Parking sign
postings, Pedal Cab Operators, Parking Lots, Street Banner, and Low speed vehicles.
TRANSPORTATION, TRAFFIC AND PARKING – RESIDENTIAL PARKING: This line item

covers the revenue collected from the sale of residential parking zone permits and Green Park
permits. The revenues for this line is from sale of monthly or weekly passes sold to non-
residents to override the residential parking zone ordinance per section 29-55(b). The
Department has sought to clarify ordinances which were not yet reflected in the fee schedules,
including addition of new duration of business permits (daily, weekly, monthly) based on
feedback from the business community.
RECEIVED FROM RENTS & FINES

PARKS EMPLOYEES RENT: Rental income from employees who utilize City owned houses
on park property.
PARKING SPACE RENTAL: As a result of an agreement with the Federal Government

Services Administration, the City receives revenue for nine spaces within the circulation
easement under the Hall of Records.
SUPERIOR COURT: Revenue from fines collected by the court for parking and other motor
vehicle violations.
PARKING TAGS: Represents the efforts of the Traffic & Parking Department in enforcing
various parking ordinance. The increased projection is due to year-to-date trends from the
expanded enforcement resulting from the addition of a part–time crew.
PUBLIC SPACE VIOLATIONS: Revenue collections are anticipated with the enforcement of
numerous public space ordinances. A fine of $100 per day has been established.

INCOME FROM SHORT TERM INVESTMENTS
INTEREST INCOME is derived from the short-term investment of idle funds. These funds are
invested in accordance with the City’s investment policy which was adopted by the Board of
Alders in August 1995.
OTHER TAXES AND ASSESSMENTS

This revenue category includes assessments, other than the property tax levy, which are
collected by the City, pursuant to Connecticut General Statutes and via contracts entered into at
the local level.
The REAL ESTATE CONVEYANCE TAX is collected on real estate transactions at the rate of
.5000 for each $1,000 of the purchase price of any real property conveyed.
YALE PAYMENT-FIRE SERVICES: A 1990 Memorandum of Understanding between the City

of New Haven and Yale University provides that Yale will make an annual voluntary contribution
to the City in recognition of City fire services provided to university owned tax-exempt
properties. The payment for 2019-20 is equal to 5.68% of the City's general operating budget
allocation (including benefits) for Fire Services.
AIR RIGHTS GARAGE monthly payment pursuant to an agreement between the City, Yale-
New Haven Hospital and the Parking Authority, related to the 1991 Air Rights Parking Facility
Revenue Bonds.
PAYMENTS IN LIEU OF TAXES (NON-STATE)

The City collects several Payments-in-Lieu-of-Taxes directly from property owners. These are
to be distinguished from P.I.L.O.T.(s) which are grants from the State.
SOUTH CENTRAL REGIONAL WATER AUTHORITY: The Water Authority P.I.L.O.T is

imposed pursuant to a Special Act of the Connecticut General Assembly. In 1977, the South
Central Regional Water Authority was created, replacing a private water company. To protect
the area's 17 towns against property tax losses resulting from the change from a private taxable
company to a tax-exempt Public Authority, the State required that the Authority to make a
Payment-in-Lieu-of-Tax based on the assessed value of its properties and the current tax rate.
AIR RIGHTS GARAGE: Pursuant to a 1984 lease agreement between the New Haven Parking
Authority and Air Rights Development Associates a P.I.L.O.T is due the City of New Haven for
commercial space at the Air Rights Garage, 60 York Street. Pursuant to Section 2 of the Special
Act #575 payment is based on the assessed value at the rate of tax set by the Board of Alders
for that year.

PARKING AUTHORITY PILOTS: Pursuant to Lease Agreements between the New Haven
Parking Authority and their tenants, the P.I.L.O.T is due the City of New Haven for commercial
space under the Temple Street and Crown Street Garages. Pursuant to Section 2 of the Special
Act #575 payment is based on the assessed value at the rate of tax set by the Board of Alders
for that year.
TRINITY HOUSING P.I.L.O.T: The City receives a P.I.L.O.T payment from Trinity Housing on a
per-unit basis for the newly constructed Quinnipiac Terrace.
EASTVIEW HOUSING P.I.L.O.T: The City receives a P.I.L.O.T payment from Trinity Housing
on a per-unit basis for the newly constructed Eastview Terrace.
HOWE ST. LIMITED PARTNERSHIP: The City receives a P.I.L.O.T payment from Howe St.
Limited Partnership as a result of the redevelopment of the 52 Howe St. site.
MISCELLANEOUS
A variety of revenues, not otherwise categorized, are budgeted as "Miscellaneous.”
Employees who are assigned City cars on a 24-hour basis are required to pay a PERSONAL
MOTOR VEHICLE REIMBURSEMENT for personal use not related to their jobs.
The City collects repayments of loans made prior to July 1, 1984 for NEIGHBORHOOD
PRESERVATION purposes. Loans made after July 1, 1984 are accounted for in an Economic
Development revolving fund, pursuant to City ordinance. These payments stopped in FY 10/11
as the property transitioned to the taxable Grand List.
The State makes a grant to the City for OFF-TRACK BETTING facilities located here, at the
rate of one percent of the total money wagered.
NHPA PILOT: Represents efforts that begun in FY 08-09 to secure funding from New Haven
Parking Authority based upon payments made by other nonprofits.
GREATER NEW HAVEN WPCA P.I.L.O.T: Upon the formation of the regional WPCA, the new
entity will be required to make PILOT payments to the constituent towns based on comparable
P.I.L.O.T payments in the region, a schedule agreed to upon incorporation.
NON-PROFITS – Represents efforts begun in FY 04-05 to secure funding from local Non-Profits
and currently includes contributions from Yale University, Yale/New Haven Hospital, and several
smaller organizations .
YALE UNIVERSITY VOLUNTARY – Represents efforts begun in FY 04-05 to secure funding

from local Non-Profits and currently includes contributions from Yale University, Yale/New
Haven Hospital, and several smaller organizations .
NON-PROFITS – Represents efforts begun in FY 04-05 to secure funding from local Non-Profits
and currently includes contributions from Yale University, Yale/New Haven Hospital, and several
smaller organizations .

MILL RATE HISTORY
50.00
44.85 47.28
45.00 42.21 43.90 43.90 43.88 43.88

42.53 42.98 42.98
42.21 42.21
41.55 41.55 41.55
38.53 40.80
39.53
40.00 38.88 38.68
35.00
30.00
25.00
20.00
15.00
10.00
5.00
‐
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2022
Crisis Forward

GRAND TOTAL TAX COLLECTION RATE
FY 2006 ‐ FY 2020
PERCENTAGE (%)
98.80
98.61
98.60
98.59
98.53
98.42 98.43
98.40
98.36 98.35
98.32
98.30 98.30
98.22
98.20
98.12
98.00
98.00
97.92
97.84
97.80
97.60
97.40
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

REAL ESTATE TAX COLLECTION RATE
FY 2006 ‐ FY 2020
PERCENTAGE (%)
99.4
99.26
99.2
99.15 99.14
99.04 99.04
99
98.92
98.83 98.82
98.8
98.74 98.74 98.75 98.74
98.70
98.6
98.4 98.38 98.38
98.2
98
97.8
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

MOTOR VEHICLE TAX COLLECTION RATE
FY 2006 ‐ FY 2020
PERCENTAGE (%)
95
94.29
94.11 94.14
94
93.76
93.48
93.17
93 92.93
92.83 92.86
92.76
92.52 92.46
92.34
92
91.49
91.01
91
90
89
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

PERSONAL PROPERTY TAX COLLECTION RATE
FY 2006 ‐ FY 2020
PERCENTAGE (%)
100.00
99.49 99.50
99.40
99.24
99.00
99.00 98.90
98.72 98.72
98.49
98.00 97.87
97.00 96.85
96.23 96.17 96.12

96.00
95.00
94.63
94.00
93.00
92.00
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

SUPPLIMENTAL MV TAX COLLECTION RATE
FY 2006 ‐ FY 2020
PERCENTAGE (%)
92
90.37 90.51
90.32 90.31
90 89.77
89.59 89.55
89.1 89.2
88.95
88.75
88.44 88.29
88
86
84.62
84
83.13
82
80
78
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Expenditure Budget Summary
A. DEPARTMENT SUMMARY
City Agency Crisis Proposed Expenditure Forward Together Proposed

Summary Expenditure Summary
111-Office of  Salary savings of $29K. In FY  Salary savings of $29K. In FY 2021,
Legislative 2021, position120 Sr. Legislative position120 Sr. Legislative Assistant
Services Assistant was changed to was changed to Legislative
Legislative Assistant Assistant
 Reduction in other contractual  Reduction in other contractual
services services
131-Mayors Office  Reduction of $17,371 in two-line  Reduction of $17,371 in two-line

items, business travel and other items, business travel and other
contractual services contractual services
132-Chief  Elimination of UNH Internship  Elimination of UNH Internship

Administrative Public Safety Cooperative Public Safety Cooperative Program
Office Program for a savings of $50K for a savings of $50K
 Reduced overtime by $15K  Reduced overtime by $15K
 Increased Human Resources  Increased Human Resources other
other contractual services by contractual services by $150K for
$150K for additional Public additional Public Safety recruitment
Safety recruitment and and advertising efforts
advertising efforts  Reduction in temporary/part time
 Reduction in temporary/part time help (internship) account
help (internship) account
133-Corporation  Increase in Labor Relations  Increase in Labor Relations other

Counsel other contractual services by contractual services by $100K. The
$100K. The increase is to hire increase is to hire outside
outside counsel/consultants on a counsel/consultants on a part time
part time basis to assist the City basis to assist the City with labor
with labor and employment and employment investigations.
investigations.
137-Finance  Registration, Dues, and  Central Services reduced by $600K.

Subscriptions reduced by $40K for transparency and accurate
(International Arts of Idea’s) accounting, the Government Center
 Reduction in funding for Finance heating and cooling contract and
internship program City of New Haven Fuel cell funding
 Small reduction in central office moved to Central Utilities.
supplies and printing and binding  Reduction in Tax Office funding for
(paper, brochures, etc.) other contractual service.
amounting to $20K combined.  Reduction in Tax Office temporary
 Central Services reduced by and PT help (internships and as
$750K for transparency and needed temporary staffing for July
accurate accounting, the and January).

Government Center heating and  Increase of $500K in Information
cooling contract and City of New and Technology software
Haven Fuel cell funding moved maintenance agreements. This line
to Central Utilities. items pays for the annual
 Elimination of PT position in maintenance and support for City
Internal Audit $20K. software, hardware, programs, and
 Reduction in Tax Office funding other applications citywide.
for other contractual service. Examples includes the City
 Reduction in Tax Office Financial System, Tax/Assessor
temporary and PT help Software, Police software, Vital
(internships and as needed Stats, Youth Stat, Emergency
temporary staffing for July and Operations, and other vital software
January). components for City operations.
 Increase of $300K in Information  Purchasing other contractual
and Technology software services increased by $14K for
maintenance agreements. This citywide advertising for purchasing
line items pays for the annual solicitations
maintenance and support for
City software, hardware,
programs, and other applications
citywide. Examples includes the
City Financial System,
Tax/Assessor Software, Police
software, Vital Stats, Youth Stat,
Emergency Operations, and
other vital software components
for City operations.
 Purchasing other contractual
services increased by $14K for
citywide advertising for
purchasing solicitations.
139-Office of the  Status quo budget for FY 2021-  Status quo budget for FY 2021-22.
Assessor 22.
143-Central Utilities  Additional line items added for  Additional line items added for the
the City of New Haven Q-House. City of New Haven Q-House.
 Increase in utilities to  Increase in utilities to accommodate
accommodate increase cost increase cost
 Internet/Communications added  Internet/Communications added for
for transparency and accounting transparency and accounting
records. Internet and records. Internet and
Communications is primarily Communications is primarily
internet services for various City internet services for various City
facilities and locations. facilities and locations.
152-Library  The City has provided cost  Status Quo-Budget

savings by closing the Mitchell
Library Branch. This has
resulted on vacancy eliminations

and reduction of various non-
personnel line items:
o Two full time positions to
one dollar (Librarian II
and Supervising
Librarian) and PT Library
Aid budget reduced
$10K
161-City Clerk  Position 150 (Land Records  Position 150 (Land Records
Specialist) title changed to Specialist) title changed to Election
Election Land Records Land Records Specialist.
Specialist.  Small reduction in other contractual
 Small reduction in other services.
contractual services.
162-Registrar of  Part Time payroll increased to  Part Time payroll increased to
Voters accommodate current election accommodate current election cycle
cycle in FY 2021-22, August in FY 2021-22, August primary,
primary, Mayoral Election, etc. Mayoral Election, etc.
200-Public Safety  Eliminated two (2) Operator  Status Quo- Budget.

Communications Dispatcher Positions.
201-Police  Contractual general wage  Contractual general wage increases

Services increases per collective per collective bargaining agreement
bargaining agreement of 2.00%. of 2.00%.
 Increased gross overtime from  Increased gross overtime from
$7.0M to $9.0M; $7.0M to $9.0M;
o Federal reimbursement o Federal reimbursement of
of $2.0M added based $2.0M added based on
on Federal Budget Federal Budget
Reconciliation Bill. Reconciliation Bill.
 Eliminated eight sworn positions.
 Restored two Sergeant
positions.
202-Fire Services  Increase in Fire Chief Salary  Increase in Fire Chief Salary.
 Contractual general wage  Contractual general wage increases
increases per collective per collective bargaining agreement
bargaining agreement of 2.00%. of 2.00%.
 Per MOU, added One Lieutenant  Per MOU, added One Lieutenant
and three captain positions. and three captain positions.
 Eliminated Five Firefighter/EMT  Eliminated Five Firefighter/EMT
positions. positions.
 Increased gross overtime from  Increased gross overtime from
$2.1M to $4.0M: $2.1M to $4.0M:
o Federal reimbursement o Federal reimbursement of
of $2.0M added based $2.0M added based on
on Federal Budget Federal Budget

Reconciliation Bill. Reconciliation Bill.
 Closing of one Fire Station.
301-Health  Addition of three (3) nursing  Addition of three (3) nursing

Department positions. positions.
 FY 2021 mid-year budget  FY 2021 mid-year budget
amendment-title of position amendment-title of position 2000,
2000, Fiscal Administrative Fiscal Administrative Assistant
Assistant changed to Office changed to Office Manager Position
Manager Position 2000. 2000.
 FY 2021 mid-year budget  FY 2021 mid-year budget
amendment-title of position amendment-title of position 2050,
2050, Epidemiologist changed to Epidemiologist changed to Program
Program Director Epidemiology. Director Epidemiology.
302-Fair Rent  Reduced other contractual  Reduced other contractual services

services and added uniform and added uniform allowance for
allowance for field inspector. field inspector.
303-Elderly Service  Elimination of part time position.  Funding allocation of $40K moved
 Funding allocation of $40K to Q-House as base lease payment.
moved to Q-House as base
lease payment.
 Closing of the East Shore Senior
Center:
o Elimination of lease
payment $45K.
o Reduction to elderly
transportation services.
308-Community  Reduction of contractual  Fully funding for the Mayor initiative

Services services line item. of crisis response team.
 Funding of the Q-House -
o includes custodial
services, LEAP
management fee,
programming activities,
and other services
related to the Q-House.
 Funding for the Mayor initiative
of crisis response team.
309-Youth Services  Reduction of contractual  Status Quo Budget.

services for Youth programing.
 Reduction to summer little
league allocation.
402-City personnel  Reduction in Force (RIF) savings  Reduced budget from $3.1 to
& Non-Personnel added to City budget in the $250K savings.

Savings amount of $2.5M. The RIF will
be achieved through vacancy
eliminations, early retirement
incentives, workforce reductions
and other personnel savings
through the fiscal year.
404-Various  Allocation of $200K for  Allocation of $200K for Democracy

Organizations Democracy Fund in an election Fund in an election year.
year.
405-Non-Public  Allocation for non-city public  Allocation for non-city public school
School school transportation. A small transportation. A small increase is
Transportation increase is based on the multi- based on the multi-year first student
year first student contract. contract.
407-Salary  Salary reserve for bargaining  Salary reserve for bargaining unit
Reserve unit raises, Executive raises, Executive Management
Management raises, or other raises, or other personnel matters
personnel matters related to related to salaries or salary
salaries or salary adjustments. adjustments. Outstanding City
Outstanding City contracts as of contracts as of July 1, 2020 include
July 1, 2020 include Local 884 Local 884 (Clerical), Local 3144
(Clerical), Local 3144 (Supervisory, professional), Local
(Supervisory, professional), 1303 (Nurses), Local 1303
Local 1303 (Nurses), Local 1303 (Corporation Counsel) and Local
(Corporation Counsel) and Local 424 Unit 128 (Blue Collar –
424 Unit 128 (Blue Collar – Formerly local 71).
Formerly local 71).
408-Expenditure  Allocation for expenditure  Expenditure reserve budget

Reserve reserve eliminated for FY 2021- reduced from $4.0M to $1.5M.
22.
502-Engineering  Small increase for facility repairs  Small increase for facility repairs
and maintenance. and maintenance.
 Decrease to other contractual  Decrease to other contractual
services. services.
 Reduction to funding for  Reduction to funding for temporary
temporary and pt. help and pt. help (engineering internship
(engineering internship program).
program).
 Reduction to funding allocation
for stormwater maintenance.
504-Parks/Public  FY 2021 mid-year budget  FY 2021 mid-year budget

Works amendment-title of position 320, amendment-title of position 320,
Deputy Director/Parks Squares Deputy Director/Parks Squares to
to Deputy Director Parks/Public Deputy Director Parks/Public

Works. Works.
 Correction to title of  Correction to title of Management
Management Analyst IV to Analyst IV to Management Analyst
Management Analyst II. II.
 Elimination of following  Increase in Solid waste payment.
vacancies:
o Administrative Assistant
o Caretaker
o Equipment Operator I-III
(3 total)
o Refuse Laborer
 Increase in Solid waste
payment.
600-Debt Service  Increase of $3.7M over FY 2020-  Increase of $3.7M over FY 2020-21
21 payment: payment:
o Schedule is based on o Schedule is based on
$60.0M of bonding. $60.0M of bonding.
 Refunding or premium
opportunity savings added into
the budget in the amount of
$2.8M.
701-Operating  Airport subsidy reduced $25K.  Airport subsidy reduced $25K.

Subsidy
702-City Plan  Status quo budget.  Status quo budget.
704-Transportation,  Miscellaneous expense added  Miscellaneous expense added for

Traffic, and Parking for fees related to meter fees related to meter revenue. For
revenue. For proper accounting, proper accounting, the fees should
the fees should be charged to an be charged to an expenditure line
expenditure line item. In the past item. In the past fiscal years, the
fiscal years, the City charged the City charged the fees to revenue
fees to revenue line items, line items, therefore reducing the
therefore reducing the amount of amount of gross revenue reported.
gross revenue reported.
705-Commission  Status Quo Budget.  Status Quo Budget.

on Equal
Opportunity
721-Office of  Status Quo Budget.  Status Quo Budget.

Building,
Inspection, and
Enforcement
724-Economic  Reduction to other contractual  Reduction to other contractual

Development services. services.

802-Employee  City Employee Retirement Fund  City Employee Retirement Fund

Pensions and FICA (CERF) rate of return reduced (CERF) rate of return reduced from
Contributions from 7.75% to 7.25%. This 7.75% to 7.25%. This increased the
increased the ADEC payment by ADEC payment by $3.0M + The
$3.0M. City would be able to contribute an
 Police and Fire Retirement Fund extra $1.0M.
(P&F) rate of return reduced  Police and Fire Retirement Fund
from 7.75% to 7.25%. This (P&F) rate of return reduced from
increased the ADEC payment by 7.75% to 7.25%. This increased the
$12.7M ADEC payment by $12.7M + The
 Special Act of 1957 in the City City would be able to contribute an
charter requires the pension extra $793K
board shall submit annually to  Special Act of 1957 in the City
the mayor, prior to the first of charter requires the pension board
September, a schedule of its shall submit annually to the mayor,
estimated expenses necessary prior to the first of September, a
to carry out the purpose of the schedule of its estimated expenses
fund and the mayor shall include necessary to carry out the purpose
said estimate in the estimates to of the fund and the mayor shall
be submitted to the board of include said estimate in the
aldermen in accordance with estimates to be submitted to the
charter requirements relative to board of aldermen in accordance
annual estimates and with charter requirements relative to
appropriations for the city of New annual estimates and
Haven. appropriations for the city of New
 Expenditures are calculated as Haven.
part of the ADEC payment, but  Expenditures are calculated as part
for the purposes of the special of the ADEC payment, but for the
act, broken out in the budget. purposes of the special act, broken
out in the budget.
804-Self Insurance  Increase in City general liability  Increase in City general liability
and Litigation policies. policies.
805-Employee  Health insurance contribution  Health insurance contribution

Benefits increase by $900K. increase by $2.5M.
 Workers compensation  Workers compensation increased
increased by $400K. by $1.0M.
 Unemployment increased by  Unemployment increased by
$245K. $245K.
900-Board of  Flat Funding.  Increase of $3.0M.

Education

FISCAL YEAR 2021-22 GENERAL FUND FISCAL YEAR 2021-22 GENERAL FUND
CRISIS BUDGET PROPOSAL FORWARD TOGETHER BUDGET PROPOSAL
WHERE THE MONEY GOES WHERE THE MONEY GOES
OTHER DEPARTMENTS, SELF INSURANCE, OTHER DEPARTMENTS, SELF INSURANCE,
5,595,295 6,100,000 HUMAN SERVICES, 5,595,295 6,100,000 HUMAN SERVICES,
VACANCY/NPS SAVINGS, 10,140,180 VACANCY/NPS SAVINGS, 10,140,180
(2,600,000) ECONOMIC (2,600,000) ECONOMIC
DEVELOPMENT,… DEVELOPMENT,…
ENGINEERING/PUBLIC ENGINEERING/PUBLIC
WORKS, 18,938,066 WORKS, 18,938,066
EDUCATION, 189,218,697 GENERAL GOVERNMENT, EDUCATION, 189,218,697 GENERAL GOVERNMENT,

32,956,060 32,956,060

DEBT SERVICE, 60,155,640 DEBT SERVICE, 60,155,640
PUBLIC SAFETY, 82,050,451 PUBLIC SAFETY, 82,050,451
EMPLOYEE BENEFITS, EMPLOYEE BENEFITS,

95,171,210 95,171,210
2-51
PENSIONS/FICA, 83,000,000 PENSIONS/FICA, 83,000,000
Category Budget % Category Budget %

VACANCY/NPS SAVINGS (2,600,000) ‐0.44% VACANCY/NPS SAVINGS (250,000) ‐0.04%
OTHER DEPARTMENTS 5,595,295 0.95% SELF INSURANCE 6,100,000 1.01%
SELF INSURANCE 6,100,000 1.04% OTHER DEPARTMENTS 6,695,295 1.10%
ECONOMIC DEVELOPMENT 8,424,045 1.43% ECONOMIC DEVELOPMENT 8,458,307 1.40%
HUMAN SERVICES 10,140,180 1.72% HUMAN SERVICES 10,899,180 1.80%
ENGINEERING/PUBLIC WORKS 18,938,066 3.21% ENGINEERING/PUBLIC WORKS 19,638,145 3.24%
GENERAL GOVERNMENT 32,956,060 5.59% GENERAL GOVERNMENT 33,614,226 5.54%
DEBT SERVICE 60,155,640 10.21% DEBT SERVICE 62,955,640 10.38%
PUBLIC SAFETY 82,050,451 13.93% PUBLIC SAFETY 83,750,245 13.81%
PENSIONS/FICA 83,000,000 14.09% PENSIONS/FICA 84,793,107 13.99%
EMPLOYEE BENEFITS 95,171,210 16.15% EMPLOYEE BENEFITS 97,371,210 16.06%
EDUCATION 189,218,697 32.12% EDUCATION 192,218,697 31.71%
TOTAL 589,149,644 100.00% TOTAL 606,244,052 100.00%

FY 2021-22 MAYOR'S BUDGET ALLOCATION OF APPROPRIATIONS BY MAJOR GOVERNMENT
CATEGORY
Govt. Department FISCAL YEAR FISCAL YEAR FISCAL YEAR FISCAL YEAR FISCAL YEAR Difference +/- Difference +/-
Category Name 2018-19 BOA 2019-20 BOA 2020-21 BOA 2021-22 CRISIS 2021-22 FORWARD FY 22 CRISIS VS FY 21 FY 22 FORWARD VS FY 21
GENERAL GOVERNMENT
ASSESOR'S OFFICE 785,672 833,258 773,453 773,452 773,452 (1) 0.00% (1) 0.00%
CHIEF ADMIN OFFICE 1,741,568 1,979,784 1,824,306 1,899,336 1,899,336 75,030 4.11% 75,030 4.11%
CITY/TOWN CLERK 494,568 453,530 519,980 508,454 508,454 (11,526) -2.22% (11,526) -2.22%
CORPORATION COUNSEL 2,702,163 2,773,392 2,667,409 2,816,999 2,816,999 149,590 5.61% 149,590 5.61%
FINANCE 10,730,903 11,577,574 11,578,345 10,981,285 11,454,785 (597,060) -5.16% (123,560) -1.07%
FINANCE-CENTRAL UTILITES/MAINTENANCE 0 7,660,144 7,330,072 8,932,000 8,932,000 1,601,928 21.85% 1,601,928 21.85%
INFORMATION AND TECHNOLOGY 0 0 0 0 0 0 0.00% 0 0.00%
LEGISLATIVE SVC / BOARD OF ALDERMEN 995,180 989,413 989,413 944,243 944,668 (45,170) -4.57% (44,745) -4.52%
MAYORS OFFICE 1,010,853 1,057,042 954,196 936,825 936,825 (17,371) -1.82% (17,371) -1.82%
PARKS DEPARTMENT 5,433,302 4,719,072 0 0 0 0 0.00% 0 0.00%
PUBLIC LIBRARY 4,213,443 4,067,393 4,023,843 3,835,608 4,019,849 (188,235) -4.68% (3,994) -0.10%
REGISTRAR OF VOTERS 786,750 1,050,666 1,059,020 1,104,020 1,104,020 45,000 4.25% 45,000 4.25%
Sub-Total 28,894,402 37,161,268 31,720,037 32,732,222 33,390,388 1,012,185 3.19% 1,670,351 5.27%
% of Grand Total 5% 7% 6% 6% 6%
PUBLIC SAFETY
FIRE SERVICE 33,230,773 33,697,447 33,609,258 34,824,777 35,332,020 1,215,519 3.62% 1,722,762 5.13%
POLICE SERVICE 41,897,917 41,532,539 43,125,914 43,865,120 44,951,333 739,206 1.71% 1,825,419 4.23%
PULIC SAFETY COMMUNICATIONS 3,497,852 3,583,532 3,466,892 3,360,554 3,466,892 (106,338) -3.07% 0 0.00%
Sub-Total 78,626,542 78,813,518 80,202,064 82,050,451 83,750,245 1,848,387 2.30% 3,548,181 4.42%
% of Grand Total 14% 14% 14% 14% 14%
PUBLIC WORKS & ENGINEERING
ENGINEERING 3,257,176 3,254,634 3,014,683 3,069,682 3,169,682 54,999 1.82% 154,999 5.14%
PUBLIC WORKS 12,489,270 12,380,392 0 0 0 0 0.00% 0 0.00%
PUBLIC WORKS AND PARKS 0 0 15,931,730 15,868,384 16,468,463 (63,346) -0.40% 536,733 3.37%
Sub-Total 15,746,446 15,635,026 18,946,413 18,938,066 19,638,145 (8,347) -0.04% 691,732 3.65%
% of Grand Total 3% 3% 3% 3% 3%
HUMAN SERVICES
COMMUNITY SERVICES ADMIN. 2,897,936 2,947,648 2,583,589 3,144,655 3,674,655 561,066 21.72% 1,091,066 42.23%
DISABILITY SERVICES 90,174 98,604 96,804 96,804 96,804 0 0.00% 0 0.00%
ELDERLY SERVICES 747,796 783,295 771,606 540,606 711,606 (231,000) -29.94% (60,000) -7.78%
FAIR RENT COMMISSION 75,750 127,400 127,034 127,034 127,034 0 0.00% 0 0.00%
PUBLIC HEALTH 3,991,223 4,062,007 4,112,992 4,245,155 4,245,155 132,163 3.21% 132,163 3.21%
YOUTH SERVICES 1,045,000 1,210,250 0 0 0 0 0.00% 0 0.00%
RECREATION AND YOUTH 0 0 2,291,689 2,209,764 2,267,764 (81,925) -3.57% (23,925) -1.04%
Sub-Total 8,847,879 9,229,204 9,983,714 10,364,018 11,123,018 380,304 3.81% 1,139,304 11.41%
% of Grand Total 2% 2% 2% 2% 2%
ECONOMIC DEVELOPMENT
BLDG INSPEC & ENFORC 1,041,482 1,125,333 1,133,959 1,136,667 1,141,667 2,708 0.24% 7,708 0.68%
BUSINESS DEVELOPEMNT 1,508,247 1,533,021 1,862,444 1,789,247 1,856,247 (73,197) -3.93% (6,197) -0.33%
CITY PLAN 564,643 603,106 716,127 718,289 718,289 2,162 0.30% 2,162 0.30%
COMMISSION ON EQUAL OPPORTUNITY 209,687 223,751 217,659 212,659 212,659 (5,000) -2.30% (5,000) -2.30%
DEVELOPMENT SUBSIDIES 800,000 675,000 350,000 325,000 350,000 (25,000) -7.14% 0 0.00%
LIVABLE CTY INITAT 789,557 827,676 839,564 839,564 839,564 0 0.00% 0 0.00%
TRAFFIC & PARKING 4,938,221 3,539,498 3,290,155 3,727,619 3,689,881 437,464 13.30% 399,726 12.15%
Sub-Total 9,851,837 8,527,385 8,409,908 8,749,045 8,808,307 339,137 4.03% 398,399 4.74%
% of Grand Total 2% 2% 1% 1% 1%
OTHER DEPARTMENTS
VACANCY/NPS SAVINGS (1,906,696) (1,090,367) (3,146,196) (2,600,000) (250,000) 546,196 -17.36% 2,896,196 -92.05%
NON-PUBLIC TRANSPORTATION 700,000 790,000 815,000 840,000 840,000 25,000 3.07% 25,000 3.07%
VARIOUS ORGANIZATIONS 748,295 1,228,094 1,105,295 1,230,295 1,305,295 125,000 11.31% 200,000 18.09%
SALARY RESERVE CONTRACT NEGOTI 1,800,000 3,300,000 3,200,000 3,200,000 3,200,000 0 0.00% 0 0.00%
EXPENDITURE RESERVE 0 0 4,000,000 0 1,000,000 (4,000,000) -100.00% (3,000,000) -75.00%
Sub-Total 1,341,599 4,227,727 5,974,099 2,670,295 6,095,295 (3,303,804) -55.30% 121,196 2.03%
% of Grand Total 0% 1% 1% 0% 1%
PENSIONS/INSURANCE/BENEFITS
EMPLOYEE BENEFITS 92,091,210 93,591,210 93,591,210 95,171,210 97,371,210 1,580,000 1.69% 3,780,000 4.04%
PENSIONS 61,270,774 66,034,327 67,260,780 83,000,000 84,793,107 15,739,220 23.40% 17,532,327 26.07%
SELF INSURANCE 4,600,000 5,000,000 5,600,000 6,100,000 6,100,000 500,000 8.93% 500,000 8.93%
Sub-Total 157,961,984 164,625,537 166,451,990 184,271,210 188,264,317 17,819,220 10.71% 21,812,327 13.10%
% of Grand Total 29% 30% 29% 31% 31%
EDUCATION
EDUCATION 187,218,697 188,218,697 189,218,697 189,218,697 192,218,697 - 0.00% 3,000,000 1.59%
Sub-Total 187,218,697 188,218,697 189,218,697 189,218,697 192,218,697 - 0.00% 3,000,000 1.59%
% of Grand Total 34% 34% 33% 32% 32%
DEBT SERVICES
RAINY DAY REPLENISHMENT 0 900,000 0 0 0 0 0.00% 0 0.00%
DEBT SERVICE 67,222,568 53,674,689 59,807,120 62,827,640 62,827,640 3,020,520 5.05% 3,020,520 5.05%
MASTER LEASE 628,000 628,000 128,000 128,000 128,000 0 0.00% 0 0.00%
BOND PREMIUM (5,000,000) (5,000,000) 0 0 0 0 0.00% 0 0.00%
REFUNDING SAVINGS (4,250,000) 0 (2,851,969) (2,800,000) 0 51,969 -1.82% 2,851,969 -100.00%
Sub-Total 58,600,568 50,202,689 57,083,151 60,155,640 62,955,640 3,072,489 5.38% 5,872,489 10.29%
% of Grand Total 11% 9% 10% 10% 10%
Section II - Mayor's
GrandProposed Budget 556,641,051 567,990,073
Total 547,089,954 2-52 589,149,644 Section21,159,571
606,244,052 II - Mayor's3.73%
Proposed Budget6.73%
38,253,979
BOARD OF ALDER FISCAL YEAR 2021-22 BUDGET
OPERATIONAL EXPENDITURE BREAKDOWN
DEPARTMENT FISCAL YEAR FISCAL YEAR FISCAL YEAR FISCAL YEAR FISCAL YEAR +/- +/-
NAME 2018-19 BOA 2019-20 BOA 2020-21 BOA 2021-22 MAYOR 2021-22 MAYOR FY 22 CRISIS Vs FY 22 FORWARD
CRISIS FORWARD FY 2021 BOA VS FY 2021 BOA
CITY OPERATIONAL DEPARTMENTS
LEGISLATIVE SVC / BOARD OF ALDERMEN $995,180 $989,413 $989,413 $944,243 $944,668 ($45,170) ($44,745)
MAYORS OFFICE $1,010,853 $1,057,042 $954,196 $936,825 $936,825 ($17,371) ($17,371)
CHIEF ADMIN OFFICE $1,741,568 $1,979,784 $1,824,306 $1,899,336 $1,899,336 $75,030 $75,030
CORPORATION COUNSEL $2,702,163 $2,773,392 $2,667,409 $2,816,999 $2,816,999 $149,590 $149,590
FINANCE $10,131,139 $11,577,574 $11,578,345 $10,981,285 $11,454,785 ($597,060) ($123,560)
INFORMATION AND TECHNOLOGY $0 $0 $0 $0 $0 $0 $0
ASSESOR'S OFFICE $785,672 $833,258 $773,453 $773,452 $773,452 ($1) ($1)
PUBLIC LIBRARY $3,860,543 $4,067,393 $4,023,843 $3,835,608 $4,019,849 ($188,235) ($3,994)
PARKS DEPARTMENT $4,520,302 $4,719,072 $0 $0 $0 $0 $0
CITY/TOWN CLERK $494,568 $453,530 $519,980 $508,454 $508,454 ($11,526) ($11,526)
REGISTRAR OF VOTERS $770,000 $1,050,666 $1,059,020 $1,104,020 $1,104,020 $45,000 $45,000
PUBLIC HEALTH $3,980,223 $4,062,007 $4,112,992 $4,245,155 $4,245,155 $132,163 $132,163
FAIR RENT COMMISSION $75,750 $127,400 $127,034 $127,034 $127,034 $0 $0
ELDERLY SERVICES $739,796 $783,295 $771,606 $540,606 $711,606 ($231,000) ($60,000)
YOUTH SERVICES $1,045,000 $1,210,250 $0 $0 $0 $0 $0
DISABILITY SERVICES $90,174 $98,604 $96,804 $96,804 $96,804 $0 $0
COMMUNITY SERVICES ADMIN. $2,877,436 $2,947,648 $2,583,589 $3,144,655 $3,674,655 $561,066 $1,091,066
RECREATION AND YOUTH $0 $0 $2,291,689 $2,209,764 $2,267,764 ($81,925) ($23,925)
PUBLIC WORKS $11,944,770 $12,380,392 $0 $0 $0 $0 $0
ENGINEERING $3,253,276 $3,254,634 $3,014,683 $3,069,682 $3,169,682 $54,999 $154,999
PUBLIC WORKS AND PARKS $0 $0 $15,931,730 $15,868,384 $16,468,463 ($63,346) $536,733
CITY PLAN $564,643 $603,106 $716,127 $718,289 $718,289 $2,162 $2,162
TRAFFIC & PARKING $3,108,221 $3,539,498 $3,290,155 $3,727,619 $3,689,881 $437,464 $399,726
COMMISSION ON EQUAL OPPORTUNITY $209,687 $223,751 $217,659 $212,659 $212,659 ($5,000) ($5,000)
BLDG INSPEC & ENFORC $1,041,482 $1,125,333 $1,133,959 $1,136,667 $1,141,667 $2,708 $7,708
ECONOMIC DEVELOPMENT $1,508,247 $1,533,021 $1,862,444 $1,789,247 $1,856,247 ($73,197) ($6,197)
LIVABLE CTY INITAT $789,557 $827,676 $839,564 $839,564 $839,564 $0 $0
TOTAL OPERATIONAL DEPARTMENTS $58,240,250 $62,217,739 $61,380,000 $61,526,351 $63,677,858 $146,351 $2,297,858
PERCENTAGE OF TOTAL BUDGET 11% 11% 11% 10% 11%
PUBLIC SAFETY
PULIC SAFETY COMMUNICATIONS $3,419,852 $3,583,532 $3,466,892 $3,360,554 $3,466,892 ($106,338) $0
POLICE SERVICE $40,785,256 $41,532,539 $43,125,914 $43,865,120 $44,951,333 $739,206 $1,825,419
FIRE SERVICE $31,567,773 $33,697,447 $33,609,258 $34,824,777 $35,332,020 $1,215,519 $1,722,762
TOTAL OPERATIONAL DEPARTMENTS $75,772,881 $78,813,518 $80,202,064 $82,050,451 $83,750,245 $1,848,387 $3,548,181
CITY UTILITIES
FINANCE-CENTRAL UTILITES/MAINT. $7,153,975 $7,660,144 $7,330,072 $8,932,000 $8,932,000 $1,601,928 $1,601,928
EDUCATION TOTAL $7,153,975 $7,660,144 $7,330,072 $8,932,000 $8,932,000 $1,601,928 $1,601,928

BOARD OF ALDER FISCAL YEAR 2021-22 BUDGET
OPERATIONAL EXPENDITURE BREAKDOWN
DEPARTMENT FISCAL YEAR FISCAL YEAR FISCAL YEAR FISCAL YEAR FISCAL YEAR +/- +/-
NAME 2018-19 BOA 2019-20 BOA 2020-21 BOA 2021-22 MAYOR 2021-22 MAYOR FY 22 CRISIS Vs FY 22 FORWARD
CRISIS FORWARD FY 2021 BOA VS FY 2021 BOA
EDUCATION
EDUCATION $187,218,697 $188,218,697 $189,218,697 $189,218,697 $192,218,697 $0 $3,000,000
EDUCATION TOTAL $187,218,697 $188,218,697 $189,218,697 $189,218,697 $192,218,697 $0 $3,000,000
OTHER CITY EXPENDITURES
VACANCY/NPS SAVINGS ($1,906,696) ($1,090,367) ($3,146,196) ($2,600,000) ($250,000) $546,196 $2,896,196

VARIOUS ORGANIZATIONS $748,295 $1,228,094 $1,105,295 $1,230,295 $1,305,295 $125,000 $200,000
NON-PUBLIC TRANSPORTATION $700,000 $790,000 $815,000 $840,000 $840,000 $25,000 $25,000
SALARY RESERVE CONTRACT NEGOTI $1,800,000 $3,300,000 $3,200,000 $3,200,000 $3,200,000 $0 $0
EXPENDITURE RESERVE $0 $0 $4,000,000 $0 $1,000,000 ($4,000,000) ($3,000,000)
DEVELOPMENT SUBSIDIES $800,000 $675,000 $350,000 $325,000 $350,000 ($25,000) $0
OTHER CITY AGENCY TOTALS $2,141,599 $4,902,727 $6,324,099 $2,995,295 $6,445,295 ($3,328,804) $121,196
CITY DEBT SERVICE

DEBT SERVICE $67,222,568 $53,674,689 $59,807,120 $62,827,640 $62,827,640 $3,020,520 $3,020,520
REFUNDING SAVINGS ($4,250,000) $0 ($2,851,969) ($2,800,000) $0 $51,969 $2,851,969
BOND PREMIUM ($5,000,000) ($5,000,000) $0 $0 $0 $0 $0
MASTER LEASE $628,000 $628,000 $128,000 $128,000 $128,000 $0 $0
RAINY DAY REPLENISHMENT $0 $900,000 $0 $0 $0 $0 $0
CITY DEBT SERVICE TOTAL $58,600,568 $50,202,689 $57,083,151 $60,155,640 $62,955,640 $3,072,489 $5,872,489
EMPLOYEE BENEFITS
PENSIONS $61,270,774 $66,034,327 $67,260,780 $83,000,000 $84,793,107 $15,739,220 $17,532,327
SELF INSURANCE $4,600,000 $5,000,000 $5,600,000 $6,100,000 $6,100,000 $500,000 $500,000
EMPLOYEE BENEFITS $92,091,210 $93,591,210 $93,591,210 $95,171,210 $97,371,210 $1,580,000 $3,780,000
EMPLOYEE BENEFITS TOTALS $157,961,984 $164,625,537 $166,451,990 $184,271,210 $188,264,317 $17,819,220 $21,812,327
TOTAL CITY BUDGET $547,089,954 $556,641,051 $567,990,073 $589,149,644 $606,244,052 $21,159,571 $38,253,979

MAYORS PROPOSED BUDGETS
FISCAL YEAR 2021-22

Mayors Mayors
Agency Budget Budget Proposed Proposed FY 22 Crisis FY 22 Together
Forward
Accounts Allocation Allocation Crisis Budget Together VS FY 21 VS FY 21
111-BOARD OF ALDER/LEGISLATIVE SERVICES

101-ADMINISTRATION
50110 SALARIES 643,512 643,512 613,767 613,767 (29,745) (29,745)
50128 PARA PROFESSIONALS 0 0 0 0 0 0
50130 OVERTIME 10,000 10,000 10,000 10,000 0 0
50132 PAY DIFFERENTIAL 0 0 0 0 0 0
51000 EMPLOYEE BENEFITS 0 0 0 0 0 0
53330 BUSINESS TRAVEL 20,000 20,000 20,000 20,000 0 0
53350 PROFESSIONAL MEETINGS 0 0 0 0 0 0
54410 OFFICE & LAB EQUIPMENT 0 0 0 0 0 0
55520 GENERAL/OFFICE SUPPLY 6,627 6,627 6,627 6,627 0 0
55530 BOOKS, MAPS, ETC. 0 0 0 0 0 0
56610 ADVERTISEMENT 10,450 10,450 10,450 10,450 0 0
56615 PRINTING & BINDING 20,000 20,000 20,000 20,000 0 0
56655 REGIS., DUES, & SUBSCRIPTONS 0 0 0 0 0 0
56656 RENTAL OF EQUIPMENT 0 0 0 0 0 0
56662 MAINTENANCE AGREEMENT SERVICE 0 0 0 0 0 0
56664 MECHANICAL REPAIRS 0 0 0 0 0 0
56677 TRAINING/OTHER 7,500 7,500 7,500 7,500 0 0
56694 OTHER CONTRACTUAL SERVICES 210,924 210,924 195,499 195,924 (15,425) (15,000)
56696 LEGAL/LAWYERS FEES 0 0 0 0 0 0
BOARD OF ALDERS ADMINISTRATION Total 929,013 929,013 883,843 884,268 (45,170) (44,745)
102-BOARD OF ALDERS
50110 SALARIES 60,400 60,400 60,400 60,400 0 0
BOARD OF ALDERS LEGISLATIVE Total 60,400 60,400 60,400 60,400 0 0
Agency Roll Up
500 PERSONNEL 703,912 703,912 674,167 674,167 (29,745) (29,745)
501 OVERTIME 10,000 10,000 10,000 10,000 0 0
501A OVERTIME REIMBUSEMENT 0 0 0 0 0 0
502 OTHER PERSONNEL 0 0 0 0 0 0
520 UTILITIES 0 0 0 0 0 0
530 ALLOWANCE AND TRAVEL 20,000 20,000 20,000 20,000 0 0
540 EQUIPMENT 0 0 0 0 0 0
550 MATERIALS AND SUPPLIES 6,627 6,627 6,627 6,627 0 0
560 RENTALS AND CONTRACTUAL SERVICE 248,874 248,874 233,449 233,874 (15,425) (15,000)
570 DEBT SERVICE 0 0 0 0 0 0
Agency Total 989,413 989,413 944,243 944,668 (45,170) (44,745)

FISCAL YEAR 2021-22

Mayors Mayors
Forward
131-OFFICE OF THE MAYOR

101-ADMINISTRATION
50110 SALARIES 909,042 835,625 835,625 835,625 0 0
50130 OVERTIME 0 0 0 0 0 0
53310 MILEAGE 0 0 0 0 0 0
53330 BUSINESS TRAVEL 7,800 7,800 0 0 (7,800) (7,800)
55520 GENERAL/OFFICE SUPPLY 0 0 0 0 0 0
55530 BOOKS, MAPS, ETC. 0 0 0 0 0 0
55574 OTHER MATERIALS & SUPPLIES 0 0 0 0 0 0
55584 FOOD & FOOD PRODUCTS 0 0 0 0 0 0
56615 PRINTING & BINDING 0 0 0 0 0 0
56650 POSTAGE & FREIGHT 500 500 500 500 0 0
56695 TEMPORARY & PT HELP 0 0 0 0 0 0
MAYOR'S OFFICE Total 1,057,042 954,196 936,825 936,825 (17,371) (17,371)
102-TRANSITION TEAM
56694 OTHER CONTRACTUAL SERVICES 0 0 0 0 0 0
MAYORMAYORAL TRANSITION Total 0 0 0 0 0 0
103-DEVELOPMENT AND POLICY

50110 SALARIES 0 0 0 0 0 0
53330 BUSINESS TRAVEL 0 0 0 0 0 0
56650 POSTAGE & FREIGHT 0 0 0 0 0 0
56677 TRAINING/OTHER 0 0 0 0 0 0
56699 MISC EXPENSE 0 0 0 0 0 0
DEVELOPMENT AND POLICY Total 0 0 0 0 0 0
Agency Roll Up
500 PERSONNEL 909,042 835,625 835,625 835,625 0 0
501 OVERTIME 0 0 0 0 0 0
520 UTILITIES 0 0 0 0 0 0
530 ALLOWANCE AND TRAVEL 7,800 7,800 0 0 (7,800) (7,800)
540 EQUIPMENT 0 0 0 0 0 0
550 MATERIALS AND SUPPLIES 0 0 0 0 0 0
570 DEBT SERVICE 0 0 0 0 0 0
Agency Total 1,057,042 954,196 936,825 936,825 (17,371) (17,371)

FISCAL YEAR 2021-22

Mayors Mayors
Forward
132-CHIEF ADMINISTRATIVE OFFICER

101-ADMINISTRATION
50110 SALARIES 423,976 315,129 315,129 315,129 0 0
55530 BOOKS, MAPS, ETC. 0 0 0 0 0 0
55579 DUPLICATING & PHOTO SUPPLIES 0 0 0 0 0 0
56694 OTHER CONTRACTUAL SERVICES 20,000 80,000 80,000 80,000 0 0
56695 TEMPORARY & PT HELP 75,000 50,000 0 0 (50,000) (50,000)
56699 MISC EXPENSE 70,000 0 0 0 0 0
CHIEF ADMINISTRATIVE OFFICER Total 588,976 445,129 395,129 395,129 (50,000) (50,000)
102-PUBLIC SAFETY
50110 SALARIES 106,748 106,747 106,747 106,747 0 0
52260 TELEPHONE 0 0 0 0 0 0
OFFICE OF PUBLIC SAFETY Total 106,748 106,747 106,747 106,747 0 0
131-HUMAN RESOURCES
HUMAN50110 SALARIES 506,090 507,460 507,460 507,460 0 0
50130 OVERTIME 38,000 30,000 15,000 15,000 (15,000) (15,000)
55560 VEHICLE SUPPLIES 0 0 0 0 0 0
56677 TRAINING/OTHER 10,000 5,000 5,000 5,000 0 0
56694 OTHER CONTRACTUAL SERVICES 699,970 699,970 850,000 850,000 150,030 150,030
56695 TEMPORARY & PT HELP 30,000 30,000 20,000 20,000 (10,000) (10,000)
CHIEF ADMINISTRATIVE OFFICE HR Total 1,284,060 1,272,430 1,397,460 1,397,460 125,030 125,030
220-PUBLIC SAFETY
50110 SALARIES 0 0 0 0 0 0
OFFICE OF PUBLIC SAFETY Total 0 0 0 0 0 0
Agency Roll Up
500 PERSONNEL 1,036,814 929,336 929,336 929,336 0 0
501 OVERTIME 38,000 30,000 15,000 15,000 (15,000) (15,000)
520 UTILITIES 0 0 0 0 0 0
530 ALLOWANCE AND TRAVEL 0 0 0 0 0 0
540 EQUIPMENT 0 0 0 0 0 0
560 RENTALS AND CONTRACTUAL SERVICE 904,970 864,970 955,000 955,000 90,030 90,030
570 DEBT SERVICE 0 0 0 0 0 0
Agency Total 1,979,784 1,824,306 1,899,336 1,899,336 75,030 75,030

FISCAL YEAR 2021-22

Mayors Mayors
Forward
133-CORPORATION COUNSEL
101-ADMINISTRATION
50110 SALARIES 1,527,776 1,529,474 1,569,064 1,569,064 39,590 39,590
50130 OVERTIME 0 0 0 0 0 0
53310 MILEAGE 1,000 1,000 1,000 1,000 0 0
55530 BOOKS, MAPS, ETC. 25,000 25,000 25,000 25,000 0 0
56623 REPAIRS & MAINTENANCE 0 0 0 0 0 0
56642 ENTRY JUDGEMENT FEES 0 0 0 0 0 0
56650 POSTAGE & FREIGHT 1,000 1,000 1,000 1,000 0 0
56655 REGIS., DUES, & SUBSCRIPTONS 6,000 6,000 6,000 6,000 0 0
56696 LEGAL/LAWYERS FEES 720,000 700,000 700,000 700,000 0 0
CORPORATION COUSEL Total 2,365,876 2,347,574 2,377,164 2,377,164 29,590 29,590
134-OFFICE OF LABOR RELATIONS

50110 SALARIES 284,349 277,550 277,550 277,550 0 0
56615 PRINTING & BINDING 2,000 0 0 0 0 0
56642 ENTRY JUDGEMENT FEES 8,000 8,000 8,000 8,000 0 0
56696 LEGAL/LAWYERS FEES 98,582 20,000 40,000 40,000 20,000 20,000
LABOR RELATIONS Total 407,516 319,835 439,835 439,835 120,000 120,000
Agency Roll Up
500 PERSONNEL 1,812,125 1,807,024 1,846,614 1,846,614 39,590 39,590
501 OVERTIME 0 0 0 0 0 0
520 UTILITIES 0 0 0 0 0 0
540 EQUIPMENT 0 0 0 0 0 0
570 DEBT SERVICE 0 0 0 0 0 0
Agency Total 2,773,392 2,667,409 2,816,999 2,816,999 149,590 149,590

FISCAL YEAR 2021-22

Mayors Mayors
Forward
137-DEPARTMENT OF FINANCE
101-ADMINISTRATION/CONTROLLERS OFFICE
50110 SALARIES 371,059 356,337 359,337 359,337 3,000 3,000
50110 SALARY REDUCTIONS 0 0 0 0 0 0
50130 OVERTIME 0 0 0 0 0 0
50136 PART TIME PAYROLL 0 0 0 0 0 0
53310 MILEAGE 0 0 0 0 0 0
53350 PROFESSIONAL MEETINGS 3,000 3,000 1,500 3,000 (1,500) 0
55530 BOOKS, MAPS, ETC. 0 0 0 0 0 0
56638 INSURANCE 1,500 1,500 1,500 1,500 0 0
56650 POSTAGE & FREIGHT 2,500 2,500 2,500 2,500 0 0
56655 REGIS., DUES, & SUBSCRIPTONS 309,000 285,000 245,000 285,000 (40,000) 0
56662 MAINTENANCE AGREEMENT SERVICE 1,000 1,000 1,000 1,000 0 0
56677 TRAINING/OTHER 5,000 0 0 0 0 0
56693 CONVALESCENT HOMES 0 0 0 0 0 0
56695 TEMPORARY & PT HELP 130,000 115,000 80,000 115,000 (35,000) 0
59999 TRANSFERS/MISC MEDICAL 0 0 0 0 0 0
FINANCE ADMINISTRATION Total 1,103,561 1,044,839 971,339 1,047,839 (73,500) 3,000
107-MANAGEMENT AND BUDGET

50110 SALARIES 244,803 244,803 244,803 244,803 0 0
55530 BOOKS, MAPS, ETC. 0 0 0 0 0 0
56610 ADVERTISEMENT 0 0 0 0 0 0
MANAGEMENT & BUDGET Total 260,803 255,803 255,803 255,803 0 0
108-CENTRAL SERVICES
50110 SALARIES 0 0 0 0 0 0
52210 NATURAL GAS 0 0 0 0 0 0
52220 ELECTRICITY 0 0 0 0 0 0
52250 WATER 0 0 0 0 0 0
52260 TELEPHONE 0 0 0 0 0 0
52290 SEWER USAGE CHARGE 0 0 0 0 0 0
55520 GENERAL/OFFICE SUPPLY 150,000 110,000 100,000 110,000 (10,000) 0
55530 BOOKS, MAPS, ETC. 0 0 0 0 0 0
56615 PRINTING & BINDING 150,000 110,000 100,000 110,000 (10,000) 0
56621 MOVING EXPENSE 0 0 0 0 0 0
56652 RENTAL 400,000 400,000 400,000 400,000 0 0
56656 RENTAL OF EQUIPMENT 700,000 700,000 700,000 700,000 0 0
56694 OTHER CONTRACTUAL SERVICES 1,420,000 1,400,000 650,000 800,000 (750,000) (600,000)
CENTRAL UTILITIES Total 2,820,000 2,720,000 1,950,000 2,120,000 (770,000) (600,000)

FISCAL YEAR 2021-22

Mayors Mayors
Forward
109-INTERNAL AUDITS
50110 SALARIES 168,987 171,987 151,987 171,987 (20,000) 0
55530 BOOKS, MAPS, ETC. 0 0 0 0 0 0
FINANCE INTERNAL AUDIT Total 168,987 171,987 151,987 171,987 (20,000) 0
110-ACCOUNTING AND TREASURY

50110 SALARIES 727,369 727,369 727,369 727,369 0 0
50130 OVERTIME 1,500 500 500 500 0 0
ACCOUNTING AND TREASURYTotal 728,869 727,869 727,869 727,869 0 0
111-TAX COLLECTORS OFFICE

50110 SALARIES 483,360 483,367 483,367 483,367 0 0
50130 OVERTIME 500 500 500 500 0 0
50170 MEAL ALLOWANCE 0 0 0 0 0 0
53310 MILEAGE 0 0 0 0 0 0
55530 BOOKS, MAPS, ETC. 0 0 0 0 0 0
56610 ADVERTISEMENT 8,000 5,000 5,000 5,000 0 0
56638 INSURANCE 0 0 0 0 0 0
FINANCE TAX COLLECTOR'S OFFICE Total 667,235 617,242 567,242 567,242 (50,000) (50,000)
112-INFORMATION AND TECNLOGY

50110 SALARIES 1,131,400 1,132,332 1,149,172 1,149,172 16,840 16,840
50130 OVERTIME 0 0 0 0 0 0
53350 PROFESSIONAL MEETINGS 10,000 10,000 10,000 10,000 0 0
56657 DATA PROCESSING RENTALS 0 0 0 0 0 0
56662 MAINTENANCE AGREEMENT SERVICE 3,466,876 3,700,000 4,000,000 4,200,000 300,000 500,000
56677 TRAINING/OTHER 10,000 10,000 5,000 5,000 (5,000) (5,000)
FINANCE INFORMATION SYSTEMS Total 4,686,276 4,920,332 5,222,172 5,429,172 301,840 508,840

FISCAL YEAR 2021-22

Mayors Mayors
Forward
113-PAYROLL
50110 SALARIES 464,587 448,017 448,017 448,017 0 0
50130 OVERTIME 500 500 500 500 0 0
FINANCE PAYROLL Total 465,087 448,517 448,517 448,517 0 0
114-ACCOUNTS PAYABLE
50110 SALARIES 256,493 258,493 258,493 258,493 0 0
50130 OVERTIME 0 0 0 0 0 0
ACCOUNTS PAYABLE Total 256,893 258,893 258,893 258,893 0 0
115-PURCHASING
50110 SALARIES 235,747 235,747 235,747 235,747 0 0
56610 ADVERTISEMENT 7,400 5,400 20,000 20,000 14,600 14,600
PURCHASING Total 254,147 250,147 264,747 264,747 14,600 14,600

FISCAL YEAR 2021-22

Mayors Mayors
Forward
130-ACCOUNTS RECEIVABLE
50110 SALARIES 155,466 157,466 157,466 157,466 0 0
50130 OVERTIME 0 0 0 0 0 0
ACCOUNTS RECEIVABLE Total 165,716 162,716 162,716 162,716 0 0
134-OFFICE OF LABOR RELATIONS

50110 SALARIES 0 0 0 0 0 0
LABOR RELATIONS Total 0 0 0 0 0 0
141-OXYGEN FINACIAL
56699 MISC EXPENSE 0 0 0 0 0 0
OXYGEN FINANCE ACCOUNT Total 0 0 0 0 0 0
Agency Roll Up
500 PERSONNEL 4,239,271 4,215,918 4,215,758 4,235,758 (160) 19,840
501 OVERTIME 2,500 1,500 1,500 1,500 0 0
502 OTHER PERSONNEL 650 650 650 650 0 0
520 UTILITIES 0 0 0 0 0 0
530 ALLOWANCE AND TRAVEL 13,375 13,375 11,875 13,375 (1,500) 0
540 EQUIPMENT 0 0 0 0 0 0
550 MATERIALS AND SUPPLIES 150,000 110,000 100,000 110,000 (10,000) 0
560 RENTALS AND CONTRACTUAL SERVICE 7,171,778 7,236,902 6,651,502 7,093,502 (585,400) (143,400)
570 DEBT SERVICE 0 0 0 0 0 0
Agency Total 11,577,574 11,578,345 10,981,285 11,454,785 (597,060) (123,560)

FISCAL YEAR 2021-22

Mayors Mayors
Forward
139-OFFICE OF THE ASSESSOR

101-ADMINISTRATION
50110 SALARIES 789,538 733,733 733,732 733,732 (1) (1)
50130 OVERTIME 100 100 100 100 0 0
55530 BOOKS, MAPS, ETC. 2,000 2,000 2,000 2,000 0 0
56610 ADVERTISEMENT 500 500 500 500 0 0
56695 TEMPORARY & PT HELP 10,000 10,000 10,000 10,000 0 0
56699 MISC EXPENSE 0 0 0 0 0 0
ASSESSOR'S OFFICE Total 823,258 763,453 763,452 763,452 (1) (1)
156-BOARD OF ASSESSEEMENT APPEALS

50110 SALARIES 9,000 9,000 9,000 9,000 0 0
BOARD OF ASSESSMENT Total 10,000 10,000 10,000 10,000 0 0
Agency Roll Up
500 PERSONNEL 798,538 742,733 742,732 742,732 (1) (1)
501 OVERTIME 100 100 100 100 0 0
520 UTILITIES 0 0 0 0 0 0
540 EQUIPMENT 0 0 0 0 0 0
560 RENTALS AND CONTRACTUAL SERVICE 28,620 24,620 24,620 24,620 0 0
570 DEBT SERVICE 0 0 0 0 0 0
Agency Total 833,258 773,453 773,452 773,452 (1) (1)

FISCAL YEAR 2021-22

Mayors Mayors
Forward
143-CENTRAL UTILTIES
NATURAL GAS
52210 FINANCE 150,000 143,536 145,000 145,000 1,464 1,464
52210 LIBRARY 35,000 33,491 35,000 35,000 1,509 1,509
52210 PARKS 120,000 114,829 0 0 (114,829) (114,829)
52210 POLICE 90,000 86,121 90,000 90,000 3,879 3,879
52210 FIRE 120,000 114,829 120,000 120,000 5,171 5,171
52210 ELDERLY SVC 8,000 7,655 8,000 8,000 345 345
52210 CSA 9,000 8,612 9,000 9,000 388 388
52210 Q-HOUSE 0 50,000 50,000 50,000 50,000
52210 PUBLIC WORKS 47,000 44,974 0 0 (44,974) (44,974)
52210 PARKS/PW 0 0 180,000 180,000 180,000 180,000
NATURAL GAS TOTALS 579,000 554,047 637,000 637,000 82,953 82,953
ELECTRICITY
52220 FINANCE 140,000 133,947 150,000 150,000 16,053 16,053
52220 LIBRARY 350,000 334,869 350,000 350,000 15,131 15,131
52220 PARKS 310,000 296,598 0 0 (296,598) (296,598)
52220 POLICE 420,000 401,843 420,000 420,000 18,157 18,157
52220 FIRE 250,000 239,192 250,000 250,000 10,808 10,808
52220 CSA 9,000 8,610 10,000 10,000 1,390 1,390
52220 Q-HOUSE 0 50,000 50,000 50,000 50,000
52220 PUBLIC WORKS 190,000 181,786 0 0 (181,786) (181,786)
52220 PARKS/PW 0 0 500,000 500,000 500,000 500,000
ELECTRICITY TOTALS 1,669,000 1,596,845 1,730,000 1,730,000 133,155 133,155
STREET/TRAFFIC LIGHTS
52230 TTP 2,100,000 2,014,316 2,000,000 2,000,000 (14,316) (14,316)
STREET LIGHT TOTALS 2,100,000 2,014,316 2,000,000 2,000,000 (14,316) (14,316)
HEATING FUEL
52235 PUBLIC WORKS 45,000 43,011 0 0 (43,011) (43,011)
52235 PARKS/PW 0 0 45,000 45,000 45,000 45,000
HEATING FUEL TOTAL 45,000 43,011 45,000 45,000 1,989 1,989
WATER
52250 FINANCE 35,000 33,453 40,000 40,000 6,547 6,547
52250 LIBRARY 10,000 9,558 10,000 10,000 442 442
52250 PARKS 275,000 262,847 0 0 (262,847) (262,847)
52250 POLICE 21,000 20,072 20,000 20,000 (72) (72)
52250 FIRE 1,200,000 1,146,972 1,200,000 1,200,000 53,028 53,028
52250 CSA 2,000 1,911 2,000 2,000 89 89
52250 Q-HOUSE 0 10,000 10,000 10,000 10,000
52250 PUBLIC WORKS 0 0 0 0 0 0
52250 PARKS/PW 0 0 280,000 280,000 280,000 280,000
WATER TOTALS 1,543,000 1,474,813 1,562,000 1,562,000 87,187 87,187

FISCAL YEAR 2021-22

Mayors Mayors
Forward
TELEPHONE
52260 FINANCE 350,000 334,391 400,000 400,000 65,609 65,609
52260 ROV 25,000 23,885 25,000 25,000 1,115 1,115
52260 Q-HOUSE 0 25,000 25,000 25,000 25,000
52260 PSAP 75,000 71,655 80,000 80,000 8,345 8,345
TELEPHONE TOTAL 450,000 429,931 530,000 530,000 100,069 100,069
INTERNET/TELECOMMUNICATIONS
52265 FINANCE 0 0 5,000 5,000 5,000 5,000
52265 INFOR/TECHNOLOGY 0 0 15,000 15,000 15,000 15,000
52265 PSAP 0 0 5,000 5,000 5,000 5,000
52265 POLICE 0 0 70,000 70,000 70,000 70,000
52265 FIRE 0 0 45,000 45,000 45,000 45,000
52265 HEALTH 0 0 5,000 5,000 5,000 5,000
52265 ELDERLY SVC 0 0 15,000 15,000 15,000 15,000
52265 CSA 0 0 7,000 7,000 7,000 7,000
52265 Q-HOUSE 0 15,000 15,000 15,000 15,000
52265 YOUTH/REC 0 0 5,000 5,000 5,000 5,000
52265 PARKS/PW 0 0 5,000 5,000 5,000 5,000
INTERENT AND TELECOMMUNICATIONS TOTA 0 0 192,000 192,000 192,000 192,000
SEWER
52290 FINANCE 17,000 16,239 20,000 20,000 3,761 3,761
52290 LIBRARY 5,000 4,776 5,000 5,000 224 224
52290 PARKS 115,000 109,857 0 0 (109,857) (109,857)
52290 POLICE 13,500 12,896 15,000 15,000 2,104 2,104
52290 FIRE 20,000 19,105 25,000 25,000 5,895 5,895
52290 PUBLIC WORKS 0 0 0 0 0 0
52290 PARKS/PW 0 0 120,000 120,000 120,000 120,000
SEWER TOTALS 170,500 162,873 185,000 185,000 22,127 22,127

FISCAL YEAR 2021-22

Mayors Mayors
Forward
GAS AND OIL

55538 FINANCE 0 0 2,000 2,000 2,000 2,000
55538 LIBRARY 3,737 3,569 4,000 4,000 431 431
55538 PARKS 147,476 140,874 0 0 (140,874) (140,874)
55538 POLICE 504,032 481,469 485,000 485,000 3,531 3,531
55538 FIRE 149,342 142,656 145,000 145,000 2,344 2,344
55538 HEALTH 10,267 9,807 10,000 10,000 193 193
55538 CSA 466 445 1,000 1,000 555 555
55538 Q-HOUSE 0 5,000 5,000 5,000 5,000
55538 PUBLIC WORKS 256,683 245,192 0 0 (245,192) (245,192)
55538 ENGINEERING 3,640 3,477 35,000 35,000 31,523 31,523
55538 PARKS/PW 0 0 387,000 387,000 387,000 387,000
55538 TTP 28,001 26,747 27,000 27,000 253 253
GAS AND OIL TOTALS 1,103,644 1,054,236 1,101,000 1,101,000 46,764 46,764
CITY FACILITY ENERGY SERVICES TOTAL

56694 CITY FUEL CELL 0 0 450,000 450,000 450,000 450,000
56694 GOVERMENT CENTER ENERGY 0 0 400,000 400,000 400,000 400,000
56694 AUDIT SERVICES 0 100,000 100,000 100,000 100,000
CITY SERVICES TOTAL 0 950,000 950,000 950,000 950,000
Agency Roll Up
500 PERSONNEL 0 0 0 0 0 0
501 OVERTIME 0 0 0 0 0 0
520 UTILITIES 6,556,500 6,275,836 6,886,000 6,886,000 610,164 610,164
540 EQUIPMENT 0 0 0 0 0 0
550 MATERIALS AND SUPPLIES 1,103,644 1,054,236 1,096,000 1,096,000 41,764 41,764
560 RENTALS AND CONTRACTUAL SERVICE 0 0 950,000 950,000 950,000 950,000
570 DEBT SERVICE 0 0 0 0 0 0
Agency Total 7,660,144 7,330,072 8,932,000 8,932,000 1,601,928 1,601,928

FISCAL YEAR 2021-22

Mayors Mayors
Forward
152-LIBRARY
101-ADMINISTRATION
50110 SALARIES 110,725 110,725 110,725 110,725 0 0
56638 INSURANCE 0 0 0 0 0 0
56650 POSTAGE & FREIGHT 500 500 500 500 0 0
56694 OTHER CONTRACTUAL SERVICES 324,550 281,000 271,000 281,000 (10,000) 0
LIBRARY Total 435,775 392,225 382,225 392,225 (10,000) 0
115-BUILDING MAINTENANCE
50110 SALARIES 77,794 77,794 77,794 77,794 0 0
50130 OVERTIME 0 0 0 0 0 0
52210 NATURAL GAS 0 0 0 0 0 0
52220 ELECTRICITY 0 0 0 0 0 0
52235 HEATING FUELS 0 0 0 0 0 0
52250 WATER 0 0 0 0 0 0
55538 GAS & OIL 0 0 0 0 0 0
55570 BLDG & GRND MAINT. SUPPLIES 12,000 12,000 12,000 12,000 0 0
56652 RENTAL 0 0 0 0 0 0
56662 MAINTENANCE AGREEMENT SERVICE 200,000 175,000 163,000 175,000 (12,000) 0
LIBRARY BUILDING MAINTENANCE Total 290,294 265,294 253,294 265,294 (12,000) 0
116-TECHNICAL SERVICE
50110 SALARIES 120,093 120,093 50,275 120,093 (69,818) 0
50130 OVERTIME 0 0 0 0 0 0
LIBRARY TECH PUBLIC SERVICE Total 123,943 123,943 54,125 123,943 (69,818) 0

FISCAL YEAR 2021-22

Mayors Mayors
Forward
152-LIBRARY
117-PUBLIC SERVICE
50110 SALARIES 2,867,881 2,967,881 2,891,464 2,963,887 (76,417) (3,994)
50130 OVERTIME 0 0 0 0 0 0
50132 PAY DIFFERENTIAL 2,500 2,500 2,500 2,500 0 0
53310 MILEAGE 0 0 0 0 0 0
54410 OFFICE & LAB EQUIPMENT 25,000 15,000 15,000 15,000 0 0
54482 COMMUNICATION EQUIPMENT 15,000 10,000 10,000 10,000 0 0
55530 BOOKS, MAPS, ETC. 300,000 240,000 220,000 240,000 (20,000) 0
55532 LIBRARY BOOKS 0 0 0 0 0 0
LIBRARY PUBLIC SERVICE Total 3,217,381 3,242,381 3,145,964 3,238,387 (96,417) (3,994)
Agency Roll Up
500 PERSONNEL 3,176,493 3,276,493 3,130,258 3,272,499 (146,235) (3,994)
501 OVERTIME 0 0 0 0 0 0
502 OTHER PERSONNEL 2,850 2,850 2,850 2,850 0 0
520 UTILITIES 0 0 0 0 0 0
540 EQUIPMENT 40,000 25,000 25,000 25,000 0 0
550 MATERIALS AND SUPPLIES 312,000 252,000 232,000 252,000 (20,000) 0
560 RENTALS AND CONTRACTUAL SERVICE 536,050 467,500 445,500 467,500 (22,000) 0
570 DEBT SERVICE 0 0 0 0 0 0
Agency Total 4,067,393 4,023,843 3,835,608 4,019,849 (188,235) (3,994)

FISCAL YEAR 2021-22

Mayors Mayors
Forward
160-PARKS AND RECREATION

101-ADMINISTRATION
50110 SALARIES 340,637 0 0 0 0 0
50130 OVERTIME 0 0 0 0 0 0
52265 TELECOMMUNICATIONS\INTERNET 0 0 0 0 0 0
54411 EQUIPMENT 500 0 0 0 0 0
55586 UNIFORMS 0 0 0 0 0 0
55594 MEDICAL SUPPLIES 0 0 0 0 0 0
56610 ADVERTISEMENT 500 0 0 0 0 0
56638 INSURANCE 0 0 0 0 0 0
56650 POSTAGE & FREIGHT 100 0 0 0 0 0
56655 REGIS., DUES, & SUBSCRIPTONS 1,500 0 0 0 0 0
56677 TRAINING/OTHER 40,000 0 0 0 0 0
56694 OTHER CONTRACTUAL SERVICES 120,000 0 0 0 0 0
56695 TEMPORARY & PT HELP 11,000 0 0 0 0 0
PARKS & REC ADMINISTRATION Total 514,237 0 0 0 0 0
118-PARKS SECURITY
50110 SALARIES 0 0 0 0 0 0
50130 OVERTIME 0 0 0 0 0 0
54411 EQUIPMENT 0 0 0 0 0 0
55586 UNIFORMS 0 0 0 0 0 0
PARKS & REC PARK SECURITY Total 0 0 0 0 0 0
119-PARKS TREE DIVISION

50110 SALARIES 491,480 0 0 0 0 0
50130 OVERTIME 15,000 0 0 0 0 0
54411 EQUIPMENT 0 0 0 0 0 0
54430 MECHANICAL & MANUALLY OP EQUIP 0 0 0 0 0 0
54450 MAINTENANCE EQUIPMENT 0 0 0 0 0 0
54458 SAFETY EQUIPMENT 0 0 0 0 0 0
54470 RECREATION EQUIPMENT 0 0 0 0 0 0
55538 GAS & OIL 0 0 0 0 0 0
55570 BLDG & GRND MAINT. SUPPLIES 0 0 0 0 0 0
55586 UNIFORMS 0 0 0 0 0 0
PARKS & REC TREE DIVISION Total 506,480 0 0 0 0 0

FISCAL YEAR 2021-22

Mayors Mayors
Forward
120-GENERAL MAINTENANCE
50110 SALARIES 1,947,378 0 0 0 0 0
50130 OVERTIME 225,000 0 0 0 0 0
50132 PAY DIFFERENTIAL 22,000 0 0 0 0 0
50170 MEAL ALLOWANCE 1,000 0 0 0 0 0
52210 NATURAL GAS 0 0 0 0 0 0
52220 ELECTRICITY 0 0 0 0 0 0
52235 HEATING FUELS 0 0 0 0 0 0
52250 WATER 0 0 0 0 0 0
54411 EQUIPMENT 9,000 0 0 0 0 0
55538 GAS & OIL 0 0 0 0 0 0
55570 BLDG & GRND MAINT. SUPPLIES 105,000 0 0 0 0 0
55586 UNIFORMS 12,000 0 0 0 0 0
56623 REPAIRS & MAINTENANCE 40,000 0 0 0 0 0
PARKS & REC GENERAL MAINTENANC Total 2,411,378 0 0 0 0 0
121-PARKS UTILITIES
50110 SALARIES 0 0 0 0 0 0
50130 OVERTIME 0 0 0 0 0 0
52210 NATURAL GAS 0 0 0 0 0 0
52220 ELECTRICITY 0 0 0 0 0 0
52235 HEATING FUELS 0 0 0 0 0 0
52250 WATER 0 0 0 0 0 0
54411 EQUIPMENT 0 0 0 0 0 0
PARKS & REC UTILITIES Total 0 0 0 0 0 0
122-PARKS NATURE RECREATION

50110 SALARIES 304,036 0 0 0 0 0
50130 OVERTIME 0 0 0 0 0 0
54411 EQUIPMENT 0 0 0 0 0 0
54484 OTHER EQUIPMENT 0 0 0 0 0 0
55530 BOOKS, MAPS, ETC. 0 0 0 0 0 0
55572 RECREATION SUPPLIES 0 0 0 0 0 0
55574 OTHER MATERIALS & SUPPLIES 19,000 0 0 0 0 0
55584 FOOD & FOOD PRODUCTS 2,000 0 0 0 0 0
55586 UNIFORMS 4,500 0 0 0 0 0
PARKS & REC NATURE RECREATION Total 329,536 0 0 0 0 0

FISCAL YEAR 2021-22

Mayors Mayors
Forward
123-PARKS RECREATION
50110 SALARIES 287,441 0 0 0 0 0
50130 OVERTIME 0 0 0 0 0 0
PARKS & REC RECREATION Total 307,441 0 0 0 0 0
124-PARKS LIGHTHOUSE
50110 SALARIES 325,000 0 0 0 0 0
50130 OVERTIME 14,000 0 0 0 0 0
51809 HEALTH INSURANCE 0 0 0 0 0 0
52210 NATURAL GAS 0 0 0 0 0 0
52220 ELECTRICITY 0 0 0 0 0 0
52235 HEATING FUELS 0 0 0 0 0 0
52250 WATER 0 0 0 0 0 0
54411 EQUIPMENT 0 0 0 0 0 0
55586 UNIFORMS 0 0 0 0 0 0
58852 FICA/MEDICARE EMPLOYER CONTRIB 0 0 0 0 0 0
PARKS & REC LIGHTHOUSE PARK Total 339,000 0 0 0 0 0
125-PARKS SEASONAL
50110 SALARIES 311,000 0 0 0 0 0
50130 OVERTIME 0 0 0 0 0 0
GENERAL FUND Total 311,000 0 0 0 0 0
126-PARKS CAMPS
50110 SALARIES 0 0 0 0 0 0
50130 OVERTIME 0 0 0 0 0 0
54411 EQUIPMENT 0 0 0 0 0 0
PARKS & REC CAMP CEDARCREST Total 0 0 0 0 0 0
Agency Roll Up
500 PERSONNEL 4,006,972 0 0 0 0 0
501 OVERTIME 254,000 0 0 0 0 0
502 OTHER PERSONNEL 23,000 0 0 0 0 0
520 UTILITIES 0 0 0 0 0 0
540 EQUIPMENT 9,500 0 0 0 0 0
550 MATERIALS AND SUPPLIES 142,500 0 0 0 0 0
560 RENTALS AND CONTRACTUAL SERVICE 283,100 0 0 0 0 0
570 DEBT SERVICE 0 0 0 0 0 0
Agency Total 4,719,072 0 0 0 0 0

FISCAL YEAR 2021-22

Mayors Mayors
Forward
161-CITY TOWN CLERK

101-ADMINISTRATION
50110 SALARIES 269,600 335,179 338,653 338,653 3,474 3,474
50130 OVERTIME 9,000 9,000 9,000 9,000 0 0
53310 MILEAGE 0 0 0 0 0 0
55530 BOOKS, MAPS, ETC. 0 0 0 0 0 0
56696 LEGAL/LAWYERS FEES 10,000 10,000 10,000 10,000 0 0
CITY/TOWN CLERK ADMINISTRATION Total 453,530 519,980 508,454 508,454 (11,526) (11,526)
112-ELECTIONS
55530 BOOKS, MAPS, ETC. 0 0 0 0 0 0
56652 RENTAL 0 0 0 0 0 0
CITY/TOWN CLERK ELECTIONS Total 0 0 0 0 0 0
Agency Roll Up
500 PERSONNEL 269,600 335,179 338,653 338,653 3,474 3,474
501 OVERTIME 9,000 9,000 9,000 9,000 0 0
520 UTILITIES 0 0 0 0 0 0
540 EQUIPMENT 0 0 0 0 0 0
570 DEBT SERVICE 0 0 0 0 0 0
Agency Total 453,530 519,980 508,454 508,454 (11,526) (11,526)

FISCAL YEAR 2021-22

Mayors Mayors
Forward
162-REGISTRAR OF VOTERS
101-ADMINISTRATION
REGIS 52260 TELEPHONE 0 0 0 0 0 0
REGISTRAR OF VOTERS Total 0 0 0 0 0 0
127-ELECTION SERVICES
50110 SALARIES 308,716 332,020 332,020 332,020 0 0
50130 OVERTIME 30,000 30,000 30,000 30,000 0 0
52260 TELEPHONE 0 0 0 0 0 0
53310 MILEAGE 1,000 1,000 1,000 1,000 0 0
REGISTRAR OF VOTERS Total 627,784 693,020 693,020 693,020 0 0
128-ELECTION SERVICES
50136 PART TIME PAYROLL 370,000 325,000 370,000 370,000 45,000 45,000
55530 BOOKS, MAPS, ETC. 2,882 1,000 1,000 1,000 0 0
56652 RENTAL 0 0 0 0 0 0
56677 TRAINING/OTHER 0 0 0 0 0 0
REGISTRAR OF VOTERS Total 422,882 366,000 411,000 411,000 45,000 45,000
Agency Roll Up
500 PERSONNEL 678,716 657,020 702,020 702,020 45,000 45,000
501 OVERTIME 30,000 30,000 30,000 30,000 0 0
520 UTILITIES 0 0 0 0 0 0
540 EQUIPMENT 0 0 0 0 0 0
570 DEBT SERVICE 0 0 0 0 0 0
Agency Total 1,050,666 1,059,020 1,104,020 1,104,020 45,000 45,000

FISCAL YEAR 2021-22

Mayors Mayors
Forward
200-PUBLIC SAFETY COMMUNICATIONS

101-ADMINISTRATION
50110 SALARIES 3,282,032 3,165,392 3,059,054 3,165,392 (106,338) 0
50130 OVERTIME 250,000 250,000 250,000 250,000 0 0
52260 TELEPHONE 0 0 0 0 0 0
54482 COMMUNICATION EQUIPMENT 0 0 0 0 0 0
DEPT. OF PUBLIC SAFETY Total 3,583,532 3,466,892 3,360,554 3,466,892 (106,338) 0
Agency Roll Up
500 PERSONNEL 3,282,032 3,165,392 3,059,054 3,165,392 (106,338) 0
501 OVERTIME 250,000 250,000 250,000 250,000 0 0
502 OTHER PERSONNEL 48,500 48,500 48,500 48,500 0 0
520 UTILITIES 0 0 0 0 0 0
540 EQUIPMENT 0 0 0 0 0 0
570 DEBT SERVICE 0 0 0 0 0 0
Agency Total 3,583,532 3,466,892 3,360,554 3,466,892 (106,338) 0

FISCAL YEAR 2021-22

Mayors Mayors
Forward
201-POLICE SERVICES
101-ADMINISTRATION
11503 ACCOUNTS RECEIVABLE 0 0 0 0 0 0
50110 SALARIES 1,560,963 1,367,079 1,366,728 1,366,728 (351) (351)
50140 LONGEVITY 0 0 0 0 0 0
50175 EDUCATION INCENTIVE 74,150 72,050 72,050 72,050 0 0
52210 NATURAL GAS 0 0 0 0 0 0
52220 ELECTRICITY 0 0 0 0 0 0
52250 WATER 0 0 0 0 0 0
52260 TELEPHONE 0 0 0 0 0 0
53330 BUSINESS TRAVEL 30,000 30,000 30,000 30,000 0 0
55530 BOOKS, MAPS, ETC. 0 0 0 0 0 0
55586 UNIFORMS 133,000 119,000 119,000 119,000 0 0
56677 TRAINING/OTHER 130,000 130,000 130,000 130,000 0 0
56699 MISC EXPENSE 0 0 0 0 0 0
POLICE SERVICES ADMINISTRATION Total 2,533,423 2,251,439 2,231,088 2,251,088 (20,351) (351)
111-WINTERGREEN
56623 REPAIRS & MAINTENANCE 10,000 20,000 20,000 20,000 0 0
WINTERGREEN POLICE SVC Total 20,000 20,000 20,000 20,000 0 0
POLICE SVS BUILDING MAINTENANC Total 0 0 0 0 0 0
OPERATIONS ID
POLICE SERVICES OPERATIONS ID Total 9,576 9,576 9,576 9,576 0 0
204-OPERATIONS AND PATROL

50110 SALARIES 28,094,639 27,817,271 28,621,212 29,623,671 803,941 1,806,400
50130 OVERTIME 4,350,000 5,579,888 7,579,888 7,579,888 2,000,000 2,000,000
50130 OVERTIME FOR EVENTS 550,000 550,000 550,000 550,000 0 0
50130 SUMMER ANTI-VIOLENCE 100,000 100,000 100,000 100,000 0 0
50130 FED. BUDGET RECONCIL. BILL 0 (2,000,000) (2,000,000) (2,000,000) (2,000,000)
50177 OVERTIME SEQUESTRATION 0 0 0 0 0 0
50180 POLICE EVENT OT 0 0 0 0 0 0
51810 RETIREMENT CONTRIBUTION 0 0 0 0 0 0
POLICE SVS OPERATIONS/PATROL Total 33,094,639 34,047,159 34,851,100 35,853,559 803,941 1,806,400

FISCAL YEAR 2021-22

Mayors Mayors
Forward
201-POLICE SERVICES
205-DETENTION CENTER
50110 SALARIES 1,246,692 1,386,627 1,424,760 1,424,760 38,133 38,133
50130 OVERTIME 550,000 825,000 825,000 825,000 0 0
55594 MEDICAL SUPPLIES 5,000 8,000 8,000 8,000 0 0
POLICE SERVICES DETENTION Total 1,836,692 2,236,627 2,274,760 2,274,760 38,133 38,133
207-PAL PROGRAM
55586 UNIFORMS 0 0 0 0 0 0
POLICE SERVICES PAL JR POLICE Total 4,010 4,010 4,010 4,010 0 0
208-SUPPORT SERVICES
50110 SALARIES 1,844,527 1,802,353 1,719,836 1,783,590 (82,517) (18,763)
POLICE SERVICES SUPPORT SVS Total 2,360,027 2,331,853 2,249,336 2,313,090 (82,517) (18,763)
209-SUPPLY ROOM
54411 EQUIPMENT 198,000 198,000 198,000 198,000 0 0
55520 GENERAL/OFFICE SUPPLY 40,000 40,000 40,000 40,000 0 0
55530 BOOKS, MAPS, ETC. 200 0 0 0 0 0
55586 UNIFORMS 325,000 325,000 325,000 325,000 0 0
POLICE SERVICES SUPPLY ROOM Total 593,200 593,000 593,000 593,000 0 0
210-VEHICLE MAINTENANCE
54440 VEHICLES 0 0 0 0 0 0
55538 GAS & OIL 0 0 0 0 0 0
POLICE SERVICES VEHICLE MAINT Total 245,000 245,000 245,000 245,000 0 0
BUILDING MAINTENANCE Total 25,000 30,000 30,000 30,000 0 0

FISCAL YEAR 2021-22

Mayors Mayors
Forward
201-POLICE SERVICES
213-ANIMAL SHELTER
50110 SALARIES 180,786 180,786 180,786 180,786 0 0
50130 OVERTIME 0 0 0 0 0 0
54411 EQUIPMENT 0 0 0 0 0 0
55584 FOOD & FOOD PRODUCTS 9,959 17,000 17,000 17,000 0 0
56610 ADVERTISEMENT 3,500 2,000 2,000 2,000 0 0
POLICE SERVICES ANIMAL SHELTER Total 241,472 247,013 247,013 247,013 0 0
214-K-9 UNIT
54411 EQUIPMENT 500 500 500 500 0 0
55584 FOOD & FOOD PRODUCTS 6,000 6,737 6,737 6,737 0 0
POLICE K-9 UNIT Total 19,500 20,237 20,237 20,237 0 0
215-CENTRAL SERVICES
54411 EQUIPMENT 390,000 390,000 390,000 390,000 0 0
56623 REPAIRS & MAINTENANCE 0 40,000 40,000 40,000 0 0
56686 WELLNESS PROGRAM 0 0
56699 MISC EXPENSE
58698 ROLLING STOCK 0 450,000 450,000 450,000 0 0
POLICE CENTRAL CERVICES Total 550,000 1,090,000 1,090,000 1,090,000 0 0
Agency Roll Up
500 PERSONNEL 32,927,607 32,554,116 33,313,322 34,379,535 759,206 1,825,419
501 OVERTIME 5,550,000 7,054,888 9,054,888 9,054,888 2,000,000 2,000,000
501A OVERTIME REIMBUSEMENT 0 0 (2,000,000) (2,000,000) (2,000,000) (2,000,000)
502 OTHER PERSONNEL 474,150 350,050 350,050 350,050 0 0
520 UTILITIES 0 0 0 0 0 0
540 EQUIPMENT 598,076 598,076 598,076 598,076 0 0
560 RENTALS AND CONTRACTUAL SERVICE 1,404,707 2,009,207 1,989,207 2,009,207 (20,000) 0
570 DEBT SERVICE 0 0 0 0 0 0
Agency Total 41,532,539 43,125,914 43,865,120 44,951,333 739,206 1,825,419

FISCAL YEAR 2021-22

Mayors Mayors
Forward
202-FIRE SERVICES
101-ADMINISTRATION
50110 SALARIES 1,196,472 1,200,677 1,124,837 1,222,125 (75,840) 21,448
50130 OVERTIME 40,000 40,000 40,000 40,000 0 0
50140 LONGEVITY 3,000 3,000 3,000 3,000 0 0
50165 VACATION/HOLIDAY 5,000 5,000 5,000 5,000 0 0
52260 TELEPHONE 0 0 0 0 0 0
54411 EQUIPMENT 5,000 5,000 5,000 5,000 0 0
54458 SAFETY EQUIPMENT 10,800 10,800 10,800 10,800 0 0
55530 BOOKS, MAPS, ETC. 2,650 2,650 2,650 2,650 0 0
55579 DUPLICATING & PHOTO SUPPLIES 3,500 3,500 3,500 3,500 0 0
56650 POSTAGE & FREIGHT 100 100 100 100 0 0
56677 TRAINING/OTHER 300,000 200,000 200,000 200,000 0 0
56699 MISC EXPENSE 0 0 0 0 0 0
FIRE SERVICES ADMINISTRATION Total 1,830,592 1,699,797 1,623,957 1,721,245 (75,840) 21,448
226-INVESTIGATION AND INSPECTION SERVICES

50110 SALARIES 1,041,336 1,092,987 1,113,932 1,113,932 20,945 20,945
50130 OVERTIME 90,000 90,000 90,000 90,000 0 0
50165 VACATION/HOLIDAY 0 0 0 0 0 0
54411 EQUIPMENT 0 0 0 0 0 0
INVESTIGATION AND INSPECTION SERVICES T 1,173,586 1,225,237 1,246,182 1,246,182 20,945 20,945
227-APPARATUS, EQUIPMENT, AND BUILDING MAINTENANCE

50110 SALARIES 383,150 385,153 385,153 385,153 0 0
50130 OVERTIME 69,000 69,000 69,000 69,000 0 0
54411 EQUIPMENT 0 0 0 0 0 0
54430 MECHANICAL & MANUALLY OP EQUIP 10,000 10,000 10,000 10,000 0 0
54450 MAINTENANCE EQUIPMENT 1,000 1,000 1,000 1,000 0 0
55560 VEHICLE SUPPLIES 148,000 110,000 110,000 110,000 0 0
APPARATUS, EQUIPMENT, AND BUILDING MAI 727,675 691,678 691,678 691,678 0 0

FISCAL YEAR 2021-22

Mayors Mayors
Forward
202-FIRE SERVICES
230-SUPRESSION
50110 SALARIES 24,925,894 24,952,846 26,193,260 26,603,215 1,240,414 1,650,369
50130 OVERTIME 1,970,000 1,970,000 4,000,000 4,000,000 2,030,000 2,030,000
50130 FED. BUDGET RECONCIL. BILL 0 (2,000,000) (2,000,000) (2,000,000) (2,000,000)
50140 LONGEVITY 395,000 395,000 395,000 395,000 0 0
50165 VACATION/HOLIDAY 1,300,000 1,300,000 1,300,000 1,300,000 0 0
50177 OVERTIME SEQUESTRATION 0 0 0 0 0 0
52210 NATURAL GAS 0 0 0 0 0 0
52220 ELECTRICITY 0 0 0 0 0 0
52235 HEATING FUELS 0 0 0 0 0 0
52250 WATER 0 0 0 0 0 0
54411 EQUIPMENT 0 0 0 0 0 0
54440 VEHICLES 0 0 0 0 0 0
54450 MAINTENANCE EQUIPMENT 500 500 500 500 0 0
54458 SAFETY EQUIPMENT 55,000 55,000 55,000 55,000 0 0
55538 GAS & OIL 0 0 0 0 0 0
55586 UNIFORMS 300,000 300,000 300,000 300,000 0 0
61200 OTHER FINANCING USES 0 0 0 0 0 0
FIRE SERVICES FIRE SUPPRESSION Total 29,965,594 29,992,546 31,262,960 31,672,915 1,270,414 1,680,369
Agency Roll Up
500 PERSONNEL 27,546,852 27,631,663 28,817,182 29,324,425 1,185,519 1,692,762
501 OVERTIME 2,169,000 2,169,000 4,199,000 4,199,000 2,030,000 2,030,000
501A OVERTIME REIMBUSEMENT 0 0 (2,000,000) (2,000,000) (2,000,000) (2,000,000)
502 OTHER PERSONNEL 2,643,300 2,643,300 2,643,300 2,643,300 0 0
520 UTILITIES 0 0 0 0 0 0
540 EQUIPMENT 87,525 87,525 87,525 87,525 0 0
570 DEBT SERVICE 0 0 0 0 0 0
Agency Total 33,697,447 33,609,258 34,824,777 35,332,020 1,215,519 1,722,762

FISCAL YEAR 2021-22

Mayors Mayors
Forward
301-DEPARTMENT OF HEALTH 1 (1) (1)

101-ADMINISTRATION
50110 SALARIES 3,804,478 3,879,755 4,011,918 4,011,918 132,163 132,163
50130 OVERTIME 50,000 50,000 50,000 50,000 0 0
53310 MILEAGE 1,200 1,200 1,200 1,200 0 0
54411 EQUIPMENT 0 0 0 0 0 0
55530 BOOKS, MAPS, ETC. 0 0 0 0 0 0
55538 GAS & OIL 0 0 0 0 0 0
55574 OTHER MATERIALS & SUPPLIES 9,000 4,000 4,000 4,000 0 0
55586 UNIFORMS 200 200 200 200 0 0
56652 RENTAL 0 0 0 0 0 0
56699 MISC EXPENSE 0 0 0 0 0 0
HEALTH DEPT ADMINISTRATION Total 4,062,007 4,112,992 4,245,155 4,245,155 132,163 132,163
Agency Roll Up
500 PERSONNEL 3,804,478 3,879,755 4,011,918 4,011,918 132,163 132,163
501 OVERTIME 50,000 50,000 50,000 50,000 0 0
502 OTHER PERSONNEL 11,000 14,000 14,000 14,000 0 0
520 UTILITIES 0 0 0 0 0 0
540 EQUIPMENT 0 0 0 0 0 0
570 DEBT SERVICE 0 0 0 0 0 0
Agency Total 4,062,007 4,112,992 4,245,155 4,245,155 132,163 132,163

FISCAL YEAR 2021-22

Mayors Mayors
Forward
302-FAIR RENT COMMISSION

101-ADMINISTRATION
50110 SALARIES 124,650 125,784 125,784 125,784 0 0
53310 MILEAGE 0 0 0 0 0 0
53330 BUSINESS TRAVEL 250 250 250 250 0 0
55586 UNIFORMS 0 200 200 200 200
56694 OTHER CONTRACTUAL SERVICES 2,500 1,000 800 800 (200) (200)
FAIR RENT COMM ADMINISTRATION Total 127,400 127,034 127,034 127,034 0 0
Agency Roll Up
500 PERSONNEL 124,650 125,784 125,784 125,784 0 0
501 OVERTIME 0 0 0 0 0 0
520 UTILITIES 0 0 0 0 0 0
540 EQUIPMENT 0 0 0 0 0 0
560 RENTALS AND CONTRACTUAL SERVICE 2,500 1,000 800 800 (200) (200)
570 DEBT SERVICE 0 0 0 0 0 0
Agency Total 127,400 127,034 127,034 127,034 0 0

FISCAL YEAR 2021-22

Mayors Mayors
Forward
303-ELDERLY SERVICES
101-ADMINISTRATION
50110 SALARIES 439,287 437,598 417,198 437,598 (20,400) 0
52210 NATURAL GAS 0 0 0 0 0 0
52250 WATER 0 0 0 0 0 0
52260 TELEPHONE 0 0 0 0 0 0
53310 MILEAGE 0 0 0 0 0 0
54411 EQUIPMENT 2,000 2,000 2,000 2,000 0 0
55572 RECREATION SUPPLIES 2,000 2,000 2,000 2,000 0 0
56601 TRANSPORTATION/BUSING 215,000 215,000 90,000 195,000 (125,000) (20,000)
56652 RENTAL 85,600 85,600 0 45,600 (85,600) (40,000)
ELDERLY SERVICES Total 783,295 771,606 540,606 711,606 (231,000) (60,000)
Agency Roll Up
500 PERSONNEL 439,287 437,598 417,198 437,598 (20,400) 0
501 OVERTIME 0 0 0 0 0 0
520 UTILITIES 0 0 0 0 0 0
540 EQUIPMENT 2,000 2,000 2,000 2,000 0 0
570 DEBT SERVICE 0 0 0 0 0 0
Agency Total 783,295 771,606 540,606 711,606 (231,000) (60,000)

FISCAL YEAR 2021-22

Mayors Mayors
Forward
304-YOUTH SERVICES
326-YOUTH SERVICES
50110 SALARIES 110,250 0 0 0 0 0
53310 MILEAGE 0 0 0 0 0 0
56694 OTHER CONTRACTUAL SERVICES 1,100,000 0 0 0 0 0
59003 NON-PERSONEEL SEQUESTRATION 0 0 0 0 0 0
YOUTH SERVICES Total 1,210,250 0 0 0 0 0
Agency Roll Up
500 PERSONNEL 110,250 0 0 0 0 0
501 OVERTIME 0 0 0 0 0 0
520 UTILITIES 0 0 0 0 0 0
540 EQUIPMENT 0 0 0 0 0 0
560 RENTALS AND CONTRACTUAL SERVICE 1,100,000 0 0 0 0 0
570 DEBT SERVICE 0 0 0 0 0 0
Agency Total 1,210,250 0 0 0 0 0

FISCAL YEAR 2021-22

Mayors Mayors
Forward
305-DISABILITY SERVICES
101-ADMINISTRATION
50110 SALARIES 91,804 91,804 91,804 91,804 0 0
50130 OVERTIME 0 0 0 0 0 0
56640 PATRIOTIC CELEBRATIONS 0 500 500 500 0 0
SERVICES TO DISABILITIES ADMIN Total 98,604 96,804 96,804 96,804 0 0
Agency Roll Up
500 PERSONNEL 91,804 91,804 91,804 91,804 0 0
501 OVERTIME 0 0 0 0 0 0
520 UTILITIES 0 0 0 0 0 0
540 EQUIPMENT 0 0 0 0 0 0
570 DEBT SERVICE 0 0 0 0 0 0
Agency Total 98,604 96,804 96,804 96,804 0 0

FISCAL YEAR 2021-22

Mayors Mayors
Forward
308-COMMUNITY SERVICES
101-ADMINISTRATION
50110 SALARIES 999,148 755,589 771,655 771,655 16,066 16,066
52210 NATURAL GAS 0 0 0 0 0 0
52220 ELECTRICITY 0 0 0 0 0 0
52250 WATER 0 0 0 0 0 0
54411 EQUIPMENT 0 0 0 0 0 0
55538 GAS & OIL 0 0 0 0 0 0
56609 SOUP KITCHENS 0 0 0 0 0 0
56677 TRAINING/OTHER 3,500 3,500 3,500 3,500 0 0
56699 MISC EXPENSE 0 0 0 0 0 0
ADMINISTRATION Total 1,552,648 1,038,589 949,655 1,054,655 (88,934) 16,066
102-HOMELESS OPERATIONS
50110 SALARIES 0 0 0 0 0 0
56633 LODGING, BOARD ETC. FAMILIES 475,000 475,000 475,000 475,000 0 0
56634 LODGING BOARD, SINGLES 780,000 780,000 780,000 780,000 0 0
56635 LODGING BOARD, YOUTH 90,000 90,000 90,000 90,000 0 0
CSA HOMELESS OPERATIONS Total 1,395,000 1,395,000 1,395,000 1,395,000 0 0

FISCAL YEAR 2021-22

Mayors Mayors
Forward
164-DIXWELL Q-HOUSE
56694 REPAIRS & MAINTENANCE 0 0 350,000 350,000 350,000 350,000
56694 OTHER CONTRACTUAL SERVICES 0 150,000 250,000 250,000 100,000 100,000
DIXWELL Q-HOUSE Total 0 150,000 600,000 600,000 450,000 450,000
1XX-CRISIS RESPONSE TEAM AND RENTRY

56694 OTHER CONTRACTUAL SERVICES 0 0 200,000 625,000 200,000 625,000
CRISIS RESPONSE TEAM AND RENTRY Total 0 0 200,000 625,000 200,000 625,000
Agency Roll Up
500 PERSONNEL 999,148 755,589 771,655 771,655 16,066 16,066
501 OVERTIME 0 0 0 0 0 0
520 UTILITIES 0 0 0 0 0 0
540 EQUIPMENT 0 0 0 0 0 0
560 RENTALS AND CONTRACTUAL SERVICE 1,945,000 1,824,500 2,369,500 2,899,500 545,000 1,075,000
570 DEBT SERVICE 0 0 0 0 0 0
Agency Total 2,947,648 2,583,589 3,144,655 3,674,655 561,066 1,091,066

FISCAL YEAR 2021-22

Mayors Mayors
Forward
309-RECREATION AND YOUTH

101-ADMINISTRATION
50110 SALARIES 0 477,812 459,641 459,641 (18,171) (18,171)
54411 OTHER EQUIPMENT 0 500 500 500 0 0
56655 REGISTRATION DUES & SUBS 0 0 0 0 0 0
56677 LITTLE LEAGUES 0 38,000 30,000 38,000 (8,000) 0
56694 OTHER CONTRACTUAL SERVICES 0 1,150,000 1,100,000 1,150,000 (50,000) 0
56695 TEMPORARY & PT HELP 0 11,000 11,000 11,000 0 0
RECREATION & YOUTH ADMIN. Total 0 1,677,312 1,601,141 1,659,141 (76,171) (18,171)
122-NATURE RECREATION
50110 SALARIES 0 249,877 244,123 244,123 (5,754) (5,754)
50130 OVERTIME 0 0 0 0 0 0
54411 EQUIPMENT 0 0 0 0 0 0
55574 OTHER MATERIALS & SUPPLIES 0 14,000 14,000 14,000 0 0
55584 FOOD & FOOD PRODUCTS 0 2,000 2,000 2,000 0 0
55586 UNIFORMS 0 4,500 4,500 4,500 0 0
RECREATION & YOUTH NATURE REC. Total 0 270,377 264,623 264,623 (5,754) (5,754)
124-SUMMER/SEASONAL PARTIME
50110 SALARIES 0 330,000 330,000 330,000 0 0
50130 OVERTIME 0 14,000 14,000 14,000 0 0
RECREATION & YOUTH SUM/SEAS Total 0 344,000 344,000 344,000 0 0
Agency Roll Up
500 PERSONNEL 0 1,057,689 1,033,764 1,033,764 (23,925) (23,925)
501 OVERTIME 0 14,000 14,000 14,000 0 0
520 UTILITIES 0 0 0 0 0 0
540 EQUIPMENT 0 0 0 0 0 0
550 MATERIALS AND SUPPLIES 0 20,500 20,500 20,500 0 0
560 RENTALS AND CONTRACTUAL SERVICE 0 1,199,500 1,141,500 1,199,500 (58,000) 0
570 DEBT SERVICE 0 0 0 0 0 0
Agency Total 0 2,291,689 2,209,764 2,267,764 (81,925) (23,925)

FISCAL YEAR 2021-22

Mayors Mayors
Forward
402- CITY PERSONNEL & NON-PERSONNEL SAVINGS

101-ADMINISTRATION
50110 SALARIES (500,000) (500,000) 0 (250,000) 500,000 250,000
50198 EMPLOYEE CONCESSIONS 0 0 0 0 0 0
59004 NON-PERSONNEL SAVINGS (590,367) (2,646,196) 0 0 2,646,196 2,646,196
59904 RIF/OR 0 (2,600,000) 0 (2,600,000) 0
59004 OPERATIONAL SAVINGS 0 0 0 0 0 0
CITY SAVINGS Total (1,090,367) (3,146,196) (2,600,000) (250,000) 546,196 2,896,196

**REDUCTION INFORCE/ORGANIZATIONAL RESTRUCTURING
Agency Roll Up
500 PERSONNEL (500,000) (500,000) 0 (250,000) 500,000 250,000
501 OVERTIME 0 0 0 0 0 0
520 UTILITIES 0 0 0 0 0 0
540 EQUIPMENT 0 0 0 0 0 0
560 RENTALS AND CONTRACTUAL SERVICE (590,367) (2,646,196) (2,600,000) 0 46,196 2,646,196
570 DEBT SERVICE 0 0 0 0 0 0
Agency Total (1,090,367) (3,146,196) (2,600,000) (250,000) 546,196 2,896,196

FISCAL YEAR 2021-22

Mayors Mayors
Forward
404-VARIOUS ORGANIZATION CONTRIBUTIONS

930-PROBATE COURT
PROBATE COURT Total 30,145 30,145 30,145 30,145 0 0
931-PATRIOTIC CELEBRATIONS
56640 PATRIOTIC CELEBRATIONS 15,000 15,000 15,000 15,000 0 0
PATRIOTIC CELEBRATIONS Total 15,000 15,000 15,000 15,000 0 0
932-DOWNTOWN SPECIAL SERVICES DISTRICT

DOWNTOWN SPECIAL SVS DIST Total 200,000 140,000 140,000 140,000 0 0
933-NATIONAL ARTS STABILIZATION

NATIONAL ARTS STABILIZATION PR Total 3,150 3,150 3,150 3,150 0 0
934-DEMOCRACY FUND
56694 OTHER CONTRACTUAL SERVICES 120,000 0 200,000 250,000 200,000 250,000
NEW HAVEN DEMOCRACY FUND Total 120,000 0 200,000 250,000 200,000 250,000
935-CAPA ASSOCIATES
CAPA ASSOCIATES Total 200,000 200,000 150,000 150,000 (50,000) (50,000)
936-DISTRICT COMMUNITY IMPROVEMENTS

DISTRICT COMMUNITY IMPROVEMENT Total 100,000 0 0 0 0 0
937-FAMILY JUSTICE CENTER

FAMILY JUSTICE CENTER Total 75,000 75,000 50,000 75,000 (25,000) 0
938-AMERICAN MEDICAL RESPONSE

AMERICAN MEDICAL RESPONSE (CME Total 92,000 92,000 92,000 92,000 0 0

FISCAL YEAR 2021-22

Mayors Mayors
Forward
404-VARIOUS ORGANIZATION CONTRIBUTIONS
939-CIVILIAN REVIEW BOARD
CIVILIAN REVIEW BOARD Total 150,000 150,000 150,000 150,000 0 0
494-PENSION TASK FORCE

PENSION TASK FORCE Total 25,000 25,000 25,000 25,000 0 0
941-HEALTH CARE TASK FORCE

HEALTH CARE TASK FORCE Total 25,000 25,000 25,000 25,000 0 0
943-NEW HAVEN WORKS

NEW HAVEN WORKS Total 100,000 150,000 150,000 150,000 0 0
944-COMMISSION ON AFFORDABLE HOUSING

COMMISSION ON AFFORDABLE HOUSI Total 92,799 100,000 100,000 100,000 0 0
945-BOYS AND GIRLS CLUB

56694 OTHER CONTRACTUAL SERVICES 0 50,000 50,000 50,000 0 0
BOYS AND GIRLS CLUB Total 0 50,000 50,000 50,000 0 0
946-CLIMATE CHANGE TASK FORCE

CLIMATE CHANGE TASK FORCE Total 0 50,000 50,000 50,000 0 0
Agency Roll Up
500 PERSONNEL 0 0 0 0 0 0
501 OVERTIME 0 0 0 0 0 0
520 UTILITIES 0 0 0 0 0 0
540 EQUIPMENT 0 0 0 0 0 0
560 RENTALS AND CONTRACTUAL SERVICE 1,228,094 1,105,295 1,230,295 1,305,295 125,000 200,000
570 DEBT SERVICE 0 0 0 0 0 0
Agency Total 1,228,094 1,105,295 1,230,295 1,305,295 125,000 200,000

FISCAL YEAR 2021-22

Mayors Mayors
Forward
405-NON-PUBLIC SCHOOL TRANSPORTATION

101-ADMINISTRATION
NON-PUBLIC TRANS. ADMINISTRATI Total 790,000 815,000 840,000 840,000 25,000 25,000
Agency Roll Up
500 PERSONNEL 0 0 0 0 0 0
501 OVERTIME 0 0 0 0 0 0
520 UTILITIES 0 0 0 0 0 0
540 EQUIPMENT 0 0 0 0 0 0
570 DEBT SERVICE 0 0 0 0 0 0
Agency Total 790,000 815,000 840,000 840,000 25,000 25,000

FISCAL YEAR 2021-22

Mayors Mayors
Forward
407-SALARY RESERVE
101-ADMINISTRATION
SALARIES 3,300,000 3,200,000 3,200,000 3,200,000 0 0
SALARY RESERVE CONTRACT NEGOTI Total 3,300,000 3,200,000 3,200,000 3,200,000 0 0
Agency Roll Up
500 PERSONNEL 3,300,000 3,200,000 3,200,000 3,200,000 0 0
501 OVERTIME 0 0 0 0 0 0
520 UTILITIES 0 0 0 0 0 0
540 EQUIPMENT 0 0 0 0 0 0
560 RENTALS AND CONTRACTUAL SERVICE 0 0 0 0 0 0
570 DEBT SERVICE 0 0 0 0 0 0
Agency Total 3,300,000 3,200,000 3,200,000 3,200,000 0 0

FISCAL YEAR 2021-22

Mayors Mayors
Forward
408-EXPENDITURE RESERVE
101-ADMINISTRATION
OTHER CONTRACTUAL SERVICES 0 4,000,000 0 1,000,000 (4,000,000) (3,000,000)
SALARY RESERVE CONTRACT NEGOTI Total 0 4,000,000 0 1,000,000 (4,000,000) (3,000,000)
Agency Roll Up
500 PERSONNEL 0 0 0 0 0 0
501 OVERTIME 0 0 0 0 0 0
520 UTILITIES 0 0 0 0 0 0
540 EQUIPMENT 0 0 0 0 0 0
560 RENTALS AND CONTRACTUAL SERVICE 0 4,000,000 0 1,000,000 (4,000,000) (3,000,000)
570 DEBT SERVICE 0 0 0 0 0 0
Agency Total 0 4,000,000 0 1,000,000 (4,000,000) (3,000,000)

FISCAL YEAR 2021-22

Mayors Mayors
Forward
501-DEPARTMENT OF PUBLIC WORKS

101-ADMINISTRATION
50110 SALARIES 606,916 0 0 0 0 0
50130 OVERTIME 5,400 0 0 0 0 0
50170 MEAL ALLOWANCE 15,000 0 0 0 0 0
54411 EQUIPMENT 0 0 0 0 0 0
55586 UNIFORMS 32,000 0 0 0 0 0
56610 ADVERTISEMENT 20,000 0 0 0 0 0
56655 REGIS., DUES, & SUBSCRIPTONS 5,000 0 0 0 0 0
56662 MAINTENANCE AGREEMENT SERVICE 2,000 0 0 0 0 0
56699 MISC EXPENSE 0 0 0 0 0 0
PUBLIC WORKS ADMIN Total 770,066 0 0 0 0 0
50110 SALARIES 735,894 0 0 0 0 0
50130 OVERTIME 30,000 0 0 0 0 0
50170 MEAL ALLOWANCE 1,000 0 0 0 0 0
55538 GAS & OIL 0 0 0 0 0 0
55560 VEHICLE SUPPLIES 625,000 0 0 0 0 0
PUBLIC WORKS VEHICLE MAINT Total 1,531,894 0 0 0 0 0
801-PUBLIC SPACE
50110 SALARIES 62,164 0 0 0 0 0
50130 OVERTIME 3,000 0 0 0 0 0
50147 CUSTODIAL OVERTIME 0 0 0 0 0 0
50170 MEAL ALLOWANCE 200 0 0 0 0 0
PUBLIC WORKS PUBLIC SPACE Total 65,564 0 0 0 0 0

FISCAL YEAR 2021-22

Mayors Mayors
Forward
803-STREETS DIVISION
50110 SALARIES 2,291,773 0 0 0 0 0
50130 OVERTIME 165,000 0 0 0 0 0
50147 CUSTODIAL OVERTIME 10,000 0 0 0 0 0
50170 MEAL ALLOWANCE 5,000 0 0 0 0 0
PUBLIC WORKS STREET DIVISION Total 2,516,773 0 0 0 0 0
806-SNOW AND ICE REMOVAL

50130 OVERTIME 275,000 0 0 0 0 0
PUBLIC WORKS SNOW & ICE REMOVL Total 690,000 0 0 0 0 0
807-BRIDGE OPERATIONS
50110 SALARIES 549,508 0 0 0 0 0
50130 OVERTIME 105,000 0 0 0 0 0
50170 MEAL ALLOWANCE 2,500 0 0 0 0 0
52220 ELECTRICITY 0 0 0 0 0 0
52250 WATER 0 0 0 0 0 0
PUBLIC WORKS BRIDGE OPER/MAINT Total 691,508 0 0 0 0 0
808-FACILITY MAINTENANCE
50110 SALARIES 0 0 0 0 0 0
50130 OVERTIME 0 0 0 0 0 0
52210 NATURAL GAS 0 0 0 0 0 0
52220 ELECTRICITY 0 0 0 0 0 0
52230 STREET/TRAFFIC LIGHTING 0 0 0 0 0 0
52235 HEATING FUELS 0 0 0 0 0 0
52250 WATER 0 0 0 0 0 0
PUBLIC WORKS FACILITY MAINT SL Total 95,000 0 0 0 0 0
809-ELECTRICITY
52220 ELECTRICITY 0 0 0 0 0 0
PUBLIC WORKS Total 0 0 0 0 0 0

FISCAL YEAR 2021-22

Mayors Mayors
Forward
810-REFUSE AND RECYCLING
50110 SALARIES 2,419,587 0 0 0 0 0
50130 OVERTIME 225,000 0 0 0 0 0
50147 CUSTODIAL OVERTIME 8,000 0 0 0 0 0
50170 MEAL ALLOWANCE 1,500 0 0 0 0 0
PUBLIC WORKS REFUSE/RECYCLING Total 2,669,587 0 0 0 0 0
811-RECYCLING
50110 SALARIES 0 0 0 0 0 0
50130 OVERTIME 0 0 0 0 0 0
54411 EQUIPMENT 0 0 0 0 0 0
PUBLIC WORKS RECYCLING Total 350,000 0 0 0 0 0
812-TRANSFER STATION
50110 SALARIES 0 0 0 0 0 0
50130 OVERTIME 0 0 0 0 0 0
56694 OTHER CONTRACTUAL SERVICES 3,000,000 0 0 0 0 0
PUBLIC WORKS TRANSFER STATION Total 3,000,000 0 0 0 0 0
Agency Roll Up
500 PERSONNEL 6,665,842 0 0 0 0 0
501 OVERTIME 826,400 0 0 0 0 0
502 OTHER PERSONNEL 80,400 0 0 0 0 0
520 UTILITIES 0 0 0 0 0 0
540 EQUIPMENT 0 0 0 0 0 0
550 MATERIALS AND SUPPLIES 692,000 0 0 0 0 0
560 RENTALS AND CONTRACTUAL SERVICE 4,115,750 0 0 0 0 0
570 DEBT SERVICE 0 0 0 0 0 0
Agency Total 12,380,392 0 0 0 0 0

FISCAL YEAR 2021-22

Mayors Mayors
Forward
502-ENGINEERING
101-ADMINISTRATION
50110 SALARIES 745,856 626,905 626,904 626,904 (1) (1)
54411 EQUIPMENT 0 0 0 0 0 0
55530 BOOKS, MAPS, ETC. 700 700 700 700 0 0
55538 GAS & OIL 0 0 0 0 0 0
55579 DUPLICATING & PHOTO SUPPLIES 1,500 1,500 1,500 1,500 0 0
56611 EXAMINING ENGINEERS 0 0 0 0 0 0
56623 REPAIRS & MAINTENANCE 1,700,000 1,650,000 1,750,000 1,850,000 100,000 200,000
56699 MISC EXPENSE 0 0 0 0 0 0
CITY ENGINEER ADMINISTRATION Total 2,572,158 2,392,207 2,472,206 2,572,206 79,999 179,999
102-STORM WATER
50110 SALARIES 97,476 97,476 97,476 97,476 0 0
STORM WATER\ENVIRONMENTAL Total 682,476 622,476 597,476 597,476 (25,000) (25,000)
Agency Roll Up
500 PERSONNEL 843,332 724,381 724,380 724,380 (1) (1)
501 OVERTIME 0 0 0 0 0 0
520 UTILITIES 0 0 0 0 0 0
540 EQUIPMENT 0 0 0 0 0 0
570 DEBT SERVICE 0 0 0 0 0 0
Agency Total 3,254,634 3,014,683 3,069,682 3,169,682 54,999 154,999

FISCAL YEAR 2021-22

Mayors Mayors
Forward
504-PARKS AND PUBLIC WORKS

101-ADMINISTRATION
50110 SALARIES 0 763,363 870,142 913,227 106,779 149,864
50130 OVERTIME 0 0 0 0 0 0
50170 MEAL ALLOWANCE 0 15,000 15,000 15,000 0 0
54411 EQUIPMENT 0 0 0 0 0 0
55586 UNIFORMS 0 57,000 57,000 57,000 0 0
56610 ADVERTISEMENT 0 15,500 15,500 15,500 0 0
56615 PRINTING & BINDING 0 2,000 2,000 2,000 0 0
56650 POSTAGE & FREIGHT 0 100 100 100 0 0
56655 REGIS., DUES, & SUBSCRIPTONS 0 3,750 3,750 3,750 0 0
56662 MAINTENANCE AGREEMENT SERVICE 0 2,000 2,000 2,000 0 0
56694 OTHER CONTRACTUAL SERVICES 0 170,250 125,000 150,000 (45,250) (20,250)
PARKS & PUBLIC WORKS ADMIN Total 0 1,028,963 1,090,492 1,158,577 61,529 129,614
801-PUBLIC SPACE
50110 SALARIES 0 115,029 115,029 115,029 0 0
50130 OVERTIME 0 2,000 2,000 2,000 0 0
50170 MEAL ALLOWANCE 0 200 200 200 0 0
PARKS & PUBLIC WORKS PUBLIC SPACE Total 0 117,429 117,429 117,429 0 0
163-GENERAL MAINTENANCE AND STREETS

50110 SALARIES 0 4,265,452 3,944,539 4,172,572 (320,913) (92,880)
50130 OVERTIME 0 390,000 390,000 390,000 0 0
50132 PAY DIFFERENTIAL 0 42,000 42,000 42,000 0 0
50147 CUSTODIAL OVERTIME 0 6,000 6,000 6,000 0 0
50170 MEAL ALLOWANCE 0 6,000 6,000 6,000 0 0
54411 OTHER EQUIPMENT 0 8,000 8,000 8,000 0 0
55570 BLDG & GRND MAINT. SUPPLIES 0 105,000 105,000 105,000 0 0
55586 CLOTHING 0 12,000 12,000 12,000 0 0
56623 REPAIRS & MAINT SERVICE 0 35,000 35,000 35,000 0 0
56695 TEMPORARY & PT HELP 0 10,000 10,000 10,000 0 0
PARKS & PUBLIC WORKS GENERAL MAINTENA 0 4,929,452 4,608,539 4,836,572 (320,913) (92,880)
50110 SALARIES 0 742,206 742,206 742,206 0 0
50130 OVERTIME 0 25,000 25,000 25,000 0 0
50170 MEAL ALLOWANCE 0 1,000 1,000 1,000 0 0
55538 GASOLINE AND DIESEL 0 0 0 0 0 0
55560 VEHICLE SUPPLIES & ACCES 0 575,000 550,000 575,000 (25,000) 0
56694 OTHER CONTRACTUAL SERVICES 0 140,000 130,000 140,000 (10,000) 0
PARKS & PUBLIC WORKS VEHICLE MAINTENA 0 1,483,206 1,448,206 1,483,206 (35,000) 0

FISCAL YEAR 2021-22

Mayors Mayors
Forward
125-PART TIME SEASONAL
50110 SALARIES 0 317,000 317,000 317,000 0 0
PARKS & PUBLIC WORKS PART TIME SEASON 0 317,000 317,000 317,000 0 0
233-TREE DIVISION
50110 SALARIES 0 491,085 491,084 491,084 (1) (1)
50130 OVERTIME 0 15,000 15,000 15,000 0 0
PUBLIC WORKSTREE DIVISION Total 0 506,085 506,084 506,084 (1) (1)
807-BRIDGE OPERATIONS
50110 SALARIES 0 549,508 549,508 549,508 0 0
50130 OVERTIME 0 90,000 90,000 90,000 0 0
50170 MEAL ALLOWANCE 0 2,000 2,000 2,000 0 0
PARKS & PUBLIC WORKS BRIDGE OPER/MAIN 0 675,508 675,508 675,508 0 0
810-REFUSE AND RECYCLING

50110 SALARIES 0 2,419,587 2,363,626 2,419,587 (55,961) 0
50130 OVERTIME 0 215,000 215,000 215,000 0 0
50147 CUSTODIAL OVERTIME 0 5,000 5,000 5,000 0 0
50170 MEAL ALLOWANCE 0 1,500 1,500 1,500 0 0
PARKS & PUBLIC WORKS REFUSE/RECYCLING 0 2,653,587 2,597,626 2,653,587 (55,961) 0
806-SNOW AND ICE REMOVAL

50130 OVERTIME 0 200,000 200,000 200,000 0 0
PARKS & PUBLIC WORKS SNOW AND ICE REM 0 600,000 600,000 600,000 0 0

FISCAL YEAR 2021-22

Mayors Mayors
Forward
808-FACILITY MAINTENANCE
52210 NATURAL GAS 0 0 0 0 0 0
52220 ELECTRICITY 0 0 0 0 0 0
52235 HEATING FUELS 0 0 0 0 0 0
55570 BLDG & GRND MAINT. SUPPLIES 0 39,000 30,000 39,000 (9,000) 0
PARKS & PUBLIC WORKS FACILITY MAINT SL T 0 103,000 90,000 103,000 (13,000) 0
811-RECYCLING
PARKS & PUBLIC WORKS RECYCLING Total 0 517,500 517,500 517,500 0 0
812-TRANSFER STATION
56694 OTHER CONTRACTUAL SERVICES 0 3,000,000 3,300,000 3,500,000 300,000 500,000
PARKS & PUBLIC WORKS TRANSFER STATION 0 3,000,000 3,300,000 3,500,000 300,000 500,000
Agency Roll Up
500 PERSONNEL 0 9,663,230 9,393,134 9,720,213 (270,096) 56,983
501 OVERTIME 0 948,000 948,000 948,000 0 0
502 OTHER PERSONNEL 0 84,400 84,400 84,400 0 0
520 UTILITIES 0 0 0 0 0 0
540 EQUIPMENT 0 8,000 8,000 8,000 0 0
550 MATERIALS AND SUPPLIES 0 213,000 204,000 213,000 (9,000) 0
560 RENTALS AND CONTRACTUAL SERVICE 0 5,015,100 5,230,850 5,494,850 215,750 479,750
570 DEBT SERVICE 0 0 0 0 0 0
Agency Total 0 15,931,730 15,868,384 16,468,463 (63,346) 536,733

FISCAL YEAR 2021-22

Mayors Mayors
Forward
600-DEBT SERVICE
830-DEBT SERVICE
40225 BOND PREMIUM PROCEEDS 0 0 0 0 0 0
49135 TANS PREMIUM 0 0 0 0 0 0
57710 PRINCIPAL PAYMENTS 23,255,000 31,484,460 32,025,713 32,025,713 541,253 541,253
57711 INTEREST PAYMENTS 30,419,689 28,322,660 30,801,928 30,801,928 2,479,268 2,479,268
57713 TANS INTEREST 0 0 0 0 0 0
57714 FINANCE COST ASSESSMENT FEE 0 0 0 0 0 0
61200 OTHER FINANCING USES (5,000,000) (2,851,969) (2,800,000) 0 51,969 2,851,969
DEBT PAYMENTS Total 48,674,689 56,955,151 60,027,640 62,827,640 3,072,489 5,872,489
Agency Roll Up
500 PERSONNEL 0 0 0 0 0 0
501 OVERTIME 0 0 0 0 0 0
520 UTILITIES 0 0 0 0 0 0
540 EQUIPMENT 0 0 0 0 0 0
560 RENTALS AND CONTRACTUAL SERVICE (5,000,000) (2,851,969) (2,800,000) 0 51,969 2,851,969
570 DEBT SERVICE 53,674,689 59,807,120 62,827,640 62,827,640 3,020,520 3,020,520
Agency Total 48,674,689 56,955,151 60,027,640 62,827,640 3,072,489 5,872,489

FISCAL YEAR 2021-22

Mayors Mayors
Forward
601-MASTER LEASE AND FUND BALANCE

101-MASTER LEASE AND FUND BALANCE
56998 FUND BALANCE REPLINISHMENT 0 0 0 0 0 0
61200 OTHER FINANCING USES 628,000 128,000 128,000 128,000 0 0
FUND BALANCE REPLINISHMENT Total 628,000 128,000 128,000 128,000 0 0
Agency Roll Up
500 PERSONNEL 0 0 0 0 0 0
501 OVERTIME 0 0 0 0 0 0
520 UTILITIES 0 0 0 0 0 0
540 EQUIPMENT 0 0 0 0 0 0
570 DEBT SERVICE 0 0 0 0 0 0
Agency Total 628,000 128,000 128,000 128,000 0 0

FISCAL YEAR 2021-22

Mayors Mayors
Forward
602-FUND BALANCE
101-ADMINISTRATION
56998 FUND BALANCE REPLINISHMENT 0 0 0 0 0 0
61200 OTHER FINANCING USES 900,000 0 0 0 0 0
FUND BALANCE REPLINISHMENT Total 900,000 0 0 0 0 0
102-OTHER SOURCES
61200 OTHER FINANCING USES 0 0 0 0 0 0
FUND BALANCE REPLINISH MEDICAL Total 0 0 0 0 0 0
Agency Roll Up
500 PERSONNEL 0 0 0 0 0 0
501 OVERTIME 0 0 0 0 0 0
520 UTILITIES 0 0 0 0 0 0
540 EQUIPMENT 0 0 0 0 0 0
560 RENTALS AND CONTRACTUAL SERVICE 900,000 0 0 0 0 0
570 DEBT SERVICE 0 0 0 0 0 0
Agency Total 900,000 0 0 0 0 0

FISCAL YEAR 2021-22

Mayors Mayors
Forward
701-OPERATING SUBSIDY
750-CAPA ASSOCIATES
56652 RENTAL 0 0 0 0 0 0
DEVELOPMENT SUBSIDIES CAPA Total 0 0 0 0 0 0
753-AIRPORT
AIRPORT AUTHORITY Total 325,000 300,000 275,000 300,000 (25,000) 0
761-MARKET NEW HAVEN

MARKET NEW HAVEN Total 300,000 0 0 0 0 0
762-U.S. CENSUS
U.S CENSUS COMPLETE COUNT Total 50,000 0 0 0 0 0
763-CANAL BOAT HOUSE

U.S CENSUS COMPLETE COUNT Total 0 50,000 50,000 50,000 0 0
Agency Roll Up #VALUE! #VALUE!

500 PERSONNEL 0 0 0 0 0 0
501 OVERTIME 0 0 0 0 0 0
520 UTILITIES 0 0 0 0 0 0
540 EQUIPMENT 0 0 0 0 0 0
560 RENTALS AND CONTRACTUAL SERVICE 675,000 350,000 325,000 350,000 (25,000) 0
570 DEBT SERVICE 0 0 0 0 0 0
Agency Total 675,000 350,000 325,000 350,000 (25,000) 0

FISCAL YEAR 2021-22

Mayors Mayors
Forward
702-CITY PLAN
101-ADMINISTRATION
50110 SALARIES 552,106 644,627 646,789 646,789 2,162 2,162
50130 OVERTIME 5,500 5,500 5,500 5,500 0 0
55530 BOOKS, MAPS, ETC. 0 0 0 0 0 0
56610 ADVERTISEMENT 15,000 25,000 25,000 25,000 0 0
CITY PLAN Total 598,106 706,127 708,289 708,289 2,162 2,162
133-HISTOCRIC DISTRICT
HISTORIC DISTRICT COMM. Total 0 0 0 0 0 0
999-HISTORIC DISTRICT
HISTORIC DISTRICT Total 5,000 10,000 10,000 10,000 0 0
Agency Roll Up
500 PERSONNEL 552,106 644,627 646,789 646,789 2,162 2,162
501 OVERTIME 5,500 5,500 5,500 5,500 0 0
502 OTHER PERSONNEL 1,000 1,000 1,000 1,000 0 0
520 UTILITIES 0 0 0 0 0 0
540 EQUIPMENT 0 0 0 0 0 0
570 DEBT SERVICE 0 0 0 0 0 0
Agency Total 603,106 716,127 718,289 718,289 2,162 2,162

FISCAL YEAR 2021-22

Mayors Mayors
Forward
704-TRANSPORTATION, TRAFFIC, AND PARKING

101-ADMINISTRATION
50110 SALARIES 297,978 291,614 291,614 291,614 0 0
50130 OVERTIME 0 0 0 0 0 0
55520 GENERAL/OFFICE SUPPLY 2,500 0 0 0 0 0
55538 GAS & OIL 0 0 0 0 0 0
56699 MISC EXPENSE 5,000 5,000 450,000 450,000 445,000 445,000
TRAFFIC & PARKING ADMINISTRATN Total 1,018,903 802,539 1,247,539 1,247,539 445,000 445,000
759-TRAFFIC CONTROL
50110 SALARIES 1,059,340 1,059,340 1,051,804 1,051,804 (7,536) (7,536)
50130 OVERTIME 100,000 100,000 100,000 100,000 0 0
54411 EQUIPMENT 7,500 7,500 7,500 7,500 0 0
55538 GAS & OIL 0 0 0 0 0 0
55586 UNIFORMS 8,000 5,000 5,000 5,000 0 0
TRAFFIC & PARKING TRAFFIC CTRL Total 1,257,840 1,260,840 1,253,304 1,253,304 (7,536) (7,536)

FISCAL YEAR 2021-22

Mayors Mayors
Forward
704-TRANSPORTATION, TRAFFIC, AND PARKING
760-TRAFFIC PLANNING
50110 SALARIES 413,175 462,770 462,770 462,770 0 0
50130 OVERTIME 750 750 750 750 0 0
55586 UNIFORMS 5,000 5,000 5,000 5,000 0 0
TRAFFIC & PARKING PLANNING Total 423,925 473,520 473,520 473,520 0 0
761-TRAFFIC SAFETY
50110 SALARIES 749,330 663,756 663,756 626,018 0 (37,738)
50130 OVERTIME 30,000 30,000 30,000 30,000 0 0
55586 UNIFORMS 12,000 9,000 9,000 9,000 0 0
TRAFFIC & PARKING TRAFFIC SAFE Total 838,830 753,256 753,256 715,518 0 (37,738)
AgencyAgency Roll Up
500 PERSONNEL 2,519,823 2,477,480 2,469,944 2,432,206 (7,536) (45,274)
501 OVERTIME 130,750 130,750 130,750 130,750 0 0
502 OTHER PERSONNEL 0 6,000 6,000 6,000 0 0
520 UTILITIES 0 0 0 0 0 0
540 EQUIPMENT 7,500 7,500 7,500 7,500 0 0
560 RENTALS AND CONTRACTUAL SERVICE 837,500 630,000 1,075,000 1,075,000 445,000 445,000
570 DEBT SERVICE 0 0 0 0 0 0
Agency Total 3,539,498 3,290,155 3,727,619 3,689,881 437,464 399,726

FISCAL YEAR 2021-22

Mayors Mayors
Forward
705-COMMISSION ON EQUAL OPPORTUNITY

101-ADMINISTRATION
50110 SALARIES 200,751 202,659 202,659 202,659 0 0
52260 TELEPHONE 0 0 0 0 0 0
53310 MILEAGE 0 0 0 0 0 0
54411 EQUIPMENT 0 0 0 0 0 0
55585 AUDIO-VISUAL SUPPLIES 0 0 0 0 0 0
55586 UNIFORMS 0 0 0 0 0 0
56695 TEMPORARY & PT HELP 5,000 5,000 0 0 (5,000) (5,000)
COMM. ON EQUAL OPPORTUNITY Total 223,751 217,659 212,659 212,659 (5,000) (5,000)
Agency Roll Up
500 PERSONNEL 200,751 202,659 202,659 202,659 0 0
501 OVERTIME 0 0 0 0 0 0
520 UTILITIES 0 0 0 0 0 0
540 EQUIPMENT 0 0 0 0 0 0
570 DEBT SERVICE 0 0 0 0 0 0
Agency Total 223,751 217,659 212,659 212,659 (5,000) (5,000)

FISCAL YEAR 2021-22

Mayors Mayors
Forward
721-OFFICE OF BUILDING, INSPECTION AND ENFORCEMENT

101-ADMINISTRATION
50110 SALARIES 1,072,339 1,073,709 1,079,667 1,079,667 5,958 5,958
50130 OVERTIME 7,247 15,000 15,000 15,000 0 0
53310 MILEAGE 15,000 12,000 12,000 12,000 0 0
54415 FURNITURE 0 0 0 0 0 0
55530 BOOKS, MAPS, ETC. 3,000 6,000 6,000 6,000 0 0
55586 UNIFORMS 2,500 2,000 2,000 2,000 0 0
56638 INSURANCE 0 0 0 0 0 0
OBIE ADMINISTRATION Total 1,125,333 1,133,959 1,136,667 1,141,667 2,708 7,708
Agency Roll Up
500 PERSONNEL 1,072,339 1,073,709 1,079,667 1,079,667 5,958 5,958
501 OVERTIME 7,247 15,000 15,000 15,000 0 0
520 UTILITIES 0 0 0 0 0 0
540 EQUIPMENT 0 0 0 0 0 0
560 RENTALS AND CONTRACTUAL SERVICE 22,247 22,250 19,000 24,000 (3,250) 1,750
570 DEBT SERVICE 0 0 0 0 0 0
Agency Total 1,125,333 1,133,959 1,136,667 1,141,667 2,708 7,708

FISCAL YEAR 2021-22

Mayors Mayors
Forward
724-ECONOMIC DEVELOPMENT
101-ADMINISTRATION
50110 SALARIES 995,281 995,281 989,824 989,824 (5,457) (5,457)
52260 TELEPHONE 0 0 0 0 0 0
54415 FURNITURE 0 0 0 0 0 0
56694 OTHER CONTRACTUAL SERVICES 527,740 527,740 500,000 527,000 (27,740) (740)
ECONOMIC DEVELOPMENT ADMIN Total 1,533,021 1,533,021 1,499,824 1,526,824 (33,197) (6,197)
166-CULTURAL AFFAIRS
50110 SALARIES 0 139,423 139,423 139,423 0 0

CULTURAL AFFAIRS 0 329,423 289,423 329,423 (40,000) 0
Agency Roll Up
500 PERSONNEL 995,281 1,134,704 1,129,247 1,129,247 (5,457) (5,457)
501 OVERTIME 0 0 0 0 0 0
520 UTILITIES 0 0 0 0 0 0
540 EQUIPMENT 0 0 0 0 0 0
560 RENTALS AND CONTRACTUAL SERVICE 537,740 727,740 660,000 727,000 (67,740) (740)
570 DEBT SERVICE 0 0 0 0 0 0
Agency Total 1,533,021 1,862,444 1,789,247 1,856,247 (73,197) (6,197)

FISCAL YEAR 2021-22

Mayors Mayors
Forward
747-LIVABLE CITIES INTIATIVE

101-ADMINISTRATION
50110 SALARIES 769,676 781,564 781,564 781,564 0 0
50130 OVERTIME 13,000 13,000 13,000 13,000 0 0
52260 TELEPHONE 0 0 0 0 0 0
53310 MILEAGE 5,000 5,000 5,000 5,000 0 0
54411 EQUIPMENT 0 0 0 0 0 0
55530 BOOKS, MAPS, ETC. 0 0 0 0 0 0
56638 INSURANCE 0 0 0 0 0 0
LIVABLE CITY INITIATIVE ADMIN Total 827,676 839,564 839,564 839,564 0 0
Agency Roll Up
500 PERSONNEL 769,676 781,564 781,564 781,564 0 0
501 OVERTIME 13,000 13,000 13,000 13,000 0 0
520 UTILITIES 0 0 0 0 0 0
540 EQUIPMENT 0 0 0 0 0 0
570 DEBT SERVICE 0 0 0 0 0 0
Agency Total 827,676 839,564 839,564 839,564 0 0

FISCAL YEAR 2021-22

Mayors Mayors
Forward
802-EMPLOYEE PENSION & FICA CONTRIBUTIONS

834-STATE TEACHER RETIRMENT
51810 RETIREMENT CONTRIBUTION 183,768 0 0 0 0 0
STATE TEACHER RETIREMENT Total 183,768 0 0 0 0 0
835-CITY EMPLOYEE RETIRMENT FUND (CERF)

51810 RETIREMENT CONTRIBUTION 22,521,339 22,665,766 25,411,869 26,411,869 2,746,103 3,746,103
51810 ADMINISTRATIVE EXPENSES 0 0 288,131 288,131 288,131 288,131
51812 EXECUTIVE MANAGEMENT PENSION 0 0 0 0 0 0
CITY EMPLOYEE RETIREMENT Total 22,521,339 22,665,766 25,700,000 26,700,000 3,034,234 4,034,234
835-EXECUTIVE MANAGEMENT CONTRIBUTION

51810 401A CONTRIBUTION 0 300,000 300,000 300,000 0 0
EXECUTIVE MGMT RETIRMENT Total 0 300,000 300,000 300,000 0 0
836-FICA/MEDICARE CONTRIBUTION
58852 FICA/MEDICARE EMPLOYER CONTRIB 4,700,000 4,700,000 4,700,000 4,700,000 0 0
SOCIAL SECURITY Total 4,700,000 4,700,000 4,700,000 4,700,000 0 0
POLICE AND FIRE FUND (P&F)

51810 RETIREMENT CONTRIBUTION 38,629,220 39,595,014 52,015,799 52,808,906 12,420,785 13,213,892
51810 ADMINISTRATIVE EXPENSES 0 0 284,201 284,201 284,201 284,201
FIRE & POLICE RETIREMENT Total 38,629,220 39,595,014 52,300,000 53,093,107 12,704,986 13,498,093
Agency Roll Up
500 PERSONNEL 0 0 0 0 0 0
501 OVERTIME 0 0 0 0 0 0
520 UTILITIES 0 0 0 0 0 0
540 EQUIPMENT 0 0 0 0 0 0
560 RENTALS AND CONTRACTUAL SERVICE 0 0 0 0 0 0
570 DEBT SERVICE 0 0 0 0 0 0
580 EMPLOYEE BENEFITS 66,034,327 67,260,780 83,000,000 84,793,107 15,739,220 17,532,327
Agency Total 66,034,327 67,260,780 83,000,000 84,793,107 15,739,220 17,532,327

FISCAL YEAR 2021-22

Mayors Mayors
Forward
804-SELF INSURANCE AND LITIGATION

854-SELF INSURANCE
56694 OTHER CONTRACTUAL SERVICES 2,500,000 3,100,000 3,600,000 3,600,000 500,000 500,000
59911 DAMAGE TO CITY PROPERTY 0 0 0 0 0 0
59932 CLAIMS/INC FY 1999 2,500,000 2,500,000 2,500,000 2,500,000 0 0
SELF-INSURANCE GENERAL LIABLTY Total 5,000,000 5,600,000 6,100,000 6,100,000 500,000 500,000
Agency Roll Up
500 PERSONNEL 0 0 0 0 0 0
501 OVERTIME 0 0 0 0 0 0
520 UTILITIES 0 0 0 0 0 0
540 EQUIPMENT 0 0 0 0 0 0
570 DEBT SERVICE 0 0 0 0 0 0
Agency Total 5,000,000 5,600,000 6,100,000 6,100,000 500,000 500,000
805-EMPLOYEE BENEFITS
851-HEALTH CARE BENEFITS
51804 LIFE INSURANCE 730,000 730,000 730,000 730,000 0 0
51809 HEALTH INSURANCE 83,668,210 83,668,210 84,568,210 86,168,210 900,000 2,500,000
59933 WORKERS COMPENSATION 0 0 0 0 0 0
59935 PRIOR YEARS COMPENSATION 0 0 0 0 0 0
59940 MISCELLANEOUS MEDICAL 0 0 0 0 0 0
59943 CURRENT YEARS MEDICAL 0 0 0 0 0 0
59948 PRIOR YEARS MED H&H 0 0 0 0 0 0
EMPLOYEE BENEFITS HEALTH BENE Total 84,398,210 84,398,210 85,298,210 86,898,210 900,000 2,500,000
853-WORKERS COMPENSATION
56694 OTHER CONTRACTUAL SERVICES 1,000,000 1,000,000 1,000,000 1,000,000 0 0
59933 WORKERS COMPENSATION 6,500,000 6,500,000 6,900,000 7,500,000 400,000 1,000,000
59946 HEART & HYPERTENSION 0 0 0 0 0 0
EMPLOYEE BENEFITS WORKERS COMP Total 7,500,000 7,500,000 7,900,000 8,500,000 400,000 1,000,000

FISCAL YEAR 2021-22

Mayors Mayors
Forward
805-EMPLOYEE BENEFITS
855-OTHER EMPLOYEE BENEFITS
50110 SALARIES 0 0 0 0 0 0
50131 PERFECT ATTENDANCE 18,000 18,000 18,000 18,000 0 0
50140 LONGEVITY 690,000 690,000 725,000 725,000 35,000 35,000
50150 UNEMPLOYMENT COMPENSATION 355,000 355,000 600,000 600,000 245,000 245,000
50190 RETIREMENT 0 0 0 0 0 0
51890 RES LUMP SUM SICK LEAVE 225,000 225,000 225,000 225,000 0 0
56638 INSURANCE 0 0 0 0 0 0
56699 MISC EXPENSE 0 0 0 0 0 0
56878 GASB 43 & 45 405,000 405,000 405,000 405,000 0 0
EMPLOYEE BENEFITS OTH BENEFITS Total 1,693,000 1,693,000 1,973,000 1,973,000 280,000 280,000
Agency Roll Up
500 PERSONNEL 0 0 0 0 0 0
501 OVERTIME 0 0 0 0 0 0
520 UTILITIES 0 0 0 0 0 0
540 EQUIPMENT 0 0 0 0 0 0
560 RENTALS AND CONTRACTUAL SERVICE 1,000,000 1,000,000 1,000,000 1,000,000 0 0
570 DEBT SERVICE 0 0 0 0 0 0
580 EMPLOYEE BENEFITS 92,591,210 92,591,210 94,171,210 96,371,210 1,580,000 3,780,000
Agency Total 93,591,210 93,591,210 95,171,210 97,371,210 1,580,000 3,780,000

FISCAL YEAR 2021-22

Mayors Mayors
Forward
CITY GENERAL FUND ONLY (NON-EDUCATION)
PERSONNEL SERVICES 100,576,741 99,904,984 101,484,228 103,636,004 1,579,244 3,731,020

SALARY RESERVE FOR CONTRACT NEGOTIATIONS 3,300,000 3,200,000 3,200,000 3,200,000 0 0
VACANCY SAVINGS (500,000) (500,000) 0 (250,000) 500,000 250,000
OVERTIME (NON Sworn) 1,626,497 1,506,850 1,491,850 1,491,850 (15,000) (15,000)
POLICE OVERTIME 5,550,000 7,054,888 9,054,888 9,054,888 2,000,000 2,000,000
FIRE OVERTIME 2,169,000 2,169,000 4,199,000 4,199,000 2,030,000 2,030,000
OVERTIME REIMBUSEMENT 0 0 (4,000,000) (4,000,000) (4,000,000) (4,000,000)
LONGEVITY 690,000 690,000 725,000 725,000 35,000 35,000
OTHER PERSONNEL 3,284,850 3,150,750 3,150,750 3,150,750 0 0
HEALTH BENEFITS 83,668,210 83,668,210 84,568,210 86,168,210 900,000 2,500,000
Worker's COMPENSATION 7,500,000 7,500,000 7,900,000 8,500,000 400,000 1,000,000
OTHER BENEFITS & LIFE INSURANCE 1,733,000 1,733,000 1,978,000 1,978,000 245,000 245,000
PENSIONS - CERF 22,521,339 22,665,766 25,700,000 26,700,000 3,034,234 4,034,234
PENSIONS - POLICE & FIRE 38,629,220 39,595,014 52,300,000 53,093,107 12,704,986 13,498,093
EXECUTIVE MANAGEMENT MATCH 0 300,000 300,000 300,000 0 0
STATE TEACHERS RETIRMENT 183,768 0 0 0 0 0
FICA/SOCIAL SECURITY- 457 PLAN MATCH NON PENS 4,700,000 4,700,000 4,700,000 4,700,000 0 0
SELF INSURANCE 5,000,000 5,600,000 6,100,000 6,100,000 500,000 500,000
UTILITIES 6,556,500 6,275,836 6,886,000 6,886,000 610,164 610,164
MILEAGE & TRAVEL 119,188 115,588 106,288 107,788 (9,300) (7,800)
EQUIPMENT 744,601 728,101 728,101 728,101 0 0
MATERIALS & SUPPLIES 3,685,627 2,868,915 2,871,879 2,910,879 2,964 41,964
RENTALS & SERVICES 27,071,491 27,407,519 28,931,113 30,690,138 1,523,594 3,282,619
NON SWORN VACANCY & NPS SAVINGS (590,367) (2,646,196) (2,600,000) 0 46,196 2,646,196
EXPENDITURE RESERVE 0 4,000,000 0 1,000,000 (4,000,000) (3,000,000)
MASTER LEASE PAYMENT 628,000 128,000 128,000 128,000 0 0
DEBT SERVICE 53,674,689 59,807,120 62,827,640 62,827,640 3,020,520 3,020,520
BOND PREMIUM SAVINGS/REFUNDING SAVINGS (5,000,000) (2,851,969) (2,800,000) 0 51,969 2,851,969
MEDICAL FUND BALANCE REPLENISHMENT 900,000 0 0 0 0 0
OTAL 368,422,354 378,771,376 399,930,947 414,025,355 21,159,571 35,253,979
BOARD OF EDUCATION
ADMIN & MANAGEMENT FULL TIME SALARY 15,006,025 15,735,850 15,735,850 15,735,850 0 0
TEACHERS AND CLASSROOM SALARY 78,751,559 79,338,264 79,338,264 79,338,264 0 0
SUPPORT STAFF SALARY 12,980,676 12,869,318 12,869,318 12,869,318 0 0
PART TIME & SEASONAL 3,289,453 3,347,683 3,347,683 3,347,683 0 0
OVERTIME, BENEFITS & OTHER 1,585,000 1,605,500 1,605,500 1,605,500 0 0
EMPLOYEE BENEFITS 2,135,000 2,195,000 2,195,000 2,195,000 0 0
TRANSPORTATION 25,385,866 22,808,125 22,808,125 22,808,125 0 0
TUITION 19,302,634 20,302,634 20,302,634 20,302,634 0 0
UTILITIES 10,786,200 10,532,200 10,532,200 10,532,200 0 0
MAINTENANCE, PROPERTY AND CUSTODIAL 2,141,285 1,676,390 1,676,390 1,676,390 0 0
ALLOWANCE AND TRAVEL 29,000 37,500 37,500 37,500 0 0
INSTRUCTIONAL SUPPLIES 3,834,066 3,920,977 3,920,977 3,920,977 0 0
OTHER SERVICES 12,991,933 14,849,256 14,849,256 14,849,256 0 0
CONTIGENCY/INTER-DISTRICT REVENUE 0 0 0 0 0 0
BOE PROPOSED BUDGET REQUEST INCREASE 0 0 0 3,000,000 0 3,000,000
BOARD OF EDUCATION Total 188,218,697 189,218,697 189,218,697 192,218,697 0 3,000,000
GRAND TOTAL 556,641,051 567,990,073 589,149,644 606,244,052 21,159,571 38,253,979

FICA/MEDICAL GENERAL FUND [MILLIONS]
6.00
5.1 5.1
5.00 4.8 4.9
4.6 4.7 4.7 4.7 4.7
4.5
4.3 4.4
4.1
4.0
4.00 3.8
3.6
Millions
3.3
3.1
3.0
3.00 2.8
2.00
1.00
0.00
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2022
Crisis Forward
FY 2004-2020 Actual
FY 2021 & 2022 Budget

WORKERS COMPENSATION GENERAL FUND CONTRIBUTION HISTORY [MILLIONS] FISCAL
12.00 YEAR 2004 ‐ FY 2022 11.4
10.00 9.7 9.7 9.4

9.2 8.9 8.7
8.4 8.6 8.5
8.1 8.2 8.1
8.00 7.8 8.1 8.0 7.9
7.1
6.7
6.0
Millions
6.00
4.00
2.00
0.00
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022 Forward
2022 Crisis
FY 2004-2020 Actual
FY 2021 & 2022 Budget

MEDICAL BENEFITS GENERAL FUND CONTRIBUTION HISTORY [MILLIONS]
100.00
90.00 87.2 86.9

84.3 83.7 85.3
81.7
80.00
74.1
72.3 73.4
70.00
64.8
61.8 61.6
60.00
54.6
Millions
51.8
50.3
50.00
46.3
44.3
41.8
40.00 37.1
33.5
30.00
20.00
10.00
0.00
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2022
Crisis Forward
FY 2004-2020 Actual
FY 2021 & 2022 Budget

SELF INSURANCE MEDICAL FUND EXPENDITURE HISTORY [MILLIONS]
140.00
121.7
120.00
118.6 117.0 117.0
114.8 115.0
111.9
106.8
101.4
100.00 96.9
90.0
80.0 79.8
Millions
80.00
70.6
66.2 66.2 68.0
64.2
60.00 57.1
53.0
40.00
20.00
0.00
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2022
Crisis Forward
FY 2004-2020 Actual
FY 2021 & 2022 Budget

DEBT SERVICE PAYMENT HISTORY [MILLIONS]
80.00
70.2
70.00
64.3 63.3 63.7 62.8

60.8 59.9 60.6 59.8
60.00 58.9
56.3
53.7
51.0 51.6
50.00
Millions
45.9
44.6
39.3
40.00 38.0
34.1
30.00
20.00
10.00
0.00
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
FY 2004-2020 Actual
FY 2021 & 2022 Budget

A. PERSONNEL ADDITIONS/CHANGES/TRANSFERS
The below are changes to various General Fund positions
Summary of Position Changes

Fully Funded Positions Eliminated 12
Dollar Positions Eliminated 04
Part Time Positions Eliminated 03
Fully Funded Positions Eliminated (Police) 00
Fully Funded Positions Eliminated (Fire) 00
Dollar Positions Eliminated (Police) 00
Fully Funded Positions to $1.00 01
Fully Funded Positions to $1.00 (Police) 09
Fully Funded Positions to $1.00 (Fire) 05
-------
Grand Total 34 Changes
Summary of Position Added

Health Positions (Nurses) 03
Police Sargent 02
Fire Captains 03
Fire Lieutenant 01
-------
Grand Total 09

Civilian Eliminations
Agency Position Title FY 2021 FY 2022 +/- 22 VS 21

Finance PT Data Control Clerk $20,000.00 $0.00 -$20,000.00
Library Librarian II $69,819.00 $0.00 -$69,819.00
Library Supervising Librarian $62,424.00 $0.00 -$62,424.00
Library PT Library Aids $350,000.00 $340,000.00 -$10,000.00
PSAP 911 Operator/Disp. $53,169.00 $0.00 -$53,169.00
PSAP 911 Operator/Disp. $53,169.00 $0.00 -$53,169.00
Police Police Records Clerk $40,343.00 $0.00 -$40,343.00
Police Police Records Clerk $40,343.00 $0.00 -$40,343.00
Police Police Mechanic $1.00 $0.00 -$1.00
Police Police Mechanic $1.00 $0.00 -$1.00
Fire Assistant Drillmaster $97,289.00 $1.00 -$97,288.00
Elderly PT Data Control Clerk $20,400.00 $0.00 -$20,400.00
Engineering Chief Civil Engineer $1.00 $0.00 -$1.00
Parks/PW Administrative Assist. $43,085.00 $0.00 -$43,085.00
Parks/PW Caretaker $45,678.00 $0.00 -$45,678.00
Parks/PW Equipment Op. I-III $60,785.00 $0.00 -$60,785.00
Parks/PW Tree Trimmer $1.00 $0.00 -$1.00
Parks/PW Refuse Laborer $55,961.00 $0.00 -$55,961.00
Total Savings (-$794,038)

Civilian Additions

Health Public Health Nurse $0.00 $45,501.00 $45,501.00
Total Additions ($136,503)

Sworn and Suppression Eliminations and Additions

Police Police Officer $78,052.00 $1.00 -$78,051.00
Police Police Sargent $0.00 $87,816.00 $87,816.00
Police Police Sargent $0.00 $87,816.00 $87,816.00
Fire Firefighter/Emt. $80,384.00 $1.00 -$80,383.00
Fire Fire Lieutenant $0.00 $91,847.00 $91,847.00
Fire Captain $0.00 $102,009.00 $102,009.00
Fire Captain $0.00 $102,009.00 $102,009.00
Fire Captain $0.00 $102,009.00 $102,009.00
Total Savings (-$530,868)
The below changes are not included in the above tables.
I. City Clerk
a. Title changes with no budgetary impact
i. Position 150 Land Records Specialist changed to Elections / Land
Records Specialist

GENERAL FUND POSITION COUNT
FY 2008-09 Approved FY 2019-20 Approved FY 2020-21 -BOA FY 2021-22 -Mayor (Crisis) FY 2021-22 -Mayor (Forward) +/- FY 22 (Crisis) VS FY 21 +/- FY 22 (Together)VS FY 20
Department Full Part Dollar Full Part Dollar Full Part Dollar Full Part Dollar Full Part Dollar Full Part Dollar Total Full Part Dollar Total
Time Time Funded Time Time Funded Time Time Funded Time Time Funded Time Time Funded Time Time Funded +/- Time Time Funded +/-
Legislative Services 10 30 0 10 30 0 10 30 0 10 30 0 10 30 0 0 0 0 0 0 0 0 0
Mayor's Office 10 1 1 11 0 1 10 0 0 10 0 0 10 0 0 0 0 0 0 0 0 0 0
Chief Admin. Office 7 0 0 12 0 1 11 0 0 11 0 0 11 0 0 0 0 0 0 0 0 0 0
Corporation Counsel 21 1 1 21 0 0 21 0 0 21 0 0 21 0 0 0 0 0 0 0 0 0 0
Office of Labor Relations 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Human Resources 7 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Finance 68 2 5 58 3 0 58 3 0 59 2 0 59 3 0 1 (1) 0 0 1 0 0 1
Office of Technology 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Assessor's Office 7 0 0 12 0 0 11 0 1 11 0 0 11 0 0 0 0 (1) (1) 0 0 (1) (1)
Bureau of Purchases 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Public Library 47 1 3 46 1 2 48 1 0 46 1 2 48 1 0 (2) 0 2 0 0 0 0 0
Parks & Recreation 68 6 1 58 3 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
City/Town Clerk 5 0 0 5 0 1 6 0 0 6 0 0 6 0 0 0 0 0 0 0 0 0 0
Registrar of Voters 6 0 0 6 1 0 6 1 0 6 1 0 6 1 0 0 0 0 0 0 0 0 0
Public Safety Commun. 0 0 0 57 0 0 55 0 0 53 0 0 55 0 0 (2) 0 0 (2) 0 0 0 0
Police Service Non-Sworn 121 18 2 58 0 2 56 0 1 54 0 0 55 0 0 (2) 0 (1) (3) (1) 0 (1) (2)
Police Service-Sworn
Police Chief 1 0 0 1 0 0 1 0 0 1 0 0 1 0 0 0 0 0 0 0 0 0 0
Assistant Chiefs 4 0 0 4 0 0 3 0 1 3 0 1 3 0 1 0 0 0 0 0 0 0 0
Commander 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Captain 8 0 0 4 0 1 3 0 0 3 0 0 3 0 0 0 0 0 0 0 0 0 0
Lieutenant 22 0 0 20 0 0 17 0 0 17 0 0 17 0 0 0 0 0 0 0 0 0 0
Sergeant 57 0 0 57 0 0 45 0 0 47 0 0 47 0 0 2 0 0 2 2 0 0 2
Detective 61 0 0 61 0 0 54 0 0 54 0 0 54 0 0 0 0 0 0 0 0 0 0
Officer 338 0 0 283 0 3 266 0 16 257 0 25 266 0 16 (9) 0 9 0 0 0 0 0
Total Sworn 491 0 0 430 0 4 389 0 17 382 0 26 391 0 17 (7) 0 9 2 2 0 0 2

GENERAL FUND POSITION COUNT
FY 2008-09 Approved FY 2019-20 Approved FY 2020-21 -BOA FY 2021-22 -Mayor (Crisis) FY 2021-22 -Mayor (Forward) +/- FY 22 (Crisis) VS FY 21 +/- FY 22 (Together)VS FY 20
Department Full Part Dollar Full Part Dollar Full Part Dollar Full Part Dollar Full Part Dollar Full Part Dollar Total Full Part Dollar Total
Time Time Funded Time Time Funded Time Time Funded Time Time Funded Time Time Funded Time Time Funded +/- Time Time Funded +/-
Fire Service-Non Supression 44 0 0 27 0 2 27 0 2 26 0 5 27 0 2 (1) 0 3 2 0 0 0 0
Fire Service-Supression 0 0 0 0 0 0 0 0
Fire Chief 1 0 0 1 0 0 1 0 0 1 0 0 1 0 0 0 0 0 0 0 0 0 0
Assistant Chief Admin 1 0 0 1 0 0 1 0 0 1 0 0 1 0 0 0 0 0 0 0 0 0 0
Assistant Chief Operations 1 0 0 1 0 0 1 0 0 1 0 0 1 0 0 0 0 0 0 0 0 0 0
Deputy Chief 4 0 0 4 0 0 4 0 0 4 0 0 4 0 0 0 0 0 0 0 0 0 0
Battalion Chief 8 0 0 8 0 0 8 0 0 8 0 0 8 0 0 0 0 0 0 0 0 0 0
Captain 28 0 0 25 0 0 25 0 0 28 0 0 28 0 0 3 0 0 3 3 0 0 3
Lieutenant 52 0 0 40 0 0 40 0 0 41 0 0 41 0 0 1 0 0 1 1 0 0 1
Firefighter 260 0 0 248 0 0 236 0 0 231 0 3 236 0 0 (5) 0 3 (2) 0 0 0 0
Total Supression 355 0 0 328 0 0 316 0 0 315 0 3 320 0 0 (1) 0 3 2 4 0 0 4
Public Health 66 0 2 65 0 0 66 0 3 69 0 2 69 0 2 3 0 (1) 2 3 0 (1) 2

Fair Rent Commission 1 0 0 2 0 0 2 0 0 2 0 0 2 0 0 0 0 0 0 0 0 0 0
Elderly Services 11 0 0 7 2 2 7 2 0 7 1 0 7 2 0 0 (1) 0 (1) 0 0 0 0
Youth Services 1 0 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Disability Services 2 0 0 1 0 0 1 0 0 1 0 0 1 0 0 0 0 0 0 0 0 0 0
Community Srv Admin 8 1 1 14 0 1 11 0 0 11 0 0 11 0 0 0 0 0 0 0 0 0 0
Youth and Recreation 0 0 0 0 0 0 10 2 0 10 2 0 10 2 0 0 0 0 0 0 0 0 0
Public Works 126 5 6 112 2 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Engineering 9 0 0 8 0 0 7 0 1 7 0 0 7 0 0 0 0 (1) (1) 0 0 (1) (1)
Dept. Parks & Public Works 0 0 0 0 0 0 159 3 3 154 3 2 160 3 2 (5) 0 (1) (6) 1 0 (1) 0
Small Business Initiative 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
City Plan 9 0 0 7 0 0 8 0 0 8 0 0 8 0 0 0 0 0 0 0 0 0 0
Transportation/'T & P 33 62 0 35 8 1 33 8 3 33 8 2 33 6 2 0 0 (1) (1) 0 (2) (1) (3)
Comm. on Equal Opport. 3 0 0 3 0 1 3 0 1 3 0 1 3 0 1 0 0 0 0 0 0 0 0
OBIE 15 0 1 16 0 0 16 0 0 16 0 0 16 0 0 0 0 0 0 0 0 0 0
Economic Development 9 0 0 10 0 0 12 0 0 12 0 0 12 0 0 0 0 0 0 0 0 0 0
Livable City Initiative 16 0 0 11 0 0 11 0 0 11 0 0 11 0 0 0 0 0 0 0 0 0 0
Innovation Based Budgeting 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Ciy Total 1,578 127 24 1,431 50 21 1,370 50 32 1,354 48 43 1,380 48 26 (16) (2) 11 (7) 10 (2) (6) 2
CITY OF NEW HAVEN
FY 2021-22 MAYRS PROPOSED BUDGET
Agency/Organization FY 20-21 FY 20-21 FY 21-22 FY 21-22
Mayors Crisis Mayors Forward

Position # Position Title R S BOA Approved BU R S ADJUSTED BU R S BU R S BU
Budget Together Budget
111 OFFICE OF LEGISLATIVE SVCS

101-Legislative Services
100 Director of Legislative Services E6 111,209 EM E6 111,209 EM E6 111,209 EM E6 111,209 EM
110 Fiscal Analyst 8 1 54,159 3144 8 1 54,159 3144 8 1 54,159 3144 8 1 54,159 3144
120 Sr Legislative Asst 8 10 86,922 3144 8 10 0 3144 8 10 0 3144 8 10 0 3144
121 Legislative Assistant 0 3144 7 4 57,177 3144 7 4 57,177 3144 7 4 57,177 3144
130 Legislative Aide II 7 6 62,926 3144 7 6 62,926 3144 7 6 62,926 3144 7 6 62,926 3144
140 Legislative Asst 7 5 60,052 3144 7 5 60,052 3144 7 5 60,052 3144 7 5 60,052 3144
150 Legislative Aide II 7 1 49,135 3144 7 1 49,135 3144 7 1 49,135 3144 7 1 49,135 3144
160 Leg Serv Document Proc 8 1 54,159 3144 8 1 54,159 3144 8 1 54,159 3144 8 1 54,159 3144
170 Admin Rec Coord to the BOA 6 1 44,819 3144 6 1 44,819 3144 6 1 44,819 3144 6 1 44,819 3144
180 Legislative Transcriber 6 10 70,996 3144 6 10 70,996 3144 6 10 70,996 3144 6 10 70,996 3144
490 Bilingual Legislative Asst. 7 1 49,135 3144 7 1 49,135 3144 7 1 49,135 3144 7 1 49,135 3144
S100 Salary Stipends 0 0 0 0
Full-Time Equivalent [FTE] count 10 643,512 10 613,767 10 613,767 10 613,767

Dollar Equivalent [FTE] count 0 0 0 0 0 0 0 0
Part-Time Employee count 0 0 0 0 0 0 0 0
102-Board of Alders
W1 Alder 2,000 ELECT 2,000 ELECT 2,000 ELECT 2,000 ELECT
Full-Time Equivalent [FTE] count 0 0 0 0 0 0 0 0

Part-Time Employee count 30 60,400 30 60,400 30 60,400 30 60,400
Grand Total of Agency Count


CITY OF NEW HAVEN

131 MAYOR'S OFFICE

101-Mayors Administration
100 Mayor 134,013 ELECT 134,013 ELECT 134,013 ELECT 134,013 ELECT
110 Chief Of Staff E9 129,000 EM E9 129,000 EM E9 129,000 EM E9 129,000 EM
130 Ex. Admin. Asst. To The Mayor E1 60,000 EM E1 60,000 EM E1 60,000 EM E1 60,000 EM
170 Receptionist/Citizens Specialist NE-2 41,806 EM NE-2 41,806 EM NE-2 41,806 EM NE-2 41,806 EM
210 Director Of Communications E5 80,000 EM E5 80,000 EM E5 80,000 EM E5 80,000 EM
260 Deputy Chief Of Staff E3 0 EM E3 0 EM E3 0 EM E3 0 EM
261 Liaison to the Board of Alders E3 75,000 EM E3 75,000 EM E3 75,000 EM E3 75,000 EM
310 Special Assistant to the Mayor NE-2 0 EM NE-2 0 EM NE-2 0 EM NE-2 0 EM
311 Director of Fedl/State Legi. Affairs E3 75,000 EM E3 75,000 EM E3 75,000 EM E3 75,000 EM
3000 Budget Director E9 129,000 EM E9 129,000 EM E9 129,000 EM E9 129,000 EM
3330 Assistant To Mayor NE-2 0 EM NE-2 0 EM NE-2 0 EM NE-2 0 EM
7160 Legislative Asst Policy Analyst E3 0 EM E3 0 EM E3 0 EM E3 0 EM
7161 Policy Analyst E3 70,000 EM E3 70,000 EM E3 70,000 EM E3 70,000 EM
15004 Receptionist/Mayor's Office NE-2 41,806 EM NE-2 41,806 EM NE-2 41,806 EM NE-2 41,806 EM
15001 Director Office of Development and Policy E4 0 EM E4 0 EM E4 0 EM E4 0 EM
E19001 Public Relations Specialist 0 EM 0 EM 0 EM 0 EM

102-Office of Development and Policy

15001 Director 0 EM 0 EM 0 EM 0 EM
0 0 0 0



CITY OF NEW HAVEN

132 CHIEF ADMINISTRATIVE OFFICE

101-Administration
100 Chief Administrative Officer E9 125,000 EM E9 125,000 EM E9 125,000 EM E9 125,000 EM
110 Deputy CAO 13 6 111,916 3144 13 6 111,916 3144 13 6 111,916 3144 13 6 111,916 3144
120 Executive Administrative Asst 7 10 78,213 3144 7 10 78,213 3144 7 10 78,213 3144 7 10 78,213 3144
130 Deputy City Town Clerk 10 10 0 3144 10 10 0 3144 10 10 0 3144 10 10 0 3144

102-Public Safety
5000 Deputy Dir. Emergency Mgmt./Planning 11 5 0 3144 11 5 0 3144 11 5 0 3144 11 5 0 3144
5010 Deputy Dir Emergency Mgmt./Operations 11 9 106,747 3144 11 9 106,747 3144 11 9 106,747 3144 11 9 106,747 3144
E19002 Emergency Management Assistant 6 1 0 3144 6 1 0 3144 6 1 0 3144 6 1 0 3144

131-Human Resources Administration

6000 Mgr Human Resource & Benefits E6 111,425 EM E6 111,425 EM E6 111,425 EM E6 111,425 EM
6005 Personnel Director E5 89,870 EM E5 89,870 EM E5 89,870 EM E5 89,870 EM
6015 Senior Personnel Analyst E1 0 EM E1 0 EM E1 0 EM E1 0 EM
6015 Personnel Analyst NE3 51,000 EM NE3 51,000 EM NE3 51,000 EM NE3 51,000 EM
6020 Ex Administrative Assistant NE3 65,826 EM NE3 65,826 EM NE3 65,826 EM NE3 65,826 EM
6025 Senior Personnel Analyst 62,000 EM 62,000 EM 62,000 EM 62,000 EM
6035 Benefits Administrator 9 8 84,254 3144 9 8 84,254 3144 9 8 84,254 3144 9 8 84,254 3144
17001 Clerk Typist 8 1 0 884 8 1 0 884 8 1 0 884 8 1 0 884
17002 Administrative Assistant 9 1 43,085 884 9 1 43,085 884 9 1 43,085 884 9 1 43,085 884



CITY OF NEW HAVEN

133 CORPORATION COUNSEL

101-Administration/Law Department
100 Corporation Counsel K 161,250 EM K 161,250 EM K 161,250 EM K 161,250 EM
120 Deputy Corporation Counsel 1 9 119,426 1303-C 1 9 119,426 1303-C 1 9 119,426 1303-C 1 9 119,426 1303-C
140 Deputy Corporation Counsel 1 9 119,426 1303-C 1 9 119,426 1303-C 1 9 119,426 1303-C 1 9 119,426 1303-C
150 Assistant Corporation Counsel 1 3 84,036 1303-C 1 3 84,036 1303-C 1 3 84,036 1303-C 1 3 84,036 1303-C
250 Paralegal 7 7 66,370 3144 7 7 66,370 3144 7 7 66,370 3144 7 7 66,370 3144
330 Legal Executive Administrative 7 4 57,177 3144 7 4 57,177 3144 7 4 57,177 3144 7 4 57,177 3144
390 Assistant Corporation Counsel 1 2 79,836 1303-C 1 2 0 1303-C 1 2 0 1303-C 1 2 0 1303-C
510 Executive Asst To Corp Counsel 10 5 80,234 3144 10 5 80,234 3144 10 5 80,234 3144 10 5 80,234 3144
520 Legal Assistant Ii 7 4 57,177 3144 7 4 57,177 3144 7 4 57,177 3144 7 4 57,177 3144
1020 Paralegal 7 7 66,370 3144 7 7 66,370 3144 7 7 66,370 3144 7 7 66,370 3144
1030 Public Liability Investigator 6 9 66,341 3144 6 9 66,341 3144 6 9 66,341 3144 6 9 66,341 3144
1040 Legal Assistant Ii 7 9 73,276 3144 7 9 73,276 3144 7 9 73,276 3144 7 9 73,276 3144
1090 Legal Assistant Ii 7 8 0 3144 7 8 0 3144 7 8 0 3144 7 8 0 3144
20214 Deputy Corporation Counsel 1 9 0 1303-C 1 9 119,426 1303-C 1 9 119,426 1303-C 1 9 119,426 1303-C
BR 1010 BOE Reimbursement (30,000) (30,000) (30,000) (30,000)
Full-Time Equivalent [FTE] count 18 1,529,474 18 1,569,064 18 1,569,064 18 1,569,064

134-Labor Relations
8000 Director of Labor Relations E7 110,000 EM E7 110,000 EM E7 110,000 EM E7 110,000 EM
8005 Executive Admin Assistant/Dir of Labor NE3 68,637 EM NE3 68,637 EM NE3 68,637 EM NE3 68,637 EM
8006 Labor Relations Staff Attorney E5 98,913 EM E5 98,913 EM E5 98,913 EM E5 98,913 EM
8010 Public Safety Human Resource Manager E5 0 EM E5 0 EM E5 0 EM E5 0 EM



CITY OF NEW HAVEN

137 FINANCE
101-Controllers Office-Administration
100 City Controller E9 129,000 EM E9 132,000 EM E9 132,000 EM E9 132,000 EM
Management Analyst Ii 0 3144 0 3144 0 3144 0 3144
Treasury & Investment Analyst 0 3144 0 3144 0 3144 0 3144
880 Purchasing Contract Analyst 7 10 78,213 3144 7 10 78,213 3144 7 10 78,213 3144 7 10 78,213 3144
Management Analyst Iii 0 3144 0 3144 0 3144 0 3144
2210 Workers' Comp & Risk Mgmt. Coord 10 9 97,476 3144 10 9 97,476 3144 10 9 97,476 3144 10 9 97,476 3144

107-Office Of Management and Budget

2100 Financial/Program Analyst 9 4 69,028 3144 9 4 69,028 3144 9 4 69,028 3144 9 4 69,028 3144
2110 Management & Policy Analyst 8 5 0 3144 8 5 0 3144 8 5 0 3144 8 5 0 3144
2120 Project Coordinator 11 9 106,747 3144 11 9 106,747 3144 11 9 106,747 3144 11 9 106,747 3144
2130 Financial Manager 9 4 69,028 3144 9 4 69,028 3144 9 4 69,028 3144 9 4 69,028 3144

109-Internal Audit
920 Chief Auditor 11 6 92,521 3144 11 6 92,521 3144 11 6 92,521 3144 11 6 92,521 3144
2000 Auditor II 4 10 59,466 3144 4 10 59,466 3144 4 10 59,466 3144 4 10 59,466 3144
PT 14010 Data Control Clerk II (PT) 20,000 ZZZH 20,000 ZZZH 0 ZZZH 20,000 ZZZH

Part-Time Employee count 1 20,000 1 20,000 0 0 1 20,000
110-Accounting and Treasury

340 Chief Accountant 11 10 113,042 3144 11 10 113,042 3144 11 10 113,042 3144 11 10 113,042 3144
350 Senior Accountant 9 7 80,311 3144 9 7 80,311 3144 9 7 80,311 3144 9 7 80,311 3144
360 Accountant IV 8 8 77,794 3144 8 8 77,794 3144 8 8 77,794 3144 8 8 77,794 3144
370 Accountant II 6 10 70,996 3144 6 10 70,996 3144 6 10 70,996 3144 6 10 70,996 3144
420 Accountant I 5 8 57,754 3144 5 8 57,754 3144 5 8 57,754 3144 5 8 57,754 3144
130 Accounting Audit Coordinator 8 4 62,782 3144 8 4 62,782 3144 8 4 62,782 3144 8 4 62,782 3144
160 Management Analyst II 6 8 63,213 3144 6 8 63,213 3144 6 8 63,213 3144 6 8 63,213 3144
470 Treasury & Investment Analyst 8 2 57,037 3144 8 2 57,037 3144 8 2 57,037 3144 8 2 57,037 3144
2020 Management Analyst III 7 10 78,213 3144 7 10 78,213 3144 7 10 78,213 3144 7 10 78,213 3144
2110 Management & Policy Analyst 8 5 66,227 3144 8 5 66,227 3144 8 5 66,227 3144 8 5 66,227 3144

111-Tax Collector Office

430 Tax Collector 11 7 97,120 3144 11 7 97,120 3144 11 7 97,120 3144 11 7 97,120 3144
440 Deputy Tax Collector 9 6 76,355 3144 9 6 76,355 3144 9 6 76,355 3144 9 6 76,355 3144
460 Tax Analyst 6 2 47,123 3144 6 2 47,123 3144 6 2 47,123 3144 6 2 47,123 3144
480 Project Coordinator 10 3 72,478 3144 10 3 72,478 3144 10 3 72,478 3144 10 3 72,478 3144
570 Collections Clerk Supervisor 6 4 52,004 3144 6 4 52,004 3144 6 4 52,004 3144 6 4 52,004 3144
600 Collections Svc Representative 8 1 41,715 884 8 1 41,715 884 8 1 41,715 884 8 1 41,715 884
2160 Tax Analyst 6 2 47,123 3144 6 2 47,123 3144 6 2 47,123 3144 6 2 47,123 3144
Sub-Total


CITY OF NEW HAVEN

137 FINANCE
112-Information and Technology
16000 Information and Tech Director 13 6 122,832 3144 13 6 122,832 3144 13 6 122,832 3144 13 6 122,832 3144
100 Deputy Manager/Public Safety 11 9 106,747 3144 11 9 106,747 3144 11 9 106,747 3144 11 9 106,747 3144
110 Deputy Manager/Applications 10 9 97,476 3144 10 9 0 3144 10 9 0 3144 10 9 0 3144
620 Project Leader 9 1 59,408 3144 9 1 59,408 3144 9 1 59,408 3144 9 1 59,408 3144
640 Project Leader 9 1 59,408 3144 9 1 59,408 3144 9 1 59,408 3144 9 1 59,408 3144
D650 Data Center Work Supervisor 7 8 0 3144 7 8 0 3144 7 8 0 3144 7 8 0 3144
18001 Network Administrator 9 6 76,348 3144 9 6 76,348 3144 9 6 76,348 3144 9 6 76,348 3144
680 Project Leader 8 2 59,408 3144 9 1 59,408 3144 9 1 59,408 3144 9 1 59,408 3144
700 Personal Computer Support Tech 16 1 54,908 884 16 1 54,908 884 16 1 54,908 884 16 1 54,908 884
710 Programmer Analyst 8 4 62,782 3144 8 4 62,782 3144 8 4 62,782 3144 8 4 62,782 3144
3010 Project Leader 9 1 59,408 3144 9 1 59,408 3144 9 1 59,408 3144 9 1 59,408 3144
7050 Personal Computer Support Tech 16 3 57,219 884 16 3 57,219 884 16 3 57,219 884 16 3 57,219 884
850 Project Leader 9 4 69,028 3144 9 4 69,028 3144 9 4 69,028 3144 9 4 69,028 3144
5050 Project Leader 9 1 59,408 3144 9 1 59,408 3144 9 1 59,408 3144 9 1 59,408 3144
6000 Systems Administrator 9 10 93,976 3144 9 10 93,976 3144 9 10 93,976 3144 9 10 93,976 3144
6001 Network Administrator 9 10 93,976 3144 9 10 93,976 3144 9 10 93,976 3144 9 10 93,976 3144
20210 Project Leader 9 1 59,408 3144 9 1 59,408 3144 9 1 59,408 3144
20211 Personal Computer Support Tech 16 1 54,908 884 16 1 54,908 884 16 1 54,908 884

113-Payroll and Pension

810 Payroll/Pension Supervisor 13 7 0 3144 13 7 0 3144 13 7 0 3144 13 7 0 3144
811 Payroll Supervisor 11 6 101,715 3144 11 6 101,715 3144 11 6 101,715 3144 11 6 101,715 3144
850 Payroll/Benefit Auditor 8 2 57,037 3144 8 2 57,037 3144 8 2 57,037 3144 8 2 57,037 3144
870 Data Control Clerk II 8 3 0 884 8 3 0 884 8 3 0 884 8 3 0 884
3010 Management Analyst Iv 8 10 0 3144 8 10 0 3144 8 10 0 3144 8 10 0 3144
3011 Pension Administrator 10 5 80,235 3144 10 5 80,235 3144 10 5 80,235 3144 10 5 80,235 3144

137 FINANCE

CITY OF NEW HAVEN

114-Accounts Payable
950 Accounts Payable Auditor II 15 2 54,325 884 15 2 54,325 884 15 2 54,325 884 15 2 54,325 884
1220 Operations Supervisor-Accts Pay 8 6 69,675 3144 8 6 69,675 3144 8 6 69,675 3144 8 6 69,675 3144
PT 20001 PT Accounts Payable Auditor II 27,000 ZZZH 27,000 ZZZH 27,000 ZZZH 27,000 ZZZH

115-Purchasing
1000 Purchasing Agent 12 8 112,200 3144 12 8 112,200 3144 12 8 112,200 3144 12 8 112,200 3144
1060 Contract Analyst 7 4 57,177 3144 7 4 57,177 3144 7 4 57,177 3144 7 4 57,177 3144
1110 Procurement Analyst 7 7 66,370 3144 7 7 66,370 3144 7 7 66,370 3144 7 7 66,370 3144

130-Accounts Recievable
2140 Receivables Collector 8 10 86,922 3144 8 10 86,922 3144 8 10 86,922 3144 8 10 86,922 3144
PT 20002 PT Collections Svc Rep 27,000 ZZZH 27,000 ZZZH 27,000 ZZZH 27,000 ZZZH

134-Labor Relations
8000 Director of Labor Relations 0 EM 0 EM 0 EM 0 EM
8005 Exec Admin Asst to Dir L R 0 EM 0 EM 0 EM 0 EM
8010 Public Safety Human Res Mgr. 0 EM 0 EM 0 EM 0 EM



CITY OF NEW HAVEN

139 Office of Assessment

101-Administration
100 City Assessor K 117,955 EM K 117,955 EM K 117,955 EM K 117,955 EM
120 Real Estate Assessor 10 4 76,502 3144 10 4 76,502 3144 10 4 76,502 3144 10 4 76,502 3144
130 Deputy Assessor 10 8 92,880 3144 10 8 92,880 3144 10 8 92,880 3144 10 8 92,880 3144
180 Assessment Systems Manager 8 6 69,675 3144 8 6 69,675 3144 8 6 69,675 3144 8 6 69,675 3144
240 Assessment Inform Clerk Ii 11 6 49,695 884 11 6 49,695 884 11 6 49,695 884 11 6 49,695 884
270 Assessment Control Clerk 8 3 43,544 884 8 3 43,544 884 8 3 43,544 884 8 3 43,544 884
1000 Deputy/Assistant Assessor 10 6 84,254 3144 10 6 84,254 3144 10 6 84,254 3144 10 6 84,254 3144
1001 Property Appraiser / Assessor 8 3 59,912 3144 8 3 59,912 3144 8 3 59,912 3144 8 3 59,912 3144
1002 Office Manager 7 4 1 3144 7 4 1 3144 7 4 0 3144 7 4 0 3144
1003 Title Maintenance Clerk 13 2 50,856 884 13 2 50,856 884 13 2 50,856 884 13 2 50,856 884
1005 Data Control Clerk Ii 8 3 0 884 8 3 0 884 8 3 0 884 8 3 0 884
1006 Assessment Control Clerk 8 3 43,544 884 8 3 43,544 884 8 3 43,544 884 8 3 43,544 884


CITY OF NEW HAVEN

152 PUBLIC LIBRARY

101-Administration
100 City Librarian E7 110,725 EM E7 110,725 EM E7 110,725 EM E7 110,725 EM

115-Building Maintenance
140 Library Building Supt 8 8 77,794 3144 8 8 77,794 3144 8 8 77,794 3144 8 8 77,794 3144

116-Technical Services
180 Librarian II 7 8 69,819 3144 7 8 69,819 3144 7 8 1 3144 7 8 69,819 3144
190 Library Technical Assistant 12 3 50,274 884 12 3 50,274 884 12 3 50,274 884 12 3 50,274 884


CITY OF NEW HAVEN

152 PUBLIC LIBRARY

117-Public Service
250 Librarian IV 11 4 75,856 3144 11 4 75,856 3144 11 4 75,856 3144 11 4 75,856 3144
260 Librarian V 12 4 91,804 3144 12 4 91,804 3144 12 4 91,804 3144 12 4 91,804 3144
290 Librarian IV 11 3 79,879 3144 11 2 75,885 3144 11 2 75,885 3144 11 2 75,885 3144
300 Librarian Branch Manager 10 5 80,234 3144 10 5 80,234 3144 10 5 80,234 3144 10 5 80,234 3144
340 Supervising Librarian 9 5 72,621 3144 9 5 72,621 3144 9 5 72,621 3144 9 5 72,621 3144
370 Branch Manager 10 2 69,028 3144 10 2 69,028 3144 10 2 69,028 3144 10 2 69,028 3144
380 Librarian III 8 8 77,794 3144 8 8 77,794 3144 8 8 77,794 3144 8 8 77,794 3144
400 Librarian II 7 2 51,648 3144 7 2 51,648 3144 7 2 51,648 3144 7 2 51,648 3144
410 Librarian II 7 7 66,370 3144 7 7 66,370 3144 7 7 66,370 3144 7 7 66,370 3144
420 Librarian III 8 3 59,912 3144 8 3 59,912 3144 8 3 59,912 3144 8 3 59,912 3144
430 Librarian II 7 7 66,370 3144 7 7 66,370 3144 7 7 66,370 3144 7 7 66,370 3144
460 Librarian II 7 2 51,648 3144 7 2 51,648 3144 7 2 51,648 3144 7 2 51,648 3144
570 Librarian I, Junior (Bi-Ling) 16 2 56,064 884 16 2 56,064 884 16 2 56,064 884 16 2 56,064 884
660 Library Assistant I 10 2 45,374 884 10 2 45,374 884 10 2 45,374 884 10 2 45,374 884
PT 720 Library Aides (PT) 0 0 350,000 ZZZH 0 0 350,000 ZZZH 0 0 340,000 ZZZH 0 0 350,000 ZZZH
760 Librarian IV 11 2 75,856 3144 11 2 75,856 3144 11 2 75,856 3144 11 2 75,856 3144
770 Librarian II 7 2 51,648 3144 7 2 51,648 3144 7 2 51,648 3144 7 2 51,648 3144
790 Librarian III 8 6 69,675 3144 8 6 69,675 3144 8 6 69,675 3144 8 6 69,675 3144
920 Library Assistant I 10 2 0 884 10 2 0 884 10 2 0 884 10 2 0 884
930 Library Assistant I Bilingual 10 2 45,374 884 10 2 45,374 884 10 2 45,374 884 10 2 45,374 884
950 Librarian II 7 7 66,370 3144 7 7 66,370 3144 7 7 66,370 3144 7 7 66,370 3144
960 Librarian II 7 2 51,648 3144 7 2 51,648 3144 7 2 51,648 3144 7 2 51,648 3144
1010 Circulation Supervisor 9 8 84,254 3144 9 8 84,254 3144 9 8 84,254 3144 9 8 84,254 3144
2010 Supervising Librarian 9 2 62,424 3144 9 2 62,424 3144 9 2 1 3144 9 2 62,424 3144
2020 Librarian II 7 2 51,648 3144 7 2 51,648 3144 7 2 51,648 3144 7 2 51,648 3144
16001 Librarian II 7 2 51,648 3144 7 2 51,648 3144 7 2 51,648 3144 7 2 51,648 3144
16002 Librarian II 7 2 51,648 3144 7 2 51,648 3144 7 2 51,648 3144 7 2 51,648 3144
17001 Librarian III 8 2 57,037 3144 8 2 57,037 3144 8 2 57,037 3144 8 2 57,037 3144
17006 Librarian II 7 2 51,648 3144 7 2 51,648 3144 7 2 51,648 3144 7 2 51,648 3144
20000 Financial Administrative Assistant 5 4 47,411 3144 5 4 47,411 3144 5 4 47,411 3144 5 4 47,411 3144
20001 Librarian II 7 2 51,648 3144 7 2 51,648 3144 7 2 51,648 3144 7 2 51,648 3144



CITY OF NEW HAVEN

160 PARKS & RECREATION

101-Administration
100 Director Parks & Recreation E7 0 EM E7 0 EM E7 0 EM E7 0 EM
130 Executive Administrative Asst 7 8 0 3144 7 8 0 3144 7 8 0 3144 7 8 0 3144
500 Administrative Assistant Ii 6 7 0 3144 6 7 0 3144 6 7 0 3144 6 7 0 3144
501 Administrative Assistant 15 7 0 884 15 7 0 884 15 7 0 884 15 7 0 884
2000 Exec Asst To Park Dir 10 8 0 3144 10 8 0 3144 10 8 0 3144 10 8 0 3144
PT 2080 P/T Volunteer Asst 0 0 0 ZZZH 0 0 0 ZZZH 0 0 0 ZZZH 0 0 0 ZZZH
PT 2090 P/T Volunteer Asst 0 0 0 ZZZH 0 0 0 ZZZH 0 0 0 ZZZH 0 0 0 ZZZH

119-Tree Division
770 Tree Trimmer II 4 1 0 71 4 1 0 71 4 1 0 71 4 1 0 71
830 Tree Trimmer II 4 1 0 71 4 1 0 71 4 1 0 71 4 1 0 71
1190 Urban Forester 7 9 0 3144 7 9 0 3144 7 9 0 3144 7 9 0 3144
2150 Caretaker 2 4 0 71 2 4 0 71 2 4 0 71 2 4 0 71
2310 Tree Trimmer II 4 1 0 71 4 1 0 71 4 1 0 71 4 1 0 71
2320 Tree Trimmer II 4 1 0 71 4 1 0 71 4 1 0 71 4 1 0 71
2330 Heavy Duty Equipment Oper Ii 5 3 0 71 5 3 0 71 5 3 0 71 5 3 0 71
20000 Tree Trimmer II 4 1 0 71 4 1 0 71 4 1 0 71 4 1 0 71
20001 Tree Trimmer II 4 1 0 71 4 1 0 71 4 1 0 71 4 1 0 71
20002 Tree Foreman 5 8 0 71 5 8 0 71 5 8 0 71 5 8 0 71


CITY OF NEW HAVEN


120-General Maintenance
230 Asst Parks Superintendent 7 10 0 3144 7 10 0 3144 7 10 0 3144 7 10 0 3144
270 Electrician 8 6 0 71 8 6 0 71 8 6 0 71 8 6 0 71
340 Heavy Equipment Operator II 5 2 0 71 5 2 0 71 5 2 0 71 5 2 0 71
360 Caretaker 2 1 0 71 2 1 0 71 2 1 0 71 2 1 0 71
370 Park Foreperson 5 8 0 71 5 8 0 71 5 8 0 71 5 8 0 71
400 Park Foreperson 5 8 0 71 5 8 0 71 5 8 0 71 5 8 0 71
410 Mechanic 7 4 0 71 7 4 0 71 7 4 0 71 7 4 0 71
430 Caretaker III 2 1 0 71 2 1 0 71 2 1 0 71 2 1 0 71
450 Caretaker 2 1 0 71 2 1 0 71 2 1 0 71 2 1 0 71
460 Caretaker 2 1 0 71 2 1 0 71 2 1 0 71 2 1 0 71
480 Caretaker 2 1 0 71 2 1 0 71 2 1 0 71 2 1 0 71
490 Caretaker 2 1 0 71 2 1 0 71 2 1 0 71 2 1 0 71
530 Caretaker 2 1 0 71 2 1 0 71 2 1 0 71 2 1 0 71
550 Caretaker 2 1 0 71 2 1 0 71 2 1 0 71 2 1 0 71
560 Caretaker 2 1 0 71 2 1 0 71 2 1 0 71 2 1 0 71
590 Caretaker 2 1 0 71 2 1 0 71 2 1 0 71 2 1 0 71
600 Caretaker 2 1 0 71 2 1 0 71 2 1 0 71 2 1 0 71
620 Caretaker 2 1 0 71 2 1 0 71 2 1 0 71 2 1 0 71
640 Caretaker 2 4 0 71 2 4 0 71 2 4 0 71 2 4 0 71
660 Caretaker 2 1 0 71 2 1 0 71 2 1 0 71 2 1 0 71
670 Caretaker 2 1 0 71 2 1 0 71 2 1 0 71 2 1 0 71
690 Caretaker 2 1 0 71 2 1 0 71 2 1 0 71 2 1 0 71
700 Deputy Director/Park & Squares 10 8 0 3144 10 8 0 3144 10 8 0 3144 10 8 0 3144
720 Caretaker 2 1 0 71 2 1 0 71 2 1 0 71 2 1 0 71
1140 Caretaker 2 1 0 71 2 1 0 71 2 1 0 71 2 1 0 71
1200 Caretaker 2 1 0 71 2 1 0 71 2 1 0 71 2 1 0 71
2100 Carpenter 7 6 0 71 7 6 0 71 7 6 0 71 7 6 0 71
2120 Welder 8 3 0 71 8 3 0 71 8 3 0 71 8 3 0 71
2180 Asst Parks Superintendent 7 10 0 3144 7 10 0 3144 7 10 0 3144 7 10 0 3144
2300 Plumber 8 6 0 71 8 6 0 71 8 6 0 71 8 6 0 71
3005 Caretaker III 2 6 0 71 2 6 0 71 2 6 0 71 2 6 0 71
3010 Park Foreperson 5 5 0 71 5 5 0 71 5 5 0 71 5 5 0 71
3015 Caretaker III 2 4 0 71 2 4 0 71 2 4 0 71 2 4 0 71
3020 Caretaker 2 1 0 71 2 1 0 71 2 1 0 71 2 1 0 71
3025 Caretaker 2 1 0 71 2 1 0 71 2 1 0 71 2 1 0 71
17001 Park Foreperson 5 5 0 71 5 5 0 71 5 5 0 71 5 5 0 71
wc 5000 ***Workers Comp/attrition*** 0 ATTT 0 ATTT 0 ATTT 0 ATTT


CITY OF NEW HAVEN


122-Nature Recreation
840 Park Ranger 8 1 0 3144 8 1 0 3144 8 1 0 3144 8 1 0 3144
2340 Park Ranger 8 1 0 3144 8 1 0 3144 8 1 0 3144 8 1 0 3144
3000 Outdoor Adventure Coord 8 9 0 3144 8 9 0 3144 8 9 0 3144 8 9 0 3144
3030 Park Ranger 8 3 0 3144 8 3 0 3144 8 3 0 3144 8 3 0 3144
3035 Park Ranger 8 1 0 3144 8 1 0 3144 8 1 0 3144 8 1 0 3144

123-Community Recreation
110 Deputy Director/Recreation 10 9 0 3144 10 9 0 3144 10 9 0 3144 10 9 0 3144
910 Recreation Program Supervisor 8 1 0 3144 8 1 0 3144 8 1 0 3144 8 1 0 3144
930 Recreation Program Supervisor 8 1 0 3144 8 1 0 3144 8 1 0 3144 8 1 0 3144
15001 Coord Of Comm Rec Supervisors 8 9 0 3144 8 9 0 3144 8 9 0 3144 8 9 0 3144
*

124-Seasonal/Summer
PT 1290 Seasonal/Summer/Aquatic 0 0 0 ZZZH 0 0 0 ZZZH 0 0 0 ZZZH 0 0 0 ZZZH

125-Part Time & Seasonal/ Maintenance

PT 2210 Seasonal/Caretaker 0 ZZZH 0 ZZZH 0 ZZZH 0 ZZZH



CITY OF NEW HAVEN

161 CITY CLERK

101-Administration
100 City/Town Clerk 0 48,038 ELECT 0 48,038 ELECT 0 48,038 ELECT 0 48,038 ELECT
110 Deputy City Town Clerk 10 1 65,580 3144 10 1 65,580 3144 10 10 65,580 3144 10 10 65,580 3144
120 Clerk Typist (Bilingual) 8 1 0 884 8 1 0 884 8 1 0 884 8 1 0 884
150 Land Records Specialist 13 1 49,695 884 13 1 49,695 884 13 1 0 884 13 1 0 884
170 Admin Customer Srvc Coordinator 5 3 45,113 3144 5 3 45,113 3144 5 3 45,113 3144 5 3 45,113 3144
15001 Assistant City Town Clerk 7 10 78,213 3144 7 10 78,213 3144 7 10 78,213 3144 7 10 78,213 3144
20000 Bilingual City Clerk Specialist 11 3 48,540 884 11 3 48,540 884 11 3 48,540 884 11 3 48,540 884
21001 Elections/Land Records Specialist 13 3 0 884 13 3 0 884 13 4 53,169 884 13 3 53,169 884


CITY OF NEW HAVEN

162 REGISTRARS OF VOTERS

101-Administration
100 Registrar Of Voters E1 75,000 EM E1 75,000 EM E1 75,000 EM E1 75,000 EM
110 Registrar Of Voters E1 75,000 EM E1 75,000 EM E1 75,000 EM E1 75,000 EM
120 Voters Statistician - Dep Reg NE2 49,115 EM NE2 49,115 EM NE2 49,115 EM NE2 49,115 EM
130 Voters Statistician - Dep Reg NE2 49,115 EM NE2 49,115 EM NE2 49,115 EM NE2 49,115 EM
140 Voters Clerk NE2 41,895 EM NE2 41,895 EM NE2 41,895 EM NE2 41,895 EM
150 Voters Clerk NE2 41,895 EM NE2 41,895 EM NE2 41,895 EM NE2 41,895 EM

128-Part-Time Election
PT 2000 Election Payroll 325,000 ZZZH 325,000 ZZZH 325,000 ZZZH 325,000 ZZZH
325,000 325,000 325,000 325,000



CITY OF NEW HAVEN

200 - PUBLIC SAFETY COMMUNICATIONS

101-Administration
100 Director E6 98,000 EM E6 98,000 EM E6 98,000 EM E6 98,000 EM
110 Deputy/Program Admin 10 5 80,235 3144 10 5 80,235 3144 10 5 80,235 3144 10 5 80,235 3144
200 Communication Supv 6 10 70,996 3144 6 10 70,996 3144 6 10 70,996 3144 6 10 70,996 3144
300 911 Op Dispatcher III 20 4 64,478 884 20 4 64,478 884 20 4 64,478 884 20 4 64,478 884
330 911 Op Dispatcher II 11 1 53,169 884 11 1 53,169 884 11 1 53,169 884 11 1 53,169 884
340 911 Op Dispatcher II 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884
350 Admin Asst II 6 1 0 3144 6 1 0 3144 6 1 0 3144 6 1 0 3144
360 911 Op Dispatcher II 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884
390 911 Op Dispatcher II 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884
400 911 Op Dispatcher III 15 1 0 884 15 1 0 884 15 1 0 884 15 1 0 884
500 911 Op Dispatcher II 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884
510 911 Op Dispatcher II 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884
520 911 Op Dispatcher II 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884
530 911 Op Dispatcher II 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884
540 911 Op Dispatcher II 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884
550 911 Op Dispatcher II 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884
560 911 Op Dispatcher II 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884
570 911 Op Dispatcher II 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884
580 911 Op Dispatcher II 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884
590 911 Op Dispatcher II 11 1 53,169 884 11 1 53,169 884 11 1 53,169 884 11 1 53,169 884
600 911 Op Dispatcher II 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884
610 911 Op Dispatcher II 11 1 53,169 884 11 1 53,169 884 11 1 53,169 884 11 1 53,169 884
620 911 Op Dispatcher II 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884
630 911 Op Dispatcher II 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884
640 911 Op Dispatcher II 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884
722 911 Op Dispatcher II 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884
723 911 Op Dispatcher II 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884
800 911 Op Dispatcher II 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884
810 911 Op Dispatcher II 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884
820 911 Op Dispatcher II 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884
830 911 Op Dispatcher II 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884
840 911 Op Dispatcher II 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884
850 911 Op Dispatcher II 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884
870 911 Op Dispatcher II 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884
880 911 Op Dispatcher II 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884
890 911 Op Dispatcher II 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884
900 911 Op Dispatcher II 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884
910 911 Op Dispatcher II 15 1 53,169 884 15 1 53,169 884 15 1 0 884 15 1 53,169 884
920 911 Op Dispatcher II 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884
930 911 Op Dispatcher II 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884
950 911 Op Dispatcher II 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884
960 911 Op Dispatcher II 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884
970 911 Op Dispatcher II 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884
990 911 Op Dispatcher II 15 1 53,169 884 15 1 53,169 884 15 1 0 884 15 1 53,169 884
1020 911 Op Dispatcher II 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884
1030 911 Op Dispatcher II 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884
1040 911 Op Dispatcher II 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884
1050 911 Op Dispatcher II 15 1 0 884 15 1 0 884 15 1 0 884 15 1 0 884


CITY OF NEW HAVEN

201 POLICE SERVICE

101-Chiefs Office
100 Chief of Police K 169,900 EM K 169,600 EM K 169,600 EM K 169,600 EM
110 Assistant Chief E8 125,426 EM E8 125,426 EM E8 125,426 EM E8 125,426 EM
12001 Assistant Chief E8 1 EM E8 1 EM E8 1 EM E8 1 EM
1410 Management Analyst Ii 6 7 60,338 3144 6 7 60,338 3144 6 7 60,338 3144 6 7 60,338 3144
5410 Supervisor Of Mgmt. Services 11 4 83,613 3144 11 4 83,613 3144 11 4 83,613 3144 11 4 83,613 3144
5630 Account Clerk Iv 15 5 57,551 884 15 5 57,551 884 15 5 57,551 884 15 5 57,551 884
6320 Administrative Assistant I 4 10 0 3144 4 10 0 3144 4 10 0 3144 4 10 0 3144
6330 Account Clerk Ii 10 1 44,457 884 10 1 44,457 884 10 1 44,457 884 10 1 44,457 884
6360 Account Clerk Ii 10 1 44,457 884 10 1 44,457 884 10 1 44,457 884 10 1 44,457 884
7120 Management Analyst Iv 8 7 73,702 3144 8 7 73,702 3144 8 7 73,702 3144 8 7 73,702 3144
9955 Account Clerk Iv 15 4 56,642 884 15 4 56,642 884 15 4 56,642 884 15 4 56,642 884
9956 Geo Info System Analyst 7 10 78,213 3144 7 10 78,213 3144 7 10 78,213 3144 7 10 78,213 3144
17001 Grants Admin & Contract Coord 7 5 60,051 3144 7 5 60,051 3144 7 5 60,051 3144 7 5 60,051 3144
20000 Public Information Officer 9 2 0 3144 9 2 0 3144 9 2 0 3144 9 2 0 3144


CITY OF NEW HAVEN

201 POLICE SERVICE

204-Operations/Patrol
180 Lieutenant 1 5 95,256 B40 1 5 95,256 B40 1 5 97,876 B40 1 5 97,876 B40
200 Sergeant 1 6 0 B40 1 6 0 B40 1 6 0 B40 1 6 0 B40
320 Lieutenant 1 5 95,256 B40 1 5 95,256 B40 1 5 97,876 B40 1 5 97,876 B40
330 Lieutenant 1 5 95,256 B40 1 5 95,256 B40 1 5 97,876 B40 1 5 97,876 B40
340 Lieutenant 1 5 95,256 B40 1 5 95,256 B40 1 5 97,876 B40 1 5 97,876 B40
350 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
360 Sergeant 1 6 0 B40 1 6 0 B40 1 6 0 B40 1 6 0 B40
370 Sergeant 1 6 0 B40 1 6 0 B40 1 6 0 B40 1 6 0 B40
380 Sergeant 1 6 0 B40 1 6 0 B40 1 6 0 B40 1 6 0 B40
390 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
400 Sergeant 1 6 0 B40 1 6 0 B40 1 6 0 B40 1 6 0 B40
410 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
420 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
430 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
440 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
450 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
460 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
470 Police Officer / Lateral 1 8 75,963 B40 1 8 75,963 B40 1 8 78,052 B40 1 8 78,052 B40
530 Police Officer / Lateral 1 8 0 B40 1 8 0 B40 1 8 0 B40 1 8 0 B40
560 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
1350 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
1360 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
1370 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
1490 Lieutenant 1 5 0 B40 1 5 0 B40 1 5 0 B40 1 5 0 B40
1500 Lieutenant 1 5 95,256 B40 1 5 95,256 B40 1 5 97,876 B40 1 5 97,876 B40
1510 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
1520 Sergeant 1 6 0 B40 1 6 0 B40 1 6 0 B40 1 6 0 B40
1530 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
1540 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
1550 Sergeant 1 6 0 B40 1 6 0 B40 1 6 87,816 B40 1 6 87,816 B40
1560 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
1570 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
1580 Sergeant 1 6 0 B40 1 6 0 B40 1 6 87,816 B40 1 6 87,816 B40
1590 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
1600 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
1610 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
1620 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
1630 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
1640 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
1650 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
1660 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
1670 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
1680 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
1690 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
1700 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40

CITY OF NEW HAVEN

201 POLICE SERVICE

1710 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
1720 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
1730 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
1740 Detective 1 7 0 B40 1 7 0 B40 1 7 0 B40 1 7 0 B40
1750 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
1760 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
1770 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
1780 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
1790 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
1800 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
1810 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
1820 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
1830 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
1840 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
1850 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
1860 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
1870 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
1880 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
1890 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
1900 Detective 1 7 0 B40 1 7 0 B40 1 7 0 B40 1 7 0 B40
1910 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
1920 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
1930 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
1940 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
1950 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
1960 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
1970 Detective 1 7 0 B40 1 7 0 B40 1 7 0 B40 1 7 0 B40
1980 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
1990 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
2000 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
2010 Detective 1 7 0 B40 1 7 0 B40 1 7 0 B40 1 7 0 B40
2020 Detective 1 7 0 B40 1 7 0 B40 1 7 0 B40 1 7 0 B40
2110 Detective 1 7 0 B40 1 7 0 B40 1 7 0 B40 1 7 0 B40
2170 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
2300 Lieutenant 1 5 95,256 B40 1 5 95,256 B40 1 5 97,876 B40 1 5 97,876 B40
2310 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
2320 Detective 1 7 0 B40 1 7 0 B40 1 7 0 B40 1 7 0 B40
2410 Captain 1 2 104,571 B40 1 2 104,571 B40 1 2 107,447 B40 1 2 107,447 B40
2420 Captain 1 2 104,571 B40 1 2 104,571 B40 1 2 107,447 B40 1 2 107,447 B40
2430 Captain 1 2 0 B40 1 2 0 B40 1 2 0 B40 1 2 0 B40
2460 Lieutenant 1 5 95,256 B40 1 5 95,256 B40 1 5 97,876 B40 1 5 97,876 B40
2470 Lieutenant 1 5 0 B40 1 5 0 B40 1 5 0 B40 1 5 0 B40
2480 Lieutenant 1 5 0 B40 1 5 0 B40 1 5 0 B40 1 5 0 B40
2490 Lieutenant 1 5 0 B40 1 5 0 B40 1 5 0 B40 1 5 0 B40
2500 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
2510 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
2520 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
2530 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
2540 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
2550 Sergeant 1 6 0 B40 1 6 0 B40 1 6 0 B40 1 6 0 B40

CITY OF NEW HAVEN

201 POLICE SERVICE

2560 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
2570 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
2580 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
2590 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
2600 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
2610 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
2620 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
2630 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
2640 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
2650 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
2660 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
2670 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
2680 Sergeant 1 6 0 B40 1 6 0 B40 1 6 0 B40 1 6 0 B40
2690 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
2700 Sergeant 1 6 0 B40 1 6 0 B40 1 6 0 B40 1 6 0 B40
2710 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
2720 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40

CITY OF NEW HAVEN

201 POLICE SERVICE

3340 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
3450 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
3780 Police Officer / Lateral 1 8 75,963 B40 1 8 75,963 B40 1 8 1 B40 1 8 78,052 B40
3880 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
3920 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40

CITY OF NEW HAVEN

201 POLICE SERVICE

4660 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
4740 Captain 1 2 0 B40 1 2 0 B40 1 2 0 B40 1 2 0 B40
4780 Captain 1 2 104,571 B40 1 2 104,571 B40 1 2 107,447 B40 1 2 107,447 B40
4790 Lieutenant 1 5 95,256 B40 1 5 95,256 B40 1 5 97,876 B40 1 5 97,876 B40

CITY OF NEW HAVEN

201 POLICE SERVICE

4800 Lieutenant 1 5 95,256 B40 1 5 95,256 B40 1 5 97,876 B40 1 5 97,876 B40
4810 Lieutenant 1 5 95,256 B40 1 5 95,256 B40 1 5 97,876 B40 1 5 97,876 B40
4820 Lieutenant 1 5 95,256 B40 1 5 95,256 B40 1 5 97,876 B40 1 5 97,876 B40
4830 Lieutenant 1 5 95,256 B40 1 5 95,256 B40 1 5 97,876 B40 1 5 97,876 B40
4840 Lieutenant 1 5 95,256 B40 1 5 95,256 B40 1 5 97,876 B40 1 5 97,876 B40
4850 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
4860 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
4870 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
4880 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
4890 Sergeant 1 6 0 B40 1 6 0 B40 1 6 0 B40 1 6 0 B40
4900 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
4920 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
4850 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
4940 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
4950 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
5160 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
5170 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
5190 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40
5300 Detective 1 7 84,220 B40 1 7 84,220 B40 1 7 86,537 B40 1 7 86,537 B40

CITY OF NEW HAVEN

201 POLICE SERVICE

9930 Lieutenant 1 5 95,256 B40 1 5 95,256 B40 1 5 97,876 B40 1 5 97,876 B40
9940 Lieutenant 1 5 95,256 B40 1 5 95,256 B40 1 5 97,876 B40 1 5 97,876 B40
E10018 Police Officer / Lateral 1 9 0 B40 1 9 0 B40 1 9 0 B40 1 9 0 B40
10022 Lieutenant 1 5 95,256 B40 1 5 95,256 B40 1 5 97,876 B40 1 5 97,876 B40

CITY OF NEW HAVEN

201 POLICE SERVICE

19006 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
19007 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
19008 Sergeant 1 6 85,465 B40 1 6 85,465 B40 1 6 87,816 B40 1 6 87,816 B40
A5070 ***Attrition- sworn*** 0 0 (1,329,146) ATT 0 0 (1,329,146) ATT 0 0 (800,000) ATT 0 0 (500,000) ATT
A5075 **** Classes not at Police Officer / Lateral / Late 0 0 0 ATT 0 0 0 ATT 0 0 0 ATT 0 0 0 ATT
A5080 ***Workers Comp*** 0 0 0 ATT 0 0 0 ATT 0 0 0 ATT 0 0 0 ATT
A5090 Detective Attrition 0 0 0 ATT 0
205-Detention Center
2470 Lieutenant 1 5 95,256 B40 1 5 95,256 B40 1 5 97,876 B40 1 5 97,876 B40


CITY OF NEW HAVEN

208-Support Services
280 Crime Analyst 6 1 44,819 3144 6 1 44,819 3144 6 1 44,819 3144 6 1 44,819 3144
730 Police Records Clerk II 8 5 45,375 884 8 5 45,375 884 8 5 45,375 884 8 5 45,375 884
950 Police Records Clerk 7 1 40,343 884 7 1 40,343 884 7 1 40,343 884 7 1 40,343 884
970 Transcriptionist 10 5 48,109 884 10 5 48,109 884 10 5 48,109 884 10 5 48,109 884
1010 Police Records Clerk 7 1 40,343 884 7 1 40,343 884 7 1 0 884 7 1 0 884
1210 Police Detail Data Control Clerk 8 7 48,091 884 8 7 48,091 884 8 7 48,091 884 8 7 48,091 884
1270 Police Records Clerk 7 3 42,173 884 7 3 42,173 884 7 3 0 884 7 3 0 884
2230 Transcriptionist 10 2 0 884 10 2 0 884 10 2 0 884 10 2 0 884
5050 Records Supervisor 11 7 54,167 3144 11 7 54,167 3144 11 7 54,167 3144 11 7 54,167 3144
5060 Police Detail Data Control Clerk 8 7 48,091 3144 8 7 48,091 3144 8 7 48,091 3144 8 7 48,091 3144
5440 Superintendent/Police Vehicle 9 8 84,254 3144 9 8 84,254 3144 9 8 84,254 3144 9 8 84,254 3144
5560 Mechanic 7 5 63,754 71 7 5 63,754 71 7 5 63,754 71 7 5 63,754 71
5570 Police Mechanic 7 7 66,997 71 7 7 66,997 71 7 7 66,997 71 7 7 66,997 71
5580 Mechanic 7 5 63,754 71 7 5 63,754 71 7 5 63,754 71 7 5 63,754 71
5610 Police Mechanic 7 5 63,754 71 7 5 63,754 71 7 5 63,754 71 7 5 63,754 71
5680 Building Attendant Ii 1 3 43,186 71 1 3 43,186 71 1 3 43,186 71 1 3 43,186 71
5690 Building Attendant Ii 1 3 43,186 71 1 3 43,186 71 1 3 43,186 71 1 3 43,186 71
6350 Off Set Printer 14 4 54,908 884 14 4 54,908 884 14 4 54,908 884 14 4 54,908 884
7120 Management Analyst Iv 8 7 0 3144 8 7 0 3144 8 7 0 3144 8 7 0 3144
9800 Police Records Clerk 7 1 0 884 7 1 0 884 7 1 0 884 7 1 0 884
9810 Police Records Clerk 7 1 0 884 7 1 40,343 884 7 1 40,343 884 7 1 40,343 884
E19001 Body Worn Camera Tech Assistant 12 1 0 884 12 1 0 884 12 1 0 12 1 0
E19003 Police Mechanic 7 5 0 71 7 5 0 71 7 5 0 7 5 0
E19009 Police Records Clerk 7 1 0 71 7 1 0 71 7 1 0 7 1 0
20002 Police Mechanic 7 5 63,754 71 7 5 63,754 71 7 5 63,754 71 7 5 63,754 71
20003 Police Mechanic 7 5 0 71 7 5 1 71 7 5 0 71 7 5 63,754 71
20004 Body Worn Camera Tech Assistant 12 1 47,957 884 12 1 47,957 884 12 1 47,957 884 12 1 47,957 884
21001 Police Mechanic 7 5 0 71 7 5 0 71 7 5 0 71 7 5 0 71

213-Animal Shelter
5140 Kennel Worker 1 1 41,481 71 1 1 41,481 71 1 1 41,481 71 1 1 41,481 71

9980 Kennel Worker 1 1 41,481 71 1 1 41,481 71 1 1 41,481 71 1 1 41,481 71
9900 Mun.Asst Animal Control Ofcr 3 1 48,912 71 3 1 48,912 71 3 1 48,912 71 3 1 48,912 71
10027 Mun.Asst Animal Control Ofcr 3 1 48,912 71 3 1 48,912 71 3 1 48,912 71 3 1 48,912 71



CITY OF NEW HAVEN

202 FIRE SERVICE

101-Administration & Training
100 Fire Chief K 158,500 EM K 158,500 EM K 167,000 EM K 167,000 EM
110 Asst Chief Administration E8 125,426 EM E8 125,426 EM E8 125,426 EM E8 125,426 EM
D120 Admin Asst II 6 5 0 3144 6 5 0 3144 6 5 0 3144 6 5 0 3144
18120 Executive Administrative Assist 7 6 62,926 3144 7 6 62,926 3144 7 6 62,926 3144 7 6 62,926 3144
130 Asst Chief Operations 3 2 124,812 CG35 3 2 124,812 CG35 3 2 127,309 CG35 3 2 127,309 CG35
310 Admin Asst I 4 10 0 3144 4 10 0 3144 4 10 0 3144 4 10 0 3144
500 Director of Training 3 3 114,306 CG35 3 3 114,306 CG35 3 3 116,593 CG35 3 3 116,593 CG35
510 Drillmaster 3 5 106,763 CG35 3 5 106,763 CG35 3 5 108,899 CG35 3 5 108,899 CG35
520 Assistant Drillmaster 3 6 97,289 CG35 3 6 97,289 CG35 3 6 1 CG35 3 6 97,289 CG35
530 Assistant Drillmaster 3 6 97,289 CG35 3 6 97,289 CG35 3 6 99,235 CG35 3 6 99,235 CG35
540 Assistant Drillmaster 0 0 1 CG35 0 0 1 CG35 0 0 1 CG35 0 0 1 CG35
1490 Assistant Drillmaster 3 6 1 CG35 3 6 1 CG35 3 6 1 CG35 3 6 1 CG35
1550 Assistant Drillmaster 0 0 97,289 CG35 0 0 97,289 CG35 0 0 99,235 CG35 0 0 99,235 CG35
5030 Supv EMS 3 5 106,763 CG35 3 5 106,763 CG35 3 5 108,899 CG35 3 5 108,899 CG35
5040 Security Analyst 8 9 0 3144 8 9 0 3144 8 9 0 3144 8 9 0 3144
21001 Management and Policy Analyst 8 5 66,227 3144 8 5 66,227 3144 8 5 66,227 3144 8 5 66,227 3144
E19010 Director of Planning and Comm 0 CG35 0 CG35 0 CG35 0 CG35

226-Investigation & Inspection

175 Admin Asst II 6 1 0 3144 6 1 0 3144 6 1 0 3144 6 1 0 3144
180 Fire Marshal 2 2 119,838 CG35 2 2 119,838 CG35 2 2 122,235 CG35 2 2 122,235 CG35
190 Deputy Fire Marshal 3 4 110,294 CG35 3 4 110,294 CG35 3 4 112,500 CG35 3 4 112,500 CG35
200 Life Safety Comp Ofcr 3 5 106,763 CG35 3 5 106,763 CG35 3 5 108,899 CG35 3 5 108,899 CG35
210 Public Assembly Inspector 3 6 97,289 CG35 3 6 97,289 CG35 3 6 99,235 CG35 3 6 99,235 CG35
220 Fire Inspector/Investigator 3 8 85,948 CG35 3 8 85,948 CG35 3 8 87,667 CG35 3 8 87,667 CG35
300 Fire Investigator Supv 3 6 97,289 CG35 3 6 97,289 CG35 3 6 99,235 CG35 3 6 99,235 CG35
E19011 Fire Inspector/Investigator 3 8 0 3 8 0 3 8 0 3 8 0

227-Apparatus & Building Maintenance

320 Special Mechanic Fire 7 7 0 71 7 7 0 71 7 7 0 71 7 7 0 71
321 Lead Mechanic Fire 7 7 69,000 71 7 7 69,000 71 7 7 69,000 71 7 7 69,000 71
350 Special Mechanic 7 5 63,754 71 7 5 63,754 71 7 5 63,754 71 7 5 63,754 71
360 Special Mechanic 7 5 63,754 71 7 5 63,754 71 7 5 63,754 71 7 5 63,754 71
4530 Supv Building Facilities 7 9 73,276 3144 7 9 73,276 3144 7 9 73,276 3144 7 9 73,276 3144
4540 Fire Prop & Equip Tech 6 2 57,684 71 6 2 57,684 71 6 2 57,684 71 6 2 57,684 71
4550 Fire Prop & Equip Tech 6 2 57,685 71 6 2 57,685 71 6 2 57,685 71 6 2 57,685 71
E19012 Fire Bldg. Maint Mechanic 6 2 0 71 6 2 0 71 6 2 0 71 6 2 0 71


CITY OF NEW HAVEN

230-Fire Suppression & E M S

580 Deputy Chief 1 0 114,304 CF42 1 0 114,304 CF42 1 0 116,591 CF42 1 0 116,591 CF42
620 Battalion Chief 1 1 106,763 CF42 1 1 106,763 CF42 1 1 108,899 CF42 1 1 108,899 CF42
710 Firefighter/EMT 1 6 80,384 CF42 1 6 80,384 CF42 1 6 81,992 CF42 1 6 81,992 CF42
740 Captain 1 2 100,008 CF42 1 2 100,008 CF42 1 2 102,009 CF42 1 2 102,009 CF42
980 Lieutenant 1 3 90,046 CF42 1 3 90,046 CF42 1 3 91,847 CF42 1 3 91,847 CF42

CITY OF NEW HAVEN



CITY OF NEW HAVEN


2340 Firefighter/EMT 1 6 0 CF42 1 6 0 CF42 1 6 0 CF42 1 6 0 CF42

CITY OF NEW HAVEN


3150 Firefighter/EMT 1 6 80,384 CF42 1 6 80,384 CF42 1 6 1 CF42 1 6 81,992 CF42

CITY OF NEW HAVEN


D4430 Firefighter/EMT 1 6 0 CF42 1 6 0 CF42 1 6 0 CF42 1 6 0 CF42
21001 Lieutenant 1 3 0 CF42 1 3 0 CF42 1 3 91,847 CF42 1 3 91,847 CF42
21002 Captain 1 2 0 CF42 1 2 0 CF42 1 2 102,009 CF42 1 2 102,009 CF42
att ***Attrition*** 0 0 (1,431,138) ATT 0 0 (1,431,138) ATT 0 0 (700,000) ATT 0 0 (700,000) ATT
att **** Classes not at FFI rate of pay*** 0 0 0 ATT 0 0 0 ATT 0 0 0 ATT 0 0 0 ATT
att ***Workers Comp*** 0 0 0 ATT 0 0 0 ATT 0 0 0 ATT 0 0 0 ATT

CITY OF NEW HAVEN



CITY OF NEW HAVEN

301 PUBLIC HEALTH

101-Administration
100 Director of Public Health K 145,000 EM K 145,000 EM K 145,000 EM K 145,000 EM
110 Deputy Director Public Health 90,000 90,000 3144 90,000 3144 90,000 3144
180 Pediatric Nurse Practitioner 8 7 70,667 3144 8 7 70,667 3144 8 7 70,667 3144 8 7 70,667 3144
190 Public Health Nurse Director 11 8 101,715 3144 11 8 101,715 3144 11 8 101,715 3144 11 8 101,715 3144
220 Public Health Nurse 1 2 47,804 1303-N 1 2 47,804 1303-N 1 2 47,804 1303-N 1 2 47,804 1303-N
430 Public Health Nurse-Clinic 16 0 75,304 1303-N 16 0 75,304 1303-N 16 0 75,304 1303-N 16 0 75,304 1303-N
440 Public Health Nurse 1 1 1 1303-N 1 1 1 1303-N 1 11 0 1303-N 1 11 0 1303-N
490 Clerk Typist II 8 7 0 884 8 7 0 884 8 7 0 884 8 7 0 884
570 Prog Dir Environ Health 11 9 106,747 3144 11 9 106,747 3144 11 9 106,747 3144 11 9 106,747 3144
590 Senior Sanitarian 20 1 61,006 884 20 1 61,006 884 20 1 61,006 884 20 1 61,006 884
610 Clerk Typist II 8 8 0 884 8 8 0 884 8 8 0 884 8 8 0 884
650 Lead Inspector 15 3 55,488 884 15 3 55,488 884 15 3 55,488 884 15 3 55,488 884
720 P H Nurse Coordinator 9 5 0 3144 9 5 0 3144 9 5 0 3144 9 5 0 3144
740 Registrar of Vital Statistics 11 1 72,118 3144 11 1 72,118 3144 11 1 72,118 3144 11 1 72,118 3144
760 Processing Clerk 8 8 49,449 884 8 8 49,449 884 8 8 49,449 884 8 8 49,449 884
790 Processing Clerk Bilingual 8 1 41,715 884 8 1 41,715 884 8 1 41,715 884 8 1 41,715 884
830 Processing Clerk 8 1 41,715 884 8 1 41,715 884 8 1 41,715 884 8 1 41,715 884
860 Health Programs Director 11 3 79,878 3144 11 3 79,878 3144 11 3 79,878 3144 11 3 79,878 3144
D880 AIDS Outreach Worker 0 3144 0 3144 0 3144 0 3144
D890 AIDS Outreach Worker 0 3144 0 3144 0 3144 0 3144
1000 Director M C H 11 5 0 3144 11 5 0 3144 11 5 0 3144 11 5 0 3144
1010 Sealer Weights/Measures 10 7 90,235 3144 10 7 90,235 3144 10 7 90,235 3144 10 7 90,235 3144
1270 Clerk Typist I 8 1 0 884 8 1 0 884 8 1 0 884 8 1 0 884
2000 Fiscal Admin Asst 5 7 55,022 3144 5 7 0 3144 5 7 0 3144 5 7 0 3144
2005 Office Manager 7 4 57,177 3144 7 4 57,177 3144 7 4 57,177 3144
2010 Public Health Emergency Response Coord 9 2 62,424 3144 9 2 62,424 3144 9 2 62,424 3144 9 2 62,424 3144
2050 Epidemiologist 10 4 76,502 3144 10 4 0 3144 10 4 0 3144 10 4 0 3144

CITY OF NEW HAVEN

301 PUBLIC HEALTH

2060 Program Director Epidemology 11 5 87,923 3144 11 5 87,923 3144 11 5 87,923 3144
E19013 Public Health Nurse 1 1 0 1303-N 1 1 0 1303-N 1 1 0 1303-N 1 1 0 1303-N
20010 Lead Inspector 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884
20011 Lead Inspector 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884
20012 Lead Inspector 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884
20013 Lead Inspector 15 1 1 884 15 1 1 884 15 1 1 884 15 1 1 884
20014 Lead Inspector 15 1 1 884 15 1 1 884 15 1 1 884 15 1 1 884
20221 1 1 45,501 1303-N 1 1 45,501 1303-N
20222 1 1 45,501 1303-N 1 1 45,501 1303-N
20223 1 1 45,501 1303-N 1 1 45,501 1303-N
Summer Per Diem 0 0 0 0 0 0 0 0 0 0 0 0


CITY OF NEW HAVEN

302 FAIR RENT COMMISSION

101-Administration
100 Fair Rent Executive Director E4 76,650 EM E4 76,650 EM E4 76,650 EM E4 76,650 EM
20000 Field Service Representative 7 1 49,134 3144 7 1 49,134 3144 7 1 49,134 3144 7 1 49,134 3144


CITY OF NEW HAVEN

303 ELDERLY SERVICES

101-Administration
100 Elderly Services Director E5 73,000 EM E5 73,000 EM E5 73,000 EM E5 73,000 EM
130 Elderly Services Specialist 6 8 63,213 3144 6 8 63,213 3144 6 8 63,213 3144 6 8 63,213 3144
PT 260 Data Control Clerk Ii 0 20,400 ZZZH 0 20,400 ZZZH 0 0 ZZZH 0 20,400 ZZZH
PT 300 Instructor P/T 0 0 19,512 ZZZH 0 0 19,512 ZZZH 0 0 19,512 ZZZH 0 0 19,512 ZZZH
15001 Senior Center Director 0 0 0 TBD 0 0 0 TBD 0 0 0 TBD 0 0 0 TBD
15002 Senior Center Director 0 0 0 TBD 0 0 0 TBD 0 0 0 TBD 0 0 0 TBD
16002 Elderly Services Specialist/Bilingual 6 2 47,123 3144 6 2 47,123 3144 6 2 47,123 3144 6 2 47,123 3144
0 0


CITY OF NEW HAVEN

304 YOUTH SERVICES

101-Administration
100 Director of Youth Services E6 0 EM E6 0 EM E6 0 EM E6 0 EM
0 0 0 0


CITY OF NEW HAVEN

305 SERVICES TO PERSONS WITH DISABILITIES

101-Administration
100 Dir Svcs Persons Disabilities 12 4 91,804 3144 12 4 91,804 3144 12 4 91,804 3144 12 4 91,804 3144


CITY OF NEW HAVEN

308 COMMUNITY SERVICES ADMINISTRATION

101-Administration
100 Community Srvs Administrator E9 125,000 EM E9 125,000 EM E9 125,000 EM E9 125,000 EM
110 Deputy Community Services Administrator 13 5 106,459 3144 13 5 106,459 3144 13 5 106,459 3144 13 5 106,459 3144
220 Deputy Dir. Children & Fam Ser 9 7 80,311 3144 9 7 80,311 3144 9 7 80,311 3144 9 7 80,311 3144
7170 Cultural Affairs Director E1 0 EM E1 0 EM E1 0 EM E1 0 EM
410 Community Outreach Coordinator 0 0 3144 0 0 3144 0 0 3144 0 0 3144
15001 Food System Policy Director 11 1 72,118 3144 11 1 72,118 3144 11 1 72,118 3144 11 1 72,118 3144
15002 Food System Policy Analyst 0 0 0 TBD 0 0 0 TBD 0 0 0 TBD 0 0 0 TBD
16001 Data Entry Receptionist/Clerk 7 1 40,342 884 7 1 40,342 884 7 1 40,342 884 7 1 40,342 884
16002 Special Projects Director 8 9 0 3144 8 9 0 3144 8 9 0 3144 8 9 0 3144
16003 Project Manager 10 1 65,581 3144 10 1 0 3144 10 1 0 3144 10 1 0 3144
16004 Coordinator For Homeless 9 6 76,348 3144 9 6 76,348 3144 9 6 76,348 3144 9 6 76,348 3144
16006 Data Control Clerk Ii 8 5 0 884 8 5 0 884 8 5 0 884 8 5 0 884
18001 Community Liaison Trainer (Financial Empowerm 12 1 47,957 884 12 1 47,957 884 12 1 47,957 884 12 1 47,957 884
*** Grant Reimbursement Food Policy*** 0 0 0 0
E19016 Data Entry Receptionist/Clerk 7 1 0 884 7 1 0 884 7 1 0 884 7 1 0 884
20212 Special Projects Director 8 9 0 3144 8 9 81,647 3144 8 9 81,647 3144 8 9 81,647 3144


CITY OF NEW HAVEN

309-RECREATION AND YOUTH SERVICES

101-Administration
100 Director of Recreation & Youth Svcs E6 110,250 EM E6 110,250 EM E6 110,250 EM E6 110,250 EM
110 Deputy Director/Recreation 10 9 97,476 3144 10 9 97,476 3144 10 9 97,476 3144 10 9 97,476 3144
910 Recreation Program Supervisor 8 1 54,159 3144 8 1 54,159 3144 8 1 54,159 3144 8 1 54,159 3144
930 Recreation Program Supervisor 8 1 54,159 3144 8 1 54,159 3144 8 1 54,159 3144 8 1 54,159 3144
15001 Coord Of Comm Rec Supervisors 8 9 81,647 3144 8 9 81,647 3144 8 9 81,647 3144 8 9 81,647 3144
PT 2080 P/T Volunteer Asst 0 10,302 3144 0 10,302 3144 0 10,302 3144 0 10,302 3144

122-Nature Recreation
840 Park Ranger 8 1 54,159 3144 8 1 54,159 3144 8 1 54,159 3144 8 1 54,159 3144
2340 Park Ranger 8 1 54,159 3144 8 1 54,159 3144 8 1 54,159 3144 8 1 54,159 3144
3000 Outdoor Adventure Coord 8 9 81,647 3144 8 9 81,647 3144 8 9 81,647 3144 8 9 81,647 3144
3030 Park Ranger 8 3 59,912 3144 8 1 54,158 3144 8 1 54,158 3144 8 1 54,158 3144
3035 Park Ranger 8 1 0 3144 8 1 0 3144 8 1 0 3144 8 1 0 3144

124-Seasonal/Summer
PT1290 Seasonal/Summer/Aquatic 330,000 330,000 ZZZH 330,000 ZZZH 330,000 ZZZH



CITY OF NEW HAVEN

501 PUBLIC WORKS

101-Administration
99 Director Public Works K 0 EM K 0 EM K 0 EM K 0 EM
110 Chief Fiscal Officer 10 9 0 3144 10 9 0 3144 10 9 0 3144 10 9 0 3144
115 Deputy Dir Engin. Public Works 13 4 0 3144 13 4 0 3144 13 4 0 3144 13 4 0 3144
1270 Clerk Typist I 8 1 0 884 8 1 0 884 8 1 0 884 8 1 0 884
1271 Public Space Code Enforcement Officer 8 8 0 884 8 8 0 884 0 884 0 884
17005 Public Information Officer 9 4 0 3144 9 4 0 3144 9 4 0 3144 9 4 0 3144
3000 Chief of Operations 10 10 0 3144 10 10 0 3144 10 10 0 3144 10 10 0 3144
3040 Clerk Typist 8 1 0 884 8 1 0 884 8 1 0 884 8 1 0 884
E3050 Clerk Typist 0 884 0 884 0 884 0 884
3201 Citizen Response Administrator 7 10 0 3144 7 10 0 3144 7 10 0 3144 7 10 0 3144
3202 Administration and Finance Manager 9 6 0 3144 9 6 0 3144 9 6 0 3144 9 6 0 3144
4000 Administrative Assistant II 6 1 0 3144 6 1 0 3144 6 1 0 3144 6 1 0 3144
13001 Citizen Response Specialist 10 3 0 884 10 3 0 884 10 3 0 884 10 3 0 884
E19017 Clerk Typist 8 1 0 8 1 0 8 1 0 8 1 0

210-Vehicle Maintenance
640 Site Equipment Resource Mgr. 7 10 0 3144 7 10 0 3144 7 10 0 3144 7 10 0 3144
1100 Lead Mechanic [III] 1 12 0 424 1 12 0 424 1 12 0 424 1 12 0 424
1120 Mechanic A 1 11 0 424 1 11 0 424 1 11 0 424 1 11 0 424
1130 Mechanic B 1 10 0 424 1 10 0 424 1 10 0 424 1 10 0 424
1140 Mechanic B 1 10 0 424 1 10 0 424 1 10 0 424 1 10 0 424
1150 Mechanic A 1 11 0 424 1 11 0 424 1 11 0 424 1 11 0 424
1160 Mechanic A 1 11 0 424 1 11 0 424 1 11 0 424 1 11 0 424
3080 Mechanic A 1 11 0 424 1 11 0 424 1 11 0 424 1 11 0 424
3190 Lead Mechanic [III] 1 12 0 424 1 12 0 424 1 12 0 424 1 12 0 424
3200 Mechanic B 1 10 0 424 1 10 0 424 1 10 0 424 1 10 0 424
4031 Mechanic A 1 11 0 424 1 11 0 424 1 11 0 424 1 11 0 424

801-Public Space
250 Housing/ Public Space Inspector 20 2 0 884 20 2 0 884 20 2 0 884 20 2 0 884
251 Code Enforcement Working Supervisor 0 3144 0 3144 0 3144 0 3144
E19018 Code enforcement Officer 7 8 0 3144 7 8 0 3144 7 8 0 3144 7 8 0 3144


CITY OF NEW HAVEN

501 PUBLIC WORKS

803-Streets
330 Public Works Superv/Foreperson
350 Public Works Superv/Foreperson 6 8 0 3144 6 8 0 3144 6 8 0 3144 6 8 0 3144
380 Equipment Operator IV A 1 8 0 424 1 8 0 424 1 8 0 424 1 8 0 424
390 Equipment Operator IV 1 8 0 424 1 8 0 424 1 7 0 424 1 7 0 424
400 Equipment Operator II 1 8 0 424 1 8 0 424 1 5 0 424 1 5 0 424
410 Equipment Operator III 1 8 0 424 1 8 0 424 1 6 0 424 1 6 0 424
520 Equipment Operator I 1 8 0 424 1 8 0 424 1 6 0 424 1 6 0 424
690 Laborer 1 8 0 424 1 8 0 424 1 1 0 424 1 1 0 424
880 Laborer 1 2 0 424 1 2 0 424 1 2 0 424 1 2 0 424
890 Laborer 1 1 0 424 1 1 0 424 1 1 0 424 1 1 0 424
920 Laborer 1 1 0 424 1 1 0 424 1 1 0 424 1 1 0 424
1070 Laborer 1 1 0 424 1 1 0 424 1 1 0 424 1 1 0 424
PT 3190 Seasonal Help 0 0 0 vari 0 0 0 vari 0 0 0 vari 0 0 0 vari
PT 3200 Interns 0 0 0 vari 0 0 0 vari 0 0 0 vari 0 0 0 vari
D4030 Equipment Operator III 1 6 0 424 1 6 0 424 1 6 0 424 1 6 0 424
WC 5000 **Workers Comp*** 0 0 0 0 0 0 0 0 0 0 0 0
E16001 Superintendent of Refuse 7 10 0 3144 7 10 0 3144 7 10 0 3144 7 10 0 3144
16002 Superintendent of Streets 7 10 0 3144 7 10 0 3144 7 10 0 3144 7 10 0 3144
E19019 Project Manager/foreperson 6 8 0 3144 6 8 0 3144 6 8 0 3144 6 8 0 3144


CITY OF NEW HAVEN

501 PUBLIC WORKS

807-Bridges
970 Maint Wkr Spare Bridge 10 1 8 0 71 1 8 0 71 1 8 0 71 1 8 0 71
3080 Bridge Foreperson 7 4 0 71 7 4 0 71 7 4 0 71 7 4 0 71
-
Sub-Total

810-Refuse and Recyling

440 Refuse Truck Driver 1 3 0 424 1 3 0 424 1 3 0 424 1 3 0 424
460 Refuse Laborer 1 2 0 424 1 2 0 424 1 2 0 424 1 2 0 424
1240 Refuse Laborer 1 2 0 424 1 2 0 424 1 2 0 424 1 2 0 424
1350 Refuse Laborer 1 2 0 424 1 2 0 424 1 2 0 424 1 2 0 424
1360 Refuse Laborer 1 2 0 424 1 2 0 424 1 2 0 424 1 2 0 424
1370 Refuse Laborer 1 2 0 424 1 2 0 424 1 2 0 424 1 2 0 424
1380 Refuse Laborer 1 2 0 424 1 2 0 424 1 2 0 424 1 2 0 424
1410 Refuse Laborer 1 2 0 424 1 2 0 424 1 2 0 424 1 2 0 424
1420 Refuse Laborer 1 2 0 424 1 2 0 424 1 2 0 424 1 2 0 424
1430 Refuse Laborer 1 2 0 424 1 2 0 424 1 2 0 424 1 2 0 424
1440 Refuse Laborer 1 2 0 424 1 2 0 424 1 2 0 424 1 2 0 424
1460 Refuse Laborer 1 2 0 424 1 2 0 424 1 2 0 424 1 2 0 424
1480 Refuse Laborer 1 2 0 424 1 2 0 424 1 2 0 424 1 2 0 424
1500 Refuse Laborer 1 2 0 424 1 2 0 424 1 2 0 424 1 2 0 424
501 PUBLIC WORKS
810-Refuse and Recyling
1510 Refuse Laborer 1 2 0 424 1 2 0 424 1 2 0 424 1 2 0 424
1520 Refuse Laborer 1 2 0 424 1 2 0 424 1 2 0 424 1 2 0 424
1530 Refuse Laborer 1 2 0 424 1 2 0 424 1 2 0 424 1 2 0 424
3110 Refuse Laborer 1 2 0 424 1 2 0 424 1 2 0 424 1 2 0 424
3120 Refuse Laborer 1 2 0 424 1 2 0 424 1 2 0 424 1 2 0 424
3140 Refuse Laborer 1 2 0 424 1 2 0 424 1 2 0 424 1 2 0 424
3160 Refuse Laborer 1 2 0 424 1 2 0 424 1 2 0 424 1 2 0 424
3170 Refuse Laborer 1 2 0 424 1 2 0 424 1 2 0 424 1 2 0 424
6000 Refuse Laborer 1 2 0 424 1 2 0 424 1 2 0 424 1 2 0 424
6011 Refuse Laborer 1 2 0 424 1 2 0 424 1 2 0 424 1 2 0 424
6020 Refuse Laborer 1 2 0 424 1 2 0 424 1 2 0 424 1 2 0 424
6030 Refuse Laborer 1 2 0 424 1 2 0 424 1 2 0 424 1 2 0 424
13004 Refuse Laborer 1 2 0 424 1 2 0 424 1 2 0 424 1 2 0 424
13005 Refuse Laborer 1 2 0 424 1 2 0 424 1 2 0 424 1 2 0 424
13006 Refuse Laborer 1 2 0 424 1 2 0 424 1 2 0 424 1 2 0 424
1400 Refuse Laborer 1 2 0 424 1 2 0 424 1 2 0 424 1 2 0 424
16001 Superintendent of Refuse 7 10 0 3144 7 10 0 3144 7 10 0 3144 7 10 0 3144



CITY OF NEW HAVEN

502 ENGINEERING
101-Administration
100 Director Of Engineering K 130,414 EM K 130,414 EM K 130,414 EM K 130,414 EM
120 Chief Civil Engineer 12 8 1 3144 12 8 1 3144 12 8 0 3144 12 8 0 3144
140 Chief Structural Engineer 12 8 112,200 3144 12 8 112,200 3144 12 8 112,200 3144 12 8 112,200 3144
200 Cadd Technician 7 10 78,213 3144 7 10 78,213 3144 7 10 78,213 3144 7 10 78,213 3144
220 Assistant City Engineer 14 5 116,080 3144 14 5 116,080 3144 14 6 116,080 3144 14 6 116,080 3144
300 Facility Asset Manager 10 9 97,476 3144 10 9 97,476 3144 10 9 97,476 3144 10 9 97,476 3144
18001 Project Coordinator- Engineering 11 6 92,521 3144 11 6 92,521 3144 11 6 92,521 3144 11 6 92,521 3144

102-Stormwater/Envirormental Management
130 Project Manager 10 9 97,476 3144 10 9 97,476 3144 10 9 97,476 3144 10 9 97,476 3144



CITY OF NEW HAVEN

504-DEPARTMENT OF PARKS AND PUBLIC WORKS

101-Administration
99 Director Public Works K 0 EM K 0 EM K 0 EM K 0 EM
100 Director of Parks and Public Works K 134,375 EM K 134,375 EM K 134,375 EM K 134,375 EM
101 Director Parks & Recreation 1 EM 1 EM 1 EM 1 EM
102 Deputy Director of Parks and Public Works 10 10 103,389 3144 10 10 103,389 3144 10 10 103,389 3144
2000 Exec Asst To Park Dir 10 8 92,880 3144 10 8 92,880 3144 10 8 92,880 3144 10 8 92,880 3144
110 Chief Fiscal Officer 10 9 97,476 3144 10 9 97,476 3144 10 9 97,476 3144 10 9 97,476 3144
115 Deputy Dir Engin. Public Works 13 4 0 3144 13 4 0 3144 13 4 0 3144 13 4 0 3144
501 Administrative Assistant 15 7 61,492 15 7 61,492 884 15 7 61,492 884 15 7 61,492 884
1271 Public Space Code Enforcement Officer 8 8 49,449 884 8 8 49,449 884 8 8 49,449 884 8 8 49,449 884
17005 Public Information Officer 9 4 69,028 3144 9 4 69,028 3144 9 4 69,028 3144 9 4 69,028 3144
3000 Chief of Operations 10 10 1 3144 10 10 1 3144 10 10 1 3144 10 10 1 3144
3202 Administration and Finance Manager 9 6 69,028 3144 9 6 69,028 3144 9 6 69,028 3144 9 6 69,028 3144
4001 Administrative Assistant 9 1 43,085 884 9 1 43,085 884 9 1 0 884 9 1 43,085 884
13001 Citizen Response Specialist 10 3 46,286 884 10 3 46,286 884 10 3 46,286 884 10 3 46,286 884
20215 Management Analyst IV 8 1 0 3144 8 1 54,158 3144 8 1 0 3144 8 1 0 3144
20216 Management Analyst II 0 0 6 4 52,004 3144 6 4 52,004 3144
763,363 915,381 870,142 913,227

801- PUBLIC SPACE

250 Housing/ Public Space Inspector 20 2 0 884 20 2 0 884 20 2 0 884 20 2 0 884
251 Code Enforcement Working Supervisor 65,580 3144 65,580 3144 65,580 3144 65,580 3144
E19018 Code enforcement Officer 7 8 0 3144 7 8 0 3144 7 8 0 3144 7 8 0 3144
1271 Public Space Code Enforcement Officer 8 8 49,449 884 8 8 49,449 884 8 8 49,449 884 8 8 49,449 884


CITY OF NEW HAVEN


163- GENERAL MAINTENCE AND STREETS
100 Asst Parks Superintendent 7 10 78,213 3144 7 10 78,213 3144 7 10 78,213 3144 7 10 78,213 3144
110 Electrician 8 6 71,700 71 8 6 71,700 71 8 6 71,700 71 8 6 71,700 71
120 Heavy Equipment Operator II 5 2 53,223 71 5 2 53,223 71 5 2 53,223 71 5 2 53,223 71
130 Caretaker 2 1 45,677 71 2 1 45,677 71 2 1 45,677 71 2 1 45,677 71
140 Park Foreperson 5 8 61,733 71 5 8 61,733 71 5 8 61,733 71 5 8 61,733 71
150 Park Foreperson 5 8 61,733 71 5 8 61,733 71 5 8 61,733 71 5 8 61,733 71
160 Mechanic 7 4 62,678 71 7 4 62,678 71 7 4 62,678 71 7 4 62,678 71
170 Caretaker Iii 2 1 45,678 71 2 1 45,678 71 2 1 45,678 71 2 1 45,678 71
180 Caretaker 2 1 45,678 71 2 1 45,678 71 2 1 45,678 71 2 1 45,678 71
190 Caretaker 2 1 45,678 71 2 1 45,678 71 2 1 45,678 71 2 1 45,678 71
200 Caretaker 2 1 45,678 71 2 1 45,678 71 2 1 45,678 71 2 1 45,678 71
210 Caretaker 2 1 45,678 71 2 1 45,678 71 2 1 45,678 71 2 1 45,678 71
220 Caretaker 2 1 45,678 71 2 1 45,678 71 2 1 45,678 71 2 1 45,678 71
230 Caretaker 2 1 45,678 71 2 1 45,678 71 2 1 45,678 71 2 1 45,678 71
240 Caretaker 2 1 45,678 71 2 1 45,678 71 2 1 45,678 71 2 1 45,678 71
250 Caretaker 2 1 45,678 71 2 1 45,678 71 2 1 45,678 71 2 1 45,678 71
260 Caretaker 2 1 45,678 71 2 1 45,678 71 2 1 45,678 71 2 1 45,678 71
270 Caretaker 2 1 45,678 71 2 1 45,678 71 2 1 45,678 71 2 1 45,678 71
280 Caretaker 2 4 48,912 71 2 4 48,912 71 2 4 48,912 71 2 4 48,912 71
290 Caretaker 2 1 45,678 71 2 1 45,678 71 2 1 45,678 71 2 1 45,678 71
300 Caretaker 2 1 45,678 71 2 1 45,678 71 2 1 45,678 71 2 1 45,678 71
310 Caretaker 2 1 45,678 71 2 1 45,678 71 2 1 45,678 71 2 1 45,678 71
320 Deputy Director/Park & Squares 10 8 92,880 3144 10 8 0 3144 10 8 0 3144 10 8 0 3144
330 Caretaker 2 1 45,678 71 2 1 45,678 71 2 1 45,678 71 2 1 45,678 71
340 Caretaker 2 1 45,678 71 2 1 45,678 71 2 1 45,678 71 2 1 45,678 71
350 Caretaker 2 1 45,678 71 2 1 45,678 71 2 1 0 71 2 1 45,678 71
360 Carpenter 7 6 65,378 71 7 6 65,378 71 7 6 65,378 71 7 6 65,378 71
370 Welder 8 3 67,922 71 8 3 67,922 71 8 3 67,922 71 8 3 67,922 71
380 Asst Parks Superintendent 7 10 78,213 3144 7 10 78,213 3144 7 10 78,213 3144 7 10 78,213 3144
390 Plumber 8 6 71,700 71 8 6 71,700 71 8 6 71,700 71 8 6 71,700 71
400 Caretaker Iii 2 6 51,534 71 2 6 51,534 71 2 6 51,534 71 2 6 51,534 71
410 Park Foreperson 5 5 56,229 71 5 5 56,229 71 5 5 56,229 71 5 5 56,229 71
420 Caretaker Iii 2 4 48,912 71 2 4 48,912 71 2 4 48,912 71 2 4 48,912 71
430 Caretaker 2 1 45,678 71 2 1 45,678 71 2 1 45,678 71 2 1 45,678 71
440 Caretaker 2 1 45,678 71 2 1 45,678 71 2 1 45,678 71 2 1 45,678 71
450 Park Foreperson 5 5 56,229 71 5 5 56,229 71 5 5 56,229 71 5 5 56,229 71
460 ***Workers Comp/attrition*** 0 ATTT 0 ATTT 0 ATTT 0 ATTT
470 Public Works Superv/Foreperson 0 0
480 Public Works Superv/Foreperson 6 8 63,213 3144 6 8 63,213 3144 6 8 63,213 3144 6 8 63,213 3144
490 Equipment Operator I-III 1 8 60,785 424 1 8 60,785 424 1 8 60,785 424 1 8 60,785 424
600 Equipment Operator I-III 1 8 60,785 424 1 8 60,785 424 1 8 0 424 1 8 60,785 424

CITY OF NEW HAVEN


103-General Maintenance and Streets
660 Laborer 1 1 58,403 424 1 1 58,403 424 1 1 58,403 424 1 1 58,403 424
720 Equipment Operator I-III 1 8 0 424 1 8 0 424 1 8 0 424 1 8 0 424
750 Laborer 1 2 51,427 424 1 2 51,427 424 1 2 51,427 424 1 2 51,427 424
760 Laborer 1 1 52,713 424 1 1 52,713 424 1 1 52,713 424 1 1 52,713 424
790 Laborer 1 1 51,427 424 1 1 51,427 424 1 1 51,427 424 1 1 51,427 424
810 Laborer 1 1 51,427 424 1 1 51,427 424 1 1 51,427 424 1 1 51,427 424
PT 3190 Seasonal Help 0 0 69,397 vari 0 0 69,397 vari 0 0 69,397 vari 0 0 69,397 vari
PT 3200 Interns 0 0 24,888 vari 0 0 24,888 vari 0 0 24,888 vari 0 0 24,888 vari
D4030 Equipment Operator I-III 1 6 0 424 1 6 0 424 1 6 0 424 1 6 0 424
WC 5000 **Workers Comp*** 0 0 0 ATT 0 0 0 ATT 0 0 0 ATT 0 0 0 ATT
E16001 Superintendent of Refuse 7 10 0 3144 7 10 0 3144 7 10 0 3144 7 10 0 3144
850 Superintendent of Streets 7 10 78,213 3144 7 10 78,213 3144 7 10 78,213 3144 7 10 78,213 3144
E19019 Project Manager/foreperson 6 8 0 3144 6 8 0 3144 6 8 0 3144 6 8 0 3144


CITY OF NEW HAVEN


210- VEHICLE MAINTENANCE
640 Site Equipment Resource Mgr. 7 10 78,213 3144 7 10 78,213 3144 7 10 78,213 3144 7 10 78,213 3144
1100 Lead Mechanic [III] 1 12 75,651 424 1 12 75,651 424 1 12 75,651 424 1 12 75,651 424
1120 Mechanic A 1 11 66,445 424 1 11 66,445 424 1 11 66,445 424 1 11 66,445 424
1130 Mechanic B 1 10 60,155 424 1 10 60,155 424 1 10 60,155 424 1 10 60,155 424
1140 Mechanic B 1 10 60,155 424 1 10 60,155 424 1 10 60,155 424 1 10 60,155 424
1150 Mechanic A 1 11 66,445 424 1 11 66,445 424 1 11 66,445 424 1 11 66,445 424
1160 Mechanic A 1 11 66,445 424 1 11 66,445 424 1 11 66,445 424 1 11 66,445 424
3080 Mechanic A 1 11 66,445 424 1 11 66,445 424 1 11 66,445 424 1 11 66,445 424
3190 Lead Mechanic [III] 1 12 75,651 424 1 12 75,651 424 1 12 75,651 424 1 12 75,651 424
3200 Mechanic B 1 10 60,156 424 1 10 60,156 424 1 10 60,156 424 1 10 60,156 424
4031 Mechanic A 1 11 66,445 424 1 11 66,445 424 1 11 66,445 424 1 11 66,445 424

125- PART TIME & SEASONAL/MAINTENANCE

PT 2210 Seasonal/Caretaker 317,000 317,000 ZZZH 317,000 ZZZH 317,000 ZZZH

233 - TREE DIVISION

770 Tree Trimmer II 4 1 50,531 71 4 1 50,531 71 4 1 50,531 71 4 1 50,531 71
830 Tree Trimmer II 4 1 50,531 71 4 1 50,531 71 4 1 50,531 71 4 1 50,531 71
1190 Urban Forester 7 9 73,276 3144 7 9 73,276 3144 7 9 73,276 3144 7 9 73,276 3144
2150 Caretaker 2 4 48,912 71 2 4 48,912 71 2 4 48,912 71 2 4 48,912 71
2310 Tree Trimmer II 4 1 50,531 71 4 1 50,531 71 4 1 50,531 71 4 1 50,531 71
2320 Tree Trimmer II 4 1 50,531 71 4 1 50,531 71 4 1 50,531 71 4 1 50,531 71
2330 Heavy Duty Equipment Oper Ii 5 3 54,508 71 5 3 54,508 71 5 3 54,508 71 5 3 54,508 71
20000 Tree Trimmer II 4 1 50,531 71 4 1 50,531 71 4 1 50,531 71 4 1 50,531 71
20001 Tree Trimmer II 4 1 1 71 4 1 1 71 4 1 0 71 4 1 0 71
20002 Tree Foreman 5 8 61,733 71 5 8 61,733 71 5 8 61,733 71 5 8 61,733 71

807 - BRIDGE OPERATIONS & MAINTENANCE

970 Maint Wkr Spare Bridge 10 1 8 48,683 71 1 8 48,683 71 1 8 48,683 71 1 8 48,683 71
3080 Bridge Foreperson 7 4 62,678 71 7 4 62,678 71 7 4 62,678 71 7 4 62,678 71
-


CITY OF NEW HAVEN


810 - REFUSE/RECYCLING COLLECTION
440 Refuse Truck Driver 1 3 59,572 424 1 3 59,572 424 1 3 59,572 424 1 3 59,572 424
460 Refuse Laborer 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424
1240 Refuse Laborer 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424
1350 Refuse Laborer 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424
1360 Refuse Laborer 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424
1370 Refuse Laborer 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424
1380 Refuse Laborer 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424
1410 Refuse Laborer 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424
1420 Refuse Laborer 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424
1430 Refuse Laborer 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424
1440 Refuse Laborer 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424
1460 Refuse Laborer 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424
1480 Refuse Laborer 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424
1500 Refuse Laborer 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424
1510 Refuse Laborer 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424
1520 Refuse Laborer 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424
1530 Refuse Laborer 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424
3110 Refuse Laborer 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424
3120 Refuse Laborer 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424
3140 Refuse Laborer 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424
3160 Refuse Laborer 1 2 55,961 424 1 2 55,961 424 1 2 0 424 1 2 55,961 424
3170 Refuse Laborer 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424
6000 Refuse Laborer 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424
6011 Refuse Laborer 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424
6020 Refuse Laborer 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424
6030 Refuse Laborer 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424
13004 Refuse Laborer 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424
13005 Refuse Laborer 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424
13006 Refuse Laborer 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424
1400 Refuse Laborer 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424 1 2 55,961 424
16001 Superintendent of Refuse 7 10 78,213 3144 7 10 78,213 3144 7 10 78,213 3144 7 10 78,213 3144



CITY OF NEW HAVEN

702 CITY PLAN COMMISSION

101-Administration
260 Executive Director E7 111,000 EM E7 111,000 EM E7 111,000 EM E7 111,000 EM
290 Planner II 7 7 66,370 3144 7 7 66,370 3144 7 7 66,370 3144 7 7 66,370 3144
410 Senior Project Manager 9 8 84,254 3144 9 8 84,254 3144 9 5 72,620 3144 9 5 72,620 3144
1010 Planner II 7 7 66,370 3144 7 7 66,370 3144 7 7 66,370 3144 7 7 66,370 3144
1020 Deputy Director Zoning 11 6 92,521 3144 11 6 92,521 3144 11 7 97,120 3144 11 7 97,120 3144
17003 Planner II 7 7 66,370 3144 7 7 66,370 3144 7 7 66,370 3144 7 7 66,370 3144
21000 Asst Dir. Of Compre. Planning 11 5 87,923 3144 11 7 97,120 3144 11 7 97,120 3144 11 7 97,120 3144


CITY OF NEW HAVEN

704 TRANSPORTATION/TRAFFIC & PARKING

101-Administration
100 Transportation/Traffic & Parking Director E6 96,750 EM E6 96,750 EM E6 96,750 EM E6 96,750 EM
120 Deputy Transportation TTP 10 9 97,476 3144 10 9 97,476 3144 10 9 97,476 3144 10 9 97,476 3144

759-Traffic Control
Deputy Dir-TTP Operations / Traffic Project
150 Engineer 10 10 103,389 3144 10 10 103,389 3144 10 10 103,389 3144 10 10 103,389 3144
160 Traffic Operations Engineer 10 8 92,880 3144 10 8 92,880 3144 10 8 92,880 3144 10 8 92,880 3144
170 Traffic Signal Superintendent 7 10 78,213 3144 7 10 78,213 3144 7 10 78,213 3144 7 10 78,213 3144
180 Parking Meter Supervisor 7 9 73,276 3144 7 9 73,276 3144 7 9 73,276 3144 7 9 73,276 3144
190 Traffic Signal Mechanic 20 5 0 884 20 5 0 884 20 5 0 884 20 5 0 884
190 Senior Traffic Signal Tech 20 5 65,637 884 20 5 65,637 884 20 5 65,637 884 20 5 65,637 884
200 Signs And Markings Leader 7 5 60,052 3144 7 5 60,052 3144 7 5 60,052 3144 7 5 60,052 3144
220 Traffic Maint. Worker Ii 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884 15 1 53,169 884
240 Meter Checker 14 1 51,433 884 14 1 51,433 884 14 1 51,433 884 14 1 51,433 884
250 Meter Checker 14 1 51,433 884 14 1 51,433 884 14 1 51,433 884 14 1 51,433 884
PT 2060 Meter Checker 14 1 0 884 14 1 0 884 14 1 0 884 14 1 0 884
2060 Meter Checker 14 1 51,433 884 14 1 51,433 884 14 1 51,433 884 14 1 51,433 884
13008 Mgr. Operations Process Improvm 9 2 62,424 3144 9 2 62,424 3144 9 2 62,424 3144 9 2 62,424 3144
16001 Sr Traffic Signal Maintainer 20 5 65,637 884 20 5 65,637 884 20 5 65,637 884 20 5 65,637 884
20000 Traffic Maint. Work II 15 1 1 884 15 1 1 884 15 1 0 884 15 1 0 884


CITY OF NEW HAVEN


760-School Crossing Guards
300 Chief Crossing Guard 4 6 47,770 3144 4 6 47,770 3144 4 6 47,770 3144 4 6 47,770 3144
PT 310 School Crossing Guard 0 SSSS 0 SSSS 0 SSSS 0 SSSS
PT 20000 PT Crossing guards 415,000 SSSS 415,000 SSSS 415,000 SSSS 415,000 SSSS


CITY OF NEW HAVEN


761-Transportation System Mgmt.
120 Administrative Assistant II 6 10 0 3144 6 10 0 3144 6 10 0 3144 6 10 0 3144
E19120 Executive Administrative Assistant 7 1 0 7 1 0 7 1 0 7 1 0
1040 Parking Enforcement Field Supv 6 5 54,592 3144 6 5 54,592 3144 6 5 54,592 3144 6 5 54,592 3144
1050 Parking Enforcement Officer 8 1 41,715 884 8 1 41,715 884 8 1 41,715 884 8 1 41,715 884
2020 Parking Enforcement Ofcr 8 1 1 884 8 1 1 884 8 1 1 884 8 1 1 884
2040 Parking Enforcement Officer 8 1 1 884 8 1 1 884 8 1 1 884 8 1 1 884
PT2080 Pt Parking Enforcement Officer 0 18,869 ZZZH 0 18,869 ZZZH 0 18,869 ZZZH 0 18,869 ZZZH
13009 Parking Enforcement Field Supv 6 1 49,423 3144 6 1 49,423 3144 6 1 49,423 3144 6 1 49,423 3144
PT 13010 Pt Parking Enforcement Officer 0 18,869 ZZZH 0 18,869 ZZZH 0 18,869 ZZZH 0 0 ZZZH
PT13011 Pt Parking Enforcement Officer 0 18,869 ZZZH 0 18,869 ZZZH 0 18,869 ZZZH 0 0 ZZZH



CITY OF NEW HAVEN

705 COMMISSION ON EQUAL OPPORTUNITIES

101-Administration
100 Equal Opportunity Executive Director 12 6 101,858 3144 12 6 101,858 3144 12 6 101,858 3144 12 6 101,858 3144
17001 Utilization Monitor II 13 7 57,715 884 13 7 57,715 884 13 7 57,715 884 13 7 57,715 884
3050 Clerk Typist II 8 1 0 884 8 1 0 884 8 1 0 884 8 1 0 884
20000 Utilization Monitor II 7 4 1 3144 7 4 1 3144 7 4 1 3144 7 4 1 3144


CITY OF NEW HAVEN

721 OFFICE OF BUILDING INSPECTION & ENFORCEMENT

101-Administration
100 Building Official E8 111,125 EM E8 111,125 EM E8 111,125 EM E8 111,125 EM
180 Deputy Building Inspector 8 10 86,922 3144 10 8 92,880 3144 10 8 92,880 3144 10 8 92,880 3144
200 Electrical Inspector 7 10 78,213 3144 7 10 78,213 3144 7 10 78,213 3144 7 10 78,213 3144
210 Plumbing Inspector 7 10 78,213 3144 7 10 78,213 3144 7 10 78,213 3144 7 10 78,213 3144
290 Building Plans Examiner 7 10 78,213 3144 7 10 78,213 3144 7 10 78,213 3144 7 10 78,213 3144
310 Asst Building Inspector 6 8 0 3144 6 8 0 3144 6 8 0 3144 6 8 0 3144
315 Asst Building Plumbing Inspector 6 8 63,213 3144 6 8 63,213 3144 6 8 63,213 3144 6 8 63,213 3144
320 Asst Plumbing Inspector 6 8 63,213 3144 6 8 63,213 3144 6 8 63,213 3144 6 8 63,213 3144
340 Asst Building Inspector 6 8 63,213 3144 6 8 63,213 3144 6 8 63,213 3144 6 8 63,213 3144
1010 Program Coordinator 7 1 49,135 3144 7 1 49,135 3144 7 1 49,135 3144 7 1 49,135 3144
1030 Clerk Typist 8 1 0 884 8 1 0 884 8 1 0 884 8 1 0 884
16001 Assistant Electrical Inspector 6 8 63,213 3144 6 8 63,213 3144 6 8 63,213 3144 6 8 63,213 3144
17001 Program Coordinator 7 1 49,135 3144 7 1 49,135 3144 7 1 49,135 3144 7 1 49,135 3144


CITY OF NEW HAVEN

724 ECONOMIC DEVELOPMENT

101-Administration
95 Econ. Devel. Administrator E9 129,000 EM E9 129,000 EM E9 129,000 EM E9 129,000 EM
100 Deputy Econ. Devel. Administrator 13 7 117,373 3144 13 6 111,916 3144 13 6 111,916 3144 13 6 111,916 3144
120 Suprvsr Construction Resource 10 7 90,235 3144 10 7 90,235 3144 10 7 90,235 3144 10 7 90,235 3144
140 Deputy Dir. Economic Devel 11 7 97,120 3144 11 7 97,120 3144 11 7 97,120 3144 11 7 97,120 3144
300 Senior Accountant 9 6 76,348 3144 9 6 76,348 3144 9 6 76,348 3144 9 6 76,348 3144
330 Econ. Devel Off/Bus Serv 8 10 86,922 3144 8 10 86,922 3144 8 10 86,922 3144 8 10 86,922 3144
400 Spec Counsel Econ Devel. E9 130,429 1303-C E9 130,429 1303-C E9 130,429 1303-C E9 130,429 1303-C
420 Deputy Dir. Senior Loan Office 11 7 97,120 3144 11 7 97,120 3144 11 7 97,120 3144 11 7 97,120 3144
16001 Deputy Director Econ Dev 11 6 92,521 3144 11 6 92,521 3144 11 6 92,521 3144 11 6 92,521 3144

166 - CULTURAL AFFAIRS

7170 Cultural Affairs Director E1 90,000 EM E1 90,000 EM E1 90,000 EM E1 90,000 EM
410 Community Outreach Coordinator 49,423 3144 49,423 3144 49,423 3144 49,423 3144



CITY OF NEW HAVEN

747 LIVABLE CITY INITIATIVE

101-Administration
100 Executive Director Liv. City. E8 125,426 EM E8 125,426 EM E8 125,426 EM E8 125,426 EM
130 Deputy Director Prop Division 11 7 97,120 3144 11 7 97,120 3144 11 7 97,120 3144 11 7 97,120 3144
290 Deputy Housing Code Enforcement 11 7 97,120 3144 11 7 97,120 3144 11 7 97,120 3144 11 7 97,120 3144
320 Clerk Typist 8 8 0 884 8 8 0 884 8 8 0 884 8 8 0 884
350 Housing Inspector 20 1 61,006 884 20 1 61,006 884 20 1 61,006 884 20 1 61,006 884
390 Supervisor Property Management 7 4 57,177 3144 7 4 57,177 3144 7 4 57,177 3144 7 4 57,177 3144
400 Property Maintenance Worker I 1 8 0 71 1 8 0 71 1 8 0 71 1 8 0 71
401 Property Maintenance Foreman 3 1 48,912 71 3 1 48,912 71 3 1 48,912 71 3 1 48,912 71
1020 Clerk Typist I (Bilingual) 8 1 0 884 8 1 0 884 8 1 0 884 8 1 0 884
1050 Housing Inspector 20 1 61,006 884 20 1 61,006 884 20 1 61,006 884 20 1 61,006 884
17001 Acquisition/Disposition Coord. 8 6 69,675 3144 8 6 69,675 3144 8 6 69,675 3144 8 6 69,675 3144
17002 Relocation Spec Bilingual 6 10 70,996 3144 6 10 70,996 3144 6 10 70,996 3144 6 10 70,996 3144


FY 2020-21 BOA
Agency Name FT Dollar PT FT Dollar PT Grand
Name Count Count Count Total Toal Total Total
Board of Alders 10 0 30 $643,512 $0 $60,400 $703,912

Mayor's Office 10 0 0 $835,625 $0 $0 $835,625
Chief Administrator's Office 11 0 0 $929,336 $0 $0 $929,336
Corporation Counsel 21 0 0 $1,807,024 $0 $0 $1,807,024
Department of Finance 58 0 3 4,141,918 0 74,000 $4,215,918
Information Technology 0 0 0 $0 $0 $0 $0
Assessor's Office 11 1 0 $733,732 $1 $0 $733,733
Public Library 48 0 1 $2,926,493 $0 $350,000 $3,276,493
Parks & Recreation 0 0 0 $0 $0 $0 $0
City/Town Clerk 6 0 0 $335,179 $0 $0 $335,179
Registrar of Voters 6 0 1 $332,020 $0 $325,000 $657,020
Public Safety Communications 55 0 0 $3,165,392 $0 $0 $3,165,392
Police Services 444 17 0 $32,513,704 $17 $0 $32,513,721
Fire Service 343 2 0 $27,631,661 $2 $0 $27,631,663
Public Health 66 3 0 $3,879,752 $3 $0 $3,879,755
Fsir Rent 2 0 0 $125,784 $0 $0 $125,784
Elderly Services 7 0 2 $397,686 $0 $39,912 $437,598
Youth Services 0 0 0 $0 $0 $0 $0
Disability Services 1 0 0 $91,804 $0 $0 $91,804
Community Service Admin 11 0 0 $755,589 $0 $0 $755,589
Youth and Recreation 10 0 2 $717,387 $0 $340,302 $1,057,689
Public Works 0 0 0 $0 $0 $0 $0
Engineering 7 1 0 $724,380 $1 $0 $724,381
Public Works and Parks 159 3 3 $9,251,942 $3 $411,285 $9,663,230
City Plan 8 0 0 $644,627 $0 $0 $644,627
Transportation/Traffic & Parking 33 3 8 $1,930,394 $3 $547,083 $2,477,480
Commission on Equal Opportunities 3 1 0 $202,658 $1 $0 $202,659
OBIE 16 0 0 $1,073,709 $0 $0 $1,073,709
Economic Development 12 0 0 $1,134,704 $0 $0 $1,134,704
Livable City Initiative 11 0 0 $781,564 $0 $0 $781,564
Grand Total 1,369 31 50 $97,707,576.00 $31.00 $2,147,982.00 $99,855,589.00

FY 2020-21 BOA ADJUST
Board of Alders 10 0 30 $613,767 $0 $60,400 $674,167

Mayor's Office 10 0 0 $835,625 $0 $0 $835,625
Public Library 48 0 1 $2,922,499 $0 $350,000 $3,272,499
City/Town Clerk 6 0 0 $335,179 $0 $0 $335,179
Police Services 445 18 0 $32,553,747 $18 $0 $32,553,765
Fire Service 343 2 0 $27,631,661 $2 $0 $27,631,663
Public Health 66 3 0 $3,875,413 $3 $0 $3,875,416
Fsir Rent 2 0 0 $125,784 $0 $0 $125,784
Public Works 0 0 0 $0 $0 $0 $0
Engineering 7 1 0 $724,380 $1 $0 $724,381
City Plan 8 0 0 $653,824 $0 $0 $653,824
OBIE 16 0 0 $1,079,667 $0 $0 $1,079,667
Grand Total 1,372 32 50 $97,822,413.00 $32.00 $2,147,982.00 $99,970,427.00

FY 2020-21 MAYOR (CRISIS)
Board of Alders 10 0 30 $613,767 $0 $60,400 $674,167

Mayor's Office 10 0 0 $835,625 $0 $0 $835,625
Public Library 46 2 1 $2,790,256 $2 $340,000 $3,130,258
City/Town Clerk 6 0 0 $338,653 $0 $0 $338,653
Police Services 436 26 0 $33,313,296 $26 $0 $33,313,322
Fire Service 341 8 0 $28,817,174 $8 $0 $28,817,182
Public Health 69 2 0 $4,011,916 $2 $0 $4,011,918
Fsir Rent 2 0 0 $125,784 $0 $0 $125,784
Public Works 0 0 0 $0 $0 $0 $0
Engineering 7 0 0 $724,380 $0 $0 $724,380
City Plan 8 0 0 $646,789 $0 $0 $646,789
OBIE 16 0 0 $1,079,667 $0 $0 $1,079,667
Grand Total 1,354 43 48 $99,332,603.00 $43.00 $2,097,582.00 $101,430,228.00

FY 2020-21 MAYOR (FORWARD)
Board of Alders 10 0 30 $613,767 $0 $60,400 $674,167

Mayor's Office 10 0 0 $835,625 $0 $0 $835,625
Public Library 48 0 1 $2,922,499 $0 $350,000 $3,272,499
City/Town Clerk 6 0 0 $338,653 $0 $0 $338,653
Police Services 446 17 0 $34,379,518 $17 $0 $34,379,535
Fire Service 347 2 0 $29,324,423 $2 $0 $29,324,425
Public Health 69 2 0 $4,011,916 $2 $0 $4,011,918
Fsir Rent 2 0 0 $125,784 $0 $0 $125,784
Public Works 0 0 0 $0 $0 $0 $0
Engineering 7 0 0 $724,380 $0 $0 $724,380
City Plan 8 0 0 $646,789 $0 $0 $646,789
OBIE 16 0 0 $1,079,667 $0 $0 $1,079,667
Grand Total 1,380 26 48 $101,471,734.00 $26.00 $2,110,244.00 $103,582,004.00

SECTION III - AGENCY NARRATIVES AND
BOARDS AND COMMISSIONS
The following are the Boards and Commissions which receive General Fund Support.
• Board of Assessment Appeals

• Citizen Review Board
• Commission on Affordable Housing
• Democracy Fund
• Historic District Commission:
• New Haven Peace Commission:
• New Haven Port Authority
• Solid Waste and Recycling Authority Board
• Tweed New Haven Airport Authority Board
Section III - Narratives & Performance Indicators 3-1 Section III - Narratives & Performance Indicators
111 OFFICE OF LEGISLATIVE SERVICES
ALBERT LUCAS, DIRECTOR
165 CHURCH STREET, 2ND FLOOR ATRIUM
203-946-6483
City of New Haven
Voters
Board of Alders
Legislative Services
MISSION / OVERVIEW:
The Office of Legislative Services exists to provide full-time professional staff assistance to the Board of Alders.
This allows the Board of Alders to carry out its legislative functions in the most proficient and professional manner.
FY 2020-2021 HIGHLIGHTS:
 Successfully navigated moving to remote staff work and virtual meetings for the Board and others
 Managed several ribbon cuttings and grand openings
 Facilitated the training and initial meetings of the Civilian Review Board
 Assisted in filling the Affordable Housing Commission, Civilian Review Board, Climate Energy
Taskforce
 Organized Working Groups on: Inclusionary Zoning, Minority Contracting, Advanced Life
Saving, Racism as a Public Health Crisis, Eviction/Foreclosures
 Provide support for the Dixwell Q House Advisory Board
 Participated in researching best practices around disclosure of labor side agreements
 Create Covid-19 good and welfare and online connectivity surveys
 Increased awareness of meetings through city website
FY 2021-2022 GOALS / INITIATIVES:
 Help Redistrict the ward lines
 Support initiation of Charter Revision
 Continue with remote work and virtual meetings as needed
 Monitor the continued training and work of the Civilian Review Board and Affordable Housing
Commission, Climate Energy Taskforce
 Conclude the Working Groups on: Inclusionary Zoning, Minority Contracting, Advanced Life
Saving, Racism as a Public Health Crisis, Eviction/Foreclosures
 Facilitate implementation of the recommendations from the Working Groups
 Provide support for the Dixwell Q House Grand Opening
 Update Aldermanic Chamber and meeting rooms for more virtual access
 Begin Digitizing historic information
 Assist in Vaccine Efforts
PERFORMANCE INDICATORS:
Actual Projected Goal
Performance Indicators FY 2019-2020 FY 2020-2021 FY 2021-2022
Board of Alders Meetings 22 22 24
Committee Meetings 120 110 122
Newsletters 30 30 30
Major Research Projects 5 5 10
Training Sessions 12 5 5
Briefings 5 10 10
131 MAYOR’S OFFICE
JUSTIN ELICKER – MAYOR
165 CHURCH STREET – 2ND FLOOR
203-946-8200
Electors
Mayor
Chief of Staff
MISSION / OVERVIEW
The Office of the Mayor, accountable to Electors and the City’s Chief Elected Official, accepts and
administers executive responsibility for all aspects of City government, including City departments,
bureaus, agencies, and commissions. Beyond that, its staff is responsible for established liaisons
between City government and quasi-public entities doing business in the City.
In compliance with provisions of state law and the Charter of the City of New Haven, the City’s
executive branch, administered by the Office of the Mayor, performs the following duties:
 Causes laws and ordinances to be executed and enforced;
 Fills by appointment the vacancies in positions for which the Mayor is the appointing authority;
 Is authorized to call meetings of the legislative branch: The New Haven Board of Alders;
 Administers an oath of office to duly elected or appointed City officials;
 Ensures that all contracts and agreements with the City are faithfully kept and performed;
 Informs the public about government initiatives and programs;
 Provides frontline responses to resident requests; and
 Exercises all other executive and administrative powers conferred upon any municipal chief elected
official by virtue of state law.
FY 2020-2021 HIGHLIGHTS
 Increased delivery of information to residents and the media about issues, initiatives and programs
driven by the Mayor’s Office to engage communities and strengthen communication.
 Engaged constituency groups and residents around important initiatives and action items related to
the global pandemic throughout the year.
 Championed issues of social justice advocacy on the COVID crisis, prison reentry, environmental
causes, affordable housing, police reform, racial equity and lead abatement.
 Launched a construction jobs program to give our residents the training, education, and work
experience they need to set them up with a lasting career in the construction trades.
131 – Mayor’s Office
 Administration worked with local partners and the State to rehouse over 350 homeless individuals
into permanent housing.
 Coordinated local, state and federal legislative agendas.
FY 2021-2022 GOALS AND OBJECTIVES:
 Work to removing zoning barriers in New Haven, preparing new ordinances for inclusionary
zoning, accessory dwelling units and opening up our most restrictive zones for more density.
 Launch “Major Corridors” project. This project will improve the safety of many City-owned
traffic arteries that have historically posed a safety threat to our pedestrians, drivers, and cyclists.
 Advocate in Hartford for the tier PILOT proposal before the State’s Legislature.
 Support the NHPD and help coordinate violent crime reduction tactics with State Probation and
Parole, Project Longevity, and Clean & Safe Neighborhood Sweeps.
 Engage and push for increased contributions from Yale University.
 Join the Government Alliance on Race and Equity. GARE is a national network of local
governments working to achieve racial equity and advance opportunities for all.
 Launch the Community Crisis Response Team PILOT program where social workers and
medical experts will help respond to substance use and addiction problems, mental health issues
or episodes, domestic issues, and other calls for service that may not need a police response.
 Launch the “open checkbook” webpage and City snowplow tracker page.
132 CHIEF ADMINISTRATOR’S OFFICE
VACANT, CHIEF ADMINISTRATIVE OFFICER
165 CHURCH STREET, FLOOR 3R
203-946-7901
Mayor
Chief Administrative
Officer
Engineering Parks & Public Works
Parks & Recreation Police Services
Public Safety
Library
Communications
Emergency Operations Human Resources
MISSION / OVERVIEW:
The mission of the Chief Administrator’s Office is to perform the following functions:
 Implement the Mayor’s policies;
 Develop and analyze public policy on behalf of the Mayor;
 Undertake operational planning and coordination for the delivery of public services;
 Coordinate activities of the following City Departments: Police, Fire, Public Safety
Communications, City Engineer, Parks & Public Works, Human Resources, Emergency
Management, and the Library;
 Develop and implement services and program initiatives;
 Evaluate Departmental operations, service delivery, and the implementation of productivity
improvements;
 Manage the City’s emergency response and emergency preparedness functions;
 Manage the City’s Human Resources and Medical Benefits functions including:
 Oversee and staff the Civil Service Commission;
 Develop and implement workplace policies and investigate policy violations where
applicable;
 Oversee, develop and administer Civil Service tests for the City, Public Safety and BOE
positions;
 Manage recruitment efforts for all City positions, tested, non-tested and seasonal;
 Assist with public safety recruitment efforts;
132 Chief Administrator’s Office
 Oversee and administer medical benefits, disability and life insurance programs for all City
employees;
 Develop and implement training for City employees;
 Coordinate annual evaluation of appointed officials; and
 Administer the Employees Assistance Plan, Family Medical Leave and Affirmative Action
Programs.
 Continued facilitation of emergency response efforts surrounding COVID-19.

 Continued tracking of public safety overtime expenditures.
 Coordinated Special Event permitting and logistics and oversaw event COVID compliance.
 Human Resources completed entry level police testing.
 Instituted a Police Lateral Officer hiring process and hired the first lateral transfer.
 Worked with the Board of Alders and Police Department to update ordinances to add
enforcement mechanisms and penalties to help deter the illegal use of ATVs and Dirt Bikes.
 Collaborated with the Board of Alders through the Resource Allocation Committee to review
sidewalk, paving and tree needs and ensure that hazards are appropriately addressed.
 Participated in the Q-House Committee to ensure smooth construction and a robust operations
plan is in place for the opening of the facility.
 Assisted Engineering with space and facility assessments to improve efficiency and cost savings.
 Conduct recruitment and hiring for entry level public safety.

 Continue to review and adjust emergency operations plans to ensure that we improve
performance based on lessons learned from each event.
 Enhance the Clean and Safe Neighborhoods program with more frequent sweeps and community
engagement.
 Implement new policies around events to ensure our City remains vibrant but fiscally
responsible.
 Continue to work to facilitate intradepartmental efficiencies through technology, collaboration
and
 The study, plan and review of potential options to reduce the amount of and cost of solid
municipal waste
 Implement and procure items needed for state mandates on the police accountability bill
 Identify the location and begin pre-construction of new DPW facility
 Study and planning on a municipal fiber network
 Coordinate and support CSA work on the crisis intervention team
 Coordinate and support work with Health Dept on COVID mass vaccinations for public and
city employees
 Launch of the vacant building registration program
133 OFFICE OF CORPORATION COUNSEL
PATRICIA KING, CORPORATION COUNSEL
165 CHURCH STREET, 4TH FLOOR
203-946-7958
Mayor
Corporation Counsel
Deputy Corporation Deputy Corporation

Deputy Corporation Executive Assistant Director of Labor
Counsel Counsel Labor &
Counsel Departments Administration Relations
Litigation Employment
Senior Assistant & Senior Assistant &

Assistant Corp. Counsel Assistant Support Staff Investigator
Departments Corp. Counsel Litigation
Public Liability
Legal Assistant
Investigator
Paralegal Legal Assistant
Paralegal
MISSION / OVERVIEW:
The Corporation Counsel is the chief legal advisor to and the attorney for the City and all City officers,
boards, commissions, and departments in matters relating to their official duties. The Corporation Counsel
is responsible for the following activities:
 Renders advice and legal opinions to City officials.
 Advises and represents departments, boards, commissions, officers, and officials on legal matters
within their respective jurisdictions, including court cases, transactions, and administrative hearings
before state agencies.
 Maintains a real estate and commercial practice group, is generally responsible for the following
activities:
 Work on projects overseen by the Economic Development Administration and the Livable City
Initiative, including:
 Real estate acquisition and disposition, commercial loans, small business loans, home
loans, façade grants, real estate closings, releases, liens, tax collections and related
matters.
 Negotiates and drafts documentation for complex City development projects.
133 Corporation Counsel
 Corporation Counsel generally manages agreements for building management, certain

easements for Engineering projects, ground lease subrogation and matters related to English
Station.
 Maintains a transactional practice group that is responsible for the following activities:
 Negotiates, drafts, and reviews all City agreements as to form and correctness, including
memoranda of understanding.
 All matters relating to land use, acquisition, contract, and zoning law.
 Maintains a trial practice group that is responsible for the following activities:
 Civil litigation before federal and state courts; administrative litigation before the Commission
on Human Rights and Opportunities; the Freedom of Information Commission; the State Board
of Labor Relations, and the State Board of Mediation and Arbitration. Areas of practice include
personal injury, wrongful death, civil rights (including excessive force and false arrest),
education law, constitutional law, tax appeals, foreclosures, real property, zoning,
landlord/tenant, commercial law, labor and employment law, civil service disputes, worker’s
compensation and environmental law.
 Maintains a labor relations division that is responsible for the following activities:
 Establishes and maintains a cohesive relationship between the City’s managers and its unionized
employees.
 Negotiates, drafts, and reviews all Collective Bargaining Agreements as to form and correctness,
including memoranda of understanding.
 Advocates for the City’s best interests in all matters relating to contract negotiations; employee
grievances; interest arbitrations; municipal prohibited practice complaints; any other
employment related matters.
 Coordinates administrative responsibilities for the Fair Rent Commission and the Department of
Services for Persons with Disabilities.
 Coordinates and manages activities of outside law firms retained on behalf of the City and City
officials.
 Coordinates, with the Controller's office, all claims covered by the City’s Self-Protected Insurance
Program.
 Pursues claims against third parties who cause damage to City-owned property.
 Advises and trains City officials on compliance with State and local law.
 Coordinates legal activities related to employment of City personnel, including ADA compliance,
worker’s compensation third party claims and investigations of employee compensation.
 Coordinates the reporting of bodily injury claims filed by Medicare beneficiaries to the U.S.
Department of Health and Human Services Center for Medicare & Medicaid Services (CMS)
through a third-party service.
Corporation Counsel
 Provided advice, prepared Declaration of Emergency and executive orders for the Mayor relative to
the civil preparedness and public health emergency caused by the COVID-19 pandemic.
 Played a critical role in negotiating facilities use agreements with local colleges/universities, hotels
and property owners to house individuals experiencing homelessness and first responders exposed
to COVID-19 during the public health emergency.
 Played a critical role in negotiating agreements with local restaurants and food service providers to
feed individuals experiencing homelessness and first responders exposed to COVID-19 during the
public health emergency.
 Drafted ordinance increasing penalties for the unauthorized use of dirt bikes.
 Revised and updated City tow policy.
 Prepared agreements essential to obtaining and maintaining personal protective equipment,
managing information sharing and other matters critical to the City’s management of the public
health emergency.
 Resolved a federal enforcement action arising from violation of HIPAA law and regulation for
substantially less than the City’s total exposure.
 With funding from the Board of Education, assigned an attorney to provide legal advice to the Board
and to foster better coordination of Board activities with City goals and policies.
 Assisted the Department of Engineering in construction and facility use agreements associated with
the City’s Bridge programs, Government Center Complex and other facilities throughout New
Haven. This included, but was not limited to drafting contracts, and assessing potential City
liability.
 Continued to work with the Assessor, Livable City Initiative and Tax Office to establish systems to
solve recurring title issues and streamline the property disposition process.
 Handled defense of multiple lead-paint cases in Housing Court & Superior Court, and, engaged in
on-going settlement discussions regarding class action arising from claims related to the City’s
handling of cases of children with elevated blood alcohol levels.
 Assisted the Health Department on numerous legal issues, such as litigation, grants, contracts, and
procurement.
 Advised the Purchasing Department regarding claims that could arise in litigation.
 Completed 429 contracts for various City agencies during FY 2019-2020.
 Assisted the Registrar and Town Clerk on all Federal, State and Local Elections.
 Prepared a Citywide policy for managing compliance with the Connecticut Freedom of
Information Act for consideration by the Policy Committee and initiated a soft launch of a City
FOIA portal for submission of FOIA requests.
 Worked on revision of Memorandum of Understanding between New Haven Police Department
and Hamden Police Department.
 Worked with the Livable City Initiative and Economic Development in connection with the
purchase & sale, of properties within the City; provided representation in 87 closings.
 Managed numerous legal services agreements with outside counsel and coordinated representation
issues.
 Continued to administer the City’s residential licensing ordinance.
 Continued to implement and administer the City’s anti-blight and property maintenance ordinance.
 Advised on legal issues regarding various Finance Department Initiatives, including each payment
program and transfer of banking relationship out of Wells Fargo.
 Provided legal advice to the Controller, the Budget Director and other Finance staff and to the
members of the Bond Sale Committee regarding various short term and long-term City borrowings.
 Appeared on behalf of the City in foreclosure and bankruptcy proceedings to protect and defend the
City’s monetary interests as either a junior lien holder and/or a creditor in such proceedings.
 Advised the Assessor’s Office, Tax Office, and Board of Assessment Appeals on numerous legal
issues.
 Continued to assist departments in applying for and obtaining state grant funding for economic
development, infrastructure improvements, mitigation and resiliency, town green improvement,
community service and other public projects.
 Worked with Economic Development, Livable City Initiative, and City Plan Department on various
development projects, such as 19 Wheeler Street.
 Defended the City and City officials in various proceedings at the Connecticut Commission on
Human Rights and Opportunities, including fact findings and public hearings.
 Defended the City and City officials in proceedings at the Connecticut Freedom of Information
Commission.
 Continued to provide legal support for the operation of various Community Service Administration
initiatives.
 Assisted the New Haven Police Department and other departments in managing voluminous records
requests.
 Conducted and supervised the conduct of various investigations.
 Settled numerous contested tax appeals by insisting on plaintiffs with multiple properties providing
appraisals upfront, then sitting with claimants and counsel with city Assessors in marathon sessions.
 Revised the City’s Professional Services contract terms & conditions and assisted the Purchasing
Department with capturing applicable terms & conditions with other agreements.
 Worked with Labor Relations Director regarding outstanding contract negotiations, pending Labor
& Employment cases and claims.
 Worked collaboratively with New Haven Legal Assistance to provide access to New Haven records.
 Participated in several mediations and settlements of substantial personal injury cases in State and
Federal Courts.
Labor Relations
 Resourced for supervisors and managers to help ensure that disciplinary actions taken comply with
applicable union collective bargaining agreements and to avoid civil liability. This has included
conducting administrative investigations involving allegations of employee misconduct on behalf
of Human Resources; presiding over Loudermill (due process) hearings at all levels of potential
discipline, which had previously been left to department heads to handle without direct labor
relations or human resources involvement or support from labor relations or human resources.
 Developed and delivered appropriate training material and guidance for supervisors and managers
that support employee relations and human resource functions such as performance assessment,
discipline, avoiding liability, and contract administration.
 Served as a resource for Department Heads to help Human Resources proactively address
workplace concerns such as productivity; attendance and compliance with City policies, to
promote a more efficient workplace.
 Provided legal counsel on labor and employment matters, which include but not limited to, human
resources issues, wage and hour law, unemployment and other state agency claims, labor relations,
employee benefits, collective bargaining agreements, employment agreements and policy related
issues, FMLA, ADA, employment related litigation
 Reviewed and revised policy pertinent to employee and labor relations.
 Served as a resource for Department Heads to help Human Resources proactively address
workplace concerns such as productivity; attendance and compliance with City policies, to
promote a more efficient workplace. Most recently, this has included a thorough review of
employees out on extended leave causing operational issues for departments. Additionally,
employees on unpaid leaves of absence were not being required to pay the required cost-shares,
costing the City thousands of dollars. Labor Relations involvement, including an assessment of
Human Resources systems and procedures, resulted in more stringent oversight of long-term
absences and enforcement of employee cost-shares.
 Processed 150 grievances, and 33 Municipal Prohibited Practice (MPP) Complaints.
 Represented the City at 8 arbitration hearings prior to the closure of the State Board of Mediation
& Arbitration due to COVID-19.
 Represented the City in 33 cases brought before the State Board of Labor Relations, resolving 17
of those filed to date.
 Represented the NHPD before the Board of Police Commissioners for 2 Chief's recommended
termination of employment cases; represented the NHFD before the Board of Fire Commissioners
for 5 Chief’s recommendation for termination cases. Representation before these Boards was
previously assigned to outside counsel.
 Worked collaboratively with the Board of Education Board of Education Human Resources
Department to share resources and information to avoid duplicative efforts and to help reduce cost
for outside counsel for the BOE.
 Settled Police and Fire contracts (at the end of calendar year 2019).
 Reviewed cost and impact analysis of budget proposals.
 Developed and implemented strategic plans in response to a state of emergency, including
infrastructure to support an at home workforce and safety protocols for return to work including
but not limited to the following:
 Drafted City-wide Teleworking Policy and coordinated the implementation of said
policy in an effort to maintain our workforce during the COVID emergency
 Negotiated an emergency COVID-related work agreement when the schools were
closed, as well as a summer Work Agreement with the Nurses (Local 1303-467)
which allowed the City to perform contact tracing, implement a health hotline, and
cover COVID-related follow up for our first responders.
 Assisted HR in drafting and implementing policies in compliance with state
mandates related to COVID including EFMLA and return to work safety protocols.
FY 2021-2022 GOALS/INITIATIVES:
Corporation Counsel
 Continue to maintain current levels of legal representation to all departments despite severe budget
constraints.
 Continue to work closely with Office of Economic Development to increase tax base as quickly as
possible.
 Support city-wide information technology initiatives and upgrades with advice and agreements.
 Work with Departments to develop and/or revise policies as necessary for efficient enterprise
operation.
 Work to increase coordination of employment and labor related information available to various
City departments to improve efficiency and outcomes in labor & employment litigation.
 Arrange training for boards and commissions to foster better understanding of legal implications
of their work.
Labor Relations
 Continue to provide timely assistance to City employees.
 Continue to provide advice to Department Heads regarding fair and consistent implementation of
the collective bargaining agreements.
 Continue to advocate for the City’s best interests in grievances and contract cases brought before
the State Board of Mediation and Arbitration and the State Board of Labor Relations.
 Continue to work proactively with the unions to reduce the number of grievances and Municipal
Prohibited Practice Complaints being filed.
 Continue to work proactively with administration (perhaps through training workshops) to educate
and guide department heads and coordinators on contract language and personnel/labor matters.

Performance Indicator FY 2019-2020 FY 2020-2021 FY 2021-2022
Lawsuits:
Total New Cases Received During Year 187 193 198
Total Cases Closed During Year: 205 211 217
Dismissal/Win after Hearing 11 11 12
Settlement 49 51 52
Loss after Trial 3 3 3
Withdrawal 51 53 54
Not Applicable (Tax Appeals, Tax Foreclosures, Eminent 89 92 94
Domain, Statute Expired, Bankruptcy & Worker’s
Compensation)
Dispositive Motion 2 2 2
Pending Active Cases (as of 12/03/20) 704 725 747
Average Caseload Per Litigator (pending as of 12/03/20 90 93 95
includes RRW-230, MAW-31, ACK-57, KMC-47, VMC-63,
ALM-165, AT-35)
Administrative Actions:
Administrative Hearings & Building Code Violations 1 1 1
Received (Litigation)
Pending Active Administrative Hearings (as of 12/03/20) 14 14 15
Pending Active Tax Appeal Matters (as of 12/03/20) 76 78 81
Tax Appeal Matters Settled/Closed 19 20 20
CHRO Matters Received 16 16 17
Pending Active CHRO Matters (as of 12/03/20) 48 50 51
Employment Related Matters Received 5 5 5
Active Emp. Related Matters (as of 12/03/20) 37 38 39
Foreclosure Matters Received 56 58 59
Freedom of Information Hearings & Appeals Received 22 23 23
(Litigation)
Pending Active Freedom of Information Hearings & Appeals 33 34 35
(as of 12/03/20)
Zoning Related Matters Received 1 1 1
Active Zoning Related Matters (as of 12/03/20) 12 12 13
Notices of Intent to Sue:
Notices Received 64 66 68
Contracts:
Number of New Contracts Received 496 511 526
Number of Contracts Completed 429 442 455
Pending Active Contracts (as of 12/03/20) 400 412 424
Legal Opinions:
Legal Opinions Formally Rendered 2 2 2
Freedom of Information Requests:
Freedom of Information Requests Received 137 141 145
(Includes Litigation FOI cases)
Pending Active Freedom of Information Requests 218 225 231
(as of 12/03/20)

Real Estate Matters:
Closings Completed 87 90 92
Real Estate Matters:
Pending Active Real Estate Matters (Acquisitions, 366 377 388
Dispositions, Liens, Loans, Releases as of 12/03/20)
Subrogation Claims:
Claims Brought Against the City 4 4 4
Amount Claimed $10,409 $10,721 $11,043
Amount Paid by City $7,042 $7,253 $7,471
Property Damage Claims:
Claims Brought Against the City 72 74 76
(damage caused by Potholes, Manholes, Trees, etc.)
Amount Claimed $183,334 $188,834 $194,499
(based upon amount claimed and estimates provided)
Amount Paid by City $13,771 $14,184 $14,610
Labor Relation Matters:
Contracts Settled 2 2 2
Grievances Filed 150 155 159
Grievances Resolved 47 48 50
MPP’s Filed 29 30 31
MPP’s Resolved 30 31 32
137 DEPARTMENT OF FINANCE
MICHAEL GORMANY, CONTROLLER (ACTING)
200 ORANGE STREET, 3RD FLOOR
203-946-8300
Mayor
Financial Review &

Audit Committee
Controller Budget Director
Workers Compensation Accounting Management & Budget
Accounts Payable Internal Audit
Payroll/Pension Tax Collectors
Receivables &
Treasurer’s Office
Collections
Central Services/Utilities Contract Compliance
Risk Management Procurement / Purchasing
MISSION STATEMENT / OVERVIEW:

The Department of Finance is responsible for maintaining a system of internal control to ensure that all City funds
are properly secured, and that books and records are established to account for all funds. The Department aims to
provide timely financial information for key decision-makers. The Department also establishes strategic financial
goals, provides financial services to all City departments and ensures financial accountability to the citizens and
taxpayers of New Haven.
The Department's specific responsibilities include:

 Maintain accounts for all the City’s departments and funds;
 Prepare and administer the City's annual budget in accordance with statutes and policies;
 Determine fair assessments for real estate, motor vehicles and personal property owned in the City;
 Collecting property taxes and miscellaneous revenues;
 Financial reporting to City Officials and interested external parties;
 Responsible for year-end financial statements and single audit;
 Conduct internal audits on various city wide operations and procedures;
 Provide monthly reports on the financial status of the City;
 Maintaining City’s and Board of Education financial records;
137 Department of Finance
 Administrative support to City Employees’ and Police & Fire pension funds;
 Oversee the issuance of bonds and notes;
 Investment of City funds;
 Record and process payments to City employees and vendors;
 Administer the City’s employee benefits programs and employee pension plans;
 Manage Workers’ Compensation cases;
 Enforce Compliance with Procurement Requirements;
 Provide oversight of Federal, State, and Local grants (i.e. CDBG, ESG, HOME and HOPWA); and
 Negotiate with the City’s collective bargaining units.
 Perform a successful audit and produce the annual CAFR with outside auditors.
 Maintain a 98% collection rate for taxes in FY 2019-20.
 Streamline reporting for worker’s compensation cases
 Ended FY 2019-20 with fund balance of $17.3M (combined GF, Medical, Workers Comp, and
Litigation)
FY 2021-2022 GOALS/ INITIATIVES:

 Complete the FY2020-2021 audit.
 Streamline Finance procedures and utilize technology for more efficient reporting.
 Maintain tax collection rate of 98% or above.
 Maintain and enhance the Department’s ability to appropriately account for and manage financial
resources
 Upgrade city financial technology including online applications for vendors and customers.
 Enhance City financial reporting through creation of transparency portals (i.e., open checkbook)

Accounts Payable:
Checks Issued 40,927 51,000 45,000
1099s Issued 550 750 750
Internal Audit:
Operational Reviews 15 15 15
Other Special Projects 45 50 50
Accounting:
Total Bank Reconciliations 149 160 160
Completion Date of Audit 2/28/20 2/28/21 2/28/22
Journal Entries 26,581 22,000 22,000
Tax Collector’s Office:
Collection Rate 98.12% 98.59% 98.59%
Payroll:
Payroll Checks Processed 195,269 200,000 200,000
Employee Verifications: 2,400 2400 2400
Treasury:
137 Department of Finance

Total Deposits Received 4,184 5300 5300
Bond Issuance Debt $60,700,000
Accounts Receivable:
Parking Tickets Paid $3,356,945 $4,500,000 $4,500,000
Residential Permits Paid - 3200 3200
Police Private Duty Payments $4,866,653 $5,900,000 $5,900,000
Purchasing:
Purchase Orders Processed 6990 8500 7500
Solicitations 148 200 200
Workers Compensation:
Number of Cases Filed 904 800 800
Number of Cases Resolved 744 700 700
Management & Budget:
Number of Grant Applications Processed 75 80 80
Monthly/Annual Financial Reports 16 16 16
139 DEPARTMENT OF ASSESSMENTS
ALEXZANDER PULLEN – ACTING ASSESSOR
165 CHURCH STREET, 1ST FLOOR
203-946-4800
Mayor
Board of
Assessment
Appeals
Controller
Assessor
Deputy Assessor
Tax Payer Contract

Administration Real Estate Personal Property
Services Compliance
MISSION / OVERVIEW:
The primary responsibility of the Department of Assessments is to develop the annual Grand List of
taxable and exempt properties. The Grand List includes three categories:
 Real Estate
 Personal Property
 Motor Vehicles
The net taxable 2019 Grand List was composed of approximately 24,990 taxable parcels of Real Estate,
approximately 3,535 Personal Property accounts and approximately 59,200 Motor Vehicles. Included in
the continuous maintenance of the Grand List is the administration of approximately 2,360 tax exempt
properties.
139 Department of Assessments
 Initiated a three-year audit program of personal property accounts.
 Complete the state mandated revaluation for October 1st, 2021

 Review all quadrennial renewals for tax exempt property.

Real Estate Corrections 279 1,000 200
Motor Vehicle Corrections 5,546 6,000 5,500
Supplemental Motor Vehicle Corrections 648 700 600
Personal Property Corrections 91 100 90
City Elderly Applications 352 425 400
State Elderly Applications 400 475 450
City Veterans Applications 48 150 100
State Veterans Applications 56 150 100
Change Mailing Address Apps 338 400 400
Number of Field Inspections 261 400 400
Personal Property Declarations 3,533 3,700 3,500
Income and Expense Reports 2,641 2,700 2,650
152 NEW HAVEN FREE PUBLIC LIBRARY
JOHN P. JESSEN, CITY LIBRARIAN & DIRECTOR
133 ELM STREET
203-946-8124

MISSION / OVERVIEW:
The New Haven Free Public Library (NHFPL) fosters lifelong learning, inspires curiosity, and builds
community through shared access to resources, experiences, and opportunities for all. Now and tomorrow,
the New Haven Free Public Library will transform lives and contribute to the creation of a strong,
resilient, and informed community where everyone can thrive.
The NHFPL system has five facilities: Ives Memorial Library, the Fair Haven Branch, the Donald
Mitchell Branch, the Willis K. Stetson Branch and the Courtland S. Wilson Branch. In addition, NHFPL
operates a Readmobile that travels to early childhood learning centers, school and after-school sites, Elm
City Community’s locations, summer camps and numerous community events. The constellation of
NHFPL libraries is open a total of 202 physical hours a week (dipping to 146 hours during Covid-19
152 New Haven Free Public Library
pandemic closures) and its digital branch – NHFPL.org, consisting of e-books, online magazines,
reference works and databases, is open 24/7. With almost 900,000 in-person and online visitors annually,
NHFPL is a major destination for the community and contributes to keeping its residents safe, secure,
healthy and mindfully engaged in respectful, educational and creative spaces.
In 2018, the NHFPL released its new Strategic Framework 2018-2023, Growing Together: One City. One
Future., outlining the Library’s annual operational plans. The Library’s annual report for FY20 highlights
three strategic initiatives:
 Connect Our Community
 Ensure a Thriving Community
 Inspire Personal and Social Enrichment
Both reports are freely available at the NHFPL website, http://nhfpl.org/annual-reports/
Across NHFPL | News, Programs, and Updates

 684,435 in-person and online visitor; 366,630 which were in-person visits at one of our five
libraries.
 In FY20, NHFPL had 2,739 programs with 42,388 people attending (29,250 youth and 13,138
adults). The total number of programs reflects in-person and virtual programs. For instance, Ives
Squared with its robust curriculum and partnerships ran 165 programs with 1,396 participants.
 Across the city, NHFPL was a major provider of free internet access, registering over 542,000 log-
ins in FY20, a 44.2% increase from the prior fiscal year. Wi-Fi usage continues to climb rapidly
with 472,085 sessions in FY20, a 415% increase from FY19!
 The Library continues to play a key role in solving City-wide issues, including economic and
workforce development, education and closing the digital divide.
o With over 70 classes provided last year to help Library users skill-up by focusing on
resume-writing, basic graphic design, and building experience with Microsoft Excel,
accessible computer instruction and technical support continued as core part of the
Library’s service to the community.
o NHFPL supported the City’s Census efforts by hosting job recruiting sessions at all five
locations, serving on the full count committee, publicizing the census on NHFPL social
media and website, holding an educational program with Census experts, and conducting a
Census 2020. The Ives Tech center hosted an online census enumerator training and
participated in the census caravan to encourage census participation in Fair Haven.
o The Library collaborated with Yale University’s New Haven Hiring Initiative for an all-
staff training titled: How to Apply for a Job at Yale, which provided strategies to better
support patrons when navigating the Yale hiring process.
o Volunteer Income Tax Assistance (VITA) pivoted from in-person at the Ives and Wilson
libraries to remote services when the pandemic hit. Over 400 people assisted by in-
person/online tax support. The NHFPL/Yale VITA site was particularly successful with
Site Coordinator Taylor Bloch receiving the Shining Star Award from the Connecticut
Association of Human Services.
 For the third year running, NHFPL partnered with Public Humanities at Yale to present
Democracy in America to examine the state of American democracy in a series of monthly
presentations and civic discussions, in-person and virtually. Drawing upon the wealth of
scholarship and insights from local/national universities and nationally recognized journalists
Democracy in America debuted at the Wilson Branch with the highest in-person program to date
featuring Emily Bernard in January 2020. The Covid-19 pandemic pushed Democracy in America
online in Fall 2020 with seven virtual programs averaging 50 participants, the New Haven Free
Public Library strengthened democracy in New Haven!
 Actor and activist George Takei visited to the New Haven Free Public Library this past February
following his acceptance of the Visionary Leadership Award from the International Festival of
Arts & Ideas this past February. Mr. Takei signed copies of his graphic novel memoir, They
Called Us Enemy, as hundreds of fans lined up throughout the Library, inspired by both his
celebrated film career and passionate social justice advocacy work.
 Grammy-nominated record producer and recording artist, Chris “Big Dog” Davis visited the
Stetson Branch Library in a socially-distanced giveaway of signed copies of his album, Focus,
outside the Library.
 Wilson co-hosted a series of health programs highlighting how social determinants effect one’s
health. The series, Body and Soul, was developed through a partnership with Yale History of
Science and History of Medicine and the Yale Medical School. Topics included how debt impacts
one’s health and the importance of yoga and breathing.
 Another successful year partnering with IRIS, Literacy Volunteers of Greater New Haven and
New Haven Adult Education. 866 students attended 94 classes to study English at Ives, Fair
Haven, Wilson, and Mitchell libraries.
 As a part of the Institute of Museum and Library Services National Medal Award, StoryCorps
visited the New Haven Free Public Library last March to record and preserve fifteen stories from
across New Haven. StoryCorps is an independent nonprofit organization whose mission is to
preserve and share humanity’s stories to build connections between people and create a more just
and compassionate world. Each story is a conversation between two people who know each other,
and all recorded stories are housed at the Library of Congress. Visit https://archive.storycorps.org/
to listen to New Haven’s stories!
 The New Haven Free Public Library received a 2020 Connecticut Library Association Publicity
Award for the video series My NHFPL Story
Young Minds and Family Learning (YMFL)

 Created a series of "Take and Makes" incorporating STEAM principles while providing creative
outlets for children and families. 500 kits have been handed out from the Main Library alone (and
kits go out from other branches as well).
 In June of 2020, NHFPL partnered with the New Haven Pride Center to host an author talk
with Sarah Prager, author of Queer, There and Everywhere and Rainbow Revolutionaries: 50
LGBTQ+ People Who Made History. This powerful program was as successful kick off for Pride
Month and a tie-in into the annual Big Read, which focused on transgender lives.
 The YMFL department successfully implemented full Spanish Language translations for flyers
and nearly all social media for youth and families.
 Major initiatives took hold on the YMFL section of the website including:
o The department fully revised the teen and children’s pages to help facilitate finding
homework and learning resources.
o Created a virtual escape room for patrons to enjoy from the comfort of their homes. Set up
as a mystery in the Library, patrons had to figure out the correct answers to a series of
questions to “escape” after being trapped in the Library behind an avalanche of books.
o Created webpages for on-demand story times and on-demand audio book reviews for all
ages.
o Staff created a collection of original content on-demand STEAM videos where librarians
taught STEAM principles through at home learning such as baking bread.
 Summer 2020 was the NHFPL’s eighth summer running the award-winning READy for the Grade
program. Funded by NewAlliance Foundation, this special summer program was designed to
prevent the summer reading slide for rising 1st, 2nd and 3rd graders from low income families
whose reading levels are below grade levels. READy for the Grade includes group reading
lessons, one-on-one tutoring, and family learning nights to promote at-home reading – last year,
90% of students met the goal of maintaining or improving their reading level! During the summer
of 2020 30 children received a total of 638 hours of reading tutoring.
 The NHFPL continued its collaboration with Yale Peabody Museum of Natural History:
o NHFPL staff served on the Fiesta Latina event steering committee and provided Spanish-
language story times as part of the Hispanic Heritage month long event.
o Generous donations from the Yale Peabody Museum gift shop store were received when
the store was closed for renovations enabled the Library to:
 Host a much-loved three Kings Day event in January 2021 where 135 gifts were
distributed to families in the community outside of the Wilson Branch Library
 Stetson Branch Library collaborated with Elm City’s Freddy Fixer Parade and
Bridgette Hall distributing household products, scarves, gifts cards, and toys.
 The Library will continue to use the gifts as part of their reading challenge prizes.
 Wilson Library continued its partnership with the Yale Center of British Art as they hosted a
Community Art Project. This partnership was established to engage teens in the Hill. 4 programs
with 34 participants occurred before the pandemic hit. The program pivoted with Yale MFA
Victoria Martinez completing the project based on the designs created by participants and mailing
the completed work in winter 2020.
 Stetson Branch Library worked with New Haven Public Schools, the City of New Haven Arts,
Culture, and Tourism Division, and the City of New Haven Economic Development to host a
conversation with William Lanson sculptor, Dana King. The event was moderated by Lisa Dent,
Executive Director of Artspace New Haven. Live-streamed to the public via Facebook Live,
NHPS students also participated in a conversation
 Stetson Branch Library also collaborated with the Shubert Theater for live stream programs
available to the public.
 Library staff attended community outreach events ranging from the Boys and Girls Club, Harris
and Tucker School, TLC Daycare, and Divine Treasures, social service organizations, and schools
in summer-fall 2020 where hundreds of books, backpacks, arts/craft supplies, and NHFPL flyers
were distributed.
 NHFPL supported New Haven youth of all ages through early childhood learning programs,
homework help, and a designated Teen Center as well as class visits at every grade level. In FY19,
2,193 programs were offered to kids of all ages.
 2019’s A Universe of Stories Summer Reading program had 3,203 registrants. Among them, 924
kids and teens actively participated and 624 of them finished the program logging 8,607 hours of
reading! The Library offered 704 programs with 14,044 kids and adults in attendance.
 The NHFPL Readmobile was very busy visiting early learning centers, schools without libraries,
after school sites, summer schools, community festivals and events. In FY 2019, our bookmobile
visited 409 sites and attracting 7,334 visitors.
Ives Squared
 Launched Computer Programming courses: The Learn to Code computer programming series
launched in June with full-stack developer Page Swanson teaching biweekly classes and hosting
weekly office hours. Since launch, 52 technology-curious individuals have attended 14
workshops, and 16 individuals were mentored during office hours. The Learn to Code class
recordings have been viewed 794 times on social media.
 Continued Success of the Entrepreneur and Creative-in-Residence Programs. EIR Marina
Marmolejo and CIR Nadine Nelson came on board in October and both hit the ground running,
launching a full array of virtual programs and office hours. Highlights of these programs
included: the weekly CIR Co-Create program conducted in partnership with Make Haven,
featuring a different artist each week and the week-long series of mini-sessions and Free Online
Resources to Help Your Business During COVID. Our EIR and CIR program videos have
garnered an impressive 4,177 views on social media at the end of 2020.
 Launch of the Digital Toolbox Initiative: Ives Squared identified a list of electronic databases
within the Library collection identified to be the most helpful to early-stage entrepreneurs and
makers and launched this “Digital Toolbox” initiative to make these resources easily shareable
with the community. Each month, a new database was featured and paired with virtual tours to
showcase their use. Initial results from our new 6-week follow-up survey for these programs
indicated that 100% of respondents used what they learned either personally or professionally,
83% shared what they learned with a friend or colleague, and 67% used what they learned to
explore starting a business or improve an existing business.
 Database usage increased by the following percentages for select databases since January 2020:
Foundation Directory Online – 2,320%; Gale Business Plan Builder – 158%; GrantWatch – 700%;
SEMRush – 444%; Statista – 1285%; Mergent Intellect – 420%
 Ives Squared Programs and Participants:
o From July-Dec 2020: Ives Squared hosted a total of 87 programs with 1,009 participants
o From Jan-Dec 2020: Ives Squared hosted a total of 165 programs with 1,396 participants
 Office Hours:
o July-Dec 2020: 90 office hour participants
o Jan-Dec 2020: 247 office hour participants
 Prior to the Library’s physical closure of all buildings during the COVID-19 pandemic, Ives
Squared reported a total of 31,136 switchboard check-ins
 To date, 167 individuals were certified on the Tinker Lab machines, 283 were certified on the
design computers
 As of December 31, 2020, there was a total of 8,542 program recording views on social media of
89 separate recordings.
 Five entrepreneurs launched a venture between 2019 and 2020 with the help of the Library’s
services and two are actively in the process of planning and building with our team.
Infrastructure | Facilities and IT

 Lighting and camera upgrades were implemented at multiple locations. All lighting at Ives,
Mitchell, and Wilson were replaced with LED bulbs inside and outside, including in the parking
lots along with the Ives new gateposts and book drop, which also received new security cameras.
At Fair Haven, all new wall sconces were installed on the exterior.
 Upgraded dark fiber connection through a 20-year lease with CEN (Connecticut Education
Network), to connect the 4 branches to the Ives main hub, resulting in vast savings through the
FCC’s E-rate Program and a Connecticut State Library grant
 Implemented the Library Technology Plan for 2019-2022, including a computer lifecycle
replacement schedule to ensure the Library provides up-to-date computers for the public and staff
 Upgraded Wi-Fi access points as needed to provide optimal access to the public.
NHFPL’s Response to Covid-19 Pandemic
Facilities response to Covid-19

 Tested the air in all buildings for contaminants and changed filters to MERV-11 to capture mold
spores, bacteria, dust, pollen, smog, soot from diesel fumes, etc. Setup a 15% outside air and
exhaust for all buildings.
 Implemented air balancing in Wilson and Mitchell libraries as well as new control systems in
those buildings to properly move air at a cost-efficient way.
 Upgraded restrooms to provide hands free operation of toilets, sinks and paper towel dispensers in
all locations.
 Updates to Mitchell Branch building include new carpet, program room floor, interior painting,
electrical work and the installation of a new Circulation Desk.
 Replaced carpet in the Lobby of Ives Main.
 Implemented monthly inspections of all building mechanical systems and preventive
maintenance.
 Trained the cleaning staff and all NHFPL staff to disinfect workstations and public service with
the use of microfiber cloths, proper chemicals to disinfect, and set up laundry system for
microfiber cloth.
 Disinfected coils in all RTU's.
Operations responses to Covid-19

 Curbside Pickup Services were initiated at all Library branches resulting in over 38,000 checkouts
from July 2020-January 2021.
 Live Chat on the NHFPL website was introduced in April as a new service providing real time
engagement with our patron’s questions and concerns. Through Live Chat, the Library was able to
answer 1,033 questions since this service debuted.
 The Library Tech and Study Center at Ives Main assisted those who needed to use a computer,
printer, scanner, or a space to sit and study.
 The Library launched a new website in January 2021. This new and improved site makes New
Haven’s 24/7 digital Library more user and mobile phone friendly for access to all NHFPL
services.
 A crucial system-wide inventory was conducted over the past 6 months in all branches. The
Library’s 250,000 volumes were scanned and bibliographical information was updated in our
online catalog.
Programmatic response to Covid-19
 Wi-Fi Hotspots and Chromebooks are now available to checkout for 3 weeks to all New Haven
Library patrons. Virtual and Recorded Programs included Author Talks, Local History Tours,
Inklings Writers Group, Live Story Times for children, Yale Science in the News presentations,
and more! 273 Programs with 4,140 total views.
 Outreach to school meal sites and outdoor community events reaching over 1000 students and
families.
 History is Digital. Over the past year, the Coronavirus pandemic changed the world. In 2020
NHFPL instituted a digital collection, Pandemic Stories to document the experiences of Greater
New Haven residents during this crisis, to share now and with future generations. Submissions
have included poetry, photos, and diary excerpts.
 In response to COVID 19, our annual youth Summer Learning Program went online, with online
virtual performances and an online and paper Reading and Activity Logs and also allowed youth
to create activity/reading logs of their own making. We also emphasized activities that kept
patrons socially distanced, with suggestions for at-home activities to promote learning with 20%
of participants exceeding their own stated learning goals.
NHFPL’s Health Response to Covid-19

 When Library buildings closed to the public in March, the NHFPL repurposed the Ives Squared
Tinker Lab to help meet critical needs for personal protective equipment. Staff sewed over 150
cloth face masks for local community organizations and 3D-printed nearly 550 face shield frames
which were donated to area health care providers, including Yale New Haven Hospital and
Lawrence + Memorial Hospital.
 In the Fall of 2020 the Stetson Branch Library team participated in health-related community
outreach events in collaboration with Rodney Williams and Green Elm Construction, SWAN, and
Women of the Village to distribute NHFPL and essential health resources available ranging from
books, Narcan training, Thanksgiving turkeys, fresh produce, winter clothes, and over 6,000 face
masks for adults and children in front of the Stetson Library.
 The Fair Haven Branch Library partnered with Gather New Haven, Common Ground High
School, and the Fair Haven WIC office for 11 outdoor mobile markets where 350 primarily
Spanish speaking community members were able to use their Farmers Market Nutrition Program
coupons to purchase at least 5,400 lbs. of produce in a socially distant manner. Gather New Haven
provided free produce as part of curbside services at the Wilson Branch Library.
FY 2020-21 GOALS
 The New Stetson Branch Library, an anchor institution in the new Q House, is slated for
completion in early 2021. The Library seeks to accomplish the following:
o Meet construction goals and timelines, including timeline to close Stetson and plan transfer
of equipment and collections.
o Fulfill and fund personnel targets in the FY21 General Fund budget to begin operations at
new facility, including a Librarian II and Library Technical Assistant approved in the
FY20 budget (lines established at the $1 funding level).
o Implement budget/grant-reporting procedures and plans together with the Department of
Engineering for the $1 million CT State Library construction grant.
 NHFPL released its new Strategic Framework, Growing Together: One City. One Future. in June
2018 to inform the Library’s annual operational plans through 2023. Now in year four, NHFPL
will continue to plan programs and services to address several community-driven objectives with a
focus on technology, family literacy, and career support (entrepreneurship, mentoring, skills
development, and resume support).
 Roof upgrades to the Fair Haven and Mitchell Branch Libraries
 Flooring upgrades to Wilson Branch Library lower level
 HVAC, Piping, and electrical improvement to the Fair Haven Library
 Interior painting all locations
 Carpet improvements for the Ives Main Library
 Ives Squared is currently developing a mentorship program in collaboration with our EIR to
integrate profiles of users to feature on the website to increase connectivity within the entrepreneur
and maker community and to support and highlight aspiring entrepreneurs and creatives.
 Learn to Code: Build an App Series. In January 2021, the Ives Squared team will introduce a new,
6-week series – Learn to Build an App – which will focus not only on the technical skills of app
building but featuring the entrepreneurial opportunities of app-based ventures.
 Partnership with Holberton School to expand access to coding classes: the Library will continue
discussions with Holberton School about a partnership with them on Project Transform, with plans
to host the pre-Holberton curriculum in Library spaces when we are more fully open to the public
and to explore the development of mobile tech vans to conduct outreach to offsite locations.
 Revamp of ROI Measurement Techniques. Improve measurement of success by revamping post-
program surveys to discover the needs of our users.
 Increase training and practices in Diversity, Equity, and Inclusion for staff to offer a high level of
service to all Library users by providing a welcoming, open environment; being equitable,
accessible, and approachable; addressing their specific needs in an effective and knowledgeable
way; and offering an encouraging and respectful relationship. We aim to increase interactions
between staff and Library users as we know that the more people interact with our staff, the more
positive their experience.
 Facilities Master Plan. Library spaces need to reflect the diverse communities they serve. Building
a holistic facilities’ master plan for the NHFPL system to guide future capital projects including a
state-of-the-art Ives’ Young Minds & Family Learning department, a teen tech media space at
Wilson, 21st-century tutoring, program and maker spaces at Ives (lower level closed stacks / re-
purposed compact shelving ), Fair Haven and Mitchell. These ADA compliant spaces will
incorporate more group work spaces, places for conversations, more technology, and food to meet
the current community needs and attract new users. Environmental controls, lighting upgrades,
basic cleanliness, signage, and other foundations of a pleasant experience for both customers and
staff will be included.
 Cultural preservation work with stakeholders to preserve and honor the cultural impact of the Hill
neighborhood via public art murals, a 15-year birthday celebration of the Wilson Branch Library
honoring the life of Courtland Wilson with the unveiling of the Courtland Wilson plaque, and the
installation and reception of the new community art cloth mural to hang in the children’s section
of the Wilson Branch Library.
Actual Projected
FY 2019‐ FY 2020‐ Goal
Measures 2020 2021 FY 2021‐2022
A. Hours/Week open to Public 146 202 202
B. Number of visits (Total) 366,630 534,000 350,000
Main 204,604 300,000 200,000
Branches 162,026 234,000 150,000
C. New Library Card Registrations 8,560 12,800 12,000
D. Circulation (including e‐books, audio and video streaming) 261,014 340,000 275,000
E. Reference Activity 47,902 65,000 50,000
F. Database Usage 277,127 287,000 287,000
G. Library Programs 2,739 4,000 4,000
H. Library Program Attendance 42,388 63,000 43,000
I. Computer Usage (session log‐ins) * includes wi‐fi usage 458,952 345,000 345,000
J. Website Sessions (active engagement) 317,805 350,000 325,000

161 CITY / TOWN CLERK
MICHAEL SMART, CITY / TOWN CLERK
200 ORANGE STREET, 2ND FLOOR
203-946-8344
City of New
Haven Voters
City Town
Clerk
Deputy Town Assitant City /

Clerk Town Clerk
Administrative Election/Land
Customer Record Bi-Lingual City
Service Specialist Clerk Specialist
Coordinator
MISSION / OVERVIEW:
The City Clerk provides the following services:

 Takes custody of and processes all public documents, including claims, garnishments and suits
against the City. Records and processes land records i.e., mortgages, releases, quit claims, liens, etc.
Records all notaries and justices of the peace; processes dog licenses, liquor permits and trade name
certificates;
 Compiles and maintains Board of Alders’s legislation. Oversees the codification of all legislation
enacted to the City’s Code of Ordinances as well as the Zoning Ordinances; and
 Prepares and distributes absentee ballots for primaries and elections. As well as, filing of all City
contracts, tax liens, sewer liens and recordings of the Mayor’s appointments to the City’s Boards
and Commissions.
 City Clerk office was closed to the public, however, continued and operated at full capacity
during this Covid-19 environment. Major Presidential Primary and General Election was
unprecedented. Absentee ballot volume was 5x our normal due to Covid. Our office was
extremely busy with absentee ballots and assisting with voter and election needs. We hired an
additional 20 plus employees to assist with handling the heavy volume with the election
season and general office needs.
 Community outreach limited due to Covid; operated through Zoom. We also added table side
absentee voting to further accommodate Covid-19 excuse for voting absentee.
 We did our best to operate within our budget under the unprecedent circumstances.
161 City / Town Clerk
 Continue to improve efficiency of new absentee ballot software program.

 Continue implementing new state guidelines and election programs.
 Executing new election software to comply with state guidelines
 Continue to operate safely and effectively during Covid environment.
 Continuous community outreach
 Continue to promote Absentee Ballot outreach for Municipal Election 2021
 Cross training staff
 Positions filled to have the office at full staff capacity
 Position title change from Land Records Specialist to Elections/Land Records Specialist
161 City / Town Clerk

Number of Deeds Recorded 12084 12,000 13000
Recording Fees $339,153 $350,000 $35000
(C) $2,235,083 (S) $2,450,000 (C)$2,450,000(S)
Conveyance
$3,719,367 $3,800,000
City Land Preservation Funds $19,600 21,000
Capital Projects Land Preservation $29,400 30,000
Trade Name Certificates 3,390 4,600 4,000
Liquor Permits $4,180 5,650 $4,180
Notary Fees $4,655 2,700 5,000
Copies 34,933 55,000 40,000
Maps 1020 55 1100
Dog Licenses 3633 3,500 4000
Legal Documents-Scanned/Indexed 445 503 500
Absentee Ballots Issued 16000 5,000 11000
Aldermanic Committee Minutes 40% bound 80% bound 90% bound
Dog Licenses Issued 520 800 850
162 REGISTRARS OF VOTERS
SHANNEL EVANS, DEMOCRATIC REGISTRAR OF VOTERS
MARLENE NAPOLITANO, REPUBLICAN REGISTRAR OF VOTERS
200 ORANGE STREET, 2ND FLOOR
203-946-8035
City of New
Haven Voters
Registrar of Voters Registrar of Voters

Democratic Republican
Deputy Deputy
Registrar Registrar
Voter Clerk Voter Clerk
MISSION / OVERVIEW:
Registrars of Voters are responsible for performing all duties required by Connecticut General Statutes governing
voter registration in office, mail-in, convalescent homes, high schools, special sessions, motor vechile department,
armed forces, state social services and any other request. The Department is also mandated to conduct an annual
canvass to ascertain any voter changes and update voter lists.
The Registrars of Voters are in charge of administration of all primaries, special elections and general elections.
Inspect and select accessible polling sites in compliance with State Statutes. Prepare tabulators.
The mission of this office is to work with national, state and local groups to increase voter education and participation,
encourage voter registration and combat low voter turnouts. To seek the cooperation of the local media, both printed
and electronic, Town Committees, Candidate Committees, Civic, Social and other groups to cooperate with this office
to promote voter registration in the office, door to door and at public events.
 Conducted Special Elections, Primary and General Elections.

 Performed mandated audits.
 Worked with candidates, committees, Yale University, Southern Connecticut State University and other
organization and community groups to increase voter registration and participation.
 Continued outreach to convicted felons who have attained the right to register to vote by working with the
state probation department to identify individuals.
 Continued to work with the Secretary of the State's Office to improve the statewide voter system for large
cities.
 Provide City departments with mailing labels and voter lists for various projects.
 Reached out to high schools to register students and give them the opportunity to earn community service
and/or work during election.
 Giving the opportunity to registered voters to work at the polls.
162 Registrars of Voters
 Attend several events to register eligible electors.
 Conduct annual canvass, according to Connecticut General Statutes.
 Attend meetings, training and demostrations when provided by the Secretary of the State for any and all
updates and changes effecting the Centralized Voting System.
 Keeping pace with the Centralized Voting System and changes in voter technology.
 Tumbleweed, online and DMV allows us to update voter roles on a daily basis.
 Staff all polling locations including Election Day Registration and extra staff for the office.
 Traing for poll workers, moderators, tabulator testers, SAR’s (special assistant registrars’), runners office
staff and extra office staff prior to every election.
 Oversee the set-up of all the polling locatioins including optical scanners, phone lines and comply with all
ADA regulations.
 Importing information through the State website (EMS) for end of night eleciton results.
 Conduct Special Elections, Primary and General Elections.

 Perform mandated audits.
 Work with candidates, committees, Yale University, Southern Connecticut State University and other
organization and community groups to increase voter registration and participation.
 Give the opportunity to convicted felons who have attained the right to register to vote by working with the
state probation department to identify individuals. (Individuals who have completed their sentences
(including parole) and have paid all fines can restore their voting right.
 Attempt to register individuals, who are incarcerated, but not yet sentenced, and have the them vote by
absentee ballot. .
 Continue to work with the Secretary of the State's Office to improve the statewide voter system for large
cities.
 Support Census Bureau with voter information when necessary.
 Conduct annual canvass in accordance with Connecticut General Statutes.
 Provide City departments with voter lists for various projects.
 Attend high schools to register students and give them the opportunity to earn community service and/or
work during election.
 Giving the opportunity to registered voters to work at the polls.
 Advertise election information publicly via email, website, billboards, events, etc.
 Attend meetings, training and demostrations when provided by the Secretary of the State for any and all
updates and changes effecting the Centralized Voting System.
 Keeping pace with the Centralized Voting System and changes in voter technology.
 Tumbleweed, online and DMV allows us to update voter roles on a daily basis.
 Attend conferences from ROVAC for support and information for elections.
 Staff all polling locations including Election Day Registration and extra office staff.
 Oversee the set-up of all the polling places including optical scanners, phone lines and comply with all ADA
regulations.
 Search for possible location(s) for Election Day Registration.
 Importing information through the State website (EMS) for end of night eleciton results.
 Get petitions forms for primaries ready and checked.
 Serve the community to the best of our ability.
 Able to assess and perform on issues or events that arise out of the ordinary. (Ex. Last year, COVID-19)
 We are always learning so that we may improve the way we represent New Haven.
162 Registrars of Voters
FY 2019-2020 FY 2020-2021 FY 2021-2022
Voter Statistical Changes:
Total Net Change of Voter List From Previous Time 22,700 20,000 10,000
Period
Number of Convicted Felons Removed From Voter List 98 150 150
Annual Canvass:
Number of Notices Sent Out 6241 7,000 7,000
Number of Electors Removed From Voter List 388 300 300
Cost of Annual Canvass 150 200 200
Electors:
Total Number of Active Residents Eligible to Vote 59,609 86,750 68,700
Number of Registered Active Democrats 40,035 60,000 45,000
Number of Registered Active Republicans 2,467 3,000 3,000
Number of Other Active Minority Parties 599 750 700
Number of Registered Active Unaffiliated 16,508 23,000 20,000
Primaries/Elections:
Number of Votes Cast: General Election 17,849 75,000 75,000
Number of Votes Cast: Primary 12,382 35,000 35,000
Cost of Republican/Democratic Primary $95,000 $250,000 250,000
Cost of General Election $123,000 $175,000 175,000
Cost of Dem Town Cmt Primary $18,000 -0- -0-
Cost of Special Elections (Presidental) -0- -0- -0-

200 DEPARTMENT OF PUBLIC SAFETY COMMUNICATIONS
GEORGE PEET, DIRECTOR
1 UNION AVENUE
203-946-6236
Mayor
Officer
Director
Deputy Director
Shift
Supervisor
Non-Emergency Call
Police Dispatch
Handling
911 Call Taking Fire Dispatch
MISSION / OVERVIEW:
The mission of the Department of Public Safety Communications is to perform the following functions:
 Handle all 911 calls for Fire, Police and Emergency Medical Response;
 Dispatch Fire, Police and EMS services as appropriate;
 Coordinate Emergency Communication matters with Fire and Police Departments and Emergency
Management Staff;
 Maintain appropriate and required records pertaining to all 911 calls and city emergency responses;
and
 Manage State and Federal funds received for operational and/or capital purposes.
 In 2020 the center cross-trained 2 employees on Fire and or Police Radio Cross training was
stopped due to Covid-19 protocols ALL personnel have been trained in 911 call taking.
 In 2020 ten new Call takers were hired to replace vacant positions
 Powerphone software continues to be implemented.
 The PSAP replaced the voice and data recording system
 Promoted four new supervising dispatchers
 Installed and replaced new emergency push button phones in variance locations throughout city
 Fire Dispatch expansion with Adashi software.
 Trained 4 new CTO (Certified training Officers)
 Held Supervisor trading course for region.
 Participated in State 911 back up call center planning
200 Public Safety Communications
 Added three new Police radio repeater antennas
 Install AVL for fire and EMS operations

 Begin process of complete overhale of Public Safety Radio System in the City of New Haven
 For 2020, the center is projected to cross train approximately 12 call takers in the Fiscal year.(was
delayed in 2020 due to Covid-19)
 Continue Cross training of Operators
 Continue to increase and improve community relationships
 Implement new training program to speed up cross training of radio dispatchers
 Recover from Covid-19 delays in Training and operational delays
*PERFORMANCE INDICATORS:

Number of 911 Calls Received 135,393 130,000+ 130,000+
Number of Dispatchers Cross Trained 31 38 44
Number of Complaints Received 21 18 0
Percentage of 911 Calls Answered (less than 10
seconds) 100% 100% 100%
*The performance indicators are a matter of efficiency in organizational activity. Understanding that the Department
of Public Safety Communications is also the public safety answering point, the objective is to improve the quality of
call taking, dispatch and customer service. In short, the goal is to answer the phones and improve in efficiency and
alacrity. The objective is to answer one hundred percent of the calls that come into the center and provide increased
customer care.
201 POLICE DEPARTMENT
OTONIEL REYES, POLICE CHIEF
1 UNION AVENUE
203-946-6267
Mayor
Board of Police Chief Administrative

Commissioners Officer
Chief of Police
Administration & Support Professional Standards &

Investigative Services Operations Division
Services Training
MISSION / OVERVIEW:
The New Haven Police Department will engage, empower, and partner with our community to create a
safer and more inclusive city. We pledge to protect life and property, prevent and fight crime, and stand
against injustice.
FY 2020 - 2021 HIGHLIGHTS:
 Updated the Department’s mission statement in conjunction with the Board of Police
Commissioners and with input from all Department personnel.
 Worked with Human Resources on a testing schedule which resulted in active eligibility lists for
the positions of Captain, Lieutenant, Sergeant and new hire Officers including Recruits and
Laterals.
 Hired the Department’s first lateral officers under General Order 2.15 New Hire Policy which
streamlined the lateral hiring process to enhance the Department’s ability to attract certified
officers.
 Developed and implemented a comprehensive Pandemic Policy to allow police services to
continue safely during pandemics.
 Introduced an online report request system to allow the Records Division to continue to fulfill
requests for accident, incident and arrest record checks, and improve efficiency.
 Improved police radio coverage by installing repeaters on five (5) vehicles.
 Completed updates to the Department’s General Orders including obtaining Connecticut
Compliance to Law Enforcement Standards and Practice (CLESP) certification for the sixteen (16)
general orders required by Connecticut Police Officer Standards and Training Council (POST).
 Began work on complying with Public Act 20-1 HB 6004 An Act Concerning Police
Accountability, which included extensive training and policy development and updates.
201 Police Department
 Expanded and retrained the Department’s Crowd Control Team with a focus on maintaining best
practices.
 All sworn personnel completed “The New Face of Connection/De-Escalation” training taught by
retired New Haven Police Lieutenant Raymond Hassett.
 Purchased a virtual reality training system and updated scenario-based force-to-force training
equipment to enhance officer preparedness to improve outcomes particularly concerning use of
force.
 Expanded the body worn camera program throughout the Investigative Services Unit.
 Purchased night vision equipment for the Emergency Services Unit SWAT Team to enhance low-
light operations and improve outcomes.
 Graduated the Department’s first Police Chaplains to help improve community police relations.
 Completed Yale School of Management Social Impact Consulting Club research and report on
Officer Recruitment and Retention.
 Graduated a Police Academy of sixteen (16) recruits and certified an additional five (5) recruits
through Connecticut POST Academy.
 Received approval for the following grants:
o Department of Justice 2020 Justice Assistance Grant (JAG) $144,822
o Department of Justice 2020 Crime Gun Intelligence Center Grant $700,000 (3 years)
o Department of Justice 2020 Coronavirus Emergency Supplemental Funding Program
$515,823 (3 years)
o State of CT Department of Transportation Distracted Driving Enforcement $56,268
o State of CT office of Policy and Management 2020 Gun Violence Prevention Grant
$25,000
o State of CT Office of Policy and Management—Police and Community Violent Crime
Reduction Partnership (COVID-19) $250,000.
FY 2021 - 2022 GOALS / INITIATIVES:
 Continue working towards being in full compliance with Public Act 20-1 HB 6004 An Act
Concerning Police Accountability, which includes applying for Commission on Accreditation for
Law Enforcement Agencies (CALEA) accreditation.
 Enhance recruitment efforts to conduct a strong recruitment drive, focused on recruiting minorities
and New Haven residents, that results in a large eligibility lists representative of the New Haven
community.
 Conduct Academy Classes and promotions to keep up with retirements and resignations.
 Continue community programs including hosting a Citizens’ Academy and Police Chaplains’
Academy.
 Align efforts with the Mobile Crisis Team to enhance services to the community.
 Continue to work with Transportation, Traffic and Parking and other City departments to promote
pedestrian and bicycle safety.
 Work towards establishing a comprehensive internal officer mentorship program.
 Expand mentorship programs within the community with a grant from the National Institute of
Health for youth affected by the opioid crisis.
201 Police Department
Actual Projected Projected

Crimes
 Number of Violent Crimes Reported 1056 1000 900
 Number of Property Crimes Reported 4765 4600 4400
 Violent Crimes Cleared 247 400 425
Traffic Violations
 Number of Moving Violations Issued 8928 6500 6750
 Number of Traffic Stops 11127 13500 14000
 DUI Arrest 138 150 165
Motor Vehicle Collisions

 Non-Fatal Collisions Investigated 6033 6100 6000
 Fatal Collisions Investigated 14 12 10
Response
 Calls for Service from the Public 72728 72200 74000
 Response Time (minutes) 10:30 10:00 9:45
 Use of Force Incidents (all types) 269 250 225
202 FIRE DEPARTMENT
JOHN ALSTON JR., CHIEF
952 GRAND AVENUE
203-946-6300
Mayor
Board of Fire Commissioners Chief Administrative Officer
Fire Chief
Assistant Chief Executive Officer
Fire Marshal’s Office Assistant Chief Operations
MISSION / OVERVIEW:
We, the proud men and women of the New Haven Fire Department are committed to providing the highest
quality and level of courteous and responsive services to the citizens of New Haven. This is accomplished
by implementing comprehensive strategies and training in fire prevention, fire suppression, emergency
medical services, and all risk mitigation and all-hazard response, including: human-caused and natural
disasters, emergency preparedness, 9-1-1 services and community-based fire services.
The New Haven Fire Department will provide protection of life, property, and the environment from the
effects of fires, medical emergencies, and hazards; we will engage the community in our mission through
progressive community outreach and the use of technology.
The members of the New Haven Fire Department take pride in our commitment to professional service by
maintaining our skills, knowledge and abilities. All members of the Department will conduct themselves in
an ethical manner conforming to a moral standard of right versus wrong by treating each other and the
people we serve humanely, decently, and honestly.
This is accomplished through the following:

 Fire Suppression;
 Fire Prevention;
 Emergency medical service and rescue;
 Emergency communications, special services and emergency management;
 Effective training for and administration of these activities; and
 Responding to terrorist threats and attacks
202 Fire Department
Staffing
 13 Retired
 1 Hired
o Management and Policy Analyst
Promoted
 1 Assistant Chief
 1 Deputy Chief
 3 Battalion Chief
 3 Captain
 7 Lieutenants (expected)
 1 Fire Investigative Supervisor
Personal Protective Equipment
 Purchase of new protective equipment to replace worn, NFPA required firefighting gear
 Purchase of required Covid-19 personal protective equipment
Equipment
 Purchase of firehouse decontamination units
 Purchase of firefighting ventilation saws
 Radio based firefighter tracking and accountability
 Replacement of aged firefighting ground ladders
 Upgraded technical rescue equipment
 Managed citywide logistics for procurement and distribution of PPE for covid-19 efforts
Apparatus
 Replaced three pumper style apparatus beyond service life
Technology
 Implementation of automated staffing and tracking software
 Fire accountability software upgrades
 Upgrades to fire department mobile data mapping software
 Software implemented for strategic analysis of resource and staffing deployment
202 Fire Department
 Reduce the Number of Fires through Public Fire Education

o Increase social media outreach
 Provide advanced certified training opportunities
 Increase the amount and level of Online Training
 Provide Mental Health Training and Support for our members and families
 Purchase new Command Vehicles to replace an aging fleet
 Initiate an energy efficiency program for all facilities and vehicles

Incident Rate: Avg. 2019-2020
Total Incidents 32,397 31,323 29,483
EMS Calls 26,746 25,921 18,796
Fire Incidents 5,649 5,393 10,687
Fire Investigation 194 198 196
Apparatus:
Average responses per day 88.75 85.81 9:00
Turn-out time 1:48 1:15 7
4:47 Box 4:01 Box 4:17 Box / 4:58EMS
Response time
4:50 EMS 4:50 EMS
Injuries/Casualties: 2020
Injuries 29
Deaths 0
301 PUBLIC HEALTH DEPARTMENT
MARITZA BOND, DIRECTOR
54 MEADOW STREET, 9TH FLOOR
203-946-6999
Mayor
Board of Health Commissioners
Community Services Administration
Director of Health
Deputy Director of Public Health
Emergency Preparedness Nursing Bureau
Environmental Health Ryan White Project
Epidemiology Vital Statistics
Health Programs
MISSION/VISION:
“To ensure and advocate for the health and well-being of all New Haven residents.”
The vision of the Health Department is healthy people, healthy communities, and to achieve health equity
in a prosperous City.
 The Health Department received a 30-month Epidemiology and Laboratory Capacity (ELC)
Enhancing Detection Cooperative Agreement for the enhanced detection, response, surveillance,
301 Public Health Department
and prevention of COVID-19 from the CT Department of Public Health in the amount of
$1,269,567.
 Four community health workers were hired to provide community outreach and education on
hepatitis c, injury prevention, and lead poisoning prevention.
 The Health Department received a six-month grant from the CT Health Foundation in the amount
of $124,797 to raise awareness on the importance of receiving a seasonal influenza vaccine and
increase messaging on COVID-19 prevention.
 The Health Department received a one year Building Local Organizational Capacity for COVID-
19 grant from the National Association of County and City Health Officials (NACCHO) in the
amount of $99,076 to improve infection prevention and control at high-risk health care facilities,
including long-term care facilities.
 The Health Department received a one-year grant OD MAP from the CT Department of Public
Health in amount of $62,000 to identify priority areas for opioid overdose interventions.
 The Health Department received a two-year Overdose Data to Action (OD2A) grant from the
Quinnipiack Valley Health District in the amount of $177,974 to reduce overdose fatalities in New
Haven and the Greater New Haven area.
 During the first wave of the COVID-19 pandemic, the Health Department promptly stood up a
contact tracing initiative in partnership with Yale University that involved over 160 student
volunteers and 40 public health nurses. Following this amazing effort, the Yale team and the
Epidemiology Division co-authored “Community Trace: Rapid Establishment of a Volunteer
Contact Tracing Program for COVID-19” in the American Journal of Public Health (AJPH) along
with the Bureau of Nursing and Director of Health.
 The Epidemiology Division conducted 54 general enteric disease interviews and, in collaboration
with the Bureau of Environmental Health, administered and supported contact investigations in
potential foodborne outbreaks.
 The Epidemiology Division developed a comprehensive COVID-19 dashboard depicting trends,
dissecting demographic data, visualizing the geographic impact, and assessing city-wide COVID
activity in various sectors. Over the course of the 2020 COVID-19 pandemic, the City of New
Haven experienced over 7,457 COVID cases and 138 COVID-associated deaths.
 Goal 1: To monitor community health status to achieve health equity;
 Goal 2: To diagnose and investigate health problems and hazards in the community;
 Goal 3: To educate, empower, and inform people in the community about health issues;
 Goal 4: To mobilize community partnerships and action to identify and solve health problems
residents.
 Goal 5: To develop plans and policies that support community and individual health efforts.
 Goal 6: To enforce laws and regulations that protect health and ensure safety.
 Goal 7: To connect people to needed personal health services and to assure the provision of health
care;
 Goal 8: To assure a competent public health and personal care workforce;
 Goal 9: To evaluate accessibility, effectiveness, and the quality of personal and population-based
health services; and
 Goal 10: To research innovative solutions to health problems.

Health Program Division:
Child Passenger Safety Presentations 1 10 10
Car seats installed through the Fitting Station 1 25 25
Children with asthma enrolled in Camp Easy Breezy 0 30 30
Pregnant/Postpartum Women Screened for Depression &
Appropriately Educated /Referred 20 20 20
Home Visits Through Family Check-Up 351 450 450
Women Served Through Family Check-Up 57 25 25
Children Served Through Family Check-Up 57 25 25
Public Health Nursing:
Schools Served 49 49 49
Students Served 25,690 25,690 25,690
Students with health problems 8,500 8,476+ 8,500
Nurse/Student Ratio 1:612 1:612 1:612
Pediatric Immunization Program:
Percentage of Adequately Immunized Children Under 24
Months with a Completed Vaccination Series 85 88 90
Private and Public Vaccine for Children Site Visits
Conducted 9 0 20
Caregivers reached through outreach efforts 1,175 1,100 1,100
Clinic & Laboratory Services:
Adult Immunizations 10 160 160
Influenza Vaccinations 58 2,000 2,000
Sexual Health Services 258 950 950
Education Pamphlets Distributed 210 1,900 1,900
Tuberculosis Control Services 0 35 35
HIV Tests Performed 198 710 710
Hepatitis C Tests Performed 181 710 710
Information Services:
Epidemiology- Data analysis & Dissemination
Number of Data Requests for Planning and Grants 12 10 10
Number of Presentations to the Community 15 15 15
Number of Major Documents 3 3 3
Epidemiology – Infectious Disease Control
Number of Outbreak and Contact Investigations 3863 1000 1000
Number of Foodborne Disease Patient Interviews 54 20 20
Vital Statistics
Birth Certificates (Full Size) 10,593 15,295 15,295
Death Certificates 12,480 17,266 17,266
Burial, Cremation, Disinterment 3,269 3,078 3,078
Marriage Licenses 847 1,203 1,203
Marriage Certificates 2,118 2,832 2,832
State Copies Processed Unk. 1,354 1,354
Resident Town Copies Processed Unk. 1,124 1,124
Bureau of Environmental Health:
Food Service Inspections & Re-Inspections 881 1,600 1,000
Food Services Licenses 1,086 1,100 875

Temporary Food Service Inspections 533 1,525 200
Temporary Food Service Licenses 178 270 40
Child Daycare Inspections 23 30 30
Group Home Inspections 3 5 5
Swimming Pool Inspections 102 100 100
Bathing Area Inspections 221 225 225
Nuisance Complaints Investigated & Resolved 30 60 60
Food Service Complaints Investigated & Resolved 26 60 40
Lead Inspections of Housing Units (EBLs) 67 100 80
New Cases of Lead Housing Units (EBLs) 117 190 190
Re-Inspections Performed During Lead Abatement 233 500 500
Cases of Lead Poisoning Closed 57 140 140
Housing Units Abated for Lead 26 100 80
Housing Units Inspected for Lead - HUD LHC 0 30 30
Housing Units Lead Abated - HUD LHC 0 90 50
Individuals Trained - HUD LHC 0 105 50
Education Outreach Events - HUD LHC 16 15 15
Individuals Reached - HUD LHC 3,000 15,000 3,000
Office of Emergency Preparedness:
Number of Mass Vaccination Tabletop Exercises 1 1 1
Number of Activation EOC Events 4 4 4
Ryan White Project:
Regions Served 5 5 5
Agencies Served 25 25 25
302 FAIR RENT COMMISSION
OTIS E. JOHNSON JR, EXECUTIVE DIRECTOR
165 CHURCH STREET FIRST FLOOR
203-946-8156
Mayor
Fair Rent Commission
Corporation Counsel
Executive Director
MISSION / OVERVIEW:
A City commission, the City of New Haven Fair Rent Commission, was enacted by the City of New Haven
Board of Alders December 1970, Code of Ordinances 12 ¾-1, amended and adopted December 13. 1984,
Chapter 12 ¾ Fair Rent Practices 12 ¾. The act enabling Connecticut Municipalities to create Fair Rent
Commission’s was adopted by the Connecticut State Legislature and became effective October 1970, Public Act
274 SS I, for controlling and eliminating excessive rental charges on residential property within the City of New
Haven in recognition of the compelling need for rent stabilization for the duration of the severe housing shortage
in New Haven.
The primary responsibility of the Fair Rent Commission is to determine after an investigation and hearing,
whether the rent for a housing accommodation is so excessive based on the standards and criteria set forth, as to
be harsh and unconscionable.
The City of New Haven Fair Rent Commission enthusiastically adopted Mayor Justin Elickers crusade of
providing affordable housing in the city of New Haven. As the Elicker administration developed plans and
policies toward addressing the affordable housing crisis, the Fair Rent Commission continued its’ statutory
responsibility to “control and eliminate excessive rental charges on residential housing in the City of New
Haven,” as prescribed in Chapter 12 ¾ FAIR RENT PRACTICES.
302 Fair Rent Commission
The Fair Rent Commission reports, surprisingly, the number of filed fair rent complaints remained consistent
during the COVID 19 pandemic. This most certainly is attributed to the Commission creating an online fair rent
application. Some members of the New Haven Board of Alders have commented positively concerning this
service addition.
The consistency in filed fair rent complaints, in no small part is also attributed to the hiring of the Fair Rent
Commission Field Representative. The Field Representative has participated in the Mayors’ Neighborhood
Walks and has conducted neighborhood visits to potential complainants. A revised Fair Rent Commission
Poster and brochures distributed throughout the community proved beneficial in maintaining service levels.
The Executive Director, as the Fair Rent Commission designee to the Board of Alders standing Committee on
Affordable Housing, will continue to provide insight on proposed City housing policy.
The New Haven community is focusing in on the rental industrial complex. The availability of affordable
housing vs. the rental housing ownership monopoly is concerning in that it leads to control of the industries
market. This control of a few is of alarm and underscores involvement of the Fair Rent Commission to assist in
maintaining safe and affordable rental housing.
As an appointed member of the Mayor’s Affordable Housing Task Force, the Fair Rent Commission
will continue work on this collaborative.
The Commission acknowledges that the LCI Office of Building Inspection and Enforcement has
significant impact on affordability. The Commission will work with LCI to identify housing code
violations and inform LCI when landlords fail to comply with Housing Code Compliance Orders.
Particularly instances where a resident has a pending fair rent complaint.
The Commission encourages the City of New Haven to engage with State and Federal agencies to
investigate and seek criminal penalties for property owners out of compliance with health and safety
standards.
Initiatives toward increased visibility in the community, particularly given the financial burdens of
families and landlords faced during the COVID 19 crisis will be enhanced.
In urban areas such as New Haven, land, and the unavailability of land, is a significant barrier toward
constructing new housing. The Commission will pursue partnering with housing professionals,
analysts and city departments to discuss New Havens’ old housing stock. The Commission is often
faced with adjudicating fair rent complaints based on what is considered “fair market rent” in an aging
structure.
302 Fair Rent Commission
PERFOMANCE INDICATORS:

Number of Inquiries *535 *600 500
Number of Rental Housing Services Rendered
Number of Filed Complaints 66 *70 50
Number of Housing Code Referrals 150 *150 150
Number of Preliminary Hearings 93 *100 40
Number of Public Hearings 45 *50 25
* COVID-19 presented a reduction in program operations, thereby making is difficult to provide

accurate Performance Indicators for FY 2020/2021.
MIGDALIA CASTRO, DIRECTOR
203-946-7854
Mayor
Commission on Community Services

Aging Administration
Director
Programs &
Senior Centers Outreach Unit
Administration
MISSION / OVERVIEW:
Mission: To engage all seniors in productive, positive, and healthy activities throughout the City.
Vision: To assist all seniors ages 55 and older to live independently and age in place with dignity, staying
connected with family and community, and to maintain a lifestyle of health and wellness.
According to the website suburbanstats.org the population of New Haven, as of 2019 - 2020 is 129,779.
From that total the senior population, 55 and above, is as follows:
Age 55 and above - 21,902
The Department of Elderly Services makes sure that the seniors in New Haven are aware of programs,
services, and protective measures available to them. The Department strives everyday to fulfill the Mission
stated above. Under normal circumstances the Department conducts the following programs for the seniors
throughout the community. This past year and continuing through this writing the country is faced with
and is trying to combat a worldwide pandemic that has had a major impact on the way that Elderly Services
conducts business.
When the City essentially shut down in March of 2020 Elderly Services brainstormed and planned on the
best way to proceed to not only keep seniors safe but staff as well. Business as usual ended. The first order
of business was to make sure that those in need of nourishment were able to receive food. Elderly Services
came up with a plan to distribute groceries and meals in partnership with Vertical Church, Lifebridge,
Yoga4change, Bethel AME Church, Interfaith Volunteers Care Givers, and hundreds of volunteers.
Together with staff, partners and volunteers Elderly Services has continued to provide services and a
successful program of food distribution. Since April of 2020 more than 30,000 meals, to an average of 148
303 Elderly Services
seniors a week, have been delivered. Every other week grocery delivery has averaged 1,324 bags of
groceries to 550 seniors. The program will continue during Covid-19.
Elderly Services administers the State of Connecticut Renter’s Rebate program for the City of New Haven.
In the past staff would be stationed at various locations throughout the city to take applications from those
seniors and disabled citizens that qualify for the program. Applications are also taken at various senior
housing facilities throughout the city as well as Elm City Communities. Each of partners devised their own
plan as to how applications would be processed in the different senior/disabled buildings in the city. Elderly
Services staff would not be conducting face-to-face interviews, so the challenge was to devise a plan that
qualified applicants would have the rebate paperwork processed. It was decided that secure lock boxes
would be placed at the city’s three senior centers. Eligible applicants could drop off paperwork into the
box and staff would retrieve it and process applications. A massive information program was developed to
inform applicants how the program would work this year. The publicity as well as the many hundreds of
phone calls fielded by Elderly Staff paid off. Even though there were fewer applications processed, the
totals were not substantially less than last year. Applications totaled 4,519 with a payout of 2.2 million.
When the city deems that the COVID-19 pandemic is no longer a threat and business as usual can be
conducted, Elderly will resume processing procedures as in years past.
Elderly Services Department has assisted the City Assessors Department by processing Senior Homeowner
Property Tax Relief applications. Staff does home visits to process the applications. Due to Covid-19 home
visits were not available.
The City of New Haven operates three (3) senior centers Monday through Friday from 8:30AM through
4:00PM. These centers provide hot nutritious meals, health and wellness activities, exercise programs,
speakers, local trips, educational and recreational outings, arts and crafts, games, computer and internet
access and volunteer opportunities. One staff person operates each center. The Center’s Elderly Specialist
takes applications for public benefit programs and assists people with requested information regarding
services available and referrals as needed. Part-time staff, instructors teach ceramics and sewing. Elderly
Services Contracts Tai-Chi and Fitness instructors paid by CDBG funds to teach at the three senior centers.
Lifebridge Community Services, a non-profit based in Bridgeport, CT, provides a site manager to run the
lunch program. Yale New Haven Hospital/St. Raphael Campus provides wellness checks. Volunteers at
the centers are an essential and each year many of the volunteers are honored at the Elderly Services and
Commission on Aging Volunteer of the Year Luncheon. To accommodate all, the City provides free
wheelchair-accessible transportation weekdays to the senior centers from anywhere in New Haven via
Ambassador Transportation services. Since March of 2020 all the above ceased. Senior centers closed on
March 13, 2020 due to COVID-19 and have not reopened. When the City deems it is safe to do so, the
Senior Centers will reopen and all activities will resume.
Elderly Services administers the distribution of the State of Connecticut Farmer’s Market Vouchers for
seniors. Until this year distribution has been done in person. Due to COVID-19 adjustments needed to be
made to avoid face-to- face meetings. Seniors were contacted by staff and vouchers were mailed out. The
safety and health of the seniors and staff has been and continues to be the number one priority of the
Department.
Elderly Services was able to provide personal items to a number of seniors throughout the city. These items
included gloves, masks, hand sanitizer, paper products, etc.
 Completely stopped “Business as Usual” and reworked Department priorities
 Implemented a meal and grocery distribution program to combat nourishment issues to seniors
due to COVID-19
 Reworked the way that the Rent Rebate application process is done due to COVID-19
 Provided personal items to seniors
 Distribute 500 Thanksgiving for All dinners to seniors on Thanksgiving Day in Partnership with
Interfaith Volunteers Care Givers and sponsor by The Philip Marett Trust Fund
 Distributed Farmer’s Market Vouchers to more than 2,000 seniors.
 Implemented the Senior Diaper Bank in Partnership with the State of Connecticut Diaper Bank
sponsored by The Philip Maret Trust Fund

 Return to “Business as Usual” when COVID-19 restrictions have been lifted.
 Re-open Senior Centers
 Resume Senior trips and outings
 Resume Congregate Meals
 Resume exercise programs, sewing and ceramics
 Move Dixwell/Newhallville Center into completed Q-House
 Evaluate effective way to process Rent Rebates and distribute Farmer’s Market Vouchers.
 Re-connect and coordinate Yale British ART Museum Tours for Seniors-Elderly Services will be
arranging tours for the senior center attendees and other housing facilities throughout the city. The
museum will provide free transportation and there will be no additional cost to the City.

55 and up 21,902 24,000 24,000
65 and up 10,533 12,500 12,500
85 and up 1,579 1,700 1,700
Senior Centers: 3 3 3
Average Weekly Attendance 683 725 725
Elderly Nutrition Meals Served Annually
*Congregate Meals
Atwater Senior Center 13,231 10,600 10,600
Bella Vista Housing 11,248 10,100 10,100
Casa Otonal 5,413 4,400 4,400
Dixwell / Newhallville Senior Center 3,009 2,700 2,700
East Shore Senior Center 1,520 1,525 1,525
Total Participants 4,500 5,000 5,000
Farmer’s Market Coupons 2,313 5,000 5,000
Energy Assistance:
Seniors Served 68 85 85
Centers Providing Service 3 n/a 3
Rental Rebate:
Total of Applications 4,519 5,000 5,000
Centers and Partners Providing Service 28 28 28
Outreach Providing Service 3 3 3
Partner Organizations 48 30 30
Transportation Services: Trips 5578 4,950 4,950
Seniors Transported to Centers 270 250 250
305 SERVICES FOR PERSONS WITH DISABILITIES
MICHELLE DUPREY, DIRECTOR
203-946-7651
Mayor
Commission on Disabilities
Corporation Counsel
Disability Director
MISSION/OVERVIEW:
The mission of the Department of Services for Persons with Disabilities (“Disability Services”) is to
promote the effective coordination of resources for persons with disabilities and to monitor and take
appropriate action to ensure that federal, state and local regulations pertaining to persons with disabilities
are compliant within New Haven.
A study done by this department determined that nearly 26% of New Haven’s residents have one or more
disabilities. The study also indicated that New Haven could become a better place for persons with
disabilities to live in, with increased opportunities to work, acquire affordable housing, access transportation
and education, all of which the City can play a role. Therefore, the need for this department to support and
actively ensure City programs and services are accessible for persons with disabilities, is crucial.
 Advised City departments and the Board of Education of their legal obligations under the
Americans with Disabilities Act (ADA)
 Worked to assure ADA compliance in all phases of the City’s COVID-19 response
 Worked as part of the City’s employment policy team that drafted and implement reopen policies
and procedures for employees during the COVID-19 epidemic
 Participated in the planning team for COVID-19 testing sites and the vaccine implementation
planning
 Responded to nearly 50 ADA accommodation requests from city staff
 Responded to a variety of ADA issues brought to the department by the public
 Served on the Governor's Council on Women and Girls: Subcommittee on Economic Opportunity
and Workforce Equity as a disability community representative
 Represented the City’s disability community on a variety of statewide councils and at various
meetings
305 Services for Persons with Disabilities
 2020 marked the 30th anniversary of the signing of the Americans with Disabilities Act. The
department had hoped to hold several events in 2020 marking the anniversary. Due to COVID-19
all activities and planning have been delayed to 2021. The department and the Commission on
Disabilities will be working to mark this anniversary with celebrations and a public awareness
campaign
 Continue to implement a comprehensive training program for City staff on ADA compliance
 Work with other local and statewide disability organizations to protect programs utilized by
people with disabilities and to promote community inclusion; and
 Work with alders to better address their constituents’ needs based on disability

Performances Indicators FY 2019-2020 FY 2020-2021 FY 2021-2022
Handles all requests for disability related
accommodations as requested by the American with
Disabilities Act. Pursuant to 42 USC 1201 et seq.
and New Haven Ordinance 16 ½-17 (c ) ( 5). 48 12 20
Monitoring and taking appropriate action to ensure
that Federal and State laws and regulations
pertaining to persons with disabilities are complied
with in the City. New Haven Ordinance 16 ½-17 (c )
( 5). 4 3 3
Upon request or complaint assist other department
with various aspects of ADA compliance. 2 5 5
Represent residents with disabilities at various local
and statewide events, committees and conferences. 30
Advocate for legislative initiatives that will benefit
New Haven residents with disabilities. 0 2 2
Provide trainings and/or consultations on various
disability related issues promoting access and
understanding of individuals with disabilities.
Recent trainings include Yale Medical School, UNH
Diversity Class and Greater New Haven Chamber of
Commerce. 4 3 2
DR. MEHUL DALAL, COMMUNITY SERVICES ADMINISTRATOR
165 CHURCH STREET, 2ND FLOOR
203-946-7907
Mayor
Community Services
Administrator
Deputy Community Services

Administrator
Youth &Recreation Special Projects
Health Department Homelessness Services
Social Services Dept. Elderly Services Department
Food Systems Policy
MISSION / OVERVIEW:
The Community Services Administration (CSA) for the city of New Haven is ardently committed
to addressing the health & social well-being of all New Haven residents. CSA is dedicated to
creating opportunities for all New Haven residents to have greater access to a greater quality of
life. CSA encompass’ Special Projects, Elderly Services, Social Services, Food Systems Policy,
The Office of Housing & Homelessness Services, and the Health Department.
Elderly Services
Submitted separately
Special Projects –
 Merged the Fresh Start/Reentry portfolio with Special Projects.

 Provided technical support to Project MORE to start-up a Reentry Welcome Center in the
city.
 Developed proposal to create a Community Crisis Response Team in the city.
 Organized an advocacy campaign to raise awareness of reentry issues across the state.
 Shifted the pardon program to virtual workshops.
 Partnered with the Yale Undergraduate Prison Project to increase the available pardon
support.
 Revamped and re-launched the reentry low income public housing and housing choice
voucher programs in partnership with the Housing Authority.
308 Community Services Administration

 Launched a reentry entrepreneurship pilot program in partnership with the Small
Business Resource Center of the City and the Department Correction. The pilot focuses
on teaching entrepreneurship skills to incarcerated residents and provides them with
wrap-around supports post-release from incarceration.
 Provided a contract to the Columbus House to hire a case manager for the DOC Rapid
Rehousing program, which targets those who will be released homeless without
community supervision.
 Participated in the Reentry Collaborative panel discussion regarding COVID and prison
reentry.
 Provided ongoing support to the Community Services Administration and the Office of
the Mayor around COVID-19 communications, guidelines and some coordination of
services and stakeholders.
 Acted as the City Liaison for Clergy, providing ongoing supports during COVID-19,
responding to different inquiries regarding guidelines and resources. Hosted various
webinars regarding COVID-19 and resources available for congregations, as well as
coordinated public awareness campaigns to support the work of the Community Services
Administrator, the Health Department, and the Communications Director.
Social Services:
 Participated in commission meetings, Cities for Financial Empowerment Fund (CFEF)

technical team interface, BankOn New Haven Initiative coordination on behalf of the
city, pursuits of alternate grant funding opportunities supporting FEC work in New
Haven
 Participated in the Health, Housing and Employment/Income Providers Panel for
homeless and/or chronic health disorders
 Participated with Economic Resiliency Team Weekly Meetings
 On-Site FEC Counselor to support to Heavenly Treats
 Peace Rally with Bereavement Care Network. Invited by referral partner, Reliant
Behavioral Health to share a table and talk about FEC
 Conducted a Virtual Seminar for the city of New Haven Employees for their Wellness
Wednesdays Event
 Monthly Partnership meetings held to connect with partners and needs of their clients
 Hosted Virtual Information Session with Workforce Alliance
 completion of the CFEF $250,000 multi-year matched Implementation Grant application
submission to BOA funds approved.
Food System & Policy:

Food System Policy Division:
 Secured a $500,000 Urban Agriculture & Innovative Production (UAIP) competitive
planning grant from the new USDA Office of Urban Agriculture and Innovative
Production to develop New Haven’s first Urban Agriculture Master Plan over the next 3
years

 Secured a $90,000 Community Composting & Food Waste Reduction (CCFWR)
cooperative agreement from the new USDA Office of Urban Agriculture and Innovative
Production to support and build on existing community composting infrastructure over
the next 2 years
 Secured a 1-year technical assistance grant from Harvard Law School’s Food Law &
Policy Clinic to explore equitable population-level sugar reduction approaches in New
Haven
 Created and manage the Food Resources during COVID-19 City website and interactive
GIS map (bit.ly/nhvfood)
 Helped build, strengthen, and support the Coordinated Food Assistance Network (CFAN)
and all its partners throughout the City’s and community’s response to food needs during
the COVID-19 pandemic
 Coordinated throughout the COVID-19 pandemic with United Way, New Haven Public
Schools, Vertical Church, and other community partners on several pop-up neighborhood
food distributions, including utilizing the USDA Farmers to Families Food Box Program
 Developed, deployed, and manage Square Meals New Haven – a systematic, longer-term
model that provides simple, healthy, and easy-to-eat meals from a group of partner New
Haven restaurants to houseless individuals for the duration of their stay in the hotels
during the COVID-19 pandemic
 Held community meetings in both English and Spanish to gather input on equitable sugar
reduction policy priorities to guide the Division’s work
 Expanded the Food Policy Division Team by hiring a full-time Food Policy Analyst
(USDA grant-funded)
 Created and manage the new Food System Policy Division website
(foodpolicy.newhavenct.gov)
 Appointed by the Mayor to the Climate Emergency Mobilization Task Force
 Delivered presentations on the New Haven food system and related policies (particularly
in the context of COVID-19) as a guest speaker at several institutions including Yale
University, Quinnipiac University, Johns Hopkins University, Regional Conservation
Partnership, CT Food Systems Alliance, South Central Regional Council of Governments
(SCRCOG), ICLEI, and several others
 Presented guidance and recommendations to the Biden-Harris Transition Team (USDA
Agency Review Team) on federal food policy efforts for the new administration
 Facilitated the City’s signature on to the Glasgow Food & Climate Declaration, an
international declaration that highlights the social, economic, and environmental impacts
of the food system on climate change from the local to global level in the lead up to
international climate negotiations (COP26)
Homeless Services:
Homeless Services Budget Narrative:
COVID-19 Pandemic Response
During the onset of the COVID-19 Pandemic, the Office Housing & Homelessness (OHH) in
collaboration with the United Way, Department of Housing and local homeless service providers
quickly and decisively decompressed all shelters and warming centers to minimize the spread of
the Corona virus. We moved clients into two hotels to achieve social distancing.

In a matter of weeks, this office stood up an outdoor day drop-in center to serve the unsheltered
homeless. This center provided meals, showers, PPE, medical and behavioral care, COVID
testing, and case management.
OHH worked closely with the CAO to install Porto Pottys throughout the city to encourage good
hygiene.
Through the efforts of multiple agencies, we placed over 363 clients into permanent housing.
This office continued to assess the efforts taken to address the needs of the people experiencing
homelessness, identified gaps in its service landscape, and integrated a racial justice lens.
This office created a Framework for an Equitable COVID-19 Homelessness Response – which was
adapted from the National Alliance to End Homelessness collaborative. This framework positions
the City of New Haven to serve people experiencing homelessness during this future public health
crisis and future emergencies.
Youth & Recreation:

***Please refer to the Health Department section for explicit work completed***
Health Department:
***Please refer to the Health Department section for explicit work completed***
CDBG Funding and Measurements
 For the fiscal year 2019/2020 CDBG software worked with 34 agencies. The total
number of clients/individuals served and/or assisted in some way by all agencies was
roughly 4275 individuals (Infants, Youth, Teens, Adults)
The CDBG Programs are:

 Design innovative solutions to improve employee wellness, mental health, and active
lifestyles in the city for all age groups. A few of these agencies are: BH CARE, Liberty
Community Services, Integrated Refugee & Immigration Services (IRIS), FISH of
Greater NH, and Junta for Progressive Action
 Increase efforts to engage our youth in various School, after-school, and weekend
programs and activities. Agencies like Student Parenting, NH Ecology Group, Solar
Youth, Pop Warner Football, and NH Youth Soccer.
 Assist and increase Adult awareness of the many truly wonderful programs that are
available to its adults. Such as Literacy Volunteers, NH Reads, Career Resources, and
NH Home Ownership to name a few.

Of these agencies:
14 Youth Related
2 Health
11 Adult
4 Homeless
1 Elderly
2 Prison Re-entry
The breakout of the roughly 4275 served is as follows:

Youth 2350
Health 600
Adult 550
Homeless 500
Elderly 150
Prison re-entry125
 Expanding Social Services / Financial Empowerment reach through collaborative efforts

 Development and implementation of the Q-House programmatic and governance
structures
 Continue to increase participation at Senior Centers by partnering with Elm City
Communities by holding open houses
 Continue to leverage grant dollars to support the continued work in CSA
 To monitor community health status to achieve health equity;
 Connect people to needed personal health services and to assure the provision of health
care;
 Research, develop and enforce laws, policies, and regulations that protect health and
ensure safety;
 To educate, inform, and empower people about health issues and investigate health
hazards;
 To mobilize community partnerships to effectively identify, prepare for, and solve health
problems and emergencies; and

HOPWA Program
TBRA Assistance (Tenant-Based Rental Assistance) 122 115 115
STRMU (Short-term Rental, Mortgage, Utility 0 0 4
Assistance)
PHP (Permanent Housing Placement) 5 4 4
Case Management & Rental Assistance 122 115 115
Case Management only 22 20 22
ESG Program
Prevention Assistance 57 55 55
Rapid Re-Housing 144 130 140
Shelter Services 547 540 545
Outreach 111 100 110

CDBG Software/Public Service
Youth 22,350 20,000 25,000
Health 600 550 600
Adult 550 500 550
Homeless 1200 775 750
Elderly 932 800 1000
Prison Re-entry 1075 500 1000
309 RECREATION AND YOUTH SERVICES
GWENDOLYN WILLIAMS
165 CHURCH ST., 1ST FLOOR
203-946-8583
Mayor
Board of Parks
Youth Commission
Commission
Community Services
Administrator &
Deputy CSA
Youth and Recreation
Director
Business Manager Executive Administrative
Assistant
Adminstrative
Assistant
Deputy Director of Youth@Work Youth Services

Recreation Coordinator Specialist
Community Recreation
Outdoor Adventor Registration Enterprise Fund
Coordinator
Coordinator Specialist Skating Rink
Park Rangers Recreation Supervisors
and Programs
309 Youth Services Department
MISSION / OVERVIEW:
The City of New Haven Youth and Recreation Departments’ mission is to ensure all New Haven youth
are aware and have access to positive opportunities to meet their basic needs to [1] be safe, cared for,
valued and independent; [2] build skills and competencies that will allow them to thrive and contribute to
society; and [3] enhance the quality of life for New Haven youth by creating an atmosphere of community
through people, parks and programs.
 Youth Stat was reorganized and is now Youth Connect. A partnership with the Youth Family and
Community Engagement Department of the NH BOE and community partners, Youth Connect is a
major component of the Mayor’s citywide campaign against street violence. In addition, over 15
collaborative partners engage in discussion about how to better help students engage a positive path
with interventions that could include alternative programming, access to jobs, academic supports
and mentors.
 The SOWP managed by Connecticut Violence Intervention Program met its objective to maintain
regular contact with high risk youth. The program actively engaged over 100 participants in program
activities including mediations, violence interruptions, life skills training, gender specific
programming, court advocacy, and academic and family supports.
 During the summer of 2020, despite the impact of Covid-19, Youth@Work through the City of New
Haven facilitated paid work experiences for over 200 students in the public sector at community-
based agencies. Each youth worked a maximum of 30 hours per week for 4 weeks.
 Recreation ran 7 city-wide camps during the summer of 2020 servicing over 500 youth between the
ages of 5-15 and employed over 50 youth to assist in running the city-wide camps.
 Park rangers Summer Camp 2020 – offered archery, cycling, hiking, canoeing, kayaking, and stand-
up paddle boarding programs offering 3 Outdoor Adventure camps for 4 weeks.
 During the school year program, Youth@Work served over 50 participants under the Covid-19
Cares Act 14 sites. Each youth worked up to 20 hours per week for 16 weeks.
 Two undergraduate students obtained valuable work experience by interning within our Municipal
Government, supporting key functions in various departments as they received a minimum wage
based on their current completed academic year through the New Haven Leaders program.
Additionally, we are field placement site for undergraduate and graduate students.
 The Summer Youth Guides were created and made virtually available.
 Youth Services Department and Phenomenal I Am, Inc. partnered to host the 5th Annual Young
Girls Rock Summit virtually to engage at-risk girls in a positive dialogue around their future and the
positive effects of being responsible decision makers.
 We present for the first time in department history a Youth Book Award. 10 high school
graduates were awarded either a $500 or $1000 book award to offset the cost of their higher
education.
 The Youth Services Department in collaboration with the Dalio Foundation provided over 600
coats to youth in need.
 We implemented our signature programs Trunk or Treat Drive-thru servicing over 2000 persons;
Turkey Giveaway servicing 650 families and co-sponsored our 6th annual Friends of Rudolph
Christmas extravaganza was held in collaboration with Goodwill, Southern Connecticut State
University, New Haven Police Department, and 94.3 WYBC. The event took place at Lighthouse
Park where over 1500 families were serviced.
 The Park Rangers in addition to doing trail maintenance and storm clean-up program and events
included: Full Moon Walks; Family Nature Walks; Virtual and in person birding programs; Bike
education seminars; February Vacation Camp at East Rock/Trowbridge; Cycling, Canoeing,
Kayaking, and Paddle boarding classes and excursions; Black Lives Matter Bike Ride – organized
by community members, offering support at the start and drove vehicle at the back of the group.
 Opened 7 City of New Haven Learning Hubs. These hubs gave onsite support to the students of
the City of New Haven who were remote learners.
 Continue to strengthen Youth@Work by increasing the amount of private sector job opportunities
and volunteer internships and expanding on the financial planning training.
 Continue to increase outreach and information sharing with youth through a citywide e-
newsletter/flyer, all avenues of social media to connect with youth and families.
 Strengthen the Youth Commission and Youth Council to engage the community at a neighborhood
level by recruiting new members and defining clear roles and expectations while engaging in
community meetings and Youth Commission meetings addressing policies and initiatives.
 Continue signature programs of the department: Trunk or Treat; Turkey Giveaway; Friends of
Rudolph
 Restore the Nature Centers so they may be viable for public use.
 Identify additional resources to support existing YARD programming.
 Sustain funding for the Youth Violence Prevention Grant Initiative through the State of CT Court
Support Services Division and expand services.
 Sustain funding for the Youth Services Bureau through the State of Connecticut Department of
Education Services to maintain the status quo of programming from that initiative.
 Create sustainable funding from the general budget of the City for youth employment.
 Apply for State and Federal grants to support youth programming.

Youth Commission:
Youth Commission Number of Meetings 3 5 8
Youth@ Work:
Jobs Funding 625000 600,000 600000
Number of School Year Employers 4 15 10
Number of Summer Employers 59 30 30
Number of Applications Processed 781 500 600
Number of Students employed. School
Year/Summer 21 50 50
% of Participants Job Ready: Pre-Program 85% 80% 85%
% of Participants Job Ready: Post Program 95% 95% 95%
Continuing Education and Certifications
Jobs for Americas Graduates (JAG) n/a n/a n/a
Public Safety n/a n/a n/a
Eli Whitney Career Pathway 40 40 40
YSD Summer School 100 60 50
CDBG Programs:
CDBG number of programs monitored. 14 14 14
Grant Writing:
Number of Grants Submitted 3 3 4
Number of Grants Funded 3 3 4
Open Schools:
Number of Youth/Children Served. - duplicated
visits to sites 33,000 0 (Covid-19) 25,000
% served attending school 95% n/a 95%
% of kids served receiving access to support
services n/a n/a n/a
Programs offered 15 0 8
Busing:
Number of Organizations served during the
summer 30 0 (covid-19) 0 (covid-19)
Number of youths served during the summer 1100 0 (covid-19) 0 (covid-19)
Number of Organizations served year-round 5 0 (covid-19) 10
Number of youths served year-round 100 0 (covid-19) 250
Street Outreach Workers:
Number of outreach workers 5 5 5
Number of youths served (unduplicated.) 80 100 100
Ratio (workers to youth) 1:16 1:20 1:20
Number of youths re-engaged to education 80 100 100
Percentage of youth engaged in the program who
have not recommitted a crime or acts of violence. 85% 95% 95%
% of program participants employed 30% 50% 50%
% of participant enrolled in school 90% 90% 95%
Youth Guide:
Number of guides distributed 20000 Virtual Virtual
Youth Stat:
Number of students served 180 100 100
Youth Violence Prevention Grant:
Number of youths receiving peer mentoring 76 50 100
Number of youth receiving social/emotional
63 100 150
behavioral services
Number of youths involved with the Juvenile
7 5 10
Review Board/probation
Number of youths receiving services through the
165 100 100
YVPGI
Recreation Programs:
# of Athletic Field Permits Issued 2455 850 1500
# of Participants in Summer Day Camp 3432 540 (Covid-19) 500
# of Participants in Youth Basketball 600 0 (Covid-19) 0
# of Youth Programs 60 10 (Covid-19) 10
# of Adult Programs 20 0 (Covid-19) 0
Total # of Participants 350000 2500 (Covid-19) 2500
# of Summer Day Camps 7 7 10
Youth Baseball Little Leagues 10 5 5
Other Park Services:

# of Participations/Visitors Ranger Programs
(non-school) 85000 100000 100000
# of Ranger Programs offered to the Public 519 25 (Covid-19) 600
*Note – all public programming is significantly impacted by Covid-19 FY 21. Expecting continued impact for FY
22.
*Visitations to parks significantly increase due to Covid-19
502 ENGINEERING
GIOVANNI ZINN, P.E., DIRECTOR
200 ORANGE STREET, 5TH FLOOR
203-946-6417
Mayor
Officer
City Engineer
Assistant City Engineer
Project Manager
Project Coordinator
(P.E.)/Stormwater
Chief Structural Economic Development

Engineer Officer
Chief Landscape
Facility Asset Manager
Architect
Project Managers (P.E.) Project Manager-Architect
Municipal Engineers
CADD Technician
(E.I.T)
MISSION / OVERVIEW:
The Engineering Department provides professional engineering services to all Departments, the Mayor’s Staff and
the public concerning technical and construction management issues associated with design, construction, inspection
and operations of the City's infrastructure. Bridges, roads, storm sewers, drainage, parks, buildings and sidewalks
often require engineering services. Additional services are provided in reviewing development plans, maintaining
mapping and records and providing the public with data concerning infrastructure and as-built information, street
lighting, flood control issues and the management of governmental buildings. Engineering Staff attends numerous
design, progress and construction meetings throughout the year that are focused on mitigating impacts to the City’s
Rights-of-Ways (ROW).
 Complete construction on new Dixwell Community Center
 Approximately halfway through construction of the Grand Ave Bridge over the Quinnipiac River
Rehabilitation project
 Completed design and bid documents for the Humphrey St. Bridge over the Mill River scour protection and
substructure repairs
 State Street Corridor from Water to Trumbull Streets was analyzed for future capacity, traffic models were
built, and concept plans developed for future roadwork, bicycle infrastructure and development parcels
 2019 Comprehensive bridge report was updated and submitted
502 Engineering
 Design of Maintenance Building in Lighthouse Park was completed

 Design and installation of the new Programmatic Logic Control system for Ferry Street Bridge
 Completed site plan and building concept plans for proposed DPW facility at 180 Park Rd.
 Completed Scope of work documents for continuing inspection and maintenance of the City’s seawalls
 Completed Scope of work documents for continuing inspection and maintenance of the City’s bridges
 Completed 75 bioswales in the Downtown sewershed for a total of 175 bioswales using a CDBG-DR grant
 Started construction on pavement, traffic calming, and drainage improvements along Howard Avenue
 Completed construction of erosion control improvements along Townsend Avenue
 Continued design of the downtown storm sewer improvements
 Continued to install and monitor real-time weather and storm sewer sensor data
 Continued design on over 6,500 LF of living shoreline projects along Long Wharf Park and East Shore Park
 Commence design on pavement and traffic calming improvements along Winchester Avenue
 Developed a bioswale maintenance program for the over 250 projects installed throughout the City
 Led revision of green ordinances related to stormwater management and urban heat island effects
 Work with local artist to develop and implement a storm drain art educational project
 Collaborate with Yale FES to research efficacy of downtown bioswale installations
 Collaborate with Yale FES to evaluate effectiveness of 3 different litter trap designs in Beaver Ponds Park
 Provide staff support to the Environmental Advisory Council
 Provide staff support to the Climate Emergency Task Force
 Provide technical documentation to support United States Army Corp of Engineers Long Wharf Flood
Protection Feasibility Study
 Technical engineering assistance provided on studies led by other City departments including Downtown
Crossing Phase 2 and 3
 Cleaned 4,290 catch basins within the City of New Haven
 CCTV’d 900 ft of storm drain to detect illicit connections and investigate problems such as partial collapses
 Cleaned 2,000 ft of storm drain using high pressure water jetting
 Continued with experimental water testing to verify compliance with Federal Clean Water Act
 Continued assessment of Directly Connected Impervious Area within the City as required by the Federal
Clean Water Act. Work is now approximately 15% complete
 Completed community outreach and design for improvements at Goffe Street Park. Advertised and
awarded contract
 Completed community outreach and updated design for Master Plan of improvements at Scantlebury Park
which included installation of a new skate park and the City’s first pickleball courts
 Completed schematic design and community outreach for field renovations at Fairmont Park including
drainage/grading improvements
 Completed installation of a new splashpad at Criscuolo Park and Cherry Ann Park
 Completed community outreach and initial design for renovation of the Lighthouse Bathhouse
 Completed installation of the Botanical Garden of Healing
 Installed stone stairs on East Rock Park’s white trail
 Paint the East Shore Park junior tennis courts with hybrid pickleball lines
 Rebuilt stone wall, flight of wooden steps and installed swallow houses at Edgewood Park
 Installed new soccer field at Clinton Avenue Park
 Completed 30% design for improved public access at Bishop Woods
 Completed 60% design for renovations to the Goffe Street Park Community Building
 Completed design for improvements to Millennium/Pitkin Plaza
 Installed new irrigation system on the New Haven Green
 Completed conceptual design for Quinnipiac Avenue Traffic Calming; Foxon Blvd to Clifton Street and
Townsend to Fulton
 Completed design and construction of drainage improvements for Rice Field
502 Engineering
 Completed design and construction of drainage improvements on Foxon Hill Road

 Completed design and construction of Greenwood Street Dry Well
 Completed approximately 2 miles of isolated sidewalk repairs in various locations throughout the city
 Completed construction of Marvelwood and Hemlock Intersection reconfiguration
 Completed design of drainage improvements at Dean Street
 Completed design of drainage improvements at Peat Meadow Road
 Completed Construction of Crescent and Munson Roundabout
 Completed Design and Construction of Columbus Ave Reconnection
 Completed Construction of Orange and Audubon Raised Intersection
 Completed additional traffic calming along Long Wharf – Raised Crosswalks
 Completed preliminary design for traffic calming at Cold Spring St and Livingston St intersection
 Completed preliminary design for traffic calming at Ella T Grasso Blvd and Glen Rd intersection
 Completed preliminary design for Blatchley Avenue Traffic Calming (River St–Grand Ave)
 Completed traffic calming plans to allow for reopening of English Drive to vehicle traffic
 Conclude construction and Open Grand Avenue Bridge Rehabilitation
 Complete design and begin construction of the Public Works maintenance facility rehabilitation
 Demolish existing Public Works maintenance building
 Bid reconstruction of the seawall at Grand Avenue and Front Street
 Bid over-sheeting of the seawall on Long Wharf Drive
 Advertise and begin construction on the Humphrey St. Bridge Rehabilitation and Scour Protection
 Complete construction for the filling and abandonment of the Orange Street and Grove Street Culvert over
the Farmington Canal
 Prepare bridge preservation construction documents and apply for State funding
 Complete construction of road improvements along Howard Avenue
 Construct a retention system under Air Rights Garage to reduce flooding along Route 34
 Complete Downtown Storm Sewer Improvements design project
 Complete design of improvements along Winchester Avenue
 Complete dashboard interface for long term storm sewer monitoring system for downtown sewershed
 Commence construction on two living shoreline projects along Long Wharf Park and East Shore Park
 Continue Catch Basin Cleaning Program and collection of water samples as required by the MS4 permit
 Continue CCTVing storm drainage pipes to locate illicit connections as required by the Federal Clean Water
Act
 Increased data collection and water testing, together with additional compliance activities as required by the
2017 to 2021 MS4 permit
 Continuation of assessment of the City’s Directly Connected Impervious Area with a goal of 30% completion
 Complete installation of improvements at Goffe Street Park and Renovate Community Building
 Complete remaining work outlined in the updated Scantlebury Park Master Plan
 Complete field renovations at Fairmont Park
 Complete 100% design for reconstruction of tennis courts at Edgewood Park and Wilbur Cross High School
 Complete 100% design for renovation of the Lighthouse Bathhouse
 Work with community partners to install site furniture at Cherry Ann Park
 Install ping pong tables at Jocelyn Square Park and Wooster Memorial Playground
 Improve the Salperto Community Building at East Shore Park
 Restore stone wall at Edgerton Park and at the Pardee Rose Garden
 Address drainage issues and create walking loop at Kimberly Avenue Park
 Continue to address isolated sidewalk repairs
502 Engineering
 Deploy additional water level meters to improve data collection for stormwater management system
 Complete conceptual design for South Frontage Road pedestrian improvements
 Complete conceptual design for Lighthouse Road
 Complete construction of Mill River Trail Phase 2
 Conceptual design of Cart Road flood control system
 Begin construction of Downtown West Community Connectivity Corridor
 Finalize design on Yale/Chapel Roundabout
 Begin design Whalley Ave Phase II (Ella T Grasso Blvd–Howe St)
 Begin construction of Front St Traffic Calming
 Begin construction of Farmington Canal Raised Crossings
 Complete traffic calming plans for Valley Street
 Finalize plans for Water Street cycle track

City Bridges:*
City Bridges 63 63 63
Bridges in Poor Condition 2 2 1
Projects under Design or Construction 2 2 1
Bridges Completed and Open 0 0 1
Drainage:
Drainage Complaints 160 160 160
Catch Basin Repair Backlog 50 45 45
Number of ROW Bioswales installed 80 75 20
Road Improvements:
Miles of Local Roads 226.52 226.52 226.52
Road Design 3.25 0 0
Road Reconstructed 0 0 0
Support Service:
Department Support Service Project 80 80 80
Property Inquires 200 200 200
Plan Reviews 110 125 125
* The City is responsible for 63 bridges: 17 pedestrian bridges, 4 park’s dept bridges, 11 under 20’ long, 31 over
20’ long
504 PARKS AND PUBLIC WORKS
JEFF PESCOSOLIDO, DIRECTOR
31 MIDDLETOWN AVENUE -OPERATIONS
180 PARK ROAD-OPERATIONS
720 EDGEWOOD AVENUE -ADMINISTRATION
203-946-6132
Mayor
Chief
Administrative
Officer
Solid Waste &

Recycling Parks
Authority Commission
Director
Deputy Director
Administration
Residential
and Finance
Services
(CFO)
Public Citizens Parks Refuse &

Fleet &Facilities Tree Division Bridges Street Division Public Space
Information Response Unit Maintenance Recycling
Mission:
New Haven Parks and Public Works work as one entity to improve and preserve New Haven’s
infrastructure and environment for all residents, visitors and businesses in our diverse city. We are
committed to providing community focused service, programs and amenities while developing
sustainable approaches to city-wide environmental challenges for the present and future generations.
 In the face of Covid closures and impacts, Trash and Recycling Services continued collections
without a break of service throughout the year.
 Creative solutions kept all the resident services active and responsive utilizing the See Click Fix
system as well as other options to maintain Bulk Appointments, city dump access, street
sweeping, pothole patching, sidewalk inspections, illegal dumping clean-ups, snowstorm plowing
while providing other service related information.
 Initiating the merger of Public Works – Parks Maintenance crews with an eye on effective,
efficient and responsive public service going forward.
 Reconstituting the Public Space Division by hiring a Public Space Inspector and Public Space
Supervisor to develop strong internal and external processes that will educate our public about
public space ordinances, issues and violations.
 Site location and design for the new Public Works Garage in collaboration with the Engineering
Department and the with the joint awareness of the New Haven – Hamden communities.
 Completion of a new irrigation system for the Lower New Haven Green
 Replaced two outdated electrical boxes on the New Haven Green
 Completed a substantial upgrade to the New Haven Green Fountain
 Completion of new Splashpad at Criscuolo Park
 Completion of new Splashpad at Cherry Ann Street Park
 Construction is underway for Victim of Gun Violence Memorial
 Completion of new Skatepark and Pickleball Court at Scantlebury Park
 Provided Greenspace Grants to URI and Land Trust supporting over 100 community gardens and
3,000 volunteers
 As the merger of the Departments takes on more public space, offices will be moved to the most
efficient and cost-effective utilization of space. A key component will be the availability of
Resident Services to make it more accessible and user-friendly for the public.
 Create a community of stakeholders to pursue viable options for enhancing residential recycling
and to consider creative solutions for retaining both recycling and trash toters beyond current
replacement.
 Build on the Department’s initial systems to collect more data and merge the results to inform the
public in real-time.
 Review and recreate communication materials to implement new merged Department messaging
while maintain a clear mission.
 Move DPW equipment and crews to the newly built facility to ensure safety as well as to enhance
sustainability.
 Completion of Parks/DPW facility design/bid process
 Complete Phase II of Ralph Walker Rink
 Complete DeGale Park Splashpad
 Collaborate with Engineering to complete Golf Course Design
 Complete Victim of Gun Violence Memorial
 Complete Phase I of Lighthouse Bathhouse: construct a new maintenance facility garage within
the Park
 Complete Canal Trail lighting upgrade
 Fill the Tree System Coordinator position
 Improve the tree maintenance and stewardship
 Expand volunteer coordination
 Improve athletic fields
Administration:
Staff Development - Training hours per employee 48 48 48
Safety - Percent of days lost to work related injury or illness 5% 5% 5%
Solid Waste and Recycling Authority surplus/(Deficit) $631,244 $430,000 $430,000
Bridges (24 hour operation of three bridges):
Openings: Ferry Street 1900 1900 1900
Openings: Chapel Street 1900 1900 1900
Openings: Grand Avenue CLOSED CLOSED CLOSED
Maintenance cost: Ferry Street $58,126 $35,000 $25,000
Maintenance cost: Chapel Street $5,044 $30,000 $20,000
Maintenance cost: Grand Avenue $8,260,169 CLOSING* $0
Total number of closures 10 10 10

Solid Waste / Refuse Management:
Tons of residential solid waste increase in tonnage= 32,557 32,920 32,920
prosperity NH
Tons of residential recycling. 5,866 6,960 6,690
Recycling per household 1.00lbs/day 1.75Ibs/day 1.75lbs/day
Percent recycling 15.34% 30% 30%

Number of litter barrels 425 430 430
Tons of residential bulky waste brought to citizen drop off at 2,200 2,500 2,500
Transfer Station
Number of Commercial Hauler transfer station transactions 21,048 14,800 14,800
Total tons of municipal solid waste 83,795 88,368 88,368
Street Division:
Tons of pothole patching 862.95 000 1200
Pavement conditions rating 65 62 61
Number of storms 10 15 15
Overtime expenses $155,263 $210,000 $200,000
Cost per bulk trash pickup $375 $400 $400
Storage and Disposal of Possessions of Evicted Individuals:
Total labor hours – 5hrs/day, 5 days/wk. 600 1200 1200
Cost per appointment – Laborer $25.27 & Foreman $37.31 62.58 $62.58 62.58
Park System Profile:
Parks 142 143 143
Playgrounds 65 66 66
Acres per 1,000 Persons 15.4 15.4 15.6
Park Services & Programs:
# of Parks Visits 1,600 1,700 1,800
# of Trees Trimmed 881 1,000 1250
# of Trees Removed 555 600 600
# of Stumps Removed 100 200 250
# of Trees Planted 539 500 250
 The Grand Avenue bridge will be closed beginning April 2020 for maintenance and repairs.
 The projected opening is 2022
 For FY 21-22 Solid Waste/Refuse Management - Budget will reflect NO SURPLUS per Director
Pierre Barbour. The tonnage processed will be determined.
702 CITY PLAN
AICHA WOODS, EXECUTIVE DIRECTOR
165 CHURCH STREET, 5TH FLOOR
203-946-6378
Mayor
City Plan Historic District

Commission Commission
Board of Zoning
Appeals
Economic
Development
Administrator
Executive Director
Planning & Land Use Policy & Project

Technical Management
Regulation
Services
NEPA review of
HUD funding and
Environment
Review record
MISSION/OVERVIEW:
The City Plan Department is the technical staff to the City Plan Commission, the Board of Zoning Appeals, and the
Historic District Commission. The City Plan Commission is charter-mandated to "prepare and recommend plans for
the improvement of the entire City or any portion thereof ….” These plans shall be designed to promote the
coordinated development of the municipality." The City Plan Commission provides advice as requested or required
by Statute to the Board of Alders on planning, zoning, conservation, historic preservation and land use matters. The
Board refers other matters as well. The Commission reviews plans for environmentally sensitive areas (in coastal
and inland wetland areas) and is responsible for administering the Coastal Area Management regulations.
The Department works closely with other City Departments on the planning and design as well as project management
of capital improvements such as parks, schools, roadways and streetscapes; as well as proposing and reviewing
housing and other development projects.
The Department is responsible for NEPA compliance review and maintaining an environmental clearance record for
all HUD funded projects in the City of New Haven.
702 City Plan
 Led Census 2020 Complete Count Committee with monthly meetings and extensive outreach campaign.
Due to Covid-19 these activities were extended from April 2020 to October 2020. The Department led
extensive online outreach and engagement activities as well as socially distanced, in-person events such
as the Census Caravans and food giveaways. In addition to local activities, the department participated in
various roundtables with State and Federal partners on the Census.
 Developed and passed progressive new zoning regulations for the BD3 district including green zoning
ordinances and design criteria for privately owned public spaces.
 Completed a Market Study and drafted an Inclusionary Zoning Ordinance to increase affordable housing
in market rate development in the City.
 Supported COVID-19 19 Eviction prevention policy drafting in collaboration with LCI.
 Supported Anti-displacement research and policy measures in collaboration with Mayor’s Office and
LCI.
 Researched and drafted Accessory Dwelling Unit (ADU) legislation and other zoning amendments in
support of Affordable Housing.
 Researched and drafted Health Impact Assessment and Traffic Impact Assessment policy
recommendation.
 Completed Federal Emergency Management Agency (FEMA) Community Rating System – Level 7;
including public outreach component and preparation for 5-year re-certification process.
 Completed 5-year revision to Hazard Mitigation Plan.
 Continued citywide coastal management zone program, including convening a resiliency working group,
cooperating with DEEP on Coastal Access Design Guidelines
 Long Wharf Implementation working group in collaboration with Economic Development and
Engineering worked on facilitation of development projects and resiliency infrastructure.
 Green Ordinances Working Group; supported drafts of Urban Heat Island, Electrification Ordinance and
Bird Friendly ordinances.
 Downtown-New Haven Green Stewardship Working Group.
 Coordinated with US Army Corps of Engineers, DEEP and DOT on on Long Wharf Flood Wall
Feasibility Study; USACE Chief’s report submitted January 19, 2021.
 Trained in and adopted 3D GIS for City Plan staff.
 Trained and adopted Municity for online permitting and development applications.
 Assisted with Move New Haven Transit Study and Complete Streets with TTP & Engineering.
 Provided Environmental Record Reviews for citywide HUD-funded projects.
 Completed Phase II and Phase III of Mill River Trail
 Completed Archiving Plan
 Worked on Opportunity Zone policy with Economic Development
 Assist with Union Station rehab and merchandizing plan along with concepts for development of the
campus area between Union Station and State Street Station in consultation with TTP.
 Developed presentation documents to State of Connecticut for next phase implementation of the Hill to
Downtown Plan, including successful request for over $12M in state funding.
 Participated on Land Use and Buildings, Public Health and Environmental Justice working groups in
support of Governor’s Council (GC3) on Climate Change, Drafted and reviewed recommendations.
Land Use Policy and Regulatory Services

• Moved all land use boards on-line for continuity of service during Covid-19 with no interruptions of
development pipeline.
702 City Plan
• Adopted on-line permitting and development applications.

• Completed major project reviews for 101 College, YNHH Neuroscience Campus and Coliseum Site
redevelopment.
• Gained approval for Zoning Ordinance amendments including BD3 Green Ordinances and Privately
Owned Open Space Guidelines.
• Continued ongoing FEMA National Flood Insurance Program with map implementation and public
information component for Community Rating System.
Project Management
 Farmington Canal Heritage Trail
Phase IV bid awarded; Gained approval for USDOT supplement to assist with Phase IV anticipated
construction cost; and
 Lanson Memorial Project – Commissioned and installed the William Lanson Memorial Sculpture at the
future Lanson Memorial Plaza. Goal is to complete the plaza in 2021 pending funding.
 Mill River Trail
Achieved 100% Phase I construction, Grand Avenue to John Murphy Drive and 100% completion
of Phase II of South Loop trail. Phase III from the Mill River to Humphrey Street underpass is
designed and land title process.
 Long Wharf Responsible Growth Plan Implementation Working Group.
 Boathouse at Canal Dock. Provided facilities management services during Covid-19 shut down. Prepared
facilities assessment and operations manual. Provided restructuring support to the Canal Dock Boathouse,
Inc., for sustainability.
 Route 34 Downtown Crossing
Project managing Phase 2 and 3 of Route 34 highway removal, including $21.5m state grant and
$20m USDOT Tiger 8 grant, including innovative design/build construction for Phase 3 which is now
awarded for construction. Construction will commence Spring 202q; Developer Coordination on 101
College parcel development; and planning for Parcel B (final development site) and future Phase 4 to
complete Downtown Crossing program.
 Wayfinding Program
Phase 1 completed in 2019 and Completed Phase 2 Bid in 2019 with construction in 2021.
Construction Bid awarded in 2020.

Planning and Technical Services
 Equity and racial impact framework across all projects, initiatives and processes;
 Draft and adopt comprehensive city wide Zoning reform in accordance with implementation of
Comprehensive Plan;
 Continue implementation of the coastal area management program and complete update to Coastal Plan;
 Adopt City Wide Inclusionary Zoning and affordable housing strategy;
 Climate Adaptation and Resilience plan;
 City Wide Green Ordinance with study of Eco District or Net Zero District Pilot at Long Wharf or LEED
for Cities;
 Support Cultural District designations;
 Neighborhood based planning support and community outreach program;
 Expand support for neighborhood catalytic projects such as Strong School redevelopment;
 Comprehensive Plan of Development Assessment and midterm update;
 Development of GIS based 3-d model of City with Scenario Planning;
 Development of Design Review Committee and Design Review Guidelines;
702 City Plan
 Continue Long Wharf project implementation and living shoreline at Long Wharf Park;
 Assist in Move New Haven Transit Improvements and Complete Streets implementation, with TTP &
Engineering;
 Continue to provide Environmental Record Reviews for citywide HUD-funded projects;
 Assist with implementation of Hill to Downtown, Phase 3 (Meadow Street);
 Lead organizer of the US Census 2020 data and remapping activities;
 Continue Commercial Corridor Zoning and Affordable Housing zoning updates;
 Launch Downtown-9th Square study and plan;
 Gain approval of Mill River Municipal Development Plan; and
 Support Department of Cultural Affairs in implementation of Public Art and Cultural District Designations.
City Land Use Policy and Regulatory Services

• Participate with citywide group to implement MUNICITY development permit system;
• Improve client services with process flow chart and client education.
• Complete extensive project reviews for Winchester Science Park Development, Dixwell Plaza,
Coliseum Site, Church Street South, Long Wharf Development and English Station cleanup;
• Submit and gain approval for city wide zoning amendments;
• Pass inclusionary zoning and anti-displacement ordinances.
• Conduct annual outreach and other activities to maintain FEMA CRS Level 7 status;
• Improve efficiency of historic resources inventory through digitization and link to GIS system;
• Update design guidelines for the Historic District Commission;
• Update design guidelines for City’s façade program; and
• Implement preservation ordinance and internal demolition protocol (in process).
Project Management
• Farmington Canal Heritage Trail (FCL)

Complete Construction on Phase IV (Temple Street to Canal Dock); Enhance the Shelton Triangle
/ FCL interface in coordination with Newhallville learning corridor
• Wayfinding Program: Complete Construction on Phase II
• Award and Construct William Lanson Memorial Plaza;
• Mill River Trail:Complete trail improvements on South Loop and design connection to River Street
Riverwalk; install additional boat launches for water-based trail; apply for additional grant funding for
implementation.
• Boathouse at Canal Dock: Complete sustainable operations plan and closeout of repairs to
platform. Develop programming for Re-open.
• Route 34 Downtown Crossing:Project manage construction for Phase 2 with ongoing construction
communications and project management services; Project Manage Phase 3 bid and Construction;
Develop design criteria and issue request for Proposals (RFP) for Rte. 34 Parcel between Church and
Temple in consultation with EDA.
• Design linear Park adjacent to Coliseum Site to complete multi modal network connections at
Downtown Crossing and Farmington Canal Phase IV.
• Long Wharf Plan:Initiate final design and permitting for Long Wharf flood protection activities in
coordination with US Army Core of Engineers (USACE); Rezoning for higher density and resilience;
With Engineering, develop plan for pier improvements; and Shoreline stabilization at Canal Dock.
702 City Plan

Zoning Board of Appeals:
Hearings 11 10 10
Zoning Compliance Letter 165 230 200
Agenda Items 71 60 60
CAL 2 6 4
Historic District Commission Meetings:
Meetings 10 10 12
Applications/Historic District Commission-New 10 14 20
City Plan Commission:
CAL*
Meetings 13 16 14
Total number of agenda items 266 300 320
Ordinance Text & Map Amendments 5 4 6
Items associated with Planned Development 10 8 10
Items associated with Inland Wetland Reviews 3 2 2
Items associated with Land Disposition 22 16 22
Items associated with Coastal Site Plans 17 14 17
Items associated with Site Plan Review 58 40 58
Items referred by the Zoning Board of Appeals 25 25 30
Items associated with Livable City Initiative 23 23 30
Items associated with Special Permits 9 20 20
Other items referred to by the Board of Alders 48 75 80
Flood Plain Variance 0
Walk-In Applicant Assistance:
Zoning & City Plan Inquiries 1440 2000 1750
Project Management:
Development Projects
Dollar Value of Development Projects Managed 65.2m
Comprehensive Planning:
% of General Information System Completed 25%
% of Comprehensive Plan Program Completed 25%
Neighborhood Plans:
Zoning Ordinance Amendments/Sections 3 6 8
*Responsibility for CAL reviews shifted from CPC to BZA per change in state law.
704 TRANSPORTATION, TRAFFIC AND PARKING
DOUGLAS HAUSLADEN, DIRECTOR
200 ORANGE STREET, GROUND FLOOR
203 946-8067
Mayor
Economic
Development
Administrator
Director
Public Operations
Services & Planning
Safety Parking Street Signal

Guards Enforcement Operations Operations
MISSION / OVERVIEW:
The Department of Transportation, Traffic and Parking is responsible for all aspects of traffic safety
and control as well as management of all on-street parking in the City. These responsibilities include
traffic planning and analysis; installation and maintenance of traffic control devices, signs, signals and
markings; parking planning, meter distribution, operation, and parking enforcement; public
transportation and active transportation planning. The Department has also managed the City’s street
lighting program since the start of the 2017 fiscal year. As the City enters the third decade of the 21st
Century, the Department is working to grow into a leaner and more responsive multimodal
transportation agency. To accomplish this the Department works in partnership with fellow
Departments under the Economic Development Administration and operations and public safety
agencies under the Chief Administrative Officer, as well as with state and outside agencies.
Our mission is to deliver a safe, efficient and sustainable transportation system which supports the
City’s quality of life and economic standing. As the City continues to grow as a regional center of
global significance, the depth of our transit and non-motorized systems become even more vital to our
overall environmental performance and economic growth. The Department therefore strives to
develop an integrated transportation system which connects housing to jobs and people to their
community— a system that is built for all users and made safe for all ages. By division, some of the
Department’s specific responsibilities are noted below.
The Department works closely with the Economic Development and Public Service groups on major
transportation initiatives including road/highway improvements, pedestrian/bicycle initiatives, and
transit programs. The Department assists the New Haven Port Authority and the Tweed-New Haven
Regional Airport Authority, and the Department head serves in an ex-officio capacity on the New
Haven Parking Authority’s Board of Directors.
704 Transportation, Traffic and Parking
Traffic Control responsibilities include sign/signal improvement and maintenance programs, pavement
markings, regulation of activities within the public right-of-way, bus shelter maintenance/construction,
construction staging, and new development reviews. The Traffic Control division also provides staff
support to the New Haven Traffic Authority and interacts on a daily basis with the Connecticut
Department of Transportation (ConnDOT), the Office of the State Traffic Administration (OSTA,
formerly State Traffic Commission), the Greater New Haven Transit District (GNHTD), the South Central
Regional Council of Governments (SCRCOG), Elm City Communities/Housing Authority of New Haven
(HANH), and CT Transit on various partnerships and inter-agency transportation issues.
Parking Operations responsibilities include: the management and enhancement of the on-street parking
system, which encompasses parking meters, prepaid vouchers, credit card transactions, coin transactions,
mobile payment applications, meter bag payments and management, and the design and management of
neighborhood residential parking zones. Additionally, the parking operations group is responsible for the
enforcement of on-street parking regulations (parking citations) and the adjudication and review of
contested parking citations. In recent years, the Department has also worked on supporting other uses of
the parking lane, including dining decks and special events like Park(ing) Day.
The Department took over maintenance responsibility for the City’s Street Light division from the
Engineering Department. The move has enabled more repair visits, and maintenance of the newly
upgraded system, and the replacement of poles in house for higher performance and better cost savings.
After clearing a lengthy backlog, the Department is now nearly current on street light repair issues.
The Safety Guards provide traffic control assistance at many City schools during the morning school
arrival and afternoon dismissal periods. In addition, safety guards are deployed to support pedestrian
safety at several special events throughout the year, including the St. Patrick’s Day Parade, the Labor Day
Road Race, farmers’ markets, the Christmas Tree Lighting Ceremony and other City sponsored events.
2020-2021 HIGHLIGHTS:
 Transitioned to a part-remote workforce as a response to the COVID-19 crisis, along with all
remote/digital public interactions
 Transitioned to a new parking enforcement software system, UPsafety
 Rolled out quick-response pandemic initiatives including closed streets/travel lanes for dining and
active transportation, expanded Dining Decks in parking lanes, and automated, no-touch
pedestrian signals at crosswalks
 Launched the Safe Routes for All citywide planning effort for active transportation system
 Continue public input, establish taskforce, and finalize/pass Active Transportation Citywide Plan
 Edgewood Avenue Cycle Track construction
 92-666 Church Street two-way signal project
 New Street Sweeping signage installation

704 Transportation, Traffic and Parking

Traffic Signals:
Signalized Intersections 6* 7* 12*
Intersections Rebuilt 8** - 2*** 8**** - 5*** 8**** - 5***
Signal and Street Lamp Work Orders Completed 1043 1040 1300
% of Requests for Emergency Service on Traffic
Control Equipment within 1 hour 100% 100% 100%
Sign Work Orders Completed 1493 940 1350
Tickets/Tags Written 91,993 75,000 100,000
Revenue Collected $3,843,928.80 $1,200,000 $1,360,000
Appeals Adjudicated † 5,500 6,500
Total Collections $5,527,854 $3,200,000 $4,260,000
Meter Work Orders Completed 2,012 1,450 2,000
Motor Vehicle Crashes 6536 N/A N/A
Traffic Crashes Involving Injuries 1818 N/A N/A
Traffic Crashes Involving Fatalities 17 N/A N/A
*Full Signal Replacement
**Partial Rebuild – Concurrent Ped Phase with LPI
***Major Signals Upgrade
****Edgewood Avenue Bike Corridor
†Transitioned to a new software vendor so this information is no longer available.
705 COMMISSION ON EQUAL OPPORTUNITIES
ANGEL FERNANDEZ-CHAVERO, ACTING INTERIM EXECUTIVE DIRECTOR
165 CHURCH STREET, 2nd FLOOR
203-946-7727
OVERVIEW:
MISSION
Adopted in 1964, City Ordinance Chapter 12½ established the Commission on Equal Opportunities as
New Haven’s semi-autonomous civil rights agency. It charges the Commission to:
1. “…promote mutual understanding and respect among, and encourage and assure equality
of opportunity for, all the people of New Haven without regard to their:
 race  color  religion
 creed  sex  gender identity or expression
 marital status  sexual orientation  age
 familial status  national origin  ancestry
 handicap (disability)”
and, to support the foregoing, conduct “… programs of
 education,
 study,
 research,
 investigation, and
 action…”
705 Commission on Equal Opportunities
2. take “…official local action…” to “…repair the consequences of past denials of equal
opportunities, and to prevent such denials in the future….”
In other words, Chapter 12½ calls upon the Commission to enforce prohibitions against
discrimination for the identity and social status issues listed above. It then adds two
more issues – another on status, and one that is economic. It also repeats one:
 alienage (citizenship status)
 lawful source of income
 familial status
It then charges CEO to enforce prohibitions against discrimination in four specific
arenas because they are that essential to every person’s social and economic progress in
a modern society with a capitalist economy.
 associations of licensed persons  employment practices
 places of accommodation  credit practices
Chapter 12½ grants CEO the authority to investigate discrimination complaints in all
the above areas.
If the Commission finds reasonable cause that discrimination has occurred, the Ordinance
grants CEO various powers to “repair the consequences:” it can mediate between the
contesting parties or issue appropriate, legally-binding orders for redress, which can
include but is not limited to the payment of back wages, the rehiring of a worker,
imposing punitive and compensatory damages, and so on.
3. to “…administer and enforce the city’s equal contract opportunity programs” via “a
contract compliance office, headed by a contract compliance director.”
In other words, Chapter 12½ calls upon the Commission to monitor and enforce
compliance for City-related construction projects by city agencies and contractors
with the City’s nondiscrimination and equal employment mandates, affirmative hiring
goals and the Living Wage ordinance ($17.42 from 7/1/2020 to 6/30/2021).
It is mandated to do the same for related state and federal laws, including enforcing their
respective prevailing wage requirements. If the Commission confirms that a violation has
occurred, it has the authority to: stop all construction work, hold all payments from the
funds under its control, impose fines, require payment of owed wages plus compensatory
damages, order that workers be rehired, cancel contracts, and debar contractors from
future City work.
GOVERNANCE
Chapter 12½ establishes a Board of Directors to govern the Commission. There are nine members on the
board, with the Mayor appointing eight members and the Board of Alders appointing an alder. The
Ordinance Chapter 12½ then establishes the position of Executive Director, stating that the Board hires,
supervises, and fires the individual. This was done to reinforce the Commission’s semiautonomous
authority and to shield the Executive Director from inappropriate pressure.
POLICY
The Board of Commissioners adopts policies to further the Commission’s mission; ensures its mandates
under federal, state, and municipal law are carried out; finds for or against discrimination claims; and
determines appropriate penalties for violations of the laws under its mandate.
MANAGEMENT AND STAFFING

The Executive Director reports directly to the Commission and manages the Commission’s operations,
including the necessary monitoring; data collection; fact-finding; investigating; recommendations to the
Commission for mediated settlements, compensatory actions, fines, penalties, etc.; and other activities
typical of a civil regulatory authority. In addition to the Executive Director, the Ordinance provides for
two other positions: a half-time Special Assistant Corporation Counsel and a Director of Contract
Compliance. Both would report to the Executive Director.
BACKGROUND from 2017

By January 1, 2017, CEO staff was reduced to one person due to a senior management transition and the expiration
of grant funds. New management conducted a review to determine how to best leverage that limited resource.
Management elected to focus on revamping the contract compliance systems to make them as efficient as possible. It
would do so by eliminating redundancies under CEO’s control and converting the systems from paper to digital.
This would yield the optimum combination of short-term and long-term gains pending a minimal increase in staff
capacity.
First, in FY 2017-18, management replaced CEO’s 100% PAPER processes to 100% DIGITAL
 this included electronic forms that incorporated legally valid digital signatures.
Second, in FY 2018-19, based on user feedback, management improved the digital systems
NOTE: The Board of Alders approved, and CEO hired, a full-time administrative assistant.
 CEO switched from online simulated PDFs to using ‘true’ web forms for registration, making data entry
much easier for contractors.
 CEO standardized trade job titles. This minimizes opportunities for contractors to pay a worker less by
matching a vague job title to a lower-paid one.
 In August 2018, CEO began a major change: contractors must now submit payroll reports as a
standard database file. PDFs are no longer accepted, yielding three advantages:
 eliminates a step for contractors,
 saves CEO staff from the manual reentry of data and tally of statistics, and
 reduces human error significantly
Third, in FY 2019-2020, management worked to (1) reducing the steps needed to create reports, and (2)
creating new digital tools based on lessons learned from site visits:
NOTE: The Board of Alders approved, and CEO hired, a full-time utilization monitor (a.k.a., site inspector).
CEO now has three full-time staff: administrative assistant, utilization monitor, and executive director.
 Linking our various databases: contractor, project tracking, funding requirement, and payroll report
 Switching from Smartsheet to SharePoint, which is a relational database
 Using relational table functions
 increases accuracy many-fold
 reduces data entry
 Gives a much bigger picture and therefore broadens the trends one can analyze
 Transitioning to a semi-automated fines system for payroll violations
 Made possible by the switch from PDFs to a standard database file
 Takes advantage of new penalties schedule approved by Board of Alders effective FY 2019
 Creating new technical capabilities based on Utilization Monitor’s feedback
 Site visit web database
 UM will access and update it in the field
 Set up to track residency statistics regardless of whether residency is a requirement
 Violations web database
 UM will access and update it in the field
 UM will upload photographs, videos, documents, etc., in the field as well.
ALL YEARS: Continued Cost-Savings and Effectiveness Approach
All current systems and changes being implemented use either
 Software that is not targeted to a niche market like municipalities

 CEO opted to use Smartsheet - $540.00 annual license
 This is a general-purpose project tracking database
 CEO uses it as its primary database(s), but is transitioning to SharePoint
 CEO declined to use LCPtracker - $25,000.00 annual license
 This is a contract compliance database, designed for government agencies and
contractors with government construction contracts
 CEO opted to set up its own databases together using Smartsheet and Excel
 Software the City already pays for
 Seamless Docs
 Used to create documents that require affirmations or approvals – all on the web
 Its digital signature feature allows CEO to hold telephone or web meetings
 Microsoft Office 365
 SharePoint
 Relational database and internal website (intranet)
 Database websites can be, and will be, made public over time
 CEO transitioning to it – its relational functions will allow CEO to link all
databases together (see FY 2019+FY 2021 first bullet above)
 CEO will eventually shed even Smartsheet’s modest $540 annual fee
 Power BI and Excel
 Provides all the analytical tools and report formats CEO needs.
All current systems and changes being implemented take advantage of the Executive Director’s personal skill set of
basic levels of IT office systems setup and programming in XML, HTML, CSS, JavaScript, and so on, saving
thousands of dollars in consulting fees.
Rise in OSHA-10 and I-9 Violations
Issue
Spot checks, especially those prompted when contractors request final payments, revealed that too many
contractors, regardless of size or experience, do not comply with the basic personnel hiring processes with
which all companies in any and all industries must. This assessment goes beyond the scope of CEO’s
authority, but it is the logical conclusion given the difficulties contractors have when, for example, CEO
demands missing I-9 forms or other documents to corroborate payroll reports. Even when contractors turn
in the forms, most take a long time to do so, and then fill them out incorrectly or incompletely. Worse,
despite explicit instructions, rarely do they redact most of a worker’s identification numbers to prevent
identity theft.
Specifically, contractors must prove to CEO that every employee who will do construction work on-
site meets two minimum thresholds of permissions to do so.
(1) To work on a construction site in Connecticut, the employer must have on record that worker’s
valid OSHA-10 certificate.
(2) To work in any job within the United States, the employer must have on record that worker’s
valid I-9 form or valid E-Verify report.
Contractors must send to CEO PDFs of the above documents. To prevent identity theft, contractors must
redact up to the last four digits of any worker identification numbers in the I-9s or E-Verify reports, and
contractors must not send scans of any identification card.
If a worker lacks either proof, CEO must ban that worker from the project until the contractor corrects the
situation. Depending on the specific circumstances, CEO may levy fines and other penalties on the
contractor.1
Response
Confronted with the frequency of the problem, CEO was forced to change our registration process. As of
June 2020, we require that, prior to starting work, and independent of submissions to other City
departments, contractors: (1) send us a complete list of their subcontractors (if any); and (2) if the
contractor will self-perform any part of the work, a complete list of every worker they will hire, with the
accompanying PDFs of their OSHA-10 certificate and (redacted) I-9 or E-Verify form.
Unintended Consequence
Contractors took much longer to follow this new stage of the process. It requires much more intervention
by CEO for contractors to submit the documentation correctly. This stage was creating a bottleneck.
Response
CEO reacted by revamping the process again by eliminating to the extent possible the need for CEO staff
to ‘move’ the paper flow or otherwise intervene for that purpose. Every form is now online – even those
that require a meeting. The instructions for our forms follow a step-by-step process, but contractors can
fill most in any order at their convenience and based on the logic of their own filing and record-keeping
systems.
Additional Response
CEO still sees a bottleneck caused mostly by the OSHA-10 and I-9/E-Verify requirements. As of this
writing, we plan to amend the instructions on our website and emails, etc., to inform contractors that we
need additional time (two or three more days) to process their registration.
1
These are legal actions directed against the employer, not against the employee. Historically CEO has recovered unpaid
wages or otherwise awarded most affected workers compensation.
Construction Projects Monitored in FY 2020-2021 (AS OF FEBRUARY 2021)

End Date Project Total Budget Gen Contractor/ Dept or Agency Wage Rate
Constr Mgr
12/31/2021 Air Rights Garage $1,695,153.50 Frank Capasso & Park NH (Parking Connecticut
#20-002 Sons, Inc. Authority)
12/31/2020 Bioswales - $992,175.00 New Haven Urban Engineering City Living Wage
Downtown Resources Initiative
Installation of (19-20)
8/3/2020 Botanical Garden, $240,594.00 Colossale Concrete, Engineering Connecticut
New Haven Inc.
4/1/2022 Cambria Hotel $9,485,500.00 KBE Building Business City Living Wage
Corporation Development
7/13/2021 Clock Factory, The, $464,647.50 Taom Heritage New Business City Living Wage
Phase 1 Haven, LLC Development
12/31/2021 Coliseum Spinnaker Dewberry Engineers, Business City Living Wage
Phase I $100,000,000.00 Inc. Development
12/31/2020 Dixwell Community $16,697,000.00 A. Secondino & Son, Engineering Connecticut
House - Construction Inc.
of New Building
1/31/2021 East Shore Beach - $1,696,250.00 Laydon Industries, Engineering Connecticut
Nourishment and LLC
Erosion Control
7/26/2021 ECC RAD - Group 3 $20,078,116.00 A. Prete Construction LCI/HANH Federal
Company, Inc.
6/30/2021 Farnam Courts - $12,683,231.00 Haynes Construction LCI/HANH Federal
Phase 2A Company
11/30/2021 Farnam Courts - $22,516,562.00 Haynes Construction LCI/HANH Federal
Phase 2B Company
12/31/2020 George St 596-598 - $82,587.00 White Owl Livable City City Living Wage
Renovations Construction LLC Initiative
9/30/2020 LPRI New Haven $17,660,000.00 Fusco Corporation, Business City Living Wage
Parking Garage The Development
4/30/2021 Luminaire Foundation $60,700.00 Lior Excavating, LLC Engineering City Living Wage
Installation
12/4/2020 Pedestrian Signal $273,698.89 DGJ Electrical and Transportation, Connecticut
Improvements - Home Improvement, Traffic & Parking
Crown, Chapel , & LLC
George
6/30/2021 Permanent Road $333,510.00 Lior Excavating, LLC Public Works Connecticut
Patch FY 2020-2021
7/30/2021 Ralph Walker Ice Rink $196,990.00 New Haven Glass & Engineering Connecticut
- Glasswork Mirror Co
10/31/2020 Rockview Terrace - $22,342,481.00 LaRosa Building LCI/HANH Federal
Phase 2 Group, LLC
6/30/2021 Sidewalks - $245,070.00 Curb Cutting of New Public Works Connecticut
Differential England (CCNE),
Adjustment (20-21) Monica Caldwell dba
9/20/2021 Sidewalks - Repair, $1,122,258.45 Laydon Industries, Engineering Connecticut
Large - Contract No. 1 LLC
9/20/2021 Sidewalks - Repair, $1,036,324.50 White Owl Engineering Connecticut
Large - Contract No. 2 Construction LLC
12/31/2020 Sidewalks - Repair, $149,939.00 Lior Excavating, LLC Engineering City Living Wage
Small - A
End Date Project Total Budget Gen Contractor/ Dept or Agency Wage Rate
Constr Mgr
6/30/2021 Sidewalks - Repair, $149,939.00 White Owl Engineering City Living Wage
Small - B Construction LLC
8/31/2021 Sidewalks - Repair, $149,939.00 Green Elm Engineering City Living Wage
Small - C Construction Co., Inc.
3/16/2021 South Frontage Road $157,230.00 C. J. Fucci, Inc. Engineering Connecticut
- Temporary Earth
Retaining Wall
12/31/2021 State Street Parking $659,085.00 Frank Capasso & Park NH (Parking Connecticut
Garage , 270 Sons, Inc. Authority)
6/30/2021 Storm Drainage $493,951.00 McVac Environmental Engineering Connecticut
Maintenance - 20-21 Services, LLC
Catch Basin Cleaning
7/6/2020 Thompson- $5,716,000.00 Concrete Creations, Livable City City Living Wage
Winchester LLC Initiative
Homeownership
Project - Phase 1
COUNT: 28 $237,378,931.84
CONTINUE
1. Complete the transition to SharePoint and the building of robust analysis and reporting functions.
2. Set up a pilot of one or two data sets to be hosted on the web for the general public to view.
3. Verify that the history of violations matches the new penalty schedule.
4. Explore ways the violations process could be streamlined.
5. Advocate for workforce pipelines and collaboration with the building trades.
6. Collaborate fully with the Alder Working Group on 12¼ and 12½.
7. Advocate formally for the restoration of CEO’s full capacity for its key functions.
8. Work with the Mayor and Board of Alders to strengthen the CEO Board of Directors and to help
the Commission assume the prominent role for achieving “harmonious intergroup relations” as
envisioned by its founders.
BEGIN
1. Review the changes to the registration process due to OSHA-10/I-9 issues during the 3rd quarter
of 2021.
2. With the Alder Working Group on 12¼ and 12½, advocate for:
a. Help with the overdue review of the minority and female percentage goals.
b. A task force to review possible legal updates to the ordinance itself regarding
i. the targeting of specific minority groups and genders
ii. the possibility, if any, to incorporate a local hiring mandate
3. A study that gives a definitive answer to the current and potential supply of construction workers
in the City of New Haven proper.
CONTRACT COMPLIANCE
Actual Projected2 Assumptions3
Contract Compliance Construction Projects:
Number of City-Related Construction Projects 33 30 50
Total Cost of All Projects $226,268,993 $240,000,000 $200,000,000
Dollars Invested During Fiscal Year4 $100,571,171 $90,000,000 $50,000,000
Number of Contracts5 217 150 150

Number of Site Visits 614 700 700
Contract Compliance Workforce Utilization:
% Minorities6 Hired (Goal =25%) 50.62% 49.0% 50%
% Females7 Hired (Goal = 6.9%) 6.15% 6.0% 7%
The above chart tracks all City construction projects that CEO monitors for contract compliance. Projects
are subject to CEO jurisdiction for two reasons: (1) some automatically qualify under Ordinance 12½’s
definition; and (2) some are required to comply with 12½ because the City enjoyed sufficient negotiating
leverage to mandate it.
The percentages of workforce utilization goals for minorities and women are not based on proportions of
the total number of individuals hired. These percentages reflect the percentage of total hours worked.
For example, if it will take 1,000 hours worked (often referred to, even today, as ‘man-hours’) to
complete a project, the Ordinance 12½ mandate means a contractor must “exert maximum effort” to
ensure that 250 hours worked were by minorities, and at least 69 hours worked were by women.
By nature, construction projects do not have a steady workforce. Instead, they have various companies
assigned to a specific part of a project that demands a certain expertise, and those companies hire workers
with that expertise. A subcontracting company will determine the number of work hours and the number
of workers needed to complete their specific part of the project based on a combination of their project
part’s size, type, and timetable. Therefore, hours worked is used as the measure for equitable hiring
practices in construction.
2
The “Projected” and “Assumptions” (formerly called “Goals”) columns are admittedly very conservative. The City is benefiting
from a strong real estate market and has leveraged every opportunity it has to add workforce goals, including when a deal is
privately funded. Nevertheless, CEO staff observes that today’s private deal may be delayed tomorrow due to other market
factors and individual developer issues.
3
Refer to Footnote No. 2 above.
4
This is not the total amount of each project. Rather, it is the amount of what was expended during that fiscal year,
determined by the value of each subcontractor’s contract. For example, if a project’s total is $1 million, and it is about 25%
completed by June 30, 2019, then the amount for that project will be equal to the sum of completed subcontracts plus active
subcontracts.
5
This is all contracts, that is, contracts with general contractors and all lower tier subcontractors.
6
This is any combination of African American and Hispanic.
7
To discourage minimal recruiting and inclusion, contractors cannot double‐count. For example, if the individual is an African
American female, the contractor must choose to include her in the tally for females or the tally for African Americans. Given
that women are the most difficult demographic to recruit for construction jobs, most contractors will include a woman of any
ethnicity under the female category.
721 OFFICE OF BUILDING INSPECTION AND ENFORCEMENT
JAMES TURCIO, DIRECTOR
200 ORANGE STREET, 5TH FLOOR
203-946-8046
Mayor
Economic Development
Administrator
Building Official
Deputy Building Inspector
Technical Compliance & Zoning

Plans Examiner
Enforcement
Permits & License Center & Administrative
Building & Trade Inspections
Support Staff
Building Inspectors
Electrical Inspectors
Plumbing & Mechanical

Inspectors
MISSION / OVERVIEW:
The Building Department continues to provide a high level of services through the issuance of building,
electrical and mechanical permits; zoning compliance, and inspections of all phases of construction and
reconstruction by enforcing City ordinance and State statutes as they pertain to the public safety and welfare.
Individuals cited for working without permits are issued “stop work” orders; abandoned structures open to
trespassing are ordered to be secured and, when necessary, ordered to be demolished. Building and
demolition permits are withheld on tax delinquent properties. An ordinance amendment requiring fines up
to $1,000 for projects that start without a valid permit has been successful in reducing the projects that are
not permitted and has increased permit revenues.
The Permit & License Center housed within the Building Department is comprised of two divisions;
Contractor and Vending. Both divisions issue various permits and licenses for individuals and businesses
who wish to conduct business or provide services in the right-of-way and/or rooming house use.
Municity is the new permitting and licensing program that will be utilized citywide. Similar to its
predecessor it facilitates the online permitting and allows interdepartmental review of permits and licenses.
The program assists the department in its paperless goal that has been implemented, which includes but is
not limited to, a paperless plan review.
721 Office of Building Inspection and Enforcement
A paperless plan review will consist of purchasing three smart screens to allow the plan reviewers, to
review, make notes and sign off on plans electronically, which will store them electronically through the
permit program software. This will save the department an average of over 160,000 pieces of paper a year.
 Collected over $20mil in permit revenue during the calendar year

 More than 7,000 inspections conducted during a pandemic.
 In FY22, OBIE forecasts significant work in support of the Yale New Haven Health Neuroscience
Campus at St. Raphael. This project also includes a new parking structure and major investments in
the emergency room facilities. In addition to above-mentioned Schwartzman project, Yale work
includes fit-out at 100 College Street, Economics, the Peabody Museum and KT Tower. Major
residential projects include Hill to Downtown (RMS), Chapel/Olive (Hines) and ongoing work at
Crown/Court (York Towers).

Number of Permits Issued:
Building 1479 1700 1500
Electrical 1301] 1800 1400
HVAC 671 800 650
Plumbing 666 750 670
Demolition 29 25 20
Total 4146 5075 4240
Building Permits Issued by Category:
Residential (new) 27 33 31
Non-Residential (new) 19 10 12
Mixed Use (new) 10 1 3
Residential (Rehab) 996 1080 1000
Non-Residential (Rehab) 399 503 500
Mixed Use (Rehab) 40 54 50
Demolition:
Residential 11 8 10
Non-Residential 18 16 10
Mix-Use 1 1 1
Revenue from Permits & Fees 15,925,814 12,500,000 11,500,000
Routine Building Inspection 10,186 10,500 10,000
721 Office of Building Inspection and Enforcement

Building & Zoning Code Violations Cited 501 350 400
Permit & License:
Auction 0 2 2
Broker 4 8 8
One Day Food Vendor 16 30 15
Food Vendor 141 245 200
Peddler 2 12 10
One Day Peddler 9 19 19
Rooming House 37 37 37
Management Itinerant 1 1 1
Excavation Permit 324 484 484
Excavation License 39 39 39
Obstruction Permit 226 295 295
Sidewalk License 39 49 49
Curb Cut Permit 33 33 33
Sandwich Board 1 6 6
Special Event 50 145 100
Outdoor Seating 2 26 20
724 ECONOMIC DEVELOPMENT ADMINISTRATION
MICHAEL PISCITELLI, ECONOMIC DEVELOPMENT ADMINISTRATOR
165 CHURCH STREET, FLOORS 4R & 6
203-946-2366
Mayor
Economic Development
Administrator
Economic Development Deputy Economic

Corporation Development Administrator
Deputy Director, Deputy Director,

Business Development Small Business Development
Small Contractor Small Business

Business Development Development Resource Center
MISSION/OVERVIEW:
The Economic Development Administration (EDA) not only coordinates the work of the seven departments within
our division but also focuses on the socio-economic wellbeing of the community in part by advancing New Haven
as a model, modern, and vibrant world-class city, facilitating commercial development and other taxpaying
investment, attracting quality companies and supporting local business and entrepreneurial growth, and expanding
the breadth and depth of overall employment and economic activity in an inclusive manner that provides all
residents access to high-quality jobs. The division’s Together, we Grow initiatives are intentionally designed to end
systemic racism and provide access to opportunity. From an accounting perspective, 724 activities include the
general administration, economic development, small contractor assistance, small business resources and cultural
affairs.
Key objectives include:
 Attracting and retaining quality investment: Securing public-sector support and private-sector
investment for development that bolsters New Haven’s advanced manufacturing, high technology, food
processing, health care, and life science industry clusters.
 Developing local jobs and businesses: Providing small businesses, particularly minority-, woman-, and
locally-owned small businesses, and aspiring entrepreneurs with access to the resources to locate and grow
in New Haven, and connecting City residents of all backgrounds to sustainable employment opportunities.
 Revitalizing New Haven’s neighborhoods: Fostering mixed-use development that supports the
enhancement of distinctive, welcoming communities throughout the city; partnering with community
stakeholders and accomplished developers to offer residents of all circumstances high-quality housing and
retail options; and promoting the growth of diverse educational, artistic, and cultural amenities that will
augment New Haven’s status as a leading recreational and entertainment destination.
 Improving New Haven’s global competitiveness: Bolstering New Haven’s competitive stature regionally,
nationally, and internationally, and means of access to the world, by increasing its global connectivity
724 Economic Development Administration
through Union Station, State Street Station, Tweed-New Haven Airport, and new transit alternatives that
align closely with the city’s essential quality of life.
In 2020, EDA responded to the COVID-19 pandemic’s economic dislocation and job loss by focusing on sustaining
small and local businesses. A discussion of these efforts, under the Together New Haven heading, appears below.
Together New Haven
When COVID-19 hit New Haven in March 2020, creating not only significant suffering and loss of life but also
economic dislocation and job loss, EDA responded by assembling staff from its constituent departments, along with
members of key community partners such as the Greater New Haven Chamber of Commerce, the Workforce
Alliance, the Economic Development Corporation of New Haven, Market New Haven, and the business
improvement districts, to create the Together New Haven (TNH) roundtable. TNH meets weekly to come up with
new ways to support and promote local business, provide technical assistance and direct support for economic
resiliency, and help stay connected as a community and region during the crisis.
Various initiatives were developed to address the extraordinary economic pressures on New Haven businesses and
individuals that COVID-19 created and continues to generate highlighted but,
 Community Reopen: Department staff led a number of the city’s reopen committees which were organized
to support the Governor’s phased reopen approach based on public health criteria. A specific emphasis was
placed on public health education in black and brown communities through the Mask Up campaign and
New Haven Thrive.
 Business: General busines support, especially small and local ones, was provided through regular
communications (daily e-blasts and webinars) and technical support on federal, state, and local resources,
and supplying marketing help through its MarketplaceNHV and Eat New Haven campaigns. Mask
giveaways included two large scale events at the Fire Training Academy as well as in-store visits along the
commercial corridors in concert with LCI.
 People: Staff helped organizations and individuals in the community by providing direct creative sector
relief, supporting technical assistance through the Financial Empowerment Center, and restarting workforce
development initiatives, such as the pre-apprenticeship construction training program.
Also, in terms of direct funding support, the SBRC worked with the Community Foundation, HEDCO and the
Amore Propre Foundation to establish a new $1.5 million Partnership Loan Program for MBE and WBEs based in
New Haven. As of January, 2021, seven loans ($200,000 total) have been approved for New Haven-based small
businesses with another 16 in the review pipeline. The other main funding vehicle is the Creative Sector Relief
Fund, described under Section C.
Various specific initiatives helped businesses and individuals receive further discussion below.
A. Attracting and Retaining Quality Investment
Downtown Crossing: A citywide long-term initiative continues with federal and state partners to tear out the
former Route 34 with two urban boulevards, reconnect Orange Street across the former Route 34 corridor, and
connect Temple Street to Congress Avenue across the former Route 34 corridor.
 Phase 1 College Street & 100 College Street Development: complete

o Development Partner: Winstanley Enterprises
o Building fully leased with exception of ground floor commercial space. Continued to work with
Alexion, Yale School of Medicine, and development team to complete work on community
benefits, including activated space on the first floor of the building. Project delivered over $7.5m
in construction wages to New Haven residents.
 Phase 2 Orange Street & Former Coliseum Site Development: in process
o Downtown Crossing Phase 2 began site work in mid-2019, with completion in early- to mid-2021.
Project is highlighted by new landscape design to welcome people to New Haven from the
interstate system.
o Former Coliseum Site Development Partner: Spinnaker/Fieber Group
o Former Coliseum Site: Spinnaker/Fieber Group secured City Plan approvals in late 2020, and
plans to begin construction on Phase I, Building 1 (200 residential units/20% affordable), a Retail
Laneway, and a public-space component in mid-2021.
 Phase 3: Temple Street, 101 College Street, & Parcel B: in planning
o Phase 3 design integrated with Phase 2 through design/build planning process; ongoing selection
of Phase 3 design/build team in 2020 and construction in 2021-2023. New Columbus Avenue
extension completed.
o Development agreement complete for 101 College Street, construction to begin in early 2021;
Parcel B (Church/Temple) developer to be selected through competitive process at later time
Multi-Family Residential Development: OBD worked with many developers to facilitate their investments in
residential or mixed-use projects, by guiding them through land-use regulatory and community outreach processes.
Project Units Developer Stage Status

St. Michael’s 23 Mass Development Completed Completed in mid-2020
Whitney Modern 42 703 Whitney LLC Completed Completed in late 2020
Former YMCA Building 17 Ocean Management Underway Broke ground in 2020
The Whit Wooster Square 232 Chapel Street Residences Owner LLC Underway Broke ground in 2020
Church of the Redeemer 24 MOD Equities Underway Broke ground in 2020
Eighteen High at New Haven Towers 132 New Haven Towers Underway Completing mid-2021
Torrington Plumbing Supply Site Development 299 Epimoni/AdamAmerica Real Estate Underway Completing late 2021
Broadway Living LLC Project 44 Cambridge Realty Partners Underway Completing late 2021
The Audubon 485 Spinnaker Real Estate Underway Phase I completed; Phase II
breaking ground in mid-2021
Former Coliseum Site 200 Spinnaker/Fieber Group Underway Phase I, Building 1 breaking
ground in mid-2021
Avi Meer Project 31 98 Olive, LLC In planning Breaking ground in 2021
500 Blake Street 133 Ocean Management In planning Breaking ground in 2021
Clock Factory Lofts 120 Taom Heritage New Haven In planning Breaking ground in 2021
Union Phase II 105 Cooper Church, LLC In planning Breaking ground in 2021
PMC Project 105 PMC Property Group In planning Breaking ground in 2021
Acme Project 18 Spiritos Properties In planning Breaking ground in 2021
James English Building 39 MOD Equities In planning Breaking ground in 2021
Olin/Munson Site 398 Ironburgh Organization In planning Breaking ground in 2021
269-275 Orange Street Project 102 DSEL Properties In planning Breaking ground in 2021
Chapel Mid-Block Development 120 Northside Development In planning Breaking ground in 2021
Hotels: Despite the COVID-19 pandemic, the steady growth of Yale University, Yale-New Haven Health, biotech
companies, and tourism has driven significant interest from developers to build or renovate hotels in New Haven.
In FY21, OBD facilitated or supported approvals for the following projects:
 Hilton’s Hotel Marcel, a 165-room boutique hotel in the former Pirelli HQ at 500 Sargent Drive, which
broke ground in September 2020 for a Fall 2021 opening
 Choice Hotels’ Cambria, a 132-room upscale hotel at 20 Dwight Street, which broke ground in January
2021 for a Winter 2022 opening
Long Wharf: OBD continued to work closely with the Office of Building Inspection & Enforcement (OBIE),
Engineering, Parks, City Plan, and TTP, and business and community stakeholders to use the 2019 Long Wharf
Responsible Growth Plan to guide and help interested parties to envision attractive and viable development options
for that part of the city. An interdepartmental Long Wharf Implementation Group regularly meets to attempt to
bring the plan’s major recommendations to fruition, and OBD assists area businesses and property owners to
identify redevelopers interested in carrying out the recommendation of the Long Wharf Plan.
Recent activity includes working with Resilient Cities Catalyst and local stakeholders to develop a “resiliency
roadmap” for Long Wharf that can help the district to realize opportunities by better managing its unique risks and
vulnerabilities. The City is also assisting the Fusco Corporation as it embarks on the first phase of a transformative
mixed-use development on underutilized land at the former Frontier site on Long Wharf Drive, which would bring
hundreds of new residential units to the district for the first time while further reactivating the waterfront.
Mill River District: OBD monitored and facilitated various redevelopment projects in the Mill River District, such
as the residential conversion of the Clock Factory on Hamilton Street, United Illuminating’s ongoing cleanup of
English Station on Grand Avenue, the transformation of the former Allegion property on Ives Street into a new
commercial site and the relocation of Industrial Flow Solutions into the former Radiall buildings on John W.
Murphy Drive.
River Street (Fair Haven): OBD continues its environmental remediation of the former Bigelow Boiler property at
198 River Street, and Capasso Restoration continued its renovation of the historic building at 190 River Street.
ArtToFrames completed acquisition, environmental remediation, and renovation of the former Von Roll property at
166 Chapel Street and relocated its internet framing business from Brooklyn.
NXTHVN (Newhallville): OBD supported renowned artist Titus Kaphar’s efforts to complete conversion of the
former Macalaster Bicknell factory at 169-181 Henry Street into an arts production and educational center in part
with brownfield cleanup assistance.
Social Media: OBD established and actively began managing social-media accounts on Facebook, Twitter,
Instagram, LinkedIn, and YouTube to market our efforts to support business development, promote New Haven
businesses, and enhance our profile as a world class-business destination. As of the end of 2020, the accounts have
5,427 combined followers, and readers had viewed their content more than 370,000 times.
B. Developing Local Jobs and Businesses
OBD staff routinely provide advice, counseling, and technical assistance to walk-in current or would-be
entrepreneurs: in 2020, more than 185 clients received such assistance. Services include:
 Resource information on how to start a business (including registration, licensing and permit information);
 Qualifying for loans and other financial assistance from a variety of local, state and federal sources;
 Local, state and federal business incentives and credit counseling; and
 Information on zoning and site planning.
Historically, approximately 10% of these prospective business owners go on to establish businesses (typically
home-based, with 1-2 employees) within the city.
1. Small Business Resource Center
The Small Business Resource Center (SBRC) continued to provide New Haven entrepreneurs with technical
assistance, training, access to capital and mentorship. During the Fiscal Year ended June 30, 2020, and through
December 31, 2020, SBRC pivoted its outreach efforts to accommodate businesses challenged by the COVID-19
pandemic. With that, SBRC was able to support more than 250 entrepreneurs and community members.
SBRC provided outreach, education and support around the SBA EIDL and PPP loan processes. SBRC began to
deliver its Entrepreneurship Series online for the first time, and graduated 36 participants during FY19-20 and 56
participants during the CY 2020; 10 of the participants established new businesses in New Haven and 18 of the
existing businesses that were supported expanded their business.
For New Haven's new entrepreneurs working on early stage companies, SBRC Entrepreneurship Series participants
learn business fundamentals and examine in a comprehensive way the benefits, responsibilities and challenges
associated with owning a business. Participants take a skills assessment test to better understand their strengths and
weaknesses as potential small business operators. They then follow a carefully curated curriculum that includes
components on topics such as incorporation, marketing, accounting, business plan writing and presentation skills to
help prepare participants for launch. Each class is taught by an experienced practitioner from the New Haven
community and SBRC welcomes local alumni to share their insight and wisdom from the trenches.
SBRC has relationships with local and national service and training providers to meet entrepreneurs' needs
regardless of the stage of their business or extensiveness of their education. SBRC hosts classes for existing
businesses taught in collaboration with the Connecticut Small Business Development Center (SBDC), SCORE, and
the Small Business Administration; SBRC continues to partner with local organizations such as the Spanish
American Merchant Association, the Urban League of Southern Connecticut, the Town Green Service District, the
Entrepreneurship Foundation, Health Haven Hub (a small business accelerator), the New Haven Chamber of
Commerce and we have added several private sector entities.
SBRC piloted a partnership with the State of Connecticut Department of Corrections (DOC) that incorporated five
inmates into the online Entrepreneurship Series. DOC selected inmates who were within six months of release to
participate in SBRC’s fall 2020 cohort. This pilot was wildly successful, the inmates added a new dimension to the
class that added tremendous value. SBRC looks forward to following up with this cohort and hopes this will help
tip scales toward success.
SBRC has established a relationship with Goldman Sachs' 10,000 Small Businesses program for elite-level training;
15 businesses have completed the program to-date. Through this program, business owners join with others from
around the region and the country and engage an executive MBA-like program that uses each student's business as
the basis of their study. In the fall of 2020, SBRC hosted two Goldman Sachs online presentations that were
attended by approximately 100 business owners.
SBRC also continued to support iHaven, the inter-university accelerator that was SBRC’s brainchild. iHaven is
designed to unlock entrepreneurial potential and break down barriers among university-affiliated students,
founders, entrepreneurs, and startups. The goals of this initiative are to root student entrepreneurs and business
owners in New Haven and create inclusive employment opportunities for the City’s diverse population. Under the
management of HealthHavenHub, alongside 5 colleges and universities and 5 corporate partners, iHaven has
delivered significant value to participants in areas such as building a financial model, determining the right
corporate structure, design thinking, fundraising strategies and developing a strong pitch and pitch deck
In 2017, SBRC launched “Holiday Village” for local, primarily home-based, small entrepreneurs to have the
opportunity to sell their unique products for the holidays. In 2018 and 2019, SBRC provided kiosks for local
vendors to sell their crafts and wares during the holidays. SBRC planned to double its kiosk capacity in 2020 but
these plans were curtailed by the pandemic. Instead Holiday Village went virtual like so much else. In
collaboration with Town Green Service District, SBRC launched MarketplaceNHV, a web site dedicated to New
Haven businesses. As part of MarketplaceNHV, SBRC selected 22 businesses for inclusion that did not have
storefronts, and helped them bridge the digital divide by providing social media technical assistance and by
recording 15- and 60-second videos of each business for entrepreneurs to use to promote their business. Finally,
SBRC featured the 15-second videos on our local ABC affiliate WTNH in the run-up to the holidays.
SBRC has been unable to provide its usual networking support due to the pandemic, though SBRC serves as a
referral source that matches businesses with solutions. SBRC plans to resume in-person networking events as soon
as it is safe to do so.
2. Small Contractor Development
Small Contractor Development (SCD), which administers Section 12¼ of the City’s ordinances, is responsible for
building a broad base of emerging business enterprises that can perform high-quality construction at competitive
prices. Businesses need information and know-how to succeed, and SCD aims to provide them with opportunities
to grow from emerging startups into profitable, sustainable, and competitive companies.
The SCD focuses on these primary goals:
 Supporting the utilization of small, minority-, woman-owned construction and construction-related firms,
and expanding their capacity to undertake contracts of increasing size and complexity.
 Foster the growth and sustainability of small, minority, and women owned construction businesses
 Support job creation and retention
 Increasing the number, size, and range of contracts awarded to participating businesses.
 Strengthening the regional construction industry, by promoting policies and practices that improve the
competitive positions of small, minority-, and women-owned construction businesses.
 Managing contract compliance provisions that promote the representation of minorities and women in the
ownership and management of businesses and in the workforce.
 Conducting outreach initiatives and providing marketing, networking, and business development
opportunities with private- and public-sector firms.
To address these goals, SCD performs several crucial functions to assist small construction contractors:
 Increases access to information that will make it easier for S/MBE/WBE subcontractors to connect with
prime contractors early in the procurement process.
 Markets and recruits New Haven County small, minority and women owned construction businesses to
participate in the Program.
 Measures SBE/MBE construction spending by city agencies
 Issues weekly email blasts of City of New Haven bidding opportunities
 Sends project-specific emails with contact information, pre-bid meeting dates and contact information
 Ensures all projects comply via real-time S/MBE/WBE monitoring and enforcement
 Conducts networking events and information sessions to give small contractors face-to-face interactive
opportunities to build relationships with prime contractors on projects in the City of New Haven
 Holds workshops and seminars aimed at empowering small, minority-, and women-owned construction
businesses to make the best decisions for their business on various topics (business accounting, bidding,
marketing, taxes, man-hour calculation, and cash flow analysis)
 Assists small contractors by working directly with them, providing one-on-one technical assistance in a
variety of fields (contracts, payments, safety programs, cash flow, insurance, labor, taxes, and bidding).
 Works with prime contractors to identify subcontractor opportunities and assist with scope review
 The SCD Free Prompt Payment Program, provides SCD registered contractors the ability to receive
payment on invoices within twenty days without any fees incurred
In Calendar Year 2020, SCD:
 Initiated new methods of virtual service delivery: webinars, WebEx, online, Zoom meetings
 Provided in-person and virtual technical assistance to more than 341 small, woman, and minority
contractors, and to an additional 611 contractors through phone calls and emails
 Tracked the following results for small, minority-, and women-owned construction contractors:
o New Haven construction businesses received $9,733,000 in prime contracts, or 68% of the total
construction spend
o Minority-owned construction businesses received $2,883,000 in prime contracts, or 20% of the
total construction spend
o Women-owned construction businesses received $5,409,000 in prime contracts, or 38% of the total
construction spend
o Small Contractor Development (SCD) contractors received $ 6,265,000, or 44% of the total
construction spend
 Organized and designed the following workshops:
o Three Zoom meetings were held providing SCD Program orientation to new contractors
o The City partnered with Bonfire Interactive to create a new procurement portal that will allow
vendors to receive notifications of procurement opportunities and submit bids and proposals
digitally, and two virtual training workshops were held to introduce contractors to Bonfire
o COVID-19 construction site safety
o New Haven Parking Authority: Air Rights Garage Renovation On-Site Pre-Bid Meeting
o Thompson and Winchester 9 home construction pre-bid meeting and information session
 Leveraged services and resources available through Economic Development to help grow small, minority-,
and women-owned construction businesses. Through these efforts:
o Collaborated with Purchasing and Finance to modify bonding requirements to allow greater MBE
participation, resulting in a local, SCD, MBE contractor receiving a $1,000,000 sidewalk contract
o McQueeney: awarded 11% MBE subcontracting
o Celentano: awarded 10% MBE subcontracting and 29% WBE subcontracting
o Cambria Hotel/20 Dwight Street: committed 23% MBE subcontracting as of December 2020
o Waverly, Stanley Justice, Fulton Park: awarded 22% subcontracting to racial MBEs - value $4.2m
o Kensington Square: Community Builders has committed $3,500,000 to racial MBE subcontractors
o 222 Lafayette: RMS awarded $2,000,000 in subcontracts to MBE contractors
o Thompson/Winchester project: 9 new construction projects awarded to New Haven contractor who
subcontracted $500,000 to SCD racial minority subcontractors
o 101 College: set aside 15 small construction packages under $100,000 each, pending award scope
review
Finally, in 2020 the Small Contractor Development Program was recognized as a "2020 CT Best Practices Program
- Supporting Women and Minority Business."
3. Small Business Incentives & Technical Assistance
Technical Assistance: OBD strives to enhance the city’s tax base and support business, community, and resident
employment by using public resources to leverage private-sector investment. Staff provide businesses and
developers with help finding space to relocate or expand, as well as help navigating state and local incentive
programs, such as:
 The City of New Haven’s Assessment Deferral Program (amended and renewed by the BOA in 2019);
 The City of New Haven’s City and Town Development Act (renewed by the BOA in 2019);
 The State of Connecticut’s Enterprise Zone & Urban Jobs Tax Abatement Program;
 The State of Connecticut’s Urban Site Tax Credit Program;
 The State of Connecticut’s Research & Development (R & D) Tax Credits;
 The State of Connecticut’s Small Business Express Program;

 The State of Connecticut’s Job Creation Tax Credit Program; and
 The State of Connecticut’s Public Utility Incentives, including C-PACE and the Connecticut Green Bank.
Support is also provided to the Connecticut Department of Economic and Community Development on the
statewide Opportunity Zone program with designated census tracts within New Haven.
Environmental Assessment Assistance: To help property owners and prospective developers to understand
potential environmental contamination on former industrial/commercial sites, OBD’s Environmental Assessment
Assistance Program covers up to 50% or $25,000, whichever is less, of environmental assessment costs on eligible,
small, neighborhood-based industrial/commercial properties, and up to 50% or $50,000, whichever is less, of the
costs of environmental assessments on eligible, large industrial/commercial properties. The City has participated in
projects under the program in neighborhoods from Mill River, to Westville, to Fair Haven, to the East Shore, which
have resulted in five completed or ongoing cleanup and redevelopment projects and two likely projects.
Industrial Expansion Assistance: OBD established the Industrial Expansion Assistance Program in 2020 to help
manufacturers planning facility improvements to increase their operations and create addition job opportunities for
New Haven residents. The program provides up to $99,000 in grant funds, or 50% of the project cost, whichever is
less, to offset required capital improvement costs. Two manufacturers have received assistance under the program,
one located in Fair Haven and one in the Hill, resulting in the creation of several new jobs.
Façade Improvement: OBD uses the Façade Improvement Grant Program to fight blight in New Haven
neighborhoods, stimulate economic growth, promote citizens’ welfare, and strengthen its communities through a
combination of redevelopment and rehabilitation. Grant funds provide funding for eligible façade improvements at
eligible properties within the city's neighborhoods and commercial districts that include, but are not limited to,
doors, signage, lighting, landscaping, and security items.
For calendar year 2020, the Program supported the completion of five projects, with Façade grants totaling
$277,490. These grants supported in excess of $1,117,950 in Grantee investment, thereby supporting $4.03 in
private investment with each façade dollar, on the following projects:
Projects Completed 1/1/2020 - 12/31/2020

PROJECT ADDRESS WARD # APPLICANT/GRANTEE PROJECT COST FAÇADE COST FAÇADE GRANT COMPLETE DATE COMMENTS
296-304 Grand Avenue 16 Robert Mercurio $ 260,000 $ 182,500 $ 94,500 July 10, 2020 Completed as agreed
10 Orange Avenue (Rte. 1 & Blvd.) 4 Mi Gusto Restaurant & Bar, LLC $ 300,000 $ 127,209 63,000 June 8, 2020 Completed as agreed
Zhiming & Sarah Wang (Wooster
8 October 1, 2020
516 Chapel Street Square Coffee) $ 112,550 $ 112,550 $ 57,775 Completed as agreed
554 Congress Avenue 3 Dawn Poindexter $ 45,400 $ 45,400 $ 24,200 October 7, 2020 Completed as agreed.
522-528 State Street 7 522-528 State Street, LLC $ 400,000 $ 80,713 38,015 September 29, 2020 Completed as agreed.
TOTALS $ 1,117,950 $ 548,372 $ 277,490
Approved, Encumbered, In Progress

PROJECT ADDRESS WARD # APPLICANT/GRANTEE PROJECT COST FAÇADE COST FAÇADE GRANT EXPECTED COMPLETION COMMENTS
Received 2 Time Extensions. Final
21 December 31, 2020 completion date: 12-31-2020
169 Henry Street 169 Henry Street, LLC $ 7,500,000 $ 713,365 $ 99,000
TOTALS $ 7,500,000 $ 713,365 $ 99,000
Approved, Not Encumbered

PROJECT ADDRESS WARD # APPLICANT/GRANTEE PROJECT COST FAÇADE COST FAÇADE GRANT EXPECTED START COMMENTS
345 Forbes Avenue 17 Sunderland Electric, LLC $ 200,000 $ 115,027 $ 60,513 10/19/2020 RFA in progress.
Previously approved project, will seek
6 TBD
770 Chapel Street 770 Chapel Street, LLC TBD TBD TBD to move forward.
27 TBD
873 Whalley Avenue Arlow, LLC TBD TBD TBD to move forward.
27 TBD
904 Whalley Avenue Arlow, LLC TBD TBD TBD to move forward.
Firm Applications, Awaiting Design Review OK

M&S Enterprises, LLC (Power Gas Will re-submit new application to
2 TBD
One Whalley Avenue Station) TBD TBD TBD comply with Chapter 12-1/4.
Preliminary Discussions
Withdrew previous project due to
1 TBD COVID-19 issues. Will re-apply in
261 College Street Taste at 261, LLC/Roia Restaurant TBD TBD TBD 2021.
16 Art CT 770 Land, LLC Art to TBD Updated info/application package sent
128-166 Chapel Street Frames TBD TBD TBD to client in mid-November, 2020.
Expect application package in early
8 TBD
26 & 36 River Street Ralph Mauro/Concrete Creations TBD TBD up to $99,000 January.
DeAngelo Bros., LLC/Libby's Expect application package in early
8 TBD
135-139 Wooster Street Italian Ice TBD TBD up to $50,000 January.
Working w Alder S. Winder to
21 Jandali Real Estate, LLC/Moe's TBD expand scope of request to deal w/
501 Dixwell Avenue Market TBD TBD up to $60,000 blighted conditions.
MJJ Associates, LLC/New Haven Preliminary discussion. Company is
17 TBD
40 Edgemere Road Glass & Mirror TBD TBD TBD member of SCD Program.
Small project to replace damaged
9 TBD front window to one that can open to
974 State Street 974 SS, LLC/JP Dempsey's 3,500 3,500 1,700 the outside.
NOTES:
Leverage
(a) Completed Projects: Each façade dollar supported $4.03 in Total Project Costs.
(b) Approved, Encumbered, In Progress: Each dollar supported $75.76 in Total Project Costs.
4. Other Jobs & Small Business Initiatives
Construction Workforce Training: Based on state-leading building permit numbers and the number of ongoing
construction projects in town, TNH identified construction workforce training as a potential source of stable
employment and economic recovery opportunities for local residents despite COVID-19’s impact. OBD and its
partners at the New Haven Building Trades, New Haven Works, Workforce Alliance, and the John J. Driscoll
United Labor Agency (ULA) created the Construction Jobs Program Pilot Initiative, which provides high-level
industry guidance with focus on ultimate placement of graduates in apprenticeship programs. Ten New Haven
residents participated in the initial cohort, with plans for more based on successful outcomes of first class.
Small Business Support: OBD sought to counteract COVID-19’s impact on locally-owned small businesses,
particularly restaurants, that rely on a retail business model by developing several initiatives in 2020 to help them to
appeal to and interact with their customers:
 In February, OBD worked with EDC on a Valentine’s Day promotion for stores and restaurants.
 In early summer, OBD successfully worked with TTP, OBIE, DPW, the Fire Marshal’s Office, and the
Town Green Special Services District (TGSSD) to provide outdoor dining opportunities through the
summer and fall on College Street, Orange Street, Grand Avenue, and other New Haven locations
 In early fall, OBD worked Market New Haven with TGSSD on a “Shop Local, Shop Small” media
program and MarketplaceNHV website to promote holiday shopping and dining
 In late fall, OBD worked with DCA, EDC, and other partners to solicit local restaurateur ideas to create
“Eat New Haven”, a well-received branded social-media, website, and print campaign (featuring posters for
store windows and bike kiosk panels) encouraging local residents to support New Haven restaurants
through winter 2021 and beyond through direct indoor, outdoor, delivery/takeout, and gift card purchases
In addition, OBD continued its efforts to support local shops and restaurants by conducting an ongoing series of
TV, print, and social-media events to celebrate small-business grand openings (which outnumbered closures despite
the pandemic). OBD worked with EDC and the business improvement districts to conduct two kinds of events:
 Ribbon cuttings to celebrate multiple new businesses by taking “walkabouts” in a neighborhood (such as
Westville Village in the fall) to call attention to emergent commerce in many city neighborhoods
 Thematic press events, such as on Orange Street in Ninth Square, which highlight not only outdoor dining
but newly-created public “promenade” spaces and grand openings of Ninth Square restaurants
C. Revitalizing Neighborhoods
1. Department of Cultural Affairs
The mission of the Department of Cultural Affairs (DCA) is to improve the quality of life for New Haven residents
through celebration of the arts, culture and tourism as catalysts for cultural equity, economic development, civic
engagement, and spiritual uplift. We support, promote and encourage artists, arts and cultural organizations, and
events in New Haven, and serves as the steward for the municipal collection of globally-inspired public art.
Public Art: DCA continues to expand its public art thumb print in the city of New Haven. In 2020, it initiated the
following projects, pursuant to its public art guidelines:
 Mill River Public Art Project

 Re-entry Public art mural
 State of CT $100,000 Underpass mural project (in partnership with City Plan)
 Percent for Art Program
 Community Public Art Murals
 Public Art Collection
 All other City of New Haven public art compliance
In 2021, DCA will work with local artists, residents, other city departments such as OBD, City Plan, the
Community Service Administration to increase public art projects by opening the door of support to our local
artists, increasing the visual storytelling of community history, culture and ideas, contributing to the beatification of
neighborhoods, and creating a pathway to cultural tourism with entryways and underpasses filled with visual
expressions and reflections of our city.
Film: DCA works with both local and visiting film makers and production companies to secure permits and assist
with locations that will be adequate for production and meet client demands. It also expands its film services by
supporting local film festivals through funding, educational, and training opportunities. Currently, it is processing
various film and event permits, and collaborating with OBD on an exciting and potentially transformative project
that would combine job creation and artistic film and TV production.
Grants: DCA supports the New Haven Creative Landscape, and health of its creative ecosystem, by providing
funding support through programs such as the Creative Sector Relief Fund Expansion and Dollar-for-Dollar Match
programs through EDA, and the Neighborhood Vitality grant program.
In 2021, DCA will expand on these efforts by providing additional funding through the Creative Sector Relief Fund
and the Creative Entrepreneurship Grant program. These programs directly respond to the needs of artists and small
non-profit arts organizations that have seen a tragic impact to their sustainability during the COVID-19 pandemic.
Special Projects: DCA engages the broader community on a range of special projects as a continuation of work
that it started in 2020. These projects range from a focus on community wellbeing and mental health, to working
citywide with the Mayor and other City departments on our mandate for racial justice. DCA looks at ways that we
can shift culture and norms and create a just and equitable environment for all residents. It currently has the
following projects underway:
 JEDI Program (Justice, equity, diversity inclusion) citywide anti-racism training (Living Cities, undoing
racism, Government Alliance on Race Equity)
 Thrive New Haven (mental health program including community engagement listening tours)
 New Haven Facility Venue study next steps
 Theater on the Block (With Long Wharf Theatre)
 Neighborhood pop-up virtual festivals (with the International Festival of Arts & Ideas)
 Temporary COVID-19 memorial installation
 “Eat New Haven” Marketing and social-media business tech assistance (with OBD)
Cultural Equity: DCA is in the middle of planning a citywide cultural equity plan that seeks to build community,
break down racial and socio-economic barriers to arts & cultural resources and participation, provide paid
opportunities for local creatives, strengthen partnerships and cross sector relationships, and foster the health of our
creative ecosystem through increased economic opportunity. Our goal is to adopt a shared community vision, and
the plan, led through the lens of Diversity, Equity, and Inclusion, will use local artists, community activists, and
New Haven residents to identify problem areas and develop solutions within our current arts and culture landscape.
In addition, DCA has already begun to launch pilot programs under this category that will be assessed during the
CEP process, such as:
 Cultural Equity Plan

 Arts for Anti-racism Programming Workshops
 Unapologetically Radical Conference and programming (registry, conversations, podcasts)
 One-on-one consultation with arts leaders and artists
 Cultural district formation
 Creative Entrepreneurship program (in partnership with Collab)
2. Other Neighborhood Initiatives
Community Food Systems Hub: In 2020, OBD continued working with its nonprofit partner CitySeed and the
City’s Food System Policy Division to identify a suitable location for a Community Food Systems Hub (CFSH), a
multi-purpose facility of commercial business incubation kitchens, classrooms, offices, and event space. While the
CFSH will focus on helping entrepreneurs and small startups to develop new food businesses, the related amenities
will support food system cohesion and provide a one-stop center for urban food and agriculture.
Neighborhood Commercial Revitalization: In 2020, OBD continued its “Main Streets” community engagement
and activities with stakeholders along the Whalley Avenue commercial corridor, and with LCI along the Dixwell
and Grand Avenue commercial corridors. OBD continued working with community volunteers and the Urban
Resources Initiative to plant and sustain new trees along each corridor, and worked with City Plan and LCI on their
“Commercial Corridors” rezoning initiative.
LULAC Daycare (Fair Haven): OBD facilitated a land swap and amendment of an existing Land Disposition
Agreement and new Land Use Restriction, by which LULAC took ownership and began redevelopment an existing
warehouse on Haven Street into an approximately $2 million state-of-the-art daycare facility, and a longstanding
local business, New Haven Masonry, took ownership of LULAC’s former property to expand its operations.
Grand Avenue Bridge (Fair Haven): OBD provided assistance to businesses directly affected by the closure and
replacement of the Grand Avenue Bridge. In March 2020, OBD led the successful Grand Avenue Bridge
Celebration, which involved food, entertainment, and educational and promotional opportunities to inform
community about both the upcoming bridge closure and the importance of patronizing local businesses not-for-
profits, and in January 2021, OBD created a direct-mail marketing campaign to approximately 10,000 residents.
Hill-to-Downtown: OBD continued supporting LCI in its work with RMS Companies to redevelop various
properties part of the Hill-to-Downtown plan implementation, including an affordable housing component for 222
Lafayette Street as well as the full reopening of Columbus Avenue, addressing a longstanding disconnect and
inconvenience to neighborhood residents.
Innovation Sector: In 2016, the State of Connecticut announced a competitive, multimillion-dollar “Innovation
Places” grant program to fund initiatives in select communities that will make them even more creative places to
live, work, and start a business. In June 2017, New Haven’s coordinating entity, the Elm City Innovation
Collaborative (ECIC), secured a $2 million grant each year for the following three years (for $6 million total) from
CTNext. Over the past couple of years, ECIC (now known as the New Haven Innovation Collaborative) has
supported projects to enhance the city’s innovation ecosystem, with focuses on bioscience, technology, and
innovation/community connections.
Holiday Tree Lighting: OBD and DCA collaborated with New Haven Festivals, Inc. to promote the annual
Holiday Tree Lighting.
D. Improving New Haven’s Global Competitiveness
Economic Development Strategy: OBD pursues short- and long-term strategies to position New Haven for future
growth. For example, to support development of the Yale-New Haven Health Neuroscience Campus, it
commissioned a sector strategy to look at potential business opportunities in patient care, bioscience/pharma, and
consumer markets. OBD also partners with the EDC and BioCT to support lab space development in New Haven.
Tweed-New Haven Airport: OBD continues to work with Mayor Elicker to address Tweed’s need for more
commercial air service while balancing it with City and neighborhood concerns with regard to transparency,
financial stability, community benefits, and environmental stewardship. OBD staff is also working with Tweed as
it crafts a new Master Plan to identify capital improvements related to air service development, safety, and coastal
resiliency.
Union Station Transit-Oriented Development: In September 2020, the State of CT signed a letter of intent with
the City establishing a new partnership agreement designed to launch a new era in managing the two State of
Connecticut-owned rail stations in New Haven. The terms of the partnership include operations at Union Station
and State Street Station, capital improvements to the Union Station Campus, and other improvements contemplated
for the station area. Under the letter of intent, a new lease and funding agreement will be established between the
Connecticut Department of Transportation and the City to last 35 years, with two ten-year extension options, that
will allow the city (through Park New Haven) to lease and operate the Union Station Transportation Campus and
staff the partnership. OBD will continue to provide staff support on crafting the new lease as well as the design of
the new garage and other capital improvements.

City resident unemployment rate 5.4% 9.6% 7.0%
Citywide commercial property vacancy rate 16.3% 17.0% 16.0%
Number of small business start-ups in the city 274 350 400
Number of SCD-registered small-business and
MBE-construction contractors 135 175 170
Number of small-business and MBE-
construction contractors served in-person by the
SCD program 327 400 425
Rate of City construction contracts awarded to
non-women-owned small-contractor MBEs 21% 25% 25%
FY 2021-2022 GOALS/INITIATIVES
In addition to direct responses to the pandemic and an important emphasis on the continuity of department
programs and essential services, 2021 will focus specifically on economic recovery for small businesses and the
residents dislocated from jobs in 2020. Key focus areas are: workforce ladders connecting New Haven residents to
the innovation economy and current job opportunities in partnership with New Haven Works, the Workforce
Alliance, and academic partners; a climate awareness approach to new development through sustainable practices;
and supporting efforts to build affordable housing in the city and throughout the region. The value of places will
continue to be emphasized through cultural equity, outdoor experiences and vibrant commercial districts.
A. Attracting and Retaining Quality Investment
 Finalize design and initiate construction of Downtown Crossing Phase 3

 Finish Mill River CDBG-DR coastal planning project and begin implementation
 Work with City Plan to resubmit Mill River and River Street MDPs to Board of Alders for approval
 Continue Mill River Planning Study implementation, including monitoring of United Illuminating’s
English Station cleanup, Mill River Trail development, and beautification efforts.
 Continue implementation of Wooster Square Planning Study though interim improvements on Olive Street
to connect Farmington Canal Phase IV with Water Street and site conceptual designs for re-alignment of
State Street.
 Pursue state and federal grants to continue and complete stabilization, environmental assessment,
remediation, abatement, and redevelopment of River Street properties for potential redevelopment
 Assist LCI and City Plan with ongoing revitalization of Dixwell Avenue including landmark development
proposed by ConnCORP for Dixwell Plaza, as well as lease negotiation for Hill Health Center’s relocation
to Q-House and redevelopment of 316-340 Dixwell Avenue.
 Address longstanding dormant agreements at 433 Chapel Street, 1198 Chapel Street and 340 Dixwell
Avenue in partnership with LCI.
 Support developer’s efforts to create apartment building/extended-stay hotel at 85 Elm Street
 Support redevelopment of James English Building at 105 Court Street/418 State Street
 Work with developer to create condominiums at former Lehman Printing site at 191-199 Foster Street
 Support redevelopment of former CAA building at 781 Whalley Avenue/50 Fitch Street
 Work with buyer of 245 Forbes Avenue and adjacent properties to complete cleanup and renovation project
and relocate electrical contracting and other businesses there
 Work with LCI and community stakeholders to move forward with long-term plans to relocate the Police
Department headquarters from Union Avenue and redevelop the site
 Support Shubert with next phase in financing capital improvements
 Work with various external stakeholders to create an overall community-led plan for inclusive and shared
economic growth
B. Developing Local Jobs and Businesses
 Small Contractor Development:

o Introduce construction technology software, electronic bidding, and electronic invoicing
o Launch Green and Sustainability workshops and initiatives
o Develop and implement Health Care Facility construction training
o Implement Patient Safety in Hospital construction training
o Enhance and monitor vendor online registration for bidding
o Establish user friendly “How To Bid” web page
o Continue to hold project specific workshops and informational sessions
o Connect small- to mid-sized minority-, resident-, and woman-owned business enterprises with
opportunities to work on projects in New Haven
o Continue collaborating with developers to create MBE/WBE project participation opportunities
o Provide the latest information and training on safety regulations, labor laws, certifications, and
project specific requirements
o Increase community outreach
 Continue and expand SBRC efforts to assist New Haven small businesses and entrepreneurs to create,
locate, and expand their businesses in the city;
 Continue partnership with New Haven Works, Southern Connecticut State University on the bioscience
career ladder and explore deeper articulations with Gateway Community College and New Haven Public
Schools.
 Implement workforce development grant in partnership with EDC and IKEA.
 Support STEAM program development at NHPS with specific focus at Career HS and Hillhouse HS career
programs and Perkins grant support.
 Continue working with LCI and “Main Streets” volunteers in three commercial corridors (Dixwell, Grand,
and Whalley Avenues) to identify, design, and implement neighborhood economic revitalization projects
 Secure funding and necessary approvals to partner with CitySeed to begin construction of a commercial
kitchen business incubator
 Initiate a new buy-local source program supporting small start-ups and mid-size businesses using brokerage
approach.
C. Revitalizing New Haven’s Neighborhoods
 Collaborate with Newhallville stakeholders (and possibly the Town of Hamden) on a possible Upper
Dixwell streetscape improvement and/or high-speed broadband internet project
 Continue working with NXTHVN to promote neighborhood arts production and education programming
 Work with St. Luke’s Development Corporation to construct a mixed-use project on Whalley Avenue
 Assist LCI and City Plan to finalize conceptual planning and RFP to secure a suitable redevelopment plan
for the former Strong School site at 69 Grand Avenue
 Continue work with the Science Park Development Corporation on the future plan for Tract A and master
planning for the existing campus.
 Continue implementation of the Long Wharf Responsible Growth Plan, including focus on redevelopment
of former Gateway Community College.
D. Improving New Haven’s Global Competitiveness
 Continue efforts to grow medical district at Downtown Crossing and revitalization of Science Park.
 Support reopen of Downtown New Haven through public health and marketing campaigns in partnership
with Town Green, local businesses and property owners.
 Support tech transfer and new development in key economic sectors: bioscience, food, health care/tech, and
quantum science
 Establish a stronger presence at regional, national, and global trade expositions to both support Connecticut
businesses and establish relationships with prospects in part through EDC and Advance CT.
 Partner with Yale for local presence at key events such as the Economic Development, Innovation and Real
Estate events.
 Gain aldermanic approval for new Lease and Funding Agreement at Union Station and begin work on
capital improvement program.
 Support Tweed-New Haven Airport on development of new master plan and related air service
development initiatives
 With Mayor’s Office and CAO, launch citywide effort to expand broadband access to provide higher
quality internet service at affordable pricing to New Haven residents and public school students.
ARLEVIA SAMUEL, INTERIM EXECUTIVE DIRECTOR
165 CHURCH STREET, 3rd FLOOR
203-946-7090
Mayor
Economic
Development
Administrator
Livable City
Initiative
Executive Director
Neighborhood Deputy Deputy

Deputy Neighborhood
Commercial Housing Code Administrative
Development Services Services
Manager
Main Street Homeowner/

Cooridors Housing Code Housing
Inspection/Section 8 Relocation/ Homebuyer
Development
Demolition Programs
Hill to
Downtown Grant
Neighborhood Foreclosure
Administration/
Rental Licensing Services/Property Registration
Grant Writing
Management
Church
Street South Acquisition/
Disposition Budget
Property
MISSION / OVERVIEW:
The mission of the Livable City Initiative (LCI) is to develop and implement an innovative and balanced approach to
promote, grow and sustain our neighborhoods while creating a sense of community throughout the City of New
Haven.
 Housing Development
Thompson/Winchester Homeownership Phase 1 Project: The Project consists of the construction of

new multi-family homeownership units on Thompson Street between Winchester Avenue and Newhall
Streets and along with Winchester Avenue between Starr Street and Division Street in the Newhallville
neighborhood. The Project encompasses the redevelopment of thirteen (13) city owned vacant lots to be
subdivided for the construction of (9) new structures all available for sale to homeowners. The total
Redevelopment Project Phase One will encompass two (2) city blocks and a total of eighteen (18) net new
units to include nine (9) homeownership units and nine (9) rental units. To enhance the development, the
project includes the development of a community park with amenities located at 506 Winchester Avenue.
DOH funding is in place and construction commenced in February 2020 completion is at 95% turnover by
end of February 2021.
Judith Terrace Phase 2- City of New Haven: City of New Haven is Owner/Developer of a
homeownership development consisting of the construction of 2 single family homes on Riverview at top of
Judith Terrace. The project is completed and sold to End-Buyer.
747 Livable City Initiative
Ashmun/Canal Project: 1.5-acre parcel strategically located next to Science Park and Monterey Homes.
R&J Development Advisors has been selected and approved to build 150 units of mixed income rental units
with a retail component.
49 Prince Street – RMS Hill to Downtown: 30 units of safe, affordable rental housing in the Hill-to
Downtown area. Gut rehabilitation of the Welsh Annex School. DOH funding of $2.7M, CDBG $500,000
complete pre-development activities interior
216 Congress Avenue – RMS Hill to Downtown: New construction approx. Total Development Costs
$19M Total Development Costs; Total 90 new rental units; 30 affordable units of which 10 HOME Assisted;
HOME conditional commitment $500,000 pending until financing is secured by RMS; DOH funding $2.25M
and private equity
Beulah Land Development Corporation: Orchard Street Phase III: Three (3) units of housing at the
following locations: 722 Orchard Street (Rehab) and 684 Orchard Street (New Construction). The project
consists of CDBG costs for the pre-development and construction of 722 Orchard Street and 684 Orchard
Street, a mix of rehabilitation and new construction. 722 Orchard St – Rehab was completed and sold to
End-Buyer in October 2018. 684 Orchard - New Construction completed and in process of selling to end
buyer.
Beulah Land Development Corporation: – 253-255 County Street: Rehabilitation of 2 family structure
completed and sold December 2019. Funding was used for predevelopment costs for the rehabilitation of the
property located at 253-255 County Street, a 2-unit home.
Habitat for Humanity–New Construction/Rehabilitation of acquired property located at 39 Elliott Street, 24

Glenhaven Road, and 631 Ferry Street which provided three (3) homeownership units for low income
homebuyers.
NHS-Historic Homeownership Rehabilitation Project: Phase 1: 207 Edgewood Avenue, 19 Lilac Street,
609 Winchester Avenue, and 662 Winchester Avenue. Phase I will include gut Rehabilitation for
homeownership of each property. Completed and sold to End Buyer in mid late 2019. Phase 2: 389
Huntington, 161 Ivy Street, 278 Newhall Street, 29 Stevens Street. Project will include complete gut
rehabilitation for homeownership of each property; construction commenced and due to complete by end of
2020.
 Residential Loan Programs: FY 20-21 (7/1-12/31)
 Total Expended to Date All Programs - $ 329,461.00

 Total Units Assisted to date all Programs – 68
 Total Loans to Date (7/1/19-12/31/19)

 Intake 47
 Closed 28
 Withdrawn 0
 In Process 19
 CASTLE Program: The City of New Haven Coronavirus Assistance and Security Tenant Landlord
Emergency Program (“CASTLE”), will assist tenants and homeowners in New Haven who have
experienced income loss due to Covid-19 and are experiencing housing insecurity. The program launched
on September 2, 2020 to the City of New Haven residents and funded through CDBG CARES Act.
 Total Expended to Date All Programs - $21,000

 Total Units Assisted to date all Programs – 7
 Total Loans to Date (9/2/20-12/31/20)

 Intake 530
 Closed 7
 Withdrawn 134
 No Response 353
 In Process 36
FY 2021-2022 GOALS /INITIATIVES:
The goal is for all residents to thrive. To thrive, all residents need safe and stable housing. The following
objectives/initiatives will provide the path to safe and stable housing:
 Landlord Certification Class in training landlords how to be landlords and the health and safety protocols
to keep their tenants and property safe.
 Create new homeownership units in a strategic approach to development through new construction on
City owned vacant properties for working families. In FY 2020-21, the following projects will move from
Predevelopment to Construction
1. Thompson/Winchester Homeownership Project Phase 2: Commence construction on City-
owned properties that will be redeveloped for homeownership units in the Newhallville
neighborhood.
2. 596-598 George Project: Complete phased rehabilitation to preserve an historic building for
homeownership with rental units.
3. 177 Winthrop Avenue – City of New Haven (Owner/Developer) gut rehabilitation into 2
family (2nd/3rd Floor Owner units with 1st Floor Rental; Design Phase
4. 455 Howard Avenue – Hill South Management Team partnership – new construction 2 family
homeownership structure; 2nd/3rd floor combo unit. Design Phase
5. Ashmun/Canal: City owned parcel LCI will negotiate agreement with selected developer, RJ
Development, for mixed use mixed income development with rental and possible
homeownership and communicate to Board of Alders for approval.
6. Union Square Redevelopment: Partnership with New Haven Housing Authority and
Northland Development Corporation to provide affordable and market rate housing on former
site of Church Street South.
7. 188 Bassett Street: for economic development wealth building initiative build out.
8. Antellian Manor: New construction of 31 units affordable units.
9. Strong School: Work in partnership with community to revitalize vacant Strong School on
Grand Avenue.
10. Park Place Homes a/k/a Kensington Square Phase II- The Community Builders: The
property is subsidized by a Section 8 HAP contract until 2023 for all 120 units (15 New
Construction/105 Rehab). Resident services are located on site at the community center. The
project is in the Dwight neighborhood near downtown, bus lines, parks and community services
facilities including Yale New Haven Hospital (St. Raphael Campus). Financing committed.
Estimated TDC $30M. DOH to fund Pending closing;
11. Neighborhood Housing Homeownership Phase 3: 161 Ivy St., 266 West Hazel St and 260
West Hazel St (pending acq); 83 Butler, 44 Lilac St, 198 Bassett St (all pending acq); New
construction homeownership; pre-development; financing stage
12. 306 Dixwell Avenue: Daycare Center – conversion of mixed use 2 family residential to a 24-
hour daycare center.
 Preservation and rehabilitation of existing housing stock serving low, moderate, and middle-income
persons and families
 Acquisition: Seek and secure authorization to expand real estate owned (REO) portfolio through the
purchase of properties for rehabilitation as homeownership units and/or acquisition of liens.
 Acquisition, Relocation, Demolition and Disposition activities in support of eligible activities that
support the City's priorities;
 Stabilization of neighborhoods through the enforcement of property maintenance, code enforcement and
anti-blight efforts;
 Improvements to or development of public facilities which further the City's overall Consolidated Plan
and development efforts in regard to the City's low, moderate, and middle income children, the elderly,
persons with disabilities and those with special health care needs;
 Planning in support of the City's overall Consolidated Plan and development efforts.
 Ongoing support for neighborhood commercial districts through technical support, leasehold assistance
program and site-specific development.
CITY OF NEW HAVEN, LCI CONNECTICUT

OPERATING INDICATORS BY FUNCTION/PROGRAM
Performance Indicator: Livable City Initiative FY 2020 FY 2019 FY 2018 FY 2017 FY 2016 FY 2015 FY 2014
# of Referrals as to Blight 2200 3,175 2,750 9,957 23987 52 11628
# of Blight Notices 130 142 150 190 76 52 48
# of Blight Citations 25 30 35 24 16 18 25
# of Blight Foreclosures 5 5 6 10 3 2 8
# of Community Meetings Attended 205 215 220 201 235 235 227
# of Blight Referrals Addressed 2000 2,150 2,750 9,854 2358 2275 2410
# of Vacant Homes Monitored 424 452 504 515 519 601 630
# of Foreclosed Properties Registered 250 384 519 510 235 811 545
# of Tons of Trash Removed 250 227 225 239 251 240 243
# of Properties Maintained 173 194 210 190 203 215 210
# of Liens Placed as it relates to Property Maintenance 35 56 35 81 69 101 45
# of Properties for Sale 185 220 206 190 203 215 224
# of Properties Sold 20 16 6 15 12 21 14
# of Properties Displaced due to Fire 20 5 20 8 7 17 7
# of Properties Displaced due to Code 10 9 48 11 13 14 11
# of Persons Temp Relocated Fire 40 25 11 13 21 37 3

# of Persons Temp Relocated Code 25 26 1 25 39 26 10
# of Persons Permanently Relocated 30 32 59 56 67 83 16
# of Liens Placed as it Relates to Relocation 10 7 6 7 8 4 7

# of For Profit Community Partners 8 8 8 7 6 6 6
# of Not-For-Profit Community Partners 16 17 17 17 17 17 17
# of Projects in Development 20 24 38 29 24 21 23
# of Units in Development 1289 629 856 421 594 356 436
# of Rental Units Completed 94 160 99 66 45 39 45
# of Homeownership Units Completed 50 47 35 7 41 60 39

# of Individuals Completing Post
Purchase/Homeownership/Counseling 29 17 17 22 19 0 32
# of Down Payment Loans 29 17 17 22 19 16 14

# of Energy Improvement Loans 17 24 7 17 23 21 22

# of Elderly/Disabled Emergency Repair Loans 2 2 4 7 7 8 9
# of Referrals as it Relates to Code Enforcement 6630 9234 6205 5147 5180 4747 4473
# of Cases Open 790 686 695 553 897 901 582
# of Inspections per FY 6630 9234 6205 5147 5180 4747 4473
SECTION IV-CAPITAL PROJECTS

City New Haven Capital Improvement Program

The Capital Improvement Program (CIP) is designed to identify and finance capital
assets of the City, which have a significant value and a useful life greater than one
year. City capital assets include acquisition or maintenance of fixed assets, such as
land, buildings, and equipment, technology, rolling stock (i.e., vehicles, lawnmowers,
etc.), furniture, capital leases and other capital expenditures under Governmental
Accounting Standards Board (GASB) and Generally Accepted Accounting Principles
(GAAP).
In fiscal year 2019-20, the City instituted a policy of bonding for two years of capital
improvement projects. The City developed the two-year bonding policy to streamline
services and reduce cost for taxpayers. In keeping with the current initiative, the City
has continued to carefully evaluate CIP to reduce the City’s debt service.
Two-Year -Capital Bonding

CIP has been reduced to operate within the City's financial constraints. Accepted
projects in the FY2022 CIP were vetted to ensure that they are consistent with the
City's goals and to maintain fiscal responsibility.
The City will maintain a lean CIP and demonstrate continued fiscal prudence. Existing
authorizations will be utilized for projects that currently are underway and new
authorizations will be limited to those that are required and can be afforded. The
Mayor’s fiscal year 2021-2022 budget is requesting a total of $60.0M in City bonding,
which is a reduction of $10.7M when compared to fiscal year FY2019-20.
FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22

$58.4M $70.7M $0.00M $60.0M
Off Year
The advantages to the City of a two-year bonding program for CIP are as follows:
 Savings of $500,000 to $700,000 in borrowing cost in the off year.
 Interest savings on the borrowing ($100,000) to the general fund in off-year.
 Soft Cost Savings (280 hours to develop the Capital Budget by City Staff) and
increased productivity of City Staff.
 Achieve a State of Good Repair (SOGR) in critical areas of the City (example:
BOE IT) impacting operational cost and increased service to the residents.
Off-Year = Year City does not borrow money

Section IV - Capital Projects 4-1 Section IV - Capital Projects

Rolling Stock Committee

 The City of New Haven established a vehicle purchasing committee to
evaluate the purchase of Rolling Stock (vehicles, equipment, and capital
repairs). The purpose of the committee is to maximize utilization of the
current City fleet and use technology software and data to determine
replacement schedules. Decisions are made based on conditions of the vehicles
at time of purchase and may change based on equipment failures or another
vehicle damage.
Capital Projects Budget Introduction

The Capital Improvement Plan (CIP) of the City begins with departmental requests to
Management & Budget identifying individual projects and providing an estimate of the
cost and justification of the project. The departmental requests are transmitted to the
Capital Projects Committee composed of the Controller, two members of the Board of
Alders not from the same political party, a member of the City Plan Commission
appointed by the Mayor, the City Planning Director and four members appointed by
the Mayor whose terms run concurrently with the Mayor's.
The Capital Projects Committee reviews and evaluates departmental requests and
recommends a Capital Improvement Plan to the Mayor not later than February 15th of
each year. The Mayor shall prepare and submit a Capital Budget to the Board of Alders
as part of the annual budget submission. After a public hearing, the Board of Alders
adopts an ordinance appropriating funds for projects. The Capital Budget is primarily
used to finance improvements with an average life of five years or more as well as large-
scale permanent improvements. Regular capital improvement programs for the
maintenance of City streets, sewers, parks and for purchases of major equipment are
also financed through the Capital Budget. Capital Budget funding comes from three
primary sources: City general obligation bonds/notes, State grants and Federal grants.
In compliance with the requirements listed in the City ordinances and the City Charter,
the Fiscal Year 2021-22 Capital Projects Budget consists of the following:
I. FY 2021-22 Capital Projects Narratives which provide a description of the
approved projects to commence in FY 2021-22.
II. FY 2023-26 Capital Improvement Program. The FY 2021-22 Capital Budget

request is the first year of the 2022-2026 Capital Improvement Program. Years
2022-23 through 2025-26 of the Capital Improvement Program represent
planned budgetary authorizations only. Annually the five-year improvement


program is revised, and the Board of Alders appropriates the first year of the
program as the City’s Capital Budget.
III. Appropriating Ordinance #3 is comprised of Sections I, II, III, IV, V and VI.
Section I is the issuance of up to thirty-year debt, Section II is the issuance of
ten-year debt, Section III is the issuance of five-year debt, Section IV is for
funding sources other than City Bonds, Section V is for description changes and
Section VI is for refunding bonds.
IV. Appropriating Ordinance #4 is an ordinance authorizing the issuance of General

Obligation Tax Anticipation notes and/or General Obligation Grant
Anticipation notes.
V. The Statement of Debt Limitation as of June 30, 2020 of the City’s annual audit
is prepared by RSM US LLP. The City is limited by State Statute Section 7-
374(b) to incurring indebtedness in any of the following classes in amounts which
will not cause the aggregate indebtedness in each class to exceed the factors
stated below times total tax and tax equivalent revenues for the most recently
completed fiscal year.
Category Factor
General Purpose 2-1/4 times base
Schools 4-1/2 times base
Sewers 3-3/4 times base
Urban Renewal 3-1/4 times base
Pension Bonding 3 times base
VI. The Mayor’s Proposed Capital request was approved on February 11, 2021 by
the Capital Projects Committee


FISCAL YEAR 2021-22 CAPITAL BUDGET

132 CAO/MANAGEMENT AND BUDGET ROLLING
STOCK/EQUIPMENT PROGRAM:
2201 Rolling Stock:
City Bonding: $3,000,000
Maturity Year: 5YR
Funds will be used for the purchase of rolling stock, equipment, technology
equipment and accessories related to the purchase of rolling stock. These funds will
also be made available for capital eligible repairs to rolling stock due to wear and tear,
accidents, or other damage.
The City established a vehicle purchasing committee to evaluate the purchase of

rolling stock (vehicles, equipment, and capital repairs). The purpose of the committee
is to maximize utilization of the current City fleet and use technology software and
data to determine replacement schedules. Decisions are made based on conditions of
the vehicles at time of purchase and may change based on equipment failures or
another vehicle damage.
The committee will consist of the Budget Director, Chief Administrative Officer,
Controller, and Fleet Managers of Public Works and Police.
The process for purchasing new or replacement rolling stock will consist of all
departments bringing their request to the vehicle purchasing committee for review
prior to requesting quotes from dealers. Public safety agencies (Police, Fire and Public
Works) will take priority when a request is submitted to the committee.
Through various conferences with departments during fiscal year 2020-21 and the
fiscal year 2021-22 budget process, requests include but are not limited to:
Police Department: The Police Department will continue the replacement

plan of replenishing the Police vehicle fleet and any necessary equipment/
accessories. The 24/7/365 operation places a very heavy demand on all our
Police vehicles and our officers need to be able to respond to calls in a safe
vehicle. There is existing and continual wear and tear on Police vehicles;
maintaining a reasonable schedule of vehicle replacement will increase both
officer and public safety Police fleet includes patrol cars, tow trucks, command
vehicles, and other necessary vehicles for the Police Department.


Fire Department: Funds will be used for the purchase of replacement

vehicles/apparatus to Fire Department. The fire department will also look at
replacing some of the EMS and administrative fleet.
Parks and Public Works: This is required funding in support of a viable and
comprehensive vehicle replacement program. Public Works' ability to provide
services in an effective and efficient manner is dependent on a fleet of vehicles
and other equipment. This funding reinforces a modified 5-year vehicle
replacement program adapted to meet current Departmental needs.
Parks and Public Works rolling stock request promotes an orderly system of
purchasing and funding standardized vehicles and heavy equipment. The
existing replacement program supports current and future departmental
requirements. The primary objectives are consistent with controlling overall
costs of operating and sustaining the municipal fleet, maintaining vehicles and
equipment in a manner that extends their useful life, monitors the growth of
the size of the fleet and accurately budgets for maintenance and replacement
costs.
Library: The Library is requesting to purchase a maintenance van for Library

facilities. The Library facilities personnel maintains the various Library
branches. Services include building maintenance to exterior maintenance.
Personnel need a reliable vehicle to adequately maintain the equipment needed
to perform services.
Education: These funds will be used to upgrade and replace vehicles for
various departments as they become antiquated or unsafe and beyond their
useful life. The following is the list from our 10-year vehicle replacement
program of current vehicle needs.
A. Food Service truck
B. Security passenger vehicle. (2) SUVs
C. Tradesman vans (5)
D. Snow plowing vehicles. (2) pickup trucks
Additionally, The BOE would like to do a comparison of leasing vehicles with

a maintenance package as compared to owning our fleet. With the food service,
warehouse, and trades vehicles we can estimate annual mileage and fuel needs
accurately then we will have a baseline to compare our ongoing maintenance
costs and usage compared to a lease program. The facilities department has a
10-year vehicle replacement plan that rotates old, end of life, antiquated or
unsafe vehicles out of use.


131-MAYORS OFFICE/TECHNOLOGY/ENGINEERING:
2202 Municipal Broadband Network:
Maturity Year: 10YR
The City of New Haven’s Digital Inclusion Plan proposes collaborating with existing
public sector, private sector, and nonprofit digital literacy programs to create a new
communication infrastructure for digital access. An estimated 18,500 households in
New Haven (37%) do not have a high quality, wired connection to the internet.
Although COVID-19 has recently highlighted the need for fast, reliable internet, the
digital divide is neither new nor will disappear with a return to normalcy.
The City is undertaking a master planning process for a city-wide fiber network. A
pilot network installation would serve as an important proof-of concept for a city-
wide investment and rollout. The pilot would seek to accomplish the following goals:
 Establish a municipal fiber network in underserved neighborhood(s)
 Focus on connectivity for school-aged children
 Refine the network plan for full implementation
 Develop maintenance operations plans with ability to scale for a city-wide
network
The funding allocated is to begin the process of ideas and implementation for
potential strategies and partnerships leveraging the best of public and private sources
to expand affordable, high-speed broadband services to New Haven residents. These
options may range from new products and pricing, new service options with
discounted rates, or other innovative approaches employing established or emerging
technologies for fiber implementation.
Capital funds will be used for Hardware, software, planning/design, training, 1st year
licensing, data conversion, project management, legal/consulting and any and other
associated cost necessary for this project


137/138-Finance \Information Technology:

2203 Software:
City Bonding: $100,000
Maturity Year: 5YR
There is a constant innovation of technologies software. As software continues to
evolve, streamline and improve every aspect of operations, the City must keep up with
new purchases, upgrades and development of the City’s current software applications,
and/or communication systems. This capital funding helps the City take advantage of
software that will improve departmental practices, save time, and save money as new
options are introduced. Capital funding includes hardware, software, planning/design,
training, 1st year licensing, data conversion, project management, legal, consulting and
any and other associated cost necessary for this project.
Projects include, but are not limited to:

 Replace fleet management software at Parks/DPW, PD and FD to provide
asset information and fleet management for city vehicles
 Replace and standardize fuel management software
 Replace outdated vehicle tracking software for city vehicles
 Continuation of upgrade of City website
Capital funds will be used for hardware, software, planning/design, training, 1st year
associated cost necessary for this project.
2204 Network:
Maturity Year: 5YR
Upgrades are required for improved network performance, reliability, and improved
infrastructure. This project plans, designs, and implements upgrades to the existing
network to ensure that the City has a current and robust computer network.
Improving the network will improve software application performance, future
connectivity needs from vendors, and improve connectivity for City residents.
Upgrades include, but are not limited to:

 Firewall replacements for main and secondary data centers
 Switch replacements / upgrades and additions
 Network wiring and expansion
 Server upgrades


associated cost necessary for this project
.
2205 Information and Technology Initiatives:
Maturity Year: 5YR
This Information Technology capital budget emphasizes on planning for long-term
technology infrastructure by utilizing cost-effective and modern technological
solutions. By outlining effective management of the technological infrastructure, a
strong emphasis can be placed on both external and internal customer services and
departmental efficiencies. The City relies on its information and technology systems
and infrastructure to help manage the City’s core responsibilities. The technology
infrastructure builds and operates the City's communications and computing assets,
which include the City's equipment (computers, tablets, laptops, etc.), telephone
system, network, servers, software, e-mail systems, and other IT areas.
The requested funds will be used for the continuation of the City’s effort in
maintaining and upgrading the City information and technology infrastructure.
The funds will be used for, but are not limited to:
 Expansion of the City's data, voice, and storage network infrastructure -
servers, network routers and switches, enterprise storage, network operating
systems, network management software
 Equipment - Surface Pros, tablets, printers, desktops, scanners, office software
suites and development software
 Capital technology consulting services, technology equipment, disaster
recovery, and other hardware, software, and equipment costs as needed
Projects for this account include, but are not limited to:
 Migration of Skype for Business to Microsoft Teams phone system
 IT infrastructure security assessments and improvements
 Funds for additional data center build out to support Public Safety
 Expand Storage Area Network
 Wireless Access Points to continue to expand coverage
 Cameras to replace old analog cameras, install new or replace broken cameras
to fully cover City buildings (internal and external) and provide cameras for
critical public safety coverage
 Gas pump replacements (DPW, PD, FD) and gas boy replacement


 Continue to build out S2 Door Access to IT data closets and remote locations
 Expand GIS ESRI capabilities to provide more visual data to employees and
public
 Expansion and build out of virtual desktop environment
 E-Ticket implementation for Public Safety
Capital funding includes hardware, software, planning/design, training, 1st year

licensing, data conversion, project management, legal, consulting and any and other
2206 Police Technology:

Maturity Year: 5YR
Police technology is important to keep pace with expanding technology requirements
for public safety. Funds will be used to update current and acquire new or replace
aging information and technology needs for Police Department and to maintain
technological standards and keep pace with ongoing system software upgrades and
enhancements, The City must purchase technology needs for the Police Department
to maintain this technology refresh cycle for critical systems to ensure the safety of its
officers and the delivery of police services to the community.
As the City continues to upgrade One Union Avenue, the firing range, sub-stations,
and Police vehicles, new capital needs are required. Police capital technology needs
include, but are not limited to:
 Wireless and network upgrades for Police Sub-Stations
 Desktop and laptop equipment replacement
 New purchase or replacement of aged in-car laptops and/or MDT for Police
vehicles
 Server, UPS, and other network upgrades or replacements
.
2207 Fire Technology:

Maturity Year: 5YR
Funds will be used to update current and acquire new information and technology
needs for the Fire Department. Capital funds will be used for hardware, software,
licensing, planning/design, training, data conversion, project management,
legal/consulting and any and other associated costs necessary for this project.


Services and purchases include, but are not limited to:

 Wireless connectivity for fire stations
 Desktop and laptop replacements
 Upgrade of Fire communication systems and firehouses
 Other networking solutions of fire stations
 UPS upgrade or replacement
 Rewiring of firehouses
 Any hardware or software associated with this project
2208 City-wide Digitization:

Maturity Year: 5YR
Funds will be used for the continuation of the City-wide digitization and indexing of
City records. Digitization is the process of converting information into a digital
format.
Funds will be used to convert valuable physical records into digital records in Vital
Statistics and the Health Department. This digital format can be called up on a
computer and printed when needed or integrated into other software applications.
The goal of digitization is to reduce paper cost and streamline operations through a
digital platform that is easily accessible.
associated costs necessary for this project.
Projects for the next two years include, but not limited to:
 Health Department Vital Stats
 Health Department Nursing
 City Pension Office
 Continuation of Building, Inspection, and Enforcement Office
 Commission on Equal Opportunity
2209 Library Technology & Communications:

Maturity Year: 5YR
The Integrated Library System (ILS) is a major piece of infrastructure that connects
library patrons to collection and information sources. New and improved resources
are acquired as the vendor improves functionality and the library system adds new


resources for the public. Ongoing management of networked services and Wi-Fi
ensures that the public has consistent and reliable access to computers, digital
resources, the Internet, and physical collections. The public depends on their public
library to provide dedicated computer access with up-to-date hardware and software
programs that allow for successful job searching, skills building, digital literacy and
lifelong learning. The Library is obligated to comply with certain state and federal
agency regulations, e.g., to maintain e-rate eligibility with the FCC.
Computers and associated hardware will be purchased as part of a life cycle plan to
maintain efficient and productive usage for both public and staff. Network
management and technology consulting services will oversee library managed network
and Wi-Fi for the NHFPL library system. Consulting services will maintain
compliance with cybersecurity standards.
Funds will be used for hardware, software, planning/design, training, 1st year
licensing, data conversion, project management, legal/ consulting, and any other
associated costs necessary to maintain and improve the library system's technical and
communications infrastructure and capacity to meet public needs. Funds will cover
upgrades to library technology infrastructure including the ILS and online catalog.
2210 Traffic and Parking Communications & IT Equipment:

Maturity Year: 5YR
Funds will be used to improve the department's current IT infrastructure. These
upgrades include, but are not limited to: traffic control technology, and license plate
recognition on vehicles. The City has taken on the task of improving the way of
finding parking, walking, and biking in New Haven. In addition to the flat, static signs
for direction of public parking, the City has created an API of available parking
through its parking contract and intends to display this parking availability at
entrances to downtown to reduce circling and congestion. The department intends to
improve online data management systems through integration of Veoci dashboards
and work request tracking into the City's website. Included in this upgrade will be a
resident communication system to update residents of Complete Streets project
requests (i.e., speed humps).


152 – PUBLIC LIBRARY

2211 Library Improvements:
Maturity Year: 10YR
Library improvements are used for, but not limited to, the purchase, upgrade, and
replacement of flooring, plumbing, electrical, HVAC, sidewalks, facades, painting,
carpentry, furnishings, security and life safety systems, windows, roofs, and other
infrastructure enhancements across all five library locations, including necessary
architectural or engineering consulting fees.
Projects under this funding include, but are not limited to:
 LED Lepricon system - Ives theatrical lighting
 Roof replacement at Ives Library
 Gas piping at Fair Haven Library
 Replace VCT at Wilson
 Upgrade of flooring and other areas of Ives Library
 UV disinfectant system for Library branches
 Upgrade HVAC systems at the Wilson and Mitchell branch libraries. Cost-
saving environmental controls will be expanded beyond Ives to the branches
 New cameras will be purchased and out of date analog cameras replaced to
enhance visual coverage and security of library spaces
 Construction and renovations include a renovation project of the Young Minds
and Family Learning space, decommissioning malfunctioning automated
compact shelving units in the Closed Stacks, and ADA upgrades to the Men's
restroom at the Ives Main Library
 Funds will be used for furniture replacements and upgrades across the system
as required


200 – PUBLIC SAFETY COMMUNICATIONS

2212 Communications System/Equipment:
Maturity Year: 10YR
Funds will be used to improve Public Safety/Communications current network
infrastructure and communication/IT equipment. This project will be implemented
over a three to six-year period.
The current ten-position dispatch console equipment has been in service since May
2007. These funds include the cost to upgrade and replace all the electronic
equipment with an IP – digital capable Motorola MCC7500 dispatch console system.
The eighteen-position dispatch console furniture has been in service since May 2007.
These funds include the cost to upgrade and replace all this dispatch furniture
equipment with new ergonomic dispatch center furniture.
Funds will be used to begin various stages of projects which include, but are not
limited to:
 Microwaves.
o The city's current public safety microwave system that transports
(backhauls) the communications connectivity to all its radio system sites.
The system has been in place since late 2006. Due to the critical nature
of this system, it should be upgraded and replaced with new equipment.
o The equipment would be replaced with current state of the art
equipment with redundant links in two stages: four primary sites (East
Rock, West Rock, Police HQ & K of C) and for the five secondary sites
(Hard St, Yale Smilow, Payne Whitney, Lighthouse and Bella Vista).
 PSAP and Police Department Connection

o Funds would be used to upgrade the main three channels of radio
equipment have been in place since approximately 2007. This upgrade
would provide better system coverage, encryption, and future ability of
texting and GPS.
o The Police Department has recently replaced all its aging portables and
mobiles to the P25 digital platform. The Police Department recently
added a channel for ESU, surveillance and Special Units utilizing the
Traffic Departments UHF channel located at East Rock. The channel
was modified to be a digital channel with encryption abilities for the
Specialized Units.


 PSAP and Fire Department Connection

o The two main channels of radio equipment have been in place since
approximately 2005. There have been additional receiver sites added to
the system since then (Hard St, Bella Vista, and Lighthouse). The
infrastructure for channel one and channel two is due to be replaced.
o The basic infrastructure for channel three and channel four was recently
completed. These funds will be used to match all the receiver sites of the
first two channels and for comparable devices required.
Funds will include for hardware, software, planning/design, training, 1st year
licensing, data conversion, project management, legal / consulting and any and other


201 – POLICE SERVICES

2213 Radios
Maturity Year: 5YR
Funding will be used to replace radios and other related communication equipment
supplies and infrastructure upgrade needs. Funds may also be used to outfit cars with
mobile device terminals and radios upon purchase of new vehicles.
Included in the funding for any related projects for the above category are
planning/design, training, data conversion, project management, legal / consulting
and any and other associated cost necessary for this project.
2214 Equipment:
Maturity Year: 5YR
Purchase and replace necessary police equipment, including, but are not limited to:
body armor vests, ballistic shields, emergency services unit equipment, training
equipment, firing range equipment, traffic equipment and other types of officer safety
equipment.
Included in the funding for any related projects for the above category are
planning/design, training, data conversion, project management, legal / consulting
and any and other associated cost necessary for this project.
2215 Body Camera, Dash Camera, and Weapons:

State Bonding: $1,500,000
--------------------------------------------
Total Bonding: $4,500,000
Maturity Date for City Bonding 5YR
Funds will be used to purchase and replace necessary equipment, including, but are
not limited to: conductive electrical weapons (CEWs), body worn cameras (BWC) and
dash cameras. The Police Department entered a five-year contract for body worn
camera equipment and maintenance that is expiring June 2022. The use of body worn
cameras is already an NHPD policy, but the program will be expanded to include dash
cameras by July 1, 2022, in accordance with Connecticut Public Act 20-1, An Act
Concerning Police Accountability.


Funds will be used for hardware, software, planning/design, training, 1st year
licensing, data conversion, project management, legal / consulting and any and other
202 – FIRE
2216 Fire Fighter Protective Equipment:
Maturity Date: 5YR
Funds will be used to repair or replace personal protective equipment (PPE) for the
fire department staff.
Firefighting PPE is an essential part of the gear used by the firefighters daily. It is
recommended that the gear be replaced every ten years unless damaged by hazardous
materials, which would require a replacement sooner. In addition, the department
must maintain an inventory of replacement gear to be issued immediately when a
firefighter's gear is damaged or contaminated. With the intent to fill thirty firefighter
positions due to vacancies, there is an increase in the need for new PPE.
2217 Rescue & Safety Equipment:

Maturity Date: 5YR
Funds will be used to replace and repair self-contained breathing apparatus, rescue
ropes, and hardware carried in all apparatus. There is a dire need for self-contained
breathing apparatus (SCBA) due to the projected incoming class. Funding will also be
used for thermal imagers, rescue tools, and other rescue equipment carried on trucks,
engines, squads, and a new incoming heavy rescue.
2218 Emergency Medical Equipment:

Maturity Date: 5YR
Funds will be used to replace and repair life packs, AEDs, LUCAS machines, power
loader stretchers, and for service contracts. There will be a purchase of 2-3 new
LUCAS machines. Five AEDs are nearing their end of life and will require
replacement along with fourteen other units which require maintenance. The service
contracts assist with the maintenance of the LUCAS machines and life packs.


502 – ENGINEERING DEPARTMENT

2219 Street Reconstruction:
Maturity Date: 20YR
Funds are used for the design and/or construction of selected roads needing
adjustments to configuration to improve the safe function of the road for all users.
Highlighting efforts include design work for LOTCIP projects (state reconstruction),
speed humps, bump outs, crosswalk enhancements, roundabouts and bike lanes on
roads identified within the complete street’s requests. Funds may also be used to
purchase all necessary equipment, including but are not limited to, computer hardware
or licensing software (AutoCAD, Auto Turn), or other Engineering supplies, services
and goods as needed.
Complete Streets are the #1 requests received by Engineering and Transportation,

Traffic, and Parking. Historically, the budget has supported 1-3 Complete Streets
projects per year. The Cost/Benefit ratio in the new Complete Streets 2.0 program
has been increased by an order of magnitude. The public benefit of increased safety
for all users of the roads is very significant in terms of lives improved and catastrophic
accidents avoided. Furthermore, these low-cost measures will reduce the planning
and implementation time of these measures from years to months. Also, the
Complete Streets 2.0 measures are more reliant on in-house resources instead of
outside consultants and contractors and deliver a much higher value per dollar spent.
Finally, this funding supports the Department's efforts to bring in state and federal
money for street improvements. The City has been quite successful in the past
receiving a substantial amount of state/federal funding by having completed designs
for projects awaiting funding, so that when funding does become available (often
under compressed timetables) the City is well-positioned to get the funding versus
other communities.
2220 Sidewalk Reconstruction:

Federal Bonding: $300,000
--------------------------------------------
Maturity Date City Bonding: 20YR
Sidewalks are a vital public facility for knitting together neighborhoods and allowing
the safe travel of people through neighborhoods. Sidewalks defects can lead to legal
action, and a vigorous sidewalk replacement program can mitigate some of those
expenditures. The Engineering Department has begun encouraging more


competition among sidewalk providers by including contractors from the Small

Contractor Development Program. Engineering handles the larger sidewalk
replacement projects while minor sidewalk issues are addressed by DPW. Sidewalks
are consistently a very popular request from the public.
Funds will be used for designing, repairing and/or replacing sidewalks within the City.
This work is based on condition surveys and priorities established by the City’s
Resource Allocation Committee. Funds may also be used to purchase all necessary
equipment, including but are not limited to, computer hardware or licensing software
(AutoCAD, Auto Turn), or other Engineering supplies, services and goods as needed.
2221 Bridges:
Maturity Date 20YR
Funding will be used for planning/design, project management, legal/consulting and
any and other associated costs necessary for City bridges. Funding in FY21-22
includes the City’s share to rehabilitate the Humphrey St. Bridge over the Mill River.
Funds may also be used to purchase all necessary equipment, computer hardware or
licensing software, rolling stock or other supplies and goods as needed.
Bridges are a very expensive and vital piece of City infrastructure. The continued
investment in bridges to address the needs outlined in the Bridge Status Report is
necessary to avoid both emergencies and sudden huge expenditures. The Humphrey
St Bridge has been rated in "poor" condition by the CT DOT and requires some
rehabilitation of its substructure.
2222 Street Lights:

Maturity Date 20YR
Street Lighting Capital Funds address the replacement and addition of street lighting,
particularly in areas where lighting is on City-owned poles and fed underground. The
funding will be primarily used to fund underground infrastructure work, LED
conversions, and associated work.
Keeping street lighting poles and fixtures in good repair is both a safety concern and
essential to the continued function of the system. The funding will ensure that the
underground infrastructure in support of street lighting continues to be in good repair
2223 Facility Rehabilitation/Repairs:

Maturity Date 10YR


The Engineering Dept is responsible for technical support and execution of capital
projects in non-BOE city buildings, including the Government Center. This funding
is requested to support capital projects in City facilities, including roof replacements,
HVAC upgrades, preventative improvements, and other physical improvements.
Continuing focus will be deferred items in the fire houses. Funds may also be used to
purchase all necessary equipment, Furniture, IT Infrastructure (including, but are not
limited to, cameras, computers, security equipment, software, etc.), rolling stock and
other engineering supplies, services and goods related to facility management, repairs
and purchasing. Future work is expected to be consistent with building needs and
repairs over time to ensure our government facilities operate efficiently and cost
effectively.
Capital improvements are extremely important for City buildings, and years of less
than adequate upkeep have created a significant backlog of facility needs. As
Engineering continues to consolidate capital projects from all the constituent
departments, the department will continue to update the facilities master plan to guide
investment in the facilities and track their maintenance to ensure the longevity of the
facilities.
2224 General Storm:

Maturity Date 20YR
This work provides for repairs to the City’s drainage system. It includes catch basin
repairs, manhole adjustments, drainage pipe replacements and outlet controls. This
work includes updating of the City's aging catch basin systems, mainly consisting of
old cast iron catch basins. These basins contain components that are often not
stocked by contractors and are targets for thieves looking for scrap metal. Funds may
also be used to purchase all necessary equipment, computer hardware or licensing
software, rolling stock or other Engineering supplies, services and goods as needed.
2225 Flood and Erosion:

Maturity Date: 10YR
Flood mitigation is a central duty of the Engineering Department, and flood control
measures are key to protecting the City's infrastructure and the assets of its residents
and businesses. The funding requested enables the City to focus on smaller flood-
related efforts that are important to continuing the work of flood mitigation and
provides a contingency for several projects funded in the current fiscal year and the
next fiscal year.


Flood issues remain in several areas of the City including Morris Causeway at
Townsend Avenue, Middletown Avenue, Water St, Route 34, Union Avenue and
several shoreline failures, including Criscuolo Park, Brewery Square and West River.
Funds will be used to develop and resolve these issues. Proposed use of these funds
includes a seawall preventative maintenance program and repairing and addressing
various flooding issues. Funds will be used to purchase all necessary equipment,
computer hardware or licensing software, or other Engineering supplies, services and
goods as needed.


504 – PARK’S AND PUBLIC WORKS

2226 Infrastructure Improvements:
Maturity Date: 20YR
Funds will be used to repair and enhance park infrastructure. All projects are to
protect existing infrastructure and improve user convenience, reduce current
maintenance/operating costs.
2227 General Park Improvements:

Maturity Date: 20YR
Funds will be used for renovation, repair and emergency upgrades to parks and park
facilities. Annual work necessary to mitigate hazard and ensure quality neighborhoods
include but are not limited to:
 Fence repairs
 Metal sign replacements
 Park furniture
 Trail work
 Vault repairs
 Masonry repairs
 Court upgrades
 Security Cameras and associated technology
2228 Trees:
Maturity Date: 20YR
Funds will be used to plant, trim, and remove trees and renovate tree pits throughout
the City. This includes, but is not limited to, tree work on New Haven Green,
Aldermanic trimming, planting & tree pits, structural pruning, contract trimming and
ash removals. Funds will also cover all associated costs with creating and maintaining
a tree inventory and preventative maintenance plan.
2229 Lighting:
Maturity Date: 20YR
Funds will be used for lighting repairs and upgrades for City Parks. This includes, but
is not limited to, replacing existing lighting with LED high efficiency units which will
reduce both electric cost and repair costs. Examples are new standard fixtures,
replacement poles (for damage), painting existing poles (preventative maintenance).


2230 Bridges Upgrades & Rehabilitation:

Maturity Date: 20YR
Funding requests support annual maintenance to the three movable bridges (Chapel,
Ferry & Grand) addressing unpredicted failures to bridge components and operational
systems. Marginal repairs to the City's stationary bridges are integrated within these
capital fund requests. Funding supports short term and long-term maintenance
activities for the stationary and movable bridges. Goals remain for the provision of
safe travel and safe operations of all City bridges.
2231 Sidewalk Construction & Rehabilitation:

Maturity Date: 20YR
Public Works continues its partnership with the City's Engineers office for the repair
of isolated sidewalks (476 +/- miles). Program concentrates on scheduled repairs
completed through a City standardized grinding process alleviating sidewalk
differential. Funding addresses scheduled repairs and reduces the potential of trip and
fall hazards and claims against the City.
2232 Pavement Management & Infrastructure:

-------------------------------------
Maturity Date for City Bonding: 20YR
New Haven's infrastructure is critical to the operation of the City. The Department
of Public Work's Pavement Maintenance Plan proactively addresses road pavement
deterioration systematically. The plan is built upon the principles of preservation and
rehabilitation. Required funding supports a methodical program re-evaluated yearly to
accommodate changing conditions and support other infrastructure projects.
The existing pavement infrastructure maintained by Public Works persists as one of
the most valuable assets within the City. Maintaining this asset in a cost-effective
manner remains a high priority for Public Works. Objectives continue in identifying
deficiencies and provide recommendations on repair. Funding remains critical to a
successful long-term preservation program.


2233 Refuse & Recycling:

Maturity Date: 10YR
Funding will support the modification/replacement of the current refuse/recycling
collection system and includes the continued purchase of toter supplies to qualifying
residents. Funds are used for toter replacement (damaged, missing) and supports the
City’s bulk trash program in which large containers (20-30yd) are purchased.
2234 Environment Mitigation:

Maturity Date: 10YR
Environmental compliance requires funding in support of contractors, services,
permits, testing and reporting as mandated by State and Federal regulatory agencies. It
is necessary to monitor and maintain compliance with Federal, State and Local
agencies.
The incorporation of hazard mitigation goals and priorities into capital improvement
plans is an emerging best practice for achieving community resilience. Public
improvements that are vital to community functioning and warrant careful assessment
of hazard risk through the hazard identification and risk assessment process. Funds
will be used for permitting, testing, maintenance, consultants, hardware/software and
any other cost associated with environmental mitigation efforts.
702 – CITY PLAN

2235 Coastal Area Improvements:
Maturity Date: 10YR
In 2021-22 Budget, City Plan Dept is requesting funds for detail design and
implementation of the following: comprehensive resiliency and coastal land use plan.
Match for grants for detail and construction design of Long Wharf Plan elements
including improving connectivity to adjacent neighborhoods and Union Station.
Commission detail design of pilot section of Long Wharf linear stormwater park and
multi modal greenway to be "shovel ready". Commission detail and construction
design and implement public access amenities along Mill River, Quinnipiac River and
West River.
Planning, design, engineering as well as federal, state, and local permitting and
construction of public projects in the Coastal Zone, including projects identified in
Hazard Mitigation Plan (HMP). Funds may be used to match or leverage federal,


state, and private grants such as CDBG-DR, or any other appropriate source. Project-
specific activities for FY 21-22, include but are not limited to:
 Canal Dock Boathouse and kayak and transient Docks:
 Costs associated with additional project work at Canal Dock Boathouse /
platform area. This includes any residual close out of the Boathouse and
elements that are not yet constructed or require repair work, including transient
docks, site and lot work, and associated design and engineering expenses.
Long Wharf Improvements, including over sheeting aging bulkhead at Long Wharf
adjacent to the Canal Dock Boathouse. Repairs to city boat launches and other areas
of public access on case by case basis. Coastal Easements and Public Access,
including collecting easements, design and construction of shoreline stabilization and
public access improvements to waterways including Mill River, Quinnipiac River and
West River.
2236 On-Call Planning:

Maturity Date: 10YR
On-call services are needed to augment City Plan Department staff as the workload
exceeds staff capacity and technical capabilities to perform the work in tight time-
frames, often for concurrent projects. FY 21-22 projects include:
City Wide Comprehensive Zoning Code Amendments: (over 2 years). Funds to be

used for outside planning and legal services to update the New Haven Zoning Code.
Research and code amendments to include affordable housing as well as furthering
updates to BA for commercial corridors, village districts and coastal management
zone. This zoning update will include and consolidate various green ordinances in
accordance with climate framework. All zoning amendments shall focus on equity and
address health and racial inequity as well as climate justice.
Neighborhood / Strategic Plan: Funds to be used for annual effort to develop one
neighborhood and/or strategic plans per year as a look ahead to the 2025 update to
the Comprehensive Plan of Development. This will scale up and expand on current
efforts underway at Strong School neighborhood catalyst plan (in collaboration with
LCI) and River Street revitalization plan and Mill River MDP.
General On-Call: Funds to be used for task-specific technical services in the fields of
architecture, landscape architecture, planning and engineering as needed to support
City work and peer reviews, planning and design activities for preparation of
developer RFPs for City-owned parcels and grant match for planning grants.


2237 Route 34 East:

Maturity Date: 20YR
Funds are required to match state and federal funds and for non-participating, non-
reimbursable costs as well as project management for a multi-phase, multi-year project
to convert portions of the former Route 34 highway stub to City streets and access
roads. Phase II will construct an Orange Street crossing and Phase III will enable the
101 College St development and Temple Street crossing construction. Phase IV will
complete the Temple Street bridge and other traffic improvements.
Funds are being requested for FY 21-22 to cover associated costs of additional project
and construction management associated with design-build project delivery method
employed for Temple Street Crossing or Phase 3 and Phase 4. These funds may also
be used for additional predevelopment design and improvements and grant matching
as needed. These funds will also support implementation of projects that are designed
as part of prior projects but not funded such as the multi modal trail and park
adjacent to Coliseum site.
2238 Farmington Canal Greenway:

Maturity Date: 20YR
Phase IV represents final completion of a 30+ year effort to build the New Haven
section that is the terminus of this 84-mile regional greenway system. Up to $8 million
in federal funds have been secured over time to complete the New Haven section.
The current funding request includes design and construction costs for the Lanson
Memorial project, a public space and interpretive design highlighting the contributions
of William Lanson, a key figure in the history of New Haven. A sculpture of William
Lanson was installed on the site in 2020, and the interpretive and landscape
components will be installed in 2021.
Prior years capital funding as well as state and federal transportation grants will
provide 80% of the actual construction costs for trail completion. This supplemental
request for FY21-22 will enable project completion in FY21. Per DOT project
agreement, the City must demonstrate full match in place at time of bid (Sept 2020).
Funds will be used for, but are not limited to: matching available grants or for
covering non-participating costs related to design, permitting, rights of way or
construction, further design completion, including, but are not limited to, revisions
for value engineering and expedited project completion, and design and construction
costs for the Lanson Memorial project


2239 Preservation & Planning:

Maturity Date: 5YR
The City Plan Department is the designated coordinator of the Certified Local
Government program which enables the City to apply for preservation funding from
the State Historic Preservation Office. Increased development in the City has also put
historic structures at risk as evidenced by the demolition of 80 Elm Street. This is a
new funding line that would enable the City to seek alternates to demolition through
feasibility and adaptive reuse studies. It would also provide funding for temporary
stabilization measures in advance of restoration and redevelopment and as well as
match funding for preservation grants.
These funds would also be used to fund a comprehensive preservation plan, design
guidelines and ordinance updates to support preservation of architectural and cultural
resources.
703 – TWEED-NEW HAVEN AIRPORT

2240 Airport General Improvements:
Maturity Date: 20YR
Funds are used for general airport improvements and purchases to support a safe operating
environment for both commercial air service and general aviation activities.
Approximately half of the requested funds are the local match portion (10%) of federal
grants received to cover scheduled Airport Capital Improvement Plan (ACIP) eligible
projects.
Complete FY2022 - FY2023 capital improvement outline is as follows:
 The total FY2022 local match for ACIP projects is $818,000, which covers 10%
of thetotal projects' cost of $8,220,000. These projects include:
o Taxiway A/F/G Realignment & Rehabilitation
o Acquiring a new Aircraft Rescue and Fire Fighting (ARFF) vehicle
o Master Plan Update - Phase 2 (Final)
o Environmental Assessment - 5 Year Development
 The total FY2023 local match for ACIP projects is $85,000, which covers 10%
of the total cost $850,000. These projects include:
o Acquiring a new airfield snowplow
o Completing installation of Runway 20 PAPI (previously delayed
project)
o Completing removal of Runway 20 Displaced Threshold
(previouslydelayed project)
 Airfield painting and crack sealing of all runways, taxiways, aircraft ramps, and


perimeter roads. Annual maintenance of all airfieldpavement is required to

remain in compliance with the Airport's FAR Part 139 Operating Certificate
($150,000 - $200,000 yearly expense).
 Balance of requested funds cover the following on-going capital expenses at
the Airport
o Rehabilitation of deteriorated portions of runway, taxiway, and ramp
pavement. Annual maintenance of all airfield pavement is required to
remain in compliance with the Airport's FAR Part 139 Operating
Certificate. Repairs include necessary milling and repaving of aging
asphalt toremain within the strict maintenance standards for aircraft
movement areas and eliminating sources of foreign object debris
(FOD).
o Removal of obstructions (trees) impacting runway approach and
departuresurfaces, as per FAR Part 77.
o Security improvements/repairs to airport security systems, including but
not limited to airport terminal / AOA access control and CCTV system,
as welas the airport perimeter fence.
o Repairs to the Airport Terminal Building and Administration Building,
including roof repairs and other necessary miscellaneous
improvements.
o Replacement of specialized airport equipment and technology.


704 – TRANSPORTATION, TRAFFIC & PARKING

2241 Traffic Signal Maintenance:
Maturity Date: 10YR
Funds will be used for the upkeep, maintenance and upgrading of traffic signals
throughout the City. The City has over 300 signal systems, which each have vehicle
detection and communication systems to maintain. The department is continuing
several ongoing upgrade projects, including replacement of LED bulbs in traffic
signals, replacement of cabinet controller boxes, blue light snow emergency
notification and vehicle detection systems. Funds will also include other
improvements and maintenance to the system as they become necessary, as well as
additional safety systems, such as "your speed is " signs and radar.
2242 Parking Meter:

Maturity Date: 10YR
Funds will be used for repair and replacement of parking meters and meter collection
equipment citywide. The department is also looking to purchase 300 credit card
accepting "smart" meters. These meters will be phasing out classic coin-only accepting
meters as well as be installed in several new locations. Funds will also be used to
ensure all meters meet ADA height regulations, as well as any other issues that arise.
2243 Traffic Signal and Pavement Marking:

Maturity Date: 10YR
Funds will be used for the installation, repair, maintenance, and replacement of traffic
control signs. The first phase of the citywide replacement of all street sweeping signs
will be started, along with a refresh of all posted time limit signs through-out the
downtown metered area. Funds will also be allocated to non-annual pavement
markings. This includes, but is not limited to, crosswalks, harrows and additional bike
lines. Bike lanes will be both traditional and green. Funds will be used for the
installation, repair, maintenance and replacement of traffic control signs, pavement
markings, related traffic safety programs, planning, consulting, and other project
associated costs.


2244 Transportation Enhancements:

Maturity Date: 10YR
Funds will be used for ongoing transportation investments, including but not limited
to new construction of alternative transportation infrastructure. The department will
look to install several new bus shelters, as well as improving the condition of the
current shelters. Bike racks in various areas citywide will also be a focus of the
department. The Safe Routes to School program will begin this year as well. Funds
will be used to invest in the infrastructure necessary to promote the move toward
alternative forms of transportation, including pedestrian safety improvements, such as
enhanced markings and improved crosswalk infrastructure, enhanced markings for
safety in pedestrian-bicycle-vehicle conflict zones, and construction of protected
bicycle lanes, as well as installation of bike racks for improved bicycle parking.
2245 Planning and Engineering Services:

Maturity Date: 5YR
Funds will be used for planning and engineering services that support the public
safety and parking management. The department needs to enhance its in-house staff
capacity by utilizing on-call professional services to support the public safety missions
of the department. Work to be completed involves the retiming and coordination of
corridors in the City as needed. Due to the life and age of some of our signals, the
machinery is outdated and requires constant retiming to improve traffic flows in the
City. In addition, the streetlight program requires evaluation and correction of poles
as deficiencies in the system become known through the citywide evaluation and
identification (in Street Light line). Our annual point in time study is performed to
evaluate parking demand and target parking development.
Funds will be used for planning and engineering services for, but is not limited to,
traffic signals, traffic control, design services and surveys.
2246 Street Light Maintenance:

Maturity Date: 10YR
Funds will be used to purchase / repair of new poles and major repairs as required.
Included is work to evaluate the present condition of pole structures in the field and
to continue the identification numbering system. With proper maintenance, streetlight
poles will last 20 years, and LED will last about 10 years.


721-OFFICE OF BUILDING INSPECTION AND

ENFORCEMENT
2247 Demolition:
Maturity Date: 10YR
Funds will be used for the demolition of structurally and physically unsafe structures
and any related costs. These funds are also used for emergency demolitions and will
support LCI as needed for demolition related activities associated with the property
management portfolio.
The Demolition account addresses public safety and welfare requirements by

providing necessary funding when a property owner is either unwilling or unable to
address a critical building code issue. The Building Official has authority pursuant to
the CT State Building Code to cite unsafe structures deemed to be in imminent
danger of collapse and this is one of the important tools available in this regard.
724 – ECONOMIC DEVELOPMENT

2248 Land and Building Bank:
Maturity Date: 20YR
Funds will be used for site acquisition, evaluation, planning, relocation, property
management, and physical (re)development activities of primarily City-owned
commercial and industrial properties, including but are not limited to, feasibility
studies, title searches, appraisals, legal fees, engineering, marketing, architectural
services, environmental assessment and remediation, site preparation, administrative
costs, and support agreements and partnerships with the Economic Development
Corporation of New Haven. In fiscal year 20-21, Economic Development executed
contracts from this account for civil and environmental engineering services for two
properties in the River Street MDP.
Projects expected to be completed this year include 190 River Street Cleanup and
Stabilization Project, ongoing implementation of Long Wharf and Mill River Plans
and pre-development for future redevelopment sites in the Downtown/Hill to
Downtown districts. These, along with other projects that have begun or will begin in
Fiscal Year 2022, are expected to result in the expenditure of most of the previous
allocations. For purposes of this budget request, we are listing the projected amounts
needed going forward for FY 2022. Several projects that are in the concept or initial
planning stages in the River Street MDP and other locations in the city are likely to
need assistance from these funds during the next fiscal year.


2249 Commercial Industrial Site Development:

Maturity Date: 20YR
Funds will be used for commercial and industrial site development to assist with the
productive rehabilitation, renovation, adaptive reuse, and expansion of privately-
owned industrial and commercial properties throughout the City, including, but are
not limited to, engineering and architectural services, environmental assessment and
remediation, and building and infrastructural site improvements. In addition, funds
may be used in support of physical improvements and all other related costs, and to
support agreements as well as partnerships with the Economic Development
Corporation of New Haven.
Projects going forward will include assistance primarily for several private properties
located in key development districts, namely Mill River, River St, Downtown, Hill to
Downtown and Long Wharf, and in other commercial and industrial areas of the City.
2250 Façades:
Maturity Date: 20YR
The Façade Improvement Grant Program is one of the tools that the Office of
Economic Development uses to fight blight in New Haven neighborhoods as well as
stimulate economic growth, promote the welfare of citizens, and strengthen local
communities through a combination of redevelopment and rehabilitation. Over the
past three calendar years (2018 – 2020), the Program has supported 11 projects with
Façade grants totaling $667,511. These grants supported more than $17.6 million in
Grantee investment, thereby supporting $26.32 in private investment with each facade
dollar of public investment.
2251 Pre-Capital Feasibility:

Maturity Date: 5YR
Funds will be used to determine the feasibility of potential economic and community
development projects and initiatives throughout the City using feasibility studies,
market positioning, plans, economic strategies/analyses, pre-development studies and
similar activities which support the comprehensive economic development strategy of
the city and region.
For Fiscal Year 2021-2022, Economic Development is targeting a few specific

projects with these funds, including the Downtown Crossing Development Package
for the final available parcel (Parcel B), 10 Wall Street, Mill River MDP, and the
continuation of the Economic Sector Strategy. With no carryover funds expected to


be available going into Fiscal Year 2019 due to existing projects, Economic
Development will need the full request to implement these pipeline projects.
2252 Downtown Crossing:

----------------------------------------
Maturity Date for City Bonding: 20YR
Downtown Crossing is the City's long-term redevelopment of the former Route 34
corridor including significant modifications to the public infrastructure which enables
long-term basic economic growth. From a capital perspective, the City Plan
Department manages the TIGER and related federal-aid projects, and Economic
Development manages the public/private partnerships. This account covers capital
costs that are not reimbursable against anticipated special funds ($8.0M DECD and
$4.5M DOT) in furtherance of the 101 College Street Development Agreement.
Pursuant to the DLDA the City is responsible for the cost of public infrastructure,
namely streetscape, plaza, tunnels, and driveways. Additionally, the funding will be
used for soft costs and site development of the balance of the former right-of-way
between Church Street and Temple Street.
2253 Equipment Modernization:

Maturity Date: 10YR
Funds shall be used in furtherance of the digital transition across the departments
under the EDA. Prior dept-based accounts are being consolidated to improve
efficiency given many projects are highly integrated with public- and citywide
platforms and used by employees across the division. Systems include records
management, permitting, geographic information systems, contact and project
management and spatial analysis.
2254 Small Business Public Market:

Maturity Date: 10YR
In 2017, SBRC launched a “pop-up shop” for local, primarily home-based, small
entrepreneurs to have the opportunity to sell their unique products for the holidays.
Proving to be a success, SBRC will continue to expand through the acquisition of
additional kiosks for expansion.


The entrepreneurship and innovation program leadership from local universities and
colleges was convened to discuss how to support student run companies, share
innovation ideas, and add value to their businesses. The group concluded that a co-
working space, a place where young entrepreneurs could build connections, where
seminars and learning experiences could be offered, would help root them here. Such
a co-working space would have the following objectives:
 Grow a community around Greater New Haven university-affiliated
entrepreneurs
 Respond to the need for high quality, affordable, flexible workspace
 Create a place where young entrepreneurs from different area universities,
advisors/mentors can meet, collaborate, exchange ideas, advance their business
objectives and where ideas can collide and spark new ideas and new
opportunities
 Foster greater collaboration and break down barriers among area universities
and the City
Students will have both desk space and defined office/work areas as needed. To
accommodate this program, the purchase of furniture and equipment is required. This
initiative will promote entrepreneurship, job creation and retention thereby fostering
economic growth in New Haven.
2255 Westville Manor:

Maturity Date: 20YR
Funds will be used to support the redevelopment of the Westville Manor housing
complex with reconstruction of streets, sidewalks, drainage, streetscape, and related
improvements associated with the infrastructure. City funding leverages private and
government assistance via future cooperation agreement toward a full redevelopment
with new housing units at publicly assisted affordable rents.
747 – LIVABLE CITY INITIATIVE

2256 Neighborhood and Commercial Public Improvement:
Maturity Date: 20YR
Funds will be used for planning and implementation activities for public
improvements in neighborhood commercial revitalization areas, neighborhood
improvement areas and the downtown district, including but are not limited to,
sidewalks, curbs, parking facilities, street trees, lighting and other improvements
designed to enhance the public space, including repair and replacement of older


improvements and for administrative, legal services and consulting services necessary
to implement this program. Additionally, the funds will be utilized to acquire
blighted commercial properties for redevelopment consistent with goals for
revitalization of commercial corridors.
The Main Street (street space enhancements) along with a pilot project will enhance
the physical condition of storefronts in the target district. This activity/project will be
to leverage foundation state and federal grant funding to provide an impact in our
neighborhoods and commercial districts. This investment creates an overall benefit to
the community and provide opportunity to increase City's tax base. LCI has
committed funds to assist in providing capital for leasehold improvements to local
businesses in Dixwell, Whalley, Fair Haven and the Hill. This program complements
EDA's facade program.
The program utilizes a comprehensive approach to business development and

expansion for small neighborhood businesses.
2257 Housing Development:

Maturity Date: 20YR
Funds will be used to support the development of working families homeownership
units with or without a rental unit through new construction and/or rehabilitation of
residential structures and any related costs to accomplish this activity including, but
are not limited to, hard and soft construction costs, site work, infrastructure,
compliance monitoring, and any related project development soft costs including, but
are not limited to, inspections, market feasibility, parking and traffic impacts, financial
modeling, and historic compliance.
This activity/project will be to leverage State and federal grant funding to provide an
impact in our neighborhoods through block investment and to increase the
homeownership rates in New Haven. This investment creates an overall benefit to
the community. LCI will undertake several housing projects in key disinvested
neighborhoods.
2258 Acquisition:
Maturity Date: 20YR
The Livable City Initiative Property Division is the City Department responsible for
the procurement of land and buildings throughout the City. The primary motivation
for the acquisition of property is to support the City’s efforts to combat blight,
stabilize neighborhoods that are deteriorating, undeveloped or inappropriately


developed to provide a better environment for the community. LCI’s goals under
acquisition are to rehabilitate, preserve, restore, and conserve structures with the goal
of returning acquired property to the tax rolls via low/moderate homeownership or
low/moderate rental units.
Equally important is the utilization of acquired properties to enhance the quality of

life of the City’s residents as well as for public works, facilities, and improvements.
The success of LCI’s acquisition program as it correlates to the LCI mission is the
ability to provide property for recreational uses, housing ownership opportunities, or
other uses which will contribute to the general health of residents as well as, safer or
more stable neighborhoods in which to educate our future citizens.
Funds will be used to:

 Acquire vacant and blighted buildings or vacant land through eminent domain,
tax foreclosure, anti-blight, or other means available to the City.
 Funds will also be used for any costs related to this activity, including, but are
not limited to, architectural services, site remediation, site preparation,
administrative costs, environmental testing, title searches, appraisals,
engineering, and inspection services.
 Funds will also be used to leverage state and federal funds.
2259 Housing and Tenant Services:

Maturity Date: 10YR
Funds will be used to support the preservation and stabilization of existing structures
to support working families through the rehabilitation of existing structures, Code
enforcement, relocation services, eligible homeowner repairs, public improvements,
and anti-blight programs. Funds include, but are not limited to:
 Any hardware or software costs to administer the project activity
 Administration including but not limited to third party inspection services and
for repair vehicles to facilitate the project activity
 Ability to correct to correct imminent danger issues and unsafe housing
conditions which pose an imminent danger to the health and safety of its
occupants (no heat / lack of oil, leaking roofs, broken windows)
 Relocation costs in accordance with URA
 Compliance monitoring


2260 Homeowner Capital Investment Program:

Maturity Date: 10YR
Funds will be used to provide down payment and closing cost assistance, financial
assistance for the energy efficiency Rehabilitation Assistance program and Emergency
Elderly/Disabled Repair Program. These programs service households whose
income is between 80%-120%. This program is necessary for the working family
owner occupants in New Haven who need a cost savings in energy costs or assistance
in purchasing a home or have an emergency repair.
This funding will complement the already existing down payment program, Energy
Efficient and Emergency Elderly programs that is strictly funded by HOME, which
provides the same repairs for the low to moderate income households whose AMI is
below 80%.
Home improvements may include, but are not limited to, repairing, replacement,
updating, insulating windows, doors, retrofit furnaces, roofs, stairs, and façade. Funds
will provide for preventive maintenance and address existing code violations as well as
any other improvement deemed to enhance the health and safety of the structure.
This program will decrease the utility costs of homeowners in the City of New Haven.
This funding will support working family’s households whose income is between
80%-120% AMI.
900 – EDUCATION
2261 General Improvements:
Maturity Date: 20YR
The Capital funds under this project will be used for general improvements to school
facilities and leased projects. Funds include overall general capital improvements
which include, but are not limited to, HVAC repairs, life safety, interior/exterior
painting, asbestos, environmental, paving fencing and site improvements.
The New Haven School District is comprised of 57 facilities (46 owned buildings and
11 leased properties) and 4.2 million square feet. The School Construction project has
rebuilt or renovated 36 of the schools since 1998. While this project has provided the
students of New Haven with some of the best facilities in the state and beyond, they
also have added extensive square footage as well as highly sophisticated equipment
and systems that require preventive maintenance that has not been accounted for
within the general funds operational budget. Therefore, as the general funds budget
remains flat, the maintenance has been deferred resulting in reactive maintenance and


major repairs as the systems get closer to the end of their useful life cycle. The
Sightlines independent third-party survey indicates that the district requires a total of
$40 million in total funding to make all the necessary repairs throughout the district.
We have received about $5 million annually in capital funds which allows us to have a
proactive stewardship plan with only the most drastically needed upgrades. The survey
also indicates that continued support at the current level will result in reducing the life
cycle of the schools from 50 years to 30 years or the need to spend another $1.4
billion to rebuild new facilities.
The Life Safety programs are required by local fire safety and building codes, as well
as unfunded mandates from the State. The cost to update antiquated fire panels is
significant. The State-mandated AED program requires training and ongoing
stewardship (batteries and contact pads, as an example) and upgrades. The Facilities
department has just received Phase 3 of the State funded security grant which will
allow for the full implementation of the BESAFER program (Board of Education
Security Alarm Fire and Emergency Response plan) which includes upgrades of
school security equipment including new I.P. cameras, radios, metal detectors and
wands, milestone software upgrades and a limited card access system. Phase 4 is in
progress.
This foundational reset of the Security system will allow for better monitoring and real
time connections with NHPD and NHFD among other partners. The initial card
access program is very basic, but it was designed with the ability to expand into a total
district wide program that will eliminate the multiple key systems that currently exists
throughout the district and it will expand to include student and staff I.D.s, as well as
use in the cafe to track the lunch programs, which will result in accurate accounting
necessary for State reimbursement of the food program. There are 12 schools
remaining that require funding to complete the security upgrade to IP cameras, the
milestone software as well as ID card door access.
The AHERA State unfunded mandate requires we have a 6-month, 3 year and 5-year
asbestos plan. We also have a need to remove asbestos as we perform boiler
replacement projects, tile, and mastic replacement. This funding is also needed to
support remediation of mold issue, and all hazardous waste issues. It is important to
have the ability to act quickly when these issues arise.
These funds will be used for all repairs /renovation upgrades district wide as part of
our ten-year deferred maintenance plan which includes, but is not limited to:
 Roof Repairs – several schools need extensive repairs or replacement. Repairs
or replacements are needed at High School in the Community, Cross, Beecher,


Hillhouse, Clinton Ave, Brennan Rogers, King-Robinson, Betsy Ross, and

Conte/West Hills.
 The school district has a need to perform major renovations/replacements to
its gymnasium equipment including motorized baskets, bleacher systems and
gym floors districtwide. The Fieldhouse is also in need of track resurfacing and
wood floor replacement.
 Several of the District’s pools need repairs. All pools are on a maintenance,
repair, and life-cycle extension system to preserve the investments made
through the School Construction Program and to extend the useful life of these
assets while maximizing school and City Parks use. While not a priority during
the pandemic, these repairs are needed so the facilities are usable in the post-
pandemic period. These include Cross, Martinez, Hillhouse, Conte, and Career.
 The facilities department has completed Phase I to III of the security grant.
Upgrades remain on the final 12 schools for IP cameras complete with the
milestone software and card access for exterior doors.
 Automatic External Defibrillators ongoing replacement and upgrade program
as required by unfunded State mandates.
 Fire Protection and Detection System replacements and upgrades district wide.
 Emergency Lighting System upgrades district wide.
 Building Intrusion and Surveillance System upgrades.
 Continuation of the Card Access Control 10-year plan to convert from keys to
card access on all exterior doors. Additional funds will be needed to complete
the ID card access on interior doors in secure areas.
 The long-term plan includes the use of the I.D cards for all students and staff
 Implementing an intensive stewardship program on all HVAC systems thereby
extending the life cycle of the equipment. This allocation will continue to grow
as existing systems continue to age, and sensors and components fail. Repairs
or upgrades are currently needed at Beecher, Daniels, Clemente, Lincoln
Bassett, Troup, and Truman.
 Implementing a 5-year plan for a thorough cleaning of the duct work in the
schools, continuing the work started during the pandemic reopening
preparations. This will be done on a five-year rotation with each school being
cleaned and sanitized every 5 years.
 Funds will be used to sustain the best possible learning environments utilizing
facilities ongoing 10-year program of interior and exterior painting throughout
the district. The main thoroughfares and high traffic areas are painted at 5
schools per year resulting in all schools being painted every ten years. The


district is also exploring a more robust program under which schools would be
painted more frequently.
 Funds will be used for, but are not limited to, the ongoing plan of asbestos
abatement and air quality management. These funds will also be used for all
environmental conditions, including the following:
o AHERA program 3-year State Unfunded Mandate Reinsertion program.
o PCB caulk removal issues.
o Lead paint issues.
o Mold remediation.
o Pipe insulation, boiler reinsulating, roof insulation.
o Mercury cleanup, hazardous chemical cleanup.
o Floor tile mastic abatement.
o PCB's and any environmental impact issue
 Funds will be used to address all school accreditation issues, including but are
not limited to:
o Building repairs and renovations
o Furniture upgrades
o Textbooks procurement
 To replace worn or damaged VCT and ceramic floor tiles, base molding, stair
treads, carpets and hardwood and refinishing and replacement of gym floors
throughout the district.
 Funds will be used to provide technical services, plans, and specifications
prepared by architects and engineers, including but are not limited to, boiler
replacements, roof repairs/replacement, air conditioning and lighting
installations. These funds will also be used to produce the services of a
chemical hygiene and OSHA consultant for the district.
2262 Energy Performance Enhancements:

Maturity Date: 10YR
The Facilities Department has a proven track record for controlling the use of utilities
throughout the district. The New Haven Public Schools System monitors the use of
energy utilizing the EPA National Energy Star Portfolio Manager System which
provides baseline metrics of like schools throughout the nation. The system ranks
schools from 1-100 and which enables us to determine which schools have the best
opportunity for the greatest energy savings. We also work closely with United
Illuminated to take advantage of rebate programs like the retro-commissioning
program which provides us with the ability to test our equipment to ensure it is
operating at peak performance, thereby providing the designed energy savings. NHPS


has sophisticated energy systems throughout the district, including photovoltaic

(solar) systems at 7 schools, a fuel cell that supplies electricity to two schools,
cogeneration at 5 schools and ice making systems at three schools that provide air
conditioning savings. The district is currently converting exterior parking lots lighting
and interior classroom lighting to energy efficient LEDs, which do not have bulbs and
do not require maintenance for up to ten years. The LED lights also operate at
approximately 50% the cost of our existing lighting, which will yield millions of
dollars in cost avoidance going forward.
Energy performance projects include but are not limited to:

 Replace the fuel cell that services Hill Central and Clemente schools, which is
almost two years beyond its estimated useful life.
 Recommission existing equipment at Martinez, Lincoln Bassett, and
Metropolitan Business Academy.
 LED parking lot light replacement district wide: Conte, Clarence Rogers,
Katherine Brennan, King Robinson, and Betsy Ross
 Continuation of the LED 5-year replacement plan of emergency, classroom,
and parking lot lighting, which is projected to produce $1.2 million in cost
avoidance when completed.
 Device upgrades including frigate freezer and refrigerator power reduction
motors, classroom light sensors, variable frequency drives and other
technologically advanced systems that are consistent with available energy
rebates and applicable sustainability programs.
 Energy Star compliance and recognition metrics to verify efficiencies compared
to other schools nationwide. Five schools completed and an additional three
schools in process for compliance.
2263 Information and Technology Initiatives:

Maturity Date: 5YR
These funds will be used to complete numerous information technology objectives
and to support lifecycle and stewardship support of the current technology and
network services throughout the New Haven Public Schools environment. The City’s
capital program provides a critical level of support to an area where needs and
capabilities shift very rapidly.
As a result of the pandemic, the District recently deployed more than 20,000
new devices to support online learning. In effect, this has created the unintended
consequence of a device replacement bubble 3-4 years from now. We propose a
phased approach to replacing these devices, ensuring continuity of the current 1:1


device to student ratio. Funds in this category are also used to upgrade and replace
servers and to cover annual licensing costs for software that is used districtwide, such
as Microsoft Office 365.
2264 Custodial Equipment:

Maturity Date: 5YR
Custodial equipment needs periodic replacement to ensure schools are maintained in a
manner with the State’s Green Cleaning Program, which is an unfunded mandate. The
use of high-quality equipment results in energy savings, reduced environmental
impacts and more efficient cleaning to meet a national standard of 30,000 square feet
cleaned per custodian. Stewardship of the equipment includes regular inspections, and
needed repairs are made through our general funds budget. Through the inspection
process, equipment that has come to the end of its useful life and in need of
replacement is also identified, and new machines are ordered as part of a ten-year life
cycle replacement plan. Equipment needs include but are not limited to:
 Square Cleaning Machines are used for prepping floors without the use of
water or strip the floors the machine works on different types of floors utilizing
different pads. (vinyl composition tile, rubber stair treads, wood floors, ceramic
tile). The process reduces chemical use, conserves water, and saves time and
money by making cleaning efforts more efficient.
 Auto scrubbers, burnishers, sewing machines, wet and dry vacuums, power
washers, backpack vacuums, upright vacuums, floor machines, man lifts, snow
blowers, snowplows, backpack blowers and other such custodial equipment.
2265 Cafeteria Program & Equipment:

Maturity Date: 5YR
Funds will be used to complete numerous food service objectives throughout the
NHPS environment, including but are not limited to the following:
 Maintain, upgrade & replace deficient equipment including, but are not limited
to, walk in freezers, walk in refrigerators, ovens, warming ovens, steam tables
mixers and stainless-steel tables and sinks.
 Establishment of a PM program.
 Purchase and/or upgrade of existing technology equipment including, but are
not limited, to POS System (including licenses), additional software/hardware
to enhance horizon regarding food safety, student identification and monetary
transactions, computers, monitors, and any other additional technology needed.
 Purchase of school cafeteria furniture such as tables, chairs; desks, as well as
central kitchen facility/office.


 Purchase of additional equipment, hardware, software to enhance core mission

of food program.
 Renovations/repairs to central kitchen facility
2266 LT Maintenance Stewardship

Maturity Date: 10YR
The ongoing stewardship 10-year plan to replace major equipment and infrastructure
has been extended beyond their useful life cycle of operation. This includes, but is not
limited to, roofing, windows, doors, hardware, facades, structural issues, major
equipment including boilers, roof top units, cooling towers, hot water tanks, backflow
preventers, and furniture.
Funding will be used to perform life cycle upgrades and replacements to major
equipment and infrastructure throughout the district. Projects include, but are not
limited to:
 Roof and other repairs at High School in the Community
 Boiler Replacements at James Hillhouse, Nathan Hale, John Daniels
 Chiller replacements at Clinton Avenue, James Hillhouse and Wilbur
Cross
 Conversion from EBI to Tridium controls district wide
 Roof replacements at Clinton Avenue
 Playground surface replacement at Lincoln Bassett and Jepson
 BOE Fuel Cell replacement
 Floyd Little track and bleachers replacement
 Swimming Pools, equipment, dehumidification systems as well as pool
decks, ceiling, walls, lighting, mold remediation repairs at John Martinez,
Wilbur Cross, James Hillhouse, Conte, and Career


APPROPRIATING ORDINANCE #3
AN ORDINANCE AUTHORIZING THE ISSUANCE OF
GENERAL OBLIGATION BONDS, FISCAL YEAR 2022
SECTION I: UP TO THIRTY-YEAR BONDS

BE IT ORDAINED by the New Haven Board of Alders, acting pursuant to the due
authorization of the General Statutes and Special Acts of the State of Connecticut, that:
(a) $29,250,000 General Obligation Bonds No. 19 (the “Bonds”) shall be issued
in one or more series for the following public improvements, and the proceeds thereof
are hereby appropriated for said purposes, as explained in the project narratives stated
separately hereinafter, in the following amounts:
Project Project Description City Bond
Code Amounts ($)
2219 Street Reconstruction/Complete Street $2,300,000
2220 Sidewalk Reconstruction 2,300,000
2221 Bridges 1,500,000
2222 Street Lighting 100,000
2224 General Storm 500,000
2226 Parks Infrastructure Improvements 1,000,000
2227 General Park Improvements 700,000
2228 Street Trees 1,500,000
2229 Lighting 100,000
2230 Bridge Upgrades & Rehabilitation 300,000
2231 Sidewalk Construction and Rehabilitation 400,000
2232 Pavement Management and Infrastructure 3,000,000
2237 Route 34 East 500,000
2238 Farmington Canal Line 300,000
2240 Airport General Improvements 500,000
2248 Land & Building Bank 1,000,000
2249 Commercial Industrial Site Development 1,500,000
2250 Facades 150,000
2252 Downtown Crossing 800,000
2255 Westville Manor 1,000,000
2257 Housing Development 1,000,000
2258 Acquisition 300,000
2260 Homeowner Capital Investment Program 1,000,000
2261 General Improvements 7,500,000
Grand Total $29,250,000


(b) The Bonds of each series shall mature not later than the maximum maturity
permitted by the General Statutes of Connecticut, Revision of 1958, as amended from
time to time (the “Connecticut General Statutes”), be executed in the name and on behalf
of the City by the manual or facsimile signatures of the Mayor, City Treasurer and
Controller, bear the City seal or a facsimile thereof, bear the Corporation Counsel’s
endorsement as to form and correctness, be certified by a bank or trust company
designated by the Controller which bank or trust company may also be designated as
the paying agent, registrar, and transfer agent, and be approved as to their legality by
Robinson & Cole LLP as bond counsel. The Bonds shall bear such rate or rates of
interest as shall be determined by the Bond Sale Committee. The Bonds shall be general
obligations of the City 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 City are
pledged to the payment of the principal thereof and the interest thereon. The aggregate
principal amount of Bonds to be issued, the annual installments of principal,
redemption provisions, if any, the date, time of issue and sale, and other terms, details,
and particulars of such Bonds shall be determined by the Bond Sale Committee in
accordance with the requirements of the Connecticut General Statutes, provided that
the aggregate principal amount shall, upon the recommendation of the Controller, be
fixed in the amount necessary to meet the City’s share of the cost of each public
improvement project determined after considering the estimated amount of the State
grants-in-aid of the project, or the actual amount thereof if this be ascertainable, and
the anticipated times of the receipt of the proceeds thereof.
(c) Said Bonds shall be sold by the Mayor with the approval of the Bond Sale
Committee in a competitive offering or by negotiation. If sold in a competitive offering,
the Bonds shall be sold at not less than par and accrued interest based on the lowest
net or true interest cost to the City. A notice of sale or a summary thereof describing
the Bonds and setting forth the terms and conditions of the sale shall be published at
least five days in advance of the sale in a recognized publication carrying municipal
bond notices and devoted primarily to financial news and the subject of state and
municipal bonds.


(d) The Mayor and the Controller are authorized to make temporary borrowings
in anticipation of the receipt of the proceeds of said Bonds. Notes evidencing such
borrowings shall be in such denominations, bear interest at such rate or rates, and be
payable at such time or times as shall be determined by the Bond Sale Committee, be
executed in the name of the City by the manual or facsimile signatures of the Mayor,
City Treasurer and Controller, have the City seal or a facsimile thereof affixed, bear the
Corporation Counsel’s endorsement as to form and correctness, be certified by a bank
or trust company designated by the Controller pursuant to Section 7-373 of the
Connecticut General Statutes, and be approved as to their legality by Robinson & Cole
LLP as bond counsel. Such notes shall be issued with maturity dates, which comply
with the provisions of the Connecticut General Statutes governing the issuance of such
notes, as the same may be amended from time to time. The notes shall be general
obligations of the City 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 City 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 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 improvements for the financing of which said notes
were issued. 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.
(e) The City hereby expresses its official intent pursuant to Section 1.150-2 of
the Federal Income Tax Regulations, Title 26 (the “Regulations”), to reimburse
expenditures paid 60 days prior to and any time after the date of passage of this
ordinance in the maximum amount and for the capital projects described herein with
the proceeds of bonds, notes, or other obligations authorized to be issued by the City
which shall be issued to reimburse such expenditures not later than eighteen months
after the later of the date of the expenditure or the substantial completion of the project,
or such later date as the Regulations may authorize. The City hereby certifies that its
intention to reimburse as expressed herein is based upon its reasonable expectations as
of this date. The Controller or his designee is authorized to pay project expenses in
accordance herewith pending the issuance of reimbursement bonds.


(f) The Mayor, the Controller and the Treasurer, or any two of them are hereby
authorized on behalf of the City to enter into agreements or otherwise covenant for the
benefit of bondholder’s to provide information on an annual or other periodic basis to
the Municipal Securities Rulemaking Board (the “MSRB”) and to provide notices to the
MSRB of certain events not in excess of ten (10) business days after the occurrence of
the event as enumerated in Securities and Exchange Commission Exchange Act Rule
15c2-12, as amended, as may be necessary, appropriate or desirable to effect the sale of
bonds and notes authorized by this ordinance. Any agreements or representations to
provide information to the MSRB made prior hereto are hereby confirmed, ratified, and
approved.
(g) The Mayor, the Controller, and the Treasurer, or any two of them, are hereby
authorized on behalf of the City to enter into any other agreements, instruments,
documents, and certificates necessary or desirable with respect to the consummation of
the transactions contemplated by this ordinance.


SECTION II: TEN-YEAR BONDS

BE IT FURTHER ORDAINED by the New Haven Board of Alders, acting pursuant
to the due authorization of the General Statutes and Special Acts of the State of
Connecticut, that:
(a) $14,100,000 General Obligation Bonds No. 19 (the “Bonds”) shall be issued
in one or more series for the following public improvements, and the proceeds thereof
are hereby appropriated for said purposes, as explained in the project narratives stated
separately hereinafter, in the following amounts:
Code Amounts ($)
2202 Municipal Broadband Network $1,000,000
2211 Library Improvements 800,000
2212 Communication Equipment 800,000
2223 Facility Rehabilitation 3,000,000
2225 Flood and Erosion 700,000
2232 Refuse & Recycling & Waste Stream 200,000
Improvements
2234 Environmental Mitigation 100,000
2235 Coastal Area Improvements 400,000
2236 On-Call Planning 500,000
2241 Traffic Control Signals 600,000
2242 Meters 200,000
2243 Signs and Pavement Markings 300,000
2244 Transportation Enhancements 600,000
2246 Street Lighting 200,000
2247 Demolition 500,000
2253 Equipment Modernization 200,000
2254 Small Business Public Market 100,000
2256 Neighborhood Commercial Public 200,000
Improvements
2259 Housing and Tenant Services 600,000
2262 Energy Performance Enhancements 1,900,000
2266 LT Maintenance Stewardship: 1,200,000

(b) The Bonds of each series shall mature not later than the tenth year after their
date, be executed in the name and on behalf of the City by the manual or facsimile


signatures of the Mayor, City Treasurer and Controller, bear the City seal or a facsimile
thereof, bear the Corporation Counsel’s endorsement as to form and correctness, be
certified by a bank or trust company designated by the Controller which bank or trust
company may also be designated as the paying agent, registrar, and transfer agent, and
be approved as to their legality by Robinson & Cole LLP as bond counsel. The Bonds
bear such rate or rates of interest as shall be determined by the Bond Sale Committee.
The Bonds shall be general obligations of the City 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 City are pledged to the payment of the principal thereof and the interest
thereon. The aggregate principal amount of Bonds to be issued, the annual installments
of principal, redemption provisions, if any, the date, time of issue and sale, and other
terms, details, and particulars of such Bonds shall be determined by the Bond Sale
Committee in accordance with the requirements of the General Statutes of Connecticut,
Revision of 1958, as amended (the “Connecticut General Statutes”), provided that the
aggregate principal amount shall, upon the recommendation of the Controller, be fixed
in the amount necessary to meet the City’s share of the cost of each public improvement
project determined after considering the estimated amount of the State grants-in-aid of
the project, or the actual amount thereof if this be ascertainable, and the anticipated
times of the receipt of the proceeds thereof.
municipal bonds.



LLP as bond counsel. Such notes shall be issued with maturity dates, which comply
for such purpose.
accordance herewith pending the issuance of reimbursement bond.
benefit of bondholders to provide information on an annual or other periodic basis the
Municipal Securities Rulemaking Board (the “MSRB”) and to provide notices to the
bonds and notes authorized by this ordinance. Any agreements or representations to


provide information to the MSRB made prior hereto are hereby confirmed, ratified, and
approved.
SECTION III: FIVE-YEAR BONDS

Connecticut, that
(a) $16,650,000 General Obligation Bonds No. 19(the “Bonds”) shall be issued
in one or more series for the following public improvements, and the proceeds
thereof are hereby appropriated for said purposes, as explained in the project
narratives stated separately hereinafter, in the following amounts:
Code Amounts ($)
2201 Rolling Stock (City Wide Including BOE) $3,000,000
2203 Software Licensing Upgrades 100,000
2204 Network Upgrades 100,000
2205 Information and Technology Initiatives 2,800,000
2206 Police Technology 100,000
2207 Fire Technology 100,000
2208 City Wide Digitization 450,000
2209 Technology and Communications-Library 50,000
2210 TTP - Communications and IT Equipment 50,000
2213 Radios 400,000
2214 Equipment 700,000
2215 Body Camera, Dash Camera, and Weapons 3,000,000
2216 Fire Fighter Protective Equipment 300,000
2217 Rescue and Safety Equipment 200,000
2218 Emergency Medical Equipment 200,000
2239 Preservation and Planning 100,000
2245 Planning & Engineering Services 400,000
2251 Pre-Capital Feasibility 200,000
2263 Information and Technology Initiatives 4,000,000
2264 Custodial Equipment 200,000



Code Amounts ($)
2265 Cafeteria Program and Equipment 200,000
(b) The Bonds of each series shall mature not later than the fifth year after their
date, be executed in the name and on behalf of the City by the manual or facsimile
be approved as to their legality by Robinson & Cole LLP as bond counsel. The Bonds
shall bear such rate or rates of interest as shall be determined by the Bond Sale
Committee. The Bonds shall be general obligations of the City 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 City are pledged to the payment of the principal thereof
and the interest thereon. The aggregate principal amount of Bonds to be issued, the
annual installments of principal, redemption provisions, if any, the date, time of issue
and sale, and other terms, details, and particulars of such Bonds shall be determined by
the Bond Sale Committee in accordance with the requirements of the General Statutes
of Connecticut, Revision of 1958, as amended (the “Connecticut General Statutes”),
provided that the aggregate principal amount shall, upon the recommendation of the
Controller, be fixed in the amount necessary to meet the City’s share of the cost of each
public improvement project determined after considering the estimated amount of the
State grants-in-aid of the project, or the actual amount thereof if this be ascertainable,
and the anticipated times of the receipt of the proceeds thereof.


municipal bonds.
LLP as bond counsel. Such notes shall be issued with maturity dates which comply
for such purpose.


accordance herewith pending the issuance of reimbursement bonds.
benefit of bondholder’s to provide information on an annual or other periodic basis to
the Municipal Securities Rulemaking Board (the “MSRB”) and to provide notices to the
the bonds and notes authorized by this ordinance. Any agreements or representations
to provide information to the MSRB made prior hereto are hereby confirmed, ratified,
and approved.
SECTION IV: STATE AND OTHER CAPITAL FUNDING SOURCES
Connecticut, that the following amounts are hereby appropriated for the following
public improvements, as explained in the project narratives stated separately hereinafter
said appropriation to be met from the proceeds of state and federal grants-in-aid of
such projects in the following amounts:
Project Project Description Funding City Bond
Code Source Amounts ($)
2215 Body Camera, Dash Camera, and Weapons State $1,500,000
2220 Sidewalk Reconstruction Federal $300,000
2232 Pavement Management and Infrastructure State $3,214,314
(State LOCIP) Improvement estimated at
$1,591,951 per year for two years
2240 Airport General Improvements Federal $8,482,000
2240 Airport General Improvements State $80,000
2252 Downtown Crossing State $12,500,000
Section Total $26,076,314


SECTION V: REDESIGNATION AND DESCRIPTION CHANGES
I. Engineering Services
Description of Transfer:
There is no current 50-50 sidewalk program. Engineering continues to repair
trip and fall hazards in residential areas. This redesignation will negate incurring
extra salary expense and staff time in preparing documentation to allocate
funding to specific properties through a legal agreement, city clerk filing and
collection of the homeowner’s portion of the cost to repair/replace the
deficient sidewalk.
TRANSFER FROM: - The appropriation and bond authorization for the following
projects or purposes shall be decreased as follows:
Appropriating Date Section Activity Project/Purpose Amount
Ordinance # Enacted No.
3 05/27/14 1 1540 Residential $148,125
Sidewalk Program
TRANSFER TO: The appropriation and bond authorization for the following projects
or purposes shall be increased as follows:
3 05/28/19 1 2032 Sidewalk $148,125
Reconstruction
II. CAO / Management and Budget
Description of Transfer: Consolidate remaining rolling stock balances into

the FY 2022 account.
TRANSFER FROM: - The appropriation and bond authorization for the

following projects or purposes shall be decreased as follows:
3 06/05/17 2 1810 Rolling Stock – $10,597
Library



3 06/05/17 2 1820 Rolling Stock- $1,644
Parks
3 06/04/18 2 1916 Rolling Stock – $7,073
Parks
3 06/05/17 2 1874 Rolling Stock- $30,812
TTP
3 06/04/18 2 1970 Rolling Stock- $70,404
TTP
TRANSFER TO: The appropriation and bond authorization for the

following projects or purposes shall be increased as follows:

3 TBD 3 TBD Rolling Stocks $120,530
III. Board of Education
Description of Transfer: The New Haven School District has 58 facilities of

which 36 have been rebuilt or renovated since 1998. With an extensive
increase of square footage, funding is necessary for continued maintenance of
New Haven Public Schools.
TRANSFER FROM: - The appropriation and bond authorization for the following
projects or purposes shall be decreased as follows:
Appropriatin Date Section Activity Project/Purpose Amoun
g Ordinance Enacted No. t
#
3 5/28/2019 1 2078 ASBESTOS $122,61
ENVIRONMENTA 7
L
3 5/28/2019 3 2080 FLOOR, TILE & $28,308
ACCESSORIE


Appropriatin Date Section Activity Project/Purpose Amoun

g Ordinance Enacted No. t
#
3 5/28/2019 2 2073 HVAC REPAIRS & $97,383
REPLACEMENTS
3 6/6/2016 3 1798 INTERIOR AND $5,925
EXTERIOR
PAINTING
3 6/5/2017 3 1896 INTERIOR AND $42,076
EXTERIOR
PAINTING
3 6/4/2018 3 1988 INTERIOR AND $197,50
EXTERIOR 0
PAINTING
3 5/28/2019 3 2077 INTERIOR AND $222,18
EXTERIOR 0
PAINTING
3 6/20/2013 2 1470 LIFE SAFETY $620
3 6/5/2017 2 1891 LIFE SAFETY $15,145
3 6/4/2018 3 1984 LIFE SAFETY $1,176
3 5/28/2019 3 2072 LIFE SAFETY $115,00
0
3 6/6/2016 2 17FF PAVING, $706
FENCING & SITE
3 5/28/2019 2 2083 PAVING, $45,750
FENCING & SITE
3 6/6/2016 3 17EE PROFESSIONAL $1,938
SERVICES
3 6/5/2017 3 18CC PROFESSIONAL $12,818
SERVICES
3 5/28/2019 3 2082 PROFESSIONAL $60,800
SERVICES
3 6/6/2016 2 17BB SCHOOL $39,000
ACCREDITATION
3 6/5/2017 1 1899 SCHOOL $19,643
ACCREDITATION
3 6/4/2018 1 1991 SCHOOL $13,362
ACCREDITATION
3 5/28/2019 1 2079 SCHOOL $99,000
ACCREDITATION


TRANSFER TO: The appropriation and bond authorization for the following
projects or purposes shall be increased as follows:
3 TBD – I (TBD) General $1,140,947
FY 22 Improvements
**Above re-designation amount(s) are subject to change based on the ending
balance as of 06/30/21.


SECTION VI: REFUNDING BONDS

Connecticut, that General Obligation Refunding Bonds of the City (the “Refunding
Bonds”) are hereby authorized to be issued from time to time and in such principal
amounts as shall be as determined by the Mayor and Controller to be in the best
interests of the City for the purpose of refunding all or any portion of the City’s general
obligation bonds outstanding (the “Refunded Bonds”) to achieve net present value
savings or to restructure debt service payments. The Refunding Bonds shall be sold by
the Mayor, with the approval of the Bond Sale Committee, in a competitive offering or
by negotiation. The Refunding Bonds shall mature in such amounts and at such time
or times and bear interest payable at such rate or rates, including taxable rates, as shall
be determined by the Bond Sale Committee. The issuance of any Refunding Bonds the
interest on which is included in gross income for federal income tax purposes is
determined to be in the public interest. The Refunding Bonds shall be executed in the
name and on behalf of the City by the manual or facsimile signatures of the Mayor, the
City Treasurer, and the Controller, bear the City seal or a facsimile thereof, bear the
Corporation Counsel’s endorsement as to form and correctness, and be approved as to
their legality by Robinson & Cole LLP Bond Counsel. The Refunding Bonds shall be
general obligations of the City and each of the Refunding 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 City are pledged to the payment of the principal thereof and the interest thereon.
The denominations, form, details, and other particulars thereof, including the terms of
any rights of redemption and redemption prices, the certifying, paying, registrar and
transfer agent, shall be determined by the Controller. The net proceeds of the sale of
the Refunding Bonds, after payment of underwriter’s discount and other costs of
issuance, shall be deposited in an irrevocable escrow account in an amount sufficient to
pay the principal of, interest and redemption premium, if any, due on the Refunded
Bonds to maturity or earlier redemption pursuant to the plan of refunding. The
Controller is authorized to appoint an escrow agent and other professionals to execute
and deliver all escrow and related agreements necessary to provide for such payments
when due on the Refunded Bonds and to provide for the transactions contemplated
hereby.


The Mayor and the Controller are authorized to prepare and distribute a preliminary
Official Statement and an Official Statement of the City of New Haven for use in
connection with the offering and sale of the Refunding Bonds and are authorized on
behalf of the City to execute and deliver a Bond Purchase Agreement, a Continuing
Disclosure Agreement, and a Tax Regulatory Agreement for the Refunding Bonds in
such form as they shall deem necessary and appropriate. The Controller will advise the
Board of Alders in his monthly financial report of any refunding bonds issued pursuant
to this authorization.
The Mayor, Controller, and the Treasurer, or any two of them are hereby authorized
on behalf of the City to enter into any other agreements, instruments, documents, and
certificates necessary or desirable with respect to the consummation of the transactions
contemplated by this ordinance.


APPROPRIATING ORDINANCE #4
AN ORDINANCE AUTHORIZING ISSUANCE OF
GENERAL OBLIGATION TAX ANTICIPATION NOTES AND/OR
GENERAL OBLIGATION GRANT ANTICIPATION NOTES
FISCAL YEAR 2022

Connecticut, that:
(a) Not exceeding $50,000,000 General Obligation Tax Anticipation Notes or

General Obligation Grant Anticipation Notes, or any combination thereof (collectively,
the “Notes”), may be issued in one or more series in anticipation of the receipt of tax
collections or state grant payments, as applicable, in an amount required to pay current
expenses and obligations of the City pursuant to Section 7-405a of the General Statutes
of Connecticut, Revision of 1958, as amended (the “Connecticut General Statutes”),
and the proceeds thereof are hereby appropriated for said purpose.
(b) The Notes of each series shall mature and be payable not later than the end
of the fiscal year during which such tax collections or state grants, as applicable, are
payable, be executed in the name and on behalf of the City by the manual or facsimile
be approved as to their legality by Robinson & Cole LLP as bond counsel. The Notes
shall bear such rate or rates of interest (including taxable rates) as shall be determined
by the Bond Sale Committee. The Notes shall be general obligations of the City 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 City are pledged to the payment of the
principal thereof and the interest thereon. The aggregate principal number of Notes to
be issued, the maturity dates, redemption provisions, if any, the date, time of issue and
sale, and other terms, details, and particulars of such Notes shall be determined by the
Bond Sale Committee in accordance with the requirements of the Connecticut General
Statutes. The issuance of taxable Notes bearing interest includable in gross income for
federal income tax purposes is in the public interest.


(c) Said Notes shall be sold by the Mayor with the approval of the Bond Sale
the Notes shall be sold at not less than par and accrued interest based on the lowest net
or true interest cost to the City. A notice of sale or a summary thereof describing the
Notes and setting forth the terms and conditions of the sale shall be published at least
five days in advance of the sale in a recognized publication carrying municipal bond
notices and devoted primarily to financial news and the subject of state and municipal
bonds.
(d) The City hereby expresses its official intent pursuant to Section 1.150-2 of
ordinance in the maximum amount and for the financing described herein with the
proceeds of notes or other obligations authorized to be issued by the City which shall
be issued to reimburse such expenditures not later than eighteen months after the date
of the expenditure or such later date as the Regulations may authorize. The City hereby
certifies that its intention to reimburse as expressed herein is based upon its reasonable
expectations as of this date. The Controller or his designee is authorized to pay
expenses in accordance herewith pending the issuance of the Notes.
(e) The Mayor, the Controller and the Treasurer, or any two of them, are hereby
benefit of note holders to provide notices to the Municipal Securities Rulemaking Board
(the “MSRB”) of certain events not in excess of ten (10) business days after the
occurrence of the event as enumerated in Securities and Exchange Commission
Exchange Act Rule 15c2-12, as amended, as may be necessary, appropriate or desirable
to effect the sale of notes authorized by this ordinance. Any agreements or
representations to provide information to the MSRB made prior hereto are hereby
confirmed, ratified, and approved.
(f) The Mayor, the Controller, and the Treasurer, or any two of them, are hereby

FY 2021-22 MAYORS PROPOSED CAPITAL BUDGET AND FOUR YEAR PLAN
Project Proj. Bond Bond BOA BOA BOA BOA Mayor Plan Plan Plan Plan
Description No. Year Source 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 FY 23-24 2024-25 2025-26
CAO/Management and Budget Rolling Stock /Equipment Program

Rolling Stock (City/BOE) 2,201 5 CITY 0 0 6,400,000 0 3,000,000 0 2,900,000 0 3,000,000
Total City Bonding: 0 0 6,400,000 0 3,000,000 0 2,900,000 0 3,000,000
MAYORS OFFICE/TECHNOLOGY/ENGINEERING
Municipal Broadband Network 2,202 10 CITY 0 0 0 0 1,000,000 0 1,000,000 0 1,000,000
Total City Bonding: 0 0 0 0 1,000,000 0 1,000,000 0 1,000,000
138 FINANCE \ INFORMATION & TECHNOLOGY

Software Licensing Upgrades 2,203 5 CITY 175,000 175,000 200,000 0 100,000 0 100,000 0 100,000
Network Upgrades 2,204 5 CITY 175,000 175,000 200,000 0 100,000 0 100,000 0 100,000
Information and Technology Initiatives 2,205 5 CITY 1,500,000 1,400,000 2,800,000 0 2,800,000 0 2,800,000 0 2,800,000
Police Technology 2,206 5 CITY 175,000 175,000 200,000 0 100,000 0 100,000 0 100,000
Fire Technology 2,207 5 CITY 175,000 175,000 200,000 0 100,000 0 100,000 0 100,000
IT-Facility Renovations 20 CITY 300,000 200,000 300,000 0 0 0 0 0 0
City Wide Digitization 2,208 5 CITY 0 125,000 200,000 0 450,000 0 100,000 0 100,000
Technology/Communications-Library 2,209 5 CITY 0 290,000 400,000 0 50,000 0 100,000 0 100,000
TTP Communications/IT Equipment 2,210 5 CITY 0 250,000 400,000 0 50,000 0 50,000 0 50,000
Total City Bonding: 2,500,000 2,965,000 4,900,000 0 3,750,000 0 3,450,000 0 3,450,000

152 LIBRARY:
Library Improvements 2,211 10 CITY 300,000 400,000 1,200,000 0 800,000 0 800,000 0 800,000
Technology and Communications 5 CITY 230,000 0 0 0 0 0 0 0 0
Ives Phase III - Innovations Commons 20 CITY 300,000 150,000 0 0 0 0 0 0 0
Rolling Stock CITY 35,000 0 0 0 0 0 0 0 0
Elevators (Ives) CITY 0 0 0 0 0 0 0 0 0
Stetson Library 20 CITY 450,000 150,000 0 0 0 0 0 0 0
Stetson Library STATE 0 0 0 0 0 0 0 0 0
HVAC Renovation & Elevator Rehab. CITY 225,000 0 0 0 0 0 0 0 0
Fair Haven and Ives HVAC & Roof 20 CITY 0 250,000 0 0 0 0 0 0 0
Total City Bonding: 1,540,000 950,000 1,200,000 0 800,000 0 800,000 0 800,000
Total State Bonding: 0 0 0 0 0 0 0 0 0
Net Total of Bonding Sources 1,540,000 950,000 1,200,000 0 800,000 0 800,000 0 800,000

160 PARKS AND RECREATION:

Infrastructure Improvements 20 CITY 600,000 1,000,000 1,400,000 0 0 0 0 0 0
General Park Improvements 20 CITY 450,000 200,000 950,000 0 0 0 0 0 0
Playground Initiative 10 CITY 300,000 125,000 0 0 0 0 0 0 0
Erosion Control CITY 0 0 0 0 0 0 0 0 0
Lighthouse Master Plan 10 CITY 0 0 1,700,000 0 0 0 0 0 0
Field Upgrades 10 CITY 120,000 40,000 0 0 0 0 0 0 0
East Rock Workshop 20 CITY 0 0 0 0 0 0 0 0 0
East Shore Workshop CITY 200,000 0 0 0 0 0 0 0 0
Street Trees 20 CITY 700,000 750,000 1,500,000 0 0 0 0 0 0
Computers and Technology 5 CITY 20,000 0 0 0 0 0 0 0 0
Roof Restoration CITY 0 0 0 0 0 0 0 0 0
Golf Course ENTERPRIS 0 0 0 0 0 0 0 0 0
New Haven Green STATE 0 0 0 0 0 0 0 0 0
Rolling Stock 10 CITY 200,000 125,000 0 0 0 0 0 0 0
Coogan Pavilion CITY 0 0 0 0 0 0 0 0 0
720 Edgewood Ave Parking Lot CITY 0 0 0 0 0 0 0 0 0
Lighting 5 CITY 200,000 0 100,000 0 0 0 0 0 0
Wilbur Cross Athletic Annex STATE 3,000,000 0 0 0 0 0 0 0 0
Ralph Walker Skating Rink 20 CITY 1,500,000 1,750,000 0 0 0 0 0 0 0
Edgerton Park CITY 0 0 0 0 0 0 0 0 0
Cherry Ann Street CITY 0 0 0 0 0 0 0 0 0
Monument Restoration CITY 0 0 0 0 0 0 0 0 0
Total City Bonding: 4,290,000 3,990,000 5,650,000 0 0 0 0 0 0
Total State Bonding: 3,000,000 0 0 0 0 0 0 0 0
Total Federal Bonding: 0 0 0 0 0 0 0 0 0
Total Enterprise Bonding: 0 0 0 0 0 0 0 0 0
Net Total of Bonding Sources 7,290,000 3,990,000 5,650,000 0 0 0 0 0 0

200 PUBLIC SAFETY COMMUNICATION:

Rolling Stock CITY 25,000 0 0 0 0 0 0 0 0
Communication Equipment 2,212 10 CITY 200,000 0 0 0 800,000 0 200,000 0 200,000
Total City Bonding: 225,000 0 0 0 800,000 0 200,000 0 200,000
201 POLICE:
Radios 2,213 5 CITY 250,000 225,000 1,800,000 0 400,000 0 500,000 0 500,000
Body Armor CITY 100,000 0 0 0 0 0 0 0 0
Equipment 2,214 5 CITY 0 250,000 750,000 0 700,000 0 700,000 0 700,000
Elevators CITY 0 0 0 0 0 0 0 0 0
Computers 5 CITY 0 0 0 0 0 0 0 0 0
Police Body Cameras 5 CITY 300,000 0 50,000 0 0 0 0 0 0
Animal Shelter, Garage, Substation 10 CITY 0 0 150,000 0 0 0 0 0 0
Weapons and Ammunition CITY 0 0 0 0 0 0 0 0 0
Substations 20 CITY 35,000 10,000 0 0 0 0 0 0 0
Facility Technology 5 CITY 0 0 0 0 0 0 0 0 0
Police Facility Renovations 10 CITY 0 0 0 0 0 0 500,000 0 500,000
PS CAD, RMS, JMS Replacement 10 CITY 0 0 0 0 0 0 2,700,000 0 0
Body and Dash Camera and Weapons 2,215 5 CITY 0 0 0 0 3,000,000 0 500,000 0 500,000
Body and Dash Camera and Weapons 2,215 STATE 0 0 0 0 1,500,000 500,000 500,000
Total City Bonding: 1,285,000 985,000 2,750,000 0 4,100,000 0 4,900,000 0 2,200,000
Total State Bonding: 0 0 0 0 1,500,000 0 500,000 0 500,000
Net Total of Bonding Sources 1,285,000 985,000 2,750,000 0 5,600,000 0 5,400,000 0 2,700,000

202 FIRE:
Apparatus Replacement & Rehabilitation 10 CITY 1,100,000 1,100,000 0 0 0 0 0 0 0
Fire Fighter Protective Equipment 2,216 5 CITY 200,000 300,000 450,000 0 300,000 0 300,000 0 300,000
Rescue and Safety Equipment 2,217 5 CITY 150,000 150,000 275,000 0 200,000 0 200,000 0 200,000
Emergency Medical Equipment 2,218 5 CITY 75,000 10,000 200,000 0 200,000 0 200,000 0 200,000
Technologies and Computers 5 CITY 0 0 0 0 0 0 0 0 0
Radio & Communications Equipment 10 CITY 0 0 0 0 0 0 0 0 0
Command Lift 10 CITY 0 0 200,000 0 0 0 0 0 0
Station Furniture 5 CITY 0 0 0 0 0 0 0 0 0
Total City Bonding: 1,525,000 1,560,000 1,125,000 0 700,000 0 700,000 0 700,000
301 HEALTH DEPARTMENT

Rolling Stock (Health) 5 CITY 75,000 0 0 0 0 0 0 0 0
Health Department Digitalization Project 5 CITY 0 0 0 0 0 0 0 0 0
Health Dept. Clinic Equipment / Software 5 CITY 0 175,000 0 0 0 0 0 0 0
ADA compliance for Health dept. 10 CITY 50,000 75,000 0 0 0 0 0 0 0
Vehicles CITY 0 0 0 0 0 0 0 0 0
Total City Bonding: 125,000 250,000 0 0 0 0 0 0 0
304 YOUTH SERVICES:

The Escape - Teen Center 20 CITY 200,000 50,000 0 0 0 0 0 0 0
City Youth Field upgrade CITY 0 0 0 0 0 0 0 0 0
Farnham- Camp Farnham CITY 0 0 0 0 0 0 0 0 0
Youth Map/ Data Warehouse CITY 0 0 0 0 0 0 0 0 0
Rolling Stock-Youth Services CITY 0 0 0 0 0 0 0 0 0

308 COMMUNITY SERVICES ADMINISTRATION:

CSA information Kiosk 5 CITY 0 0 0 0 0 0 0 0 0
Senior Center Upgrades 20 CITY 50,000 60,000 0 0 0 0 0 0 0
Community Development & Neigh, Place 10 CITY 90,000 0 0 0 0 0 0 0 0
Rolling Stock-ELDERLY 10 CITY 0 0 0 0 0 0 0 0 0
Rolling Stock - Youth Van 5 CITY 0 0 0 0 0 0 0 0 0
Rolling Stock-CSA 5 CITY 15,000 0 0 0 0 0 0 0 0
Digitization 10 CITY 20,000 0 0 0 0 0 0 0 0
City Emergency Shelter Physical Improvement 10 CITY 0 0 0 0 0 0 0 0 0
Homeless/Emergency Shelter Physical Improve 10 CITY 100,000 45,000 0 0 0 0 0 0 0
501 PUBLIC WORKS:

Rolling Stock 10 CITY 1,800,000 1,400,000 0 0 0 0 0 0 0
Bridge Upgrades & Rehabilitation 20 CITY 350,000 350,000 450,000 0 0 0 0 0 0
Facility Upgrades Repairs & Modification 10 CITY 225,000 10,000,000 1,000,000 0 0 0 0 0 0
Sidewalk Construction and Rehabilitation 20 CITY 250,000 250,000 500,000 0 0 0 0 0 0
Pavement Mgmt./Infrastructure 20 CITY 1,700,000 1,000,000 4,000,000 0 0 0 0 0 0
Pavement Mgmt./Infrastructure (LOCIP) STATE 1,600,000 2,911,086 3,183,902 0 0 0 0 0 0
Refuse, Recycling. & Waste Stream 5 CITY 200,000 200,000 400,000 0 0 0 0 0 0
Environmental Mitigation 5 CITY 75,000 75,000 150,000 0 0 0 0 0 0
Total City Bonding: 4,600,000 13,275,000 6,500,000 0 0 0 0 0 0
Total State Bonding: 1,600,000 2,911,086 3,183,902 0 0 0 0 0 0
Net Total of Bonding Sources 6,200,000 16,186,086 9,683,902 0 0 0 0 0 0

502 ENGINEERING:
Street Reconstruction/Complete Street 2,219 20 CITY 800,000 800,000 1,600,000 0 2,300,000 0 1,800,000 0 1,800,000
Street Reconstruction/Complete Street STATE 3,000,000 0 0 0 0 0 0 0 0
Street Reconstruction/Complete Street FEDERAL 0 0 0 0 0 0 0 0
Sidewalk Reconstruction 2,220 20 CITY 2,300,000 2,300,0006,450,000 0 2,300,000 0 2,000,000 0 2,500,000
Sidewalk Reconstruction 2,220 20 FEDERAL 300,000 150,000 300,000 0 300,000 0 300,000 0 300,000
Sidewalk Reconstruction STATE 0 0 0 0 0 0 0 0 0
Bridges 2,221 20 CITY 6,900,000 300,000 1,700,000 0 1,500,000 0 1,500,000 0 1,500,000
Bridges STATE 13,000,000 13,000,000 487,149 0 0 0 0 0 0
Bridges FEDERAL 4,500,000 4,500,000 0 0 0 0 0 0 0
Street Lighting 2,222 20 CITY 110,000 100,000 125,000 0 100,000 0 100,000 0 100,000
Street Lighting STATE 0 0 0 0 0 0 0 0 0
Street Lighting FEDERAL 0 0 0 0 0 0 0 0 0
Facility Rehabilitation 2,223 10 CITY 800,000 800,000 1,600,000 0 3,000,000 0 2,500,000 0 2,500,000
Facility Rehabilitation STATE 0 0 0 0 0 0 0 0 0
Government Center 20 CITY 200,000 650,000 500,000 0 0 0 0 0 0
General Storm 2,224 20 CITY 400,000 900,000 700,000 0 500,000 0 500,000 0 500,000
Flood and Erosion 2,225 10 CITY 200,000 300,000 900,000 0 700,000 0 700,000 0 700,000
Flood and Erosion FEDERAL 0 0 0 0 0 0 0 0 0
Residential Sidewalk Program 20 CITY 0 0 0 0 0 0 0 0 0
Goffe Street Armory 20 CITY 250,000 250,000 200,000 0 0 0 0 0 0
Goffe Street Armory 20 STATE 0 0 0 0 0 0 0 0 0
Dixwell Q-House 20 CITY 200,000 3,000,000 0 0 0 0 0 0 0
Dixwell Q-House STATE 0 0 0 0 0 0 0 0 0
Citywide Energy Efficiency Initiative CITY 50,000 0 0 0 0 0 0 0 0
Citywide Energy Efficiency Initiative STATE 0 0 0 0 0 0 0 0 0
Historic Record Retention 10 CITY 0 0 0 0 0 0 0 0 0
Wintergreen Army Reserve Center 20 CITY 225,000 150,000 0 0 0 0 0 0 0
Pre-Capital Feasibility Study CITY 0 0 0 0 0 0 0
Total State Bonding: 16,000,000 13,000,000 487,149 0 0 0 0 0 0
Total Federal Bonding: 4,800,000 4,650,000 300,000 0 300,000 0 300,000 0 300,000
Net Total of Bonding Sources 33,235,000 27,200,000 14,562,149 0 10,700,000 0 9,400,000 0 9,900,000

504 PARKS/PUBLIC WORKS:

Parks Infrastructure Improvements 2,226 20 CITY 0 0 0 0 1,000,000 0 1,000,000 0 1,000,000
General Park Improvements 2,227 20 CITY 0 0 0 0 700,000 0 700,000 0 700,000
Lighthouse Master Plan 10 CITY 0 0 0 0 0 0 0 0 0
Street Trees 2,228 20 CITY 0 0 0 0 1,500,000 0 1,500,000 0 1,500,000
Lighting 2,229 20 CITY 0 0 0 0 100,000 0 100,000 0 100,000
Rolling Stock 10 CITY 0 0 0 0 0 0 0 0 0
Bridge Upgrades & Rehabilitation 2,230 20 CITY 0 0 0 0 300,000 0 300,000 0 300,000
Facility Upgrades Repairs & Modification 10 CITY 0 0 0 0 0 0 0 0 0
Sidewalk Construction and Rehabilitatio 2,231 20 CITY 0 0 0 0 400,000 0 400,000 0 400,000
Pavement Mgmt./Infrastructure 2,232 20 CITY 0 0 0 0 3,000,000 0 2,500,000 0 3,000,000
Pavement Mgmt./Infrastructure (LOCIP 2,232 20 STATE 0 0 0 0 3,214,314 0 3,214,314 0 3,214,314
Refuse, Recycling. & Waste Stream 2,233 10 CITY 0 0 0 0 200,000 0 200,000 0 200,000
Environmental Mitigation 2,234 10 CITY 0 0 0 0 100,000 0 100,000 0 100,000
Total City Bonding: 0 0 0 0 7,300,000 0 6,800,000 0 7,300,000

Total State Bonding: 0 0 0 0 3,214,314 0 3,214,314 0 3,214,314
Net Total of Bonding Sources 0 0 0 0 10,514,314 0 10,014,314 0 10,514,314
702 CITY PLAN:

Coastal Area Improvements 2,235 10 CITY 400,000 750,000 900,000 0 400,000 0 500,000 0 700,000
On-Call Planning 2,236 10 CITY 25,000 150,000 275,000 0 500,000 0 500,000 0 550,000
GIS Digitizing & GIS View Permit 5 CITY 0 0 0 0 0 0 0 0 0
Route 34 East 2,237 20 CITY 100,000 75,000 125,000 0 500,000 0 100,000 0 125,000
Way Finding Sign System 5 CITY 0 350,000 50,000 0 0 0 0 0 0
Farmington Canal Line 2,238 20 CITY 100,000 650,000 150,000 0 300,000 0 200,000 0 300,000
Hill to Downtown 20 CITY 0 0 0 0 0 0 0 0 0
Preservation and Planning 2,239 5 CITY 0 0 0 100,000 0 100,000 100,000
Total City Bonding: 625,000 1,975,000 1,500,000 0 1,800,000 0 1,400,000 0 1,775,000

703 AIRPORT
Airport General Improvements FEDERAL 0 0 10,563,699 0 8,482,000 0 20,339,531 0 8,625,000
Airport General Improvements 2,240 20 CITY 450,000 900,000 1,700,000 0 500,000 0 500,000 0 500,000
Airport General Improvements STATE 0 0 80,000 0 80,000 0 80,000 0 80,000
Total City Bonding: 450,000 900,000 1,700,000 0 500,000 0 500,000 0 500,000
Total State Bonding: 0 0 80,000 0 80,000 0 80,000 0 80,000
Total Federal Bonding: 0 0 10,563,699 0 8,482,000 0 20,339,531 0 8,625,000
Net Total of Bonding Sources 450,000 900,000 12,343,699 0 9,062,000 0 20,919,531 0 9,205,000
704 TRANS.,TRAFFIC, & PARKING:

Traffic Control Signals 2,241 10 CITY 350,000 350,000 550,000 0 600,000 0 550,000 0 550,000
Meters 2,242 10 CITY 150,000 200,000 200,000 0 200,000 0 200,000 0 200,000
Signs and Pavement Markings 2,243 10 CITY 400,000 250,000 150,000 0 300,000 0 150,000 0 150,000
Transportation Enhancements 2,244 10 CITY 200,000 300,000 400,000 0 600,000 0 400,000 0 400,000
Planning & Engineering Services 2,245 5 CITY 95,000 200,000 300,000 0 400,000 0 300,000 0 300,000
TTP Communications/IT Equipment 5 CITY 75,000 0 0 0 0 0 0 0 0
Street Lighting 2,246 10 CITY 125,000 150,000 250,000 0 200,000 0 250,000 0 250,000
Vision Zero Projects 10 CITY 0 0 100,000 0 0 0 200,000 0 200,000
Local Transit Infrastructure Improvements 10 CITY 0 0 100,000 0 0 0 300,000 0 400,000
Safe Routes to School 5 CITY 0 0 100,000 0 0 0 100,000 0 100,000
705 Commission on Equal Opportunity

Record Digitization CITY 10,000 0 0 0 0 0 0 0 0
Total City Bonding: 10,000 0 0 0 0 0 0 0 0

721 BUILDING INSPECTION & ENFORCEMENT

Demolition 2,247 10 CITY 450,000 450,000 700,000 0 500,000 0 600,000 0 600,000
Record Digitization 5 CITY 0 0 0 0 0 0 0 0 0
Rolling Stock CITY 0 0 0 0 0 0 0 0 0
Total City Bonding: 450,000 450,000 700,000 0 500,000 0 600,000 0 600,000
724 ECONOMIC DEVELOPMENT ADMIN:

Land & Building Bank 2,248 20 CITY 300,000 150,000 700,000 0 1,000,000 0 700,000 0 1,500,000
Commercial Industrial Site Developmen 2,249 20 CITY 900,000 550,000 850,000 0 1,500,000 0 900,000 0 1,000,000
Facades 2,250 20 CITY 300,000 300,000 600,000 0 150,000 0 800,000 0 800,000
Pre-Capital Feasibility 2,251 5 CITY 170,000 25,000 150,000 0 200,000 0 450,000 0 450,000
Downtown Crossing 2,252 20 CITY 0 0 0 0 800,000 0 0 0 0
Downtown Crossing 2,252 STATE 0 0 0 0 12,500,000 0 0 0 0
Equipment Modernization 2,253 10 CITY 0 0 0 0 200,000 0 0 0 0
Shubert Theatre CITY 0 0 0 0 0 0 0 0 0
West Rock Redevelopment CITY 0 0 0 0 0 0 0 0 0
Neighborhood Commercial Public Improvements CITY 0 0 0 0 0 0 0 0 0
Hill to Downtown/Union Station CITY 0 0 0 0 0 0 0 0 0
Small Business Public Market 2,254 10 CITY 0 0 200,000 0 100,000 0 250,000 0 250,000
Tiger Grant Match\100 College Street CITY 0 0 0 0 0 0 0 0 0
Community Food Systems HUB 10 CITY 0 0 200,000 0 0 0 0 0 0
Community Food Systems HUB 10 STATE 0 0 1,500,000 0 0 0 0 0 0
Community Food Systems HUB 10 OTHER 0 0 0 0 0 0 0 0 0
HANH Westville Manor 2,255 20 CITY 0 0 0 0 1,000,000 0 2,000,000 0 0

Total State Bonding: 0 0 1,500,000 0 12,500,000 0 0 0 0
Total Other Bonding: 0 0 0 0 0 0 0 0 0

747 LIVABLE CITY INITIATIVE:

Neighborhood Comm. Public Improvem 2,256 10 CITY 500,000 400,000 675,000 0 200,000 0 500,000 0 500,000
Neighborhood Housing Assistance 10 CITY 850,000 450,000 1,200,000 0 0 0 700,000 0 700,000
Property Management 10 CITY 250,000 100,000 100,000 0 0 0 300,000 0 300,000
Residential Rehabilitation 20 CITY 250,000 400,000 650,000 0 0 0 700,000 0 700,000
Residential Rehabilitation 20 FEDERAL 0 0 0 0 0 0 0 0 0
Housing Assistance 20 CITY 0 0 0 0 0 0 0 0
Housing Development 2,257 20 CITY 1,000,000 1,500,000 2,000,000 0 1,000,000 0 1,000,000 0 2,000,000
Housing Development 20 FEDERAL 0 0 0 0 0 0 0 0 0
Neighborhood Public Improvement 20 CITY 200,000 150,000 200,000 0 0 0 0 0 400,000
Neighborhood Public Improvement 20 FEDERAL 0 0 0 0 0 0 0 0
Acquisition 2,258 20 CITY 300,000 500,000 950,000 0 300,000 0 375,000 0 700,000
Acquisition 20 FEDERAL 0 0 0 0 0 0 0 0 0
Down payment & Closing Cost Assistance 5 CITY 200,000 0 100,000 0 0 0 0 0 200,000
EERAP 5 CITY 300,000 75,000 175,000 0 0 0 0 0 300,000
Housing and Tenant Services 2,259 10 CITY 0 0 0 0 1,100,000 0 1,100,000 0 500,000
Homeowner Capital Investment Program2,260 20 CITY 0 0 0 0 500,000 0 500,000 0 600,000
Total State Bonding: 0 0 0 0 0 0 0 0 0

900 EDUCATION
NON-SCHOOL CONSTRUCTION PROJECTS:
General Repairs 2,261 20 CITY 1,100,000 1,500,000 3,000,000 0 7,500,000 0 7,500,000 0 7,500,000
Life Safety / Risk 5 CITY 750,000 350,000 600,000 0 0 0 0 0 0
HVAC Repair, Replacement & PM 10 CITY 675,000 700,000 1,300,000 0 0 0 0 0 0
Energy Performance Enhancements 2,262 10 CITY 1,000,000 1,250,000 2,400,000 0 1,900,000 0 1,900,000 0 1,900,000
Computers 5 CITY 1,400,000 1,600,000 2,900,000 0 0 0 0 0 0
Information and Technology Initiatives 2,263 5 CITY 0 0 0 0 4,000,000 0 4,000,000 0 4,000,000
Custodial Equipment 2,264 5 CITY 125,000 150,000 300,000 0 200,000 0 200,000 0 200,000
Interior and Exterior Painting Physical Improve 5 CITY 50,000 200,000 350,000 0 0 0 0 0 0
Asbestos/Environment Management 20 CITY 75,000 100,000 200,000 0 0 0 0 0 0
School Accreditation 20 CITY 25,000 15,000 100,000 0 0 0 0 0 0
Floor Tile and Accessories 5 CITY 50,000 75,000 150,000 0 0 0 0 0 0
Cafeteria Program and Equipment 2,265 5 CITY 150,000 120,000 200,000 0 200,000 0 200,000 0 200,000
Hillhouse Field House Track Rehab 10 CITY 0 0 0 0 0 0 0 0 0
Professional Services 5 CITY 50,000 45,000 100,000 0 0 0 0 0 0
Paving Fencing & Site Improvement 10 CITY 50,000 20,000 200,000 0 0 0 0 0 0
LT Maintenance Stewardship: 2,266 10 CITY 0 0 1,800,000 0 1,200,000 0 1,200,000 0 1,200,000

999 SCOTT LEWIS SETTLEMENT RE-DESIGNATION

Scott Lewis Replenishment 20 CITY 0 8,400,000 0 0 0 0 0 0 0
Total City Bonding: 0 8,400,000 0 0 0 0 0 0 0
STORMS - CAPITAL COST FINANCE

Strom Irene and Sandy - Long Term Cost Recovery CITY 0 0 0 0 0 0 0 0 0
Total 0 0 0 0 0 0 0 0 0
Total Funding Source:

Total City (BONDS): CITY 43,300,000 58,030,000 70,700,000 0 60,000,000 0 60,075,000 0 59,575,000
Total State Bonding: STATE20,600,000 15,911,086 5,251,051 0 17,294,314 0 3,794,314 0 3,794,314
Total Federal Bonding: FEDERAL 4,800,000 4,650,000 10,863,699 0 8,782,000 0 20,639,531 0 8,925,000
Total Other Bonding: OTHER 0 0 0 0 0 0 0 0 0
Total Ent.: ENTERPRIS 0 0 0 0 0 0 0 0 0
Grand Total of Bonding 68,700,000 78,591,086 86,814,750 0 86,076,314 0 84,508,845 0 72,294,314
Two Yeat City Bonding Comparison

BOA FY 2014 + 2015 74,798,365
BOA FY 2016 + 2017 92,300,000
BOA FY 2018 + 2019 101,330,000
BOA FY 2020 70,700,000
Mayor FY 2022 60,000,000
Plan FY 2023 0
Plan FY 2024 60,075,000
Plan FY 2025 0
Plan FY 2026 59,575,000

FY 2021‐22 MAYORS PROPOSED CAPITAL BUDGET ALLOCATION
13,150,000
14,000,000
10,200,000
12,000,000
5,600,000
10,000,000
3,000,000
8,000,000
800,000 4,750,000
1,800,000 2,700,000 3,000,000
6,000,000
4,000,000
2,000,000
0
LIBRARY SERVICES BRIDGES SIDEWALKS PAVEMENT ROLLING STOCK TECHNOLOGY PSAP + POLICE + ENGINEERING + ECONOMIC
MANAGEMENT FIRE PARKS/PUBLIC DEVELOPMENT
WORKS (CITY PLAN + TTP +
AIRPORT + LCI
+EDA + BUIDLING)
A. SELECTED PROJECTS - City Funded

PCT OF CITY
SELECTED PROJECT CITY BOND
BOND
LIBRARY SERVICES 800,000 1%
BRIDGES 1,800,000 3%
SIDEWALKS 2,700,000 5%
PAVEMENT MANAGEMENT 3,000,000 5%
ROLLING STOCK 3,000,000 5%
TECHNOLOGY 4,750,000 8%
PSAP + POLICE + FIRE 5,600,000 9%
ENGINEERING + PARKS/PUBLIC WORKS 10,200,000 17%

ECONOMIC DEVELOPMENT (CITY PLAN + TTP + AIRPORT
13,150,000 22%
+ LCI +EDA + BUIDLING)
EDUCATION (NON-SCHOOLS) 15,000,000 25%
GRAND TOTAL 60,000,000 100%
CAPITAL BUDGET - FY 19-20 BOARD OF ALDERS BUDGET (CITY BONDS)
FY 2017-2018 FY 2018-2019 FY 2019-2020 FY 2021-2020 FY 2021-2022 Net Change FY

B. DEPARTMENT FISCAL YEAR COMPARISON FY 2016-2017 BOA BOA BOA BOA BOA MAYOR 22 vs FY 20
Cao/Management And Budget Rolling Stock /Equipment Progra $0 $0 $0 $6,400,000 $0 $3,000,000 ($3,400,000)
Mayors Office / Technology / Engineering $0 $0 $0 $0 $0 $1,000,000 $1,000,000
Finance \ Information & Technology $2,400,000 $2,500,000 $2,965,000 $4,900,000 $0 $3,750,000 ($1,150,000)
Library $1,255,000 $1,540,000 $950,000 $1,200,000 $0 $800,000 ($400,000)
Parks And Recreation $2,895,000 $4,290,000 $3,990,000 $5,650,000 $0 $0 ($5,650,000)
Public Safety Communications $0 $225,000 $0 $0 $0 $800,000 $800,000
Police $1,160,000 $1,285,000 $985,000 $2,750,000 $0 $4,100,000 $1,350,000
Fire $2,000,000 $1,525,000 $1,560,000 $1,125,000 $0 $700,000 ($425,000)
Health $0 $125,000 $250,000 $0 $0 $0 $0
Youth Serives $0 $200,000 $50,000 $0 $0 $0 $0
Community Services Administration $357,570 $275,000 $105,000 $0 $0 $0 $0
Public Works $1,925,000 $4,600,000 $13,275,000 $6,500,000 $0 $0 ($6,500,000)
Engineering $8,325,000 $12,435,000 $9,550,000 $13,775,000 $0 $10,400,000 ($3,375,000)
Parks and Public Works $0 $0 $0 $0 $0 $7,300,000 $7,300,000
City Plan $1,050,000 $625,000 $1,975,000 $1,500,000 $0 $1,800,000 $300,000
Airport $563,000 $450,000 $900,000 $1,700,000 $0 $500,000 ($1,200,000)
Transportation, Traffic, And Parking $1,400,000 $1,445,000 $1,800,000 $2,150,000 $0 $2,300,000 $150,000
Commission On Equal Opportunity $0 $10,000 $0 $0 $0 $0 $0
Office Of Building Inspection & Enforcement $400,000 $450,000 $450,000 $700,000 $0 $500,000 ($200,000)
Economic Development Admin $3,731,106 $1,670,000 $1,025,000 $2,700,000 $0 $4,950,000 $2,250,000
Livable City Initiative $3,255,894 $3,850,000 $3,575,000 $6,050,000 $0 $3,100,000 ($2,950,000)
Education: Non‐School Projects $4,800,000 $5,800,000 $6,225,000 $13,600,000 $0 $15,000,000 $1,400,000
Education: School Construction Projects $10,667,430 $0 $0 $0 $0 $0 $0
Housing Authority $0 $0 $0 $0 $0 $0 $0
Lewis Settlement $0 $0 $8,400,000 $0 $0 $0 $0
TOTAL $46,185,000 $43,300,000 $58,030,000 $70,700,000 $0 $60,000,000 ($10,700,000)

GENERAL FUND DEBT SERVICE REPORT
DEBT SERVICE AS A % OF TOTAL EXPENDITURES
As a
General Debt Debt Svc Percent
Fund Service Amount of Total
Year Expenditures Amount Category Expenditures
1998 302,549,465 26,821,099 Actual 8.87%
1999 321,424,319 28,882,850 Actual 8.99%
2000 332,422,078 34,148,498 Actual 10.27%
2001 345,502,026 34,503,998 Actual 9.99%
2002 345,117,459 30,541,135 Actual 8.85%
2003 355,896,954 37,178,565 Actual 10.45%
2004 361,524,730 39,320,172 Actual 10.88%
2005 377,605,274 44,587,448 Actual 11.81%
2006 397,843,538 45,851,542 Actual 11.53%
2007 420,465,634 50,994,356 Actual 12.13%
2008 435,957,311 51,648,536 Actual 11.85%
2009 454,560,570 58,851,808 Actual 12.95%
2010 459,427,337 63,196,486 Actual 13.76%
2011 467,266,612 60,228,401 Actual 12.89%
2012 481,622,139 61,346,532 Actual 12.74%
2013 486,381,040 62,693,110 Actual 12.89%
2014 490,773,186 61,650,674 Actual 12.56%
2015 509,525,282 70,898,492 Actual 13.91%
2016 505,948,292 66,011,387 Actual 13.05%
2017 523,340,196 69,935,483 Actual 13.36%
2018 538,906,953 33,672,981 Actual 6.25%
2019 547,089,954 37,249,545 Actual 6.81%
2020* 556,641,051 53,674,689 Budget 9.64%
2021* 569,115,077 59,807,120 Budget 10.51%
2022 (Crisis) 589,149,644 62,827,640 Budget 10.66%
2022 (Together) 606,244,052 62,827,640 Budget 10.36%

SECTION V-SPECIAL FUNDS
CITY OF NEW HAVEN
SPECIAL FUND BUDGETING
Special Fund Budgeting differs from that of the General Fund Budgeting in several ways:
1. Grant periods for Special Funds may vary based on the regulations associated to a funding source.
Some grants are based upon a calendar year (January 1 - December 31), a Federal Fiscal Year
(October 1 - September 30), the City’s Fiscal Year (July 1 – June 30) or on a multi-year term that
allow the term to cross fiscal years to allow a project to be completed over a longer time period.
In addition, some grants are awarded in a lump sum amounts that will cover multi-year time
frames, while others are awarded on a reimbursement basis. For budget purposes, the grant
amount shown may reflect only the portion of the grant that will be available during the City’s
Fiscal Year.
2. If a grant is awarded to the City each year, as is the case with the HOME program, the MUNIS
organization number may change to reflect the new allocation for the new Fiscal Year. Any
unused funds from previous years will be transferred to the new organization number and made
available for use in Fiscal Year 2021-2022.
3. The Special Fund Budgets reported in Fiscal Year 2021-2022 only reflect anticipated receipt of
new awards and estimated program income during the fiscal year. Funds will not be available for
use until an agreement has been executed with the funding agency or until revenue is received.
This may cause large budget variances between Fiscal Year 2020-2021 and Fiscal Year 2021-
2022.
4. The City applies for grants on a continuous basis throughout the fiscal year. Grant opportunities
made available after approval of the Fiscal Year 2021-2022 Special Fund Budget will not be
included in this document. All new grants awarded to the City require Board of Alders approval
before acceptance.
5. Multi-year grants that have been awarded in a previous year, and extend into Fiscal Year 2021-
2022, are not shown in the Fiscal Year 2021-2022 Budget column. They are included in the Fiscal
Year 2020-2021 budget. At the close of Fiscal Year 2020-2021, any remaining balances will be
added to and made available for use in the Fiscal Year 2021-2022 Budget.
6. Position titles shown in the Special Fund Personnel section are subject to change based upon final
approval from the granting agency. This may be due to modifications to the final grant agreement
or changes to the scope of services of a grant.
7. Positions funded from Special Funds are contingent upon continued renewal and receipt of grant
funds. If a grant is not renewed or if the grant term expires, any positions funded from that grant
will be eliminated through workforce reduction. Special fund positions may be added to the
budget for new grant awards received by the City after the Fiscal Year 2021-2022 Special Fund
Budget has been approved.
Section V - Special Funds 5-1 Section V - Special Funds

SPECIAL FUNDS BY MAJOR GOVERNMENT CATEGORY
FY 2021-22 MAYOR'S BUDGET
GENERAL GOVERNMENT Dollars % HUMAN SERVICES Dollars %

131 Mayor's Office 308,661 301 Health Department 7,557,085
132 Chief Administrator's Office 502,091 303 Elderly Services 0
137 Dept. of Finance 739,294 308 Community Services Admin. 301,037
152 Public Library 104,516 309 Youth & Recreation 1,170,950
502 Engineering 0 Subtotal 9,029,072 30.83%
504 Parks and Public Works 341,571
Subtotal 1,996,133 6.82%
DEVELOPMENT
PUBLIC SAFETY 702 City Plan 2,238,477
200 Public Safety Communications 723,541 704 Transportation Traffic & Parking 0
201 Police Services 386,532 705 Comm on Equal Opportunities 5,000
202 Fire Services 5,000 721 Building Inspect & Enforcement 223,581
Subtotal 1,115,073 3.81% 724 Economic Development 7,156,719
747 Livable City 7,520,409
Subtotal 17,144,186 58.54%
GRAND TOTAL 29,284,464 100.00%

SPECIAL FUNDS
by MAJOR GOVERNMENT CATEGORY
FY 2021-22 MAYOR'S BUDGET
Human Services
30.83%
Public Safety
General Government 3.81%
6.82%
Development
58.54%
CATEGORY BUDGET PERCENTAGE

Development 17,144,186 58.54%
General Government 1,996,133 6.82%
Human Services 9,029,072 30.83%
Public Safety 1,115,073 3.81%
GRAND TOTAL 29,284,464 100.00%

SUMMARY OF SPECIAL FUND REVENUES
FY 2019-20 FY 2021-22 FY 2021-22

FY 2020-21
REVENUE CATEGORY Actual Department Mayor's
Budget *
Revenue Request Budget
Federal Revenue 13,080,876 35,323,479 17,476,075 10,702,744
State Revenue 9,103,059 53,391,592 10,960,287 10,893,287
Other Financing Source 6,819,501 14,498,513 6,449,189 6,449,189
Investment Income 291,654 587,185 206,264 206,264
Licenses, Permits, Fees 714,057 1,385,272 1,032,979 1,032,979
Rental Income 0 0 0 0
GRAND TOTAL 30,009,149 105,186,040 36,124,795 29,284,464
* Note: Amounts include carryovers of unexpended funds from previous years.

SPECIAL FUND REVENUES
FY 2019-20 Actual
FY 2020-21 Budget
FY 2021-22 Mayor's Proposed
60,000,000
50,000,000
40,000,000
30,000,000
20,000,000
10,000,000

LIST OF SPECIAL FUNDS
FISCAL YEAR 2021-22 MAYOR'S PROPOSED
FY 2019-20 FY 2020-21 FY 2020-21 FY 2021-22 FY 2021-22

Fund Fund Description Actual Adjusted Anticipated Department Mayor's
Revenue Budget Grants Request Proposed
2013 BROADWAY CONSTRUCTION PROGRAM 140,643 0 0 0 0
2016 LONG WHARF GALLERIA LLC 1,030 0 0 0 0
2017 COMMUNITY FOUNDATION 33,808 0 0 0
2020 FOOD STAMP EMPLYMNT & TRAINING 46,172 0 0 0
2024 HOUSING AUTHORITY 326,867 412,379 0 411,025 411,025
2025 STATE STREET RECONSTRUCTION 40,124 0 0 0 0
2028 STD CONTROL 116,412 26,400 0 0 0
2029 EMERGENCY MANAGEMENT 65,000 0 65,000 65,000
2034 CONTROLLER'S REVOLVING FUND 20,000 0 20,000 20,000
2035 YOUTH SERVICES BUREAU 174,570 226,441 0 226,441 226,441
2038 STATE HEALTH SUBSIDY 139,137 191,101 0 191,101 191,101
2040 COMMUNICABLE DISEASE CONTROL 228,101 357,252 0 352,777 352,777
2042 CEO SCHOOL CONSTRUCTION PROG 0 14,789 0 5,000 5,000
2044 LIGHTHOUSE CAROUSEL EVENT FUND 151,755 131,722 0 124,212 124,212
2048 HEALTH DEPT GRANTS 50,986 0 50,986 50,986
2050 ECONOMIC DEV. REVOLVING FUND 123 73,879 0 1,500 1,500
2060 INFILL UDAG LOAN REPAYMENT 73,060 142,059 0 5,000 5,000
2062 MISC PRIVATE GRANTS 215,406 414,031 118,705 242,115 242,115
2063 MISC FEDERAL GRANTS 20,258 686,198 0 0 0
2064 RIVER STREET MUNICIPAL DEV PRJ 0 72,959 0 0 0
2065 EMERGENCY SOLUTIONS GRANT HUD 310,457 658,658 0 740,286 24,750
2066 INNO. HOMELESS INITIATIVE 0 19,366 0 0 0
2069 HOME - HUD 872,890 4,256,943 0 1,542,940 1,542,940
2070 HUD LEAD BASED PAINT 73,739 5,600,000 0 0 0
2073 HOUSING OPP FOR PERSONS WITH AIDS 1,098,284 1,105,207 0 1,391,865 33,156
2084 RYAN WHITE - TITLE I 5,221,387 4,381,859 0 5,760,178 5,651,497
2085 THE HUMANE COMMISSION 25,288 25,820 0 0 0
2086 RECYCLING GRANT 5,991 0 0 0 0
2092 URBAN ACT 37 5,502 0 0 0
2094 PROPERTY MANAGEMENT 326,127 453,039 0 90,000 90,000
2095 SAGA SUPPORT SERVICES FUND 1,366 176,388 0 0 0
2096 MISCELLANEOUS GRANTS 732,638 1,390,395 0 927,635 927,635
2100 PARKS SPECIAL RECREATION ACCT 162,707 845,219 0 405,215 405,215
2108 FIRE APPLICATION FEES 191,850 5,721 0 5,000 5,000
2110 FARMINGTON CANAL LINE 0 6,919,250 0 2,132,700 2,132,700
2133 MISC STATE GRANTS 510,208 3,088,257 0 668,744 601,744
2134 POLICE APPLICATION FEES 750 17,751 0 0 0
2136 HUD LEAD PAINT REVOLVING FUND 45,583 248,319 0 15,000 15,000
2138 BIO TERRORISM GRANTS 735 88,354 0 66,136 66,136
2139 MID-BLOCK PARKING GARAGE 1,040,234 0 0 0
2140 LONG WHARF PARCELS G AND H 46,970 0 0 0
2142 CITY PROPERTY FUND 179,647 0 0 0 0
2143 CONTROLLERS SPECIAL FUND 275,000 276,338 0 179,318 179,318
2144 ENFORCE UNDERAGE DRINKING LAWS 10,658 0 0 0 0
2148 RESIDENTIAL RENTAL LICENSES 114,111 522,584 0 665,686 665,686
2150 HOMELAND SECURITY GRANTS 313,242 1,528,672 0 0 0
2151 HOUSING DEVELOPMENT FUND 1,077,860 1,563,769 0 5,000 5,000
2152 DEMOCRACY FUND 120,540 221,113 0 0 0
2153 MAYORS YOUTH INITIATIVE 439,056 783,152 0 312,805 312,805
2155 ECONOMIC DEVELOPMENT MISC REV 218,594 445,126 100,632 201,264 201,264
2159 STREET OUTREACH WORKER PROGRAM 165,000 218,846 0 200,000 200,000
2160 MUNICIPAL ID PRGORAM 3,789 87,255 0 0 0
2165 YNHH HOUSING & ECO DEVELOP 810,818 0 123,982 123,982
2170 LCI AFFORDABLE HOUSING CONST 92,799 92,799 0 0 0
2173 PRISON REENTRY PROGRAM 9 1,240 0 0 0
LIST OF SPECIAL FUNDS
FISCAL YEAR 2021-22 MAYOR'S PROPOSED
FY 2019-20 FY 2020-21 FY 2020-21 FY 2021-22 FY 2021-22

Fund Fund Description Actual Adjusted Anticipated Department Mayor's
Revenue Budget Grants Request Proposed
2174 ENERGY EFFICIENCY BLOCK GRANT 2,532 0 0 0
2177 SMALL & MINORITY BUSINESS DEV 84,316 0 49,610 49,610
2178 CONSTRUCTION WORKFORCE INIT 58,335 0 0 0
2179 RT 34 RECONSTRUCTION 1,245,770 0 0 0
2180 PSEG 739 106,819 0 0 0
2181 US EPA BROWNFIELDS CLEAN-UP 636,816 614,626 0 0 0
2182 HUD CHALLENGE GRANT 325 0 0 0
2185 BOATHOUSE AT CANAL DOCK 250,275 673,904 0 0 0
2189 RT 34 DOWNTOWN CROSSING 6,080,145 34,418,454 6,000,000 6,500,000 6,500,000
2191 UI STREET LIGHT INCENTIVE 129,603 0 0 0
2192 LEGISLATIVE/DEVELOPMENT&POLICY 216,986 0 177,236 177,236
2193 HEALTH MEDICAL BILLING PROGRAM 93,368 284,797 0 0 0
2194 SMALL BUSINESS INITIATIVE 39,654 0 0 0
2195 DIXWELL Q HOUSE ST BOND FUNDS 125,000 0 0 0 0
2197 NEIGHBORHOOD COMMUNITY DEVEL 445,133 2,647,209 0 2,601,743 2,601,743
2198 BYRNE CRIMINAL JUSTICE INNOV 145,555 0 0 0 0
2199 NEIGHBORHOOD RENEWAL PROGRAM 552,500 2,479,174 0 27,861 27,861
2213 ANIMAL SHELTER 33,183 80,831 0 11,000 11,000
2214 POLICE N.H. REGIONAL PROJECT 312,479 300,138 0 261,732 261,732
2216 POLICE YOUTH ACTIVITIES 7,400 0 0 0
2217 POLICE EQUIPMENT FUND 1,531 28,161 0 0 0
2218 POLICE FORFEITED PROP FUND 288,756 184,655 0 90,000 90,000
2220 REGIONAL COMMUNICATIONS 515,616 733,140 0 723,541 723,541
2223 MISC POLICE DEPT STATE GRANTS 489 0 0 0 0
2224 MISC POLICE DEPT GRANTS 32,184 129,609 0 5,000 5,000
2225 MISC POLICE DEPT FEDERAL GRANT 601,242 0 0 0
2227 JUSTICE ASSISTANCE GRANT PROG 160,123 1,660,603 0 0 0
2281 STATE FORFEITURE FUND 8,642 3,807 0 15,000 15,000
2301 SECOND CHANCE GRANT 20,356 0 0 0 0
2303 SPECIAL VENDING DISTRICT FEES 122,250 248,611 0 223,581 223,581
2304 YOUTH AT WORK 843,705 973,272 0 243,848 243,848
2305 NEIGHBORHOOD COMM IMPROV FUND 483,334 645,871 0 0 0
2307 RESERVE FOR LITIGATION 1,000,000 0 0 0
2308 CIVILIAN REVIEW BOARD 150,454 0 0 0 0
2309 FIRING RANGE RENTAL FEES 3,000 6,000 0 3,500 3,500
2310 DIXWELL COMMUNITY HOUSE 150,000 0 0 0
2311 OFFICE OF SUSTAINABILITY 111,425 0 111,425 111,425
2312 HOUSING INVESTMENT FUND 25,000 0 0 0
2401 PARKS & RECREATION 346,239 0 0 0 0
2925 COMMUNITY DEVEL BLOCK GRANT 3,417,616 8,366,349 0 7,950,806 3,360,401
2927 CDBG-DISASTER RECOVERY 721,833 1,992,821 0 0 0
2930 CARES ACT CDBG-CV 0 2,236,393 0 0 0
2931 CARES ACT ESG-CV 0 2,647,229 0 0 0
2932 CARES ACT HOPWA-CV 0 160,839 0 0 0
TOTAL 30,009,149 105,186,040 6,219,337 36,124,795 29,284,464

SPECIAL FUNDS
DEPARTMENT SUMMARY FY 2021-22
FY 2020-21 FY 2020-21 FY 2020-21 FY 2021-22 FY 2021-22

FY 2019-20
Agency Fund BOA Adjusted Anticipated Department Mayor's
Carryover
Approved Budget Funding Request Proposed
131 MAYORS OFFICE
2034 CONTROLLER'S REVOLVING FUND 20,000 0 20,000 0 20,000 20,000
2192 LEGISLATIVE/DEVELOPMENT&POLICY 177,236 39,750 216,986 0 177,236 177,236
2311 OFFICE OF SUSTAINABILITY 111,425 0 111,425 0 111,425 111,425
MAYOR'S OFFICE TOTAL 308,661 39,750 348,411 0 308,661 308,661
132 CHIEF ADMINISTRATOR'S OFFICE
2029 EMERGENCY MANAGEMENT 65,000 0 65,000 0 65,000 65,000
2062 MISC PRIVATE GRANTS 0 6,786 6,786 0 0 0
2096 MISCELLANEOUS GRANTS 508,987 0 508,987 0 437,091 437,091
2133 MISC STATE GRANTS 0 45,835 45,835 0 0 0
2150 HOMELAND SECURITY GRANTS 1,331,049 190,277 1,521,327 0 0 0
2174 ENERGY EFFICIENCY BLOCK GRANT 0 2,532 2,532 0 0 0
2180 PSEG 0 106,819 106,819 0 0 0
CHIEF ADMINISTRATIVE OFFICE TOTAL 1,905,036 352,249 2,257,285 0 502,091 502,091
137 DEPARTMENT OF FINANCE
2143 CONTROLLERS SPECIAL FUND 276,338 0 276,338 0 179,318 179,318
2307 RESERVE FOR LITIGATION 0 1,000,000 1,000,000 0 0 0
2925 COMMUNITY DEVEL BLOCK GRANT 497,731 0 497,731 0 559,976 559,976
2930 CARES ACT CDBG-CV 223,639 0 223,639 0 0 0
DEPARTMENT OF FINANCE TOTAL 997,708 1,000,000 1,997,708 0 739,294 739,294
152 LIBRARY
2096 MISCELLANEOUS GRANTS 104,516 64,115 168,631 0 104,516 104,516
LIBRARY TOTAL 104,516 254,150 358,666 0 104,516 104,516
161 CITY CLERK
2133 MISC STATE GRANTS 58,017 0 58,017 0 0 0
REGISTRAR OF VOTERS TOTAL 58,017 0 58,017 0 0 0
162 REGISTRAR OF VOTERS
2133 MISC STATE GRANTS 49,500 0 49,500 0 0 0
2152 DEMOCRACY FUND 0 221,113 221,113 0 0 0
REGISTRAR OF VOTERS TOTAL 49,500 221,113 270,613 0 0 0
200 PUBLIC SAFETY COMMUNICATIONS
2220 REGIONAL COMMUNICATIONS 723,541 9,599 733,140 0 723,541 723,541
PUBLIC SAFETY COMMUNICATIONS TOTAL 723,541 9,599 733,140 0 723,541 723,541
201 POLICE SERVICES
2085 THE HUMANE COMMISSION 25,820 0 25,820 0 0 0
2096 MISCELLANEOUS GRANTS 0 863 863 0 300 300
2134 POLICE APPLICATION FEES 6,965 10,786 17,751 0 0 0
2150 HOMELAND SECURITY GRANTS 0 7,346 7,346 0 0 0
2213 ANIMAL SHELTER 2,993 77,838 80,831 0 11,000 11,000
2214 POLICE N.H. REGIONAL PROJECT 300,138 0 300,138 0 261,732 261,732
2216 POLICE YOUTH ACTIVITIES 0 7,400 7,400 0 0 0
2217 POLICE EQUIPMENT FUND 2,922 25,238 28,161 0 0 0
2218 POLICE FORFEITED PROP FUND 9,013 175,642 184,655 0 90,000 90,000
2224 MISC POLICE DEPT GRANTS 126,000 3,609 129,609 0 5,000 5,000
2225 MISC POLICE DEPT FEDERAL GRANT 443,720 157,522 601,242 0 0 0
2227 JUSTICE ASSISTANCE GRANT PROG 1,360,645 299,958 1,660,603 0 0 0
2281 STATE FORFEITURE FUND 0 3,807 3,807 0 15,000 15,000
2309 FIRING RANGE RENTAL FEES 3,000 3,000 6,000 0 3,500 3,500
POLICE SERVICES TOTAL 2,281,216 785,916 3,067,132 0 386,532 386,532

SPECIAL FUNDS
FY 2020-21 FY 2020-21 FY 2020-21 FY 2021-22 FY 2021-22

FY 2019-20
Carryover
202 FIRE SERVICES
2063 MISC FEDERAL GRANTS 27,273 7,227 34,500 0 0 0
2096 MISCELLANEOUS GRANTS 0 78,144 78,144 0 0 0
2108 FIRE APPLICATION FEES 5,721 0 5,721 0 5,000 5,000
FIRE SERVICES TOTAL 32,993 85,371 118,364 0 5,000 5,000
301 HEALTH DEPARTMENT
2017 COMMUNITY FOUNDATION 0 33,808 33,808 0 0 0
2028 STD CONTROL 26,400 0 26,400 0 0 0
2038 STATE HEALTH SUBSIDY 191,101 0 191,101 0 191,101 191,101
2040 COMMUNICABLE DISEASE CONTROL 352,777 4,475 357,252 0 352,777 352,777
2048 HEALTH DEPT GRANTS 50,986 0 50,986 0 50,986 50,986
2062 MISC PRIVATE GRANTS 118,705 6,314 125,019 118,705 242,115 242,115
2070 HUD LEAD BASED PAINT 5,600,000 0 5,600,000 0 0 0
2084 RYAN WHITE - TITLE I 4,381,859 0 4,381,859 0 5,760,178 5,651,497
2096 MISCELLANEOUS GRANTS 609,601 1,165 610,766 0 385,728 385,728
2133 MISC STATE GRANTS 569,827 9,910 579,737 0 601,744 601,744
2136 HUD LEAD PAINT REVOLVING FUND 19,749 228,570 248,319 0 15,000 15,000
2138 BIO TERRORISM GRANTS 66,136 22,218 88,354 0 66,136 66,136
2160 MUNICIPAL ID PRGORAM 0 4,522 4,522 0 0 0
2193 HEALTH MEDICAL BILLING PROGRAM 284,797 0 284,797 0 0 0
2925 COMMUNITY DEVEL BLOCK GRANT 0 183,345 183,345 0 0 0
PUBLIC HEALTH TOTAL 12,271,939 494,327 12,766,265 118,705 7,665,766 7,557,085
2925 COMMUNITY DEVEL BLOCK GRANT 47,000 9,840 56,840 0 146,581 0
ELDERLY SERVICES TOTAL 47,000 9,840 56,840 0 146,581 0
2020 FOOD STAMP EMPLYMNT & TRAINING 0 46,172 46,172 0 0 0
2062 MISC PRIVATE GRANTS 100,000 73,323 173,323 0 0 0
2063 MISC FEDERAL GRANTS 590,000 61,699 651,699 0 0 0
2065 EMERGENCY SOLUTIONS GRANT HUD 635,240 23,418 658,658 0 740,286 24,750
2066 INNO. HOMELESS INITIATIVE 0 19,366 19,366 0 0 0
2073 HOUSING OPP FOR PERSONS WITH AIDS 1,105,207 0 1,105,207 0 1,391,865 33,156
2095 SAGA SUPPORT SERVICES FUND 0 176,388 176,388 0 0 0
2096 MISCELLANEOUS GRANTS 0 23,003 23,003 0 0 0
2160 MUNICIPAL ID PRGORAM 0 82,733 82,733 0 0 0
2173 PRISON REENTRY PROGRAM 0 1,240 1,240 0 0 0
2310 DIXWELL COMMUNITY HOUSE 150,000 0 150,000 0 0 0
2925 COMMUNITY DEVEL BLOCK GRANT 576,225 4,249 580,474 0 1,229,699 243,131
2930 CARES ACT CDBG-CV 710,361 0 710,361 0 0 0
2931 CARES ACT ESG-CV 2,647,229 0 2,647,229 0 0 0
2932 CARES ACT HOPWA-CV 160,839 0 160,839 0 0 0
COMMUNITY SERVICES ADMIN TOTAL 6,675,101 511,592 7,186,693 0 3,361,850 301,037

SPECIAL FUNDS
FY 2020-21 FY 2020-21 FY 2020-21 FY 2021-22 FY 2021-22

FY 2019-20
Carryover
309 YOUTH & RECREATION
2035 YOUTH SERVICES BUREAU 226,441 0 226,441 0 226,441 226,441
2050 ECONOMIC DEV. REVOLVING FUND 0 13,348 13,348 0 0 0
2100 PARKS SPECIAL RECREATION ACCT 182,856 418,642 601,498 0 187,856 187,856
2153 MAYORS YOUTH INITIATIVE 720,945 62,207 783,152 0 312,805 312,805
2159 STREET OUTREACH WORKER PROGRAM 200,000 18,846 218,846 0 200,000 200,000
2304 YOUTH AT WORK 750,761 222,511 973,272 0 243,848 243,848
2925 COMMUNITY DEVEL BLOCK GRANT 252,244 2,559 254,803 0 712,215 0
YOUTH & RECREATION 2,333,247 744,311 3,077,558 0 1,883,165 1,170,950
502 ENGINEERING
2191 UI STREET LIGHT INCENTIVE 0 129,603 129,603 0 0 0
2925 COMMUNITY DEVEL BLOCK GRANT 50,000 0 50,000 0 150,000 0
2927 CDBG-DISASTER RECOVERY 0 6,508 6,508 0 0 0
ENGINEERING TOTAL 50,000 834,153 884,153 0 150,000 0
504 DEPARTMENT OF PARKS AND PUBLIC WORKS
2044 LIGHTHOUSE CAROUSEL EVENT FUND 124,212 7,510 131,722 0 124,212 124,212
2100 PARKS SPECIAL RECREATION ACCT 217,359 26,361 243,720 0 217,359 217,359
ENGINEERING TOTAL 341,571 101,282 442,853 0 341,571 341,571
702 CITY PLAN
2110 FARMINGTON CANAL LINE 0 6,919,250 6,919,250 0 2,132,700 2,132,700
2133 MISC STATE GRANTS 0 1,255,123 1,255,123 0 67,000 0
2140 LONG WHARF PARCELS G AND H 0 46,970 46,970 0 0 0
2179 RT 34 RECONSTRUCTION 0 1,245,770 1,245,770 0 0 0
2185 BOATHOUSE AT CANAL DOCK 0 673,904 673,904 0 0 0
2189 RT 34 DOWNTOWN CROSSING 0 17,099,168 17,099,168 0 0 0
2925 COMMUNITY DEVEL BLOCK GRANT 105,777 0 105,777 0 305,777 105,777
CITY PLAN TOTAL 105,777 27,261,180 27,366,957 0 2,505,477 2,238,477
704 TRANSPORTATION\TRAFFIC AND PARKING
TRANSPORTATION\TRAFFIC AND PARKING 0 15,000 15,000 0 0 0
705 COMM. ON EQUAL OPPORTUNITIES
2042 CEO SCHOOL CONSTRUCTION PROG 0 14,789 14,789 0 5,000 5,000
2178 CONSTRUCTION WORKFORCE INIT 0 58,335 58,335 0 0 0
EQUAL OPPORTUNITIES TOTAL 0 73,124 73,124 0 5,000 5,000
721 BUILDING INSPECTION AND ENFORCEMENT
2303 SPECIAL VENDING DISTRICT FEES 170,501 78,110 248,611 0 223,581 223,581
PERSONS WITH DISABILITIES TOTAL 170,501 78,110 248,611 0 223,581 223,581
724 ECONOMIC DEVELOPMENT
2050 ECONOMIC DEV. REVOLVING FUND 0 60,531 60,531 0 0 0
2064 RIVER STREET MUNICIPAL DEV PRJ 0 72,959 72,959 0 0 0
2139 MID-BLOCK PARKING GARAGE 0 1,040,234 1,040,234 0 0 0
2155 ECONOMIC DEVELOPMENT MISC REV 108,812 336,314 445,126 100,632 201,264 201,264
2165 YNHH HOUSING & ECO DEVELOP 61,991 406,474 468,465 0 123,982 123,982
2177 SMALL & MINORITY BUSINESS DEV 84,316 0 84,316 0 49,610 49,610
2181 US EPA BROWNFIELDS CLEAN-UP 200,000 414,626 614,626 0 0 0
2189 RT 34 DOWNTOWN CROSSING 0 17,319,287 17,319,287 6,000,000 6,500,000 6,500,000
2194 SMALL BUSINESS INITIATIVE 0 39,654 39,654 0 0 0
2925 COMMUNITY DEVEL BLOCK GRANT 381,760 158,119 539,879 0 553,413 281,863
2927 CDBG-DISASTER RECOVERY 0 131,282 131,282 0 0 0
2930 CARES ACT CDBG-CV 500,000 0 500,000 0 0 0
ECONOMIC DEVELOPMENT TOTAL 1,336,879 20,177,838 21,514,717 6,100,632 7,428,269 7,156,719

SPECIAL FUNDS
FY 2020-21 FY 2020-21 FY 2020-21 FY 2021-22 FY 2021-22

FY 2019-20
Carryover
2024 HOUSING AUTHORITY 412,379 0 412,379 0 411,025 411,025
2050 ECONOMIC DEV. REVOLVING FUND 0 0 0 0 1,500 1,500
2060 INFILL UDAG LOAN REPAYMENT 0 142,059 142,059 0 5,000 5,000
2069 HOME - HUD 1,536,824 2,720,120 4,256,943 0 1,542,940 1,542,940
2092 URBAN ACT 0 5,502 5,502 0 0 0
2094 PROPERTY MANAGEMENT 52,014 401,025 453,039 0 90,000 90,000
2148 RESIDENTIAL RENTAL LICENSES 522,584 0 522,584 0 665,686 665,686
2151 HOUSING DEVELOPMENT FUND 400,481 1,163,288 1,563,769 0 5,000 5,000
2165 YNHH HOUSING & ECO DEVELOP 0 342,353 342,353 0 0 0
2170 LCI AFFORDABLE HOUSING CONST 0 92,799 92,799 0 0 0
2182 HUD CHALLENGE GRANT 0 325 325 0 0 0
2197 NEIGHBORHOOD COMMUNITY DEVEL 2,647,209 0 2,647,209 0 2,601,743 2,601,743
2199 NEIGHBORHOOD RENEWAL PROGRAM 59,174 2,420,000 2,479,174 0 27,861 27,861
2305 NEIGHBORHOOD COMM IMPROV FUND 0 645,871 645,871 0 0 0
2312 HOUSING INVESTMENT FUND 25,000 0 25,000 0 0 0
2925 COMMUNITY DEVEL BLOCK GRANT 3,431,661 2,665,839 6,097,500 0 4,293,145 2,169,654
2927 CDBG-DISASTER RECOVERY 0 1,855,032 1,855,032 0 0 0
2930 CARES ACT CDBG-CV 802,393 0 802,393 0 0 0
LIVABLE CITY INITIATIVE TOTAL 9,889,718 12,454,214 22,343,933 0 9,643,900 7,520,409
GRAND TOTALS 39,682,922 65,503,119 105,186,040 6,219,337 36,124,795 29,284,464

SUMMARY OF SPECIAL FUND ALLOCATIONS
FY 2021-22 MAYOR'S PROPOSED BUDGET
50000 51000 53000 55000

52000 54000
Personnel Employee Allow & Materials &
Utilities Equipment
Services Benefits Travel Supplies
Agency
131 Mayors Office 177,800 86,500 - - - 2,000
132 Chief Administrator's Office 250,769 124,607 - - - -
137 Department of Finance 392,008 179,176 - 4,500 3,000 7,500
152 Public Library 67,547 34,173 - - - -
161 City Clerk - - - - - -
162 Registrar of Voters - - - - - -
200 Public Safety Communications 354,194 150 50,000 9,000 100,000 25,000
201 Police Services 178,121 44,575 2,412 - 1,500 2,600
202 Fire Services - - - - - -
301 Health Department 1,308,002 585,406 1,367 8,886 10,700 44,308
303 Elderly Services - - - - - -
308 Community Service Admin 194,898 97,292 - - - -
309 Youth & Recreation 373,415 177,082 - - - -
502 Engineering - - - - - -
504 Parks and Public Works 199,656 48,642 - - - -
702 City Plan 68,361 34,585 - - - -
704 Transportation\Traffic and Parking - - - - - -
705 Comm. on Equal Opportunities - - - - - -
721 Building Inspection and Enforcement 115,717 31,849 15,000 - - -
724 Economic Development 258,197 111,570 - - - -
747 Livable City Initiative 2,468,961 1,212,899 - - - -
GRAND TOTALS 6,407,646 2,768,506 68,779 22,386 115,200 81,408

SUMMARY OF SPECIAL FUND ALLOCATIONS
56000 57000 58000 59000

Rentals & Debt Capital Claims & Totals
Services Service Improvements Comp
Agency
131 Mayors Office 41,223 - - 1,138 308,661
132 Chief Administrator's Office 113,777 - - 12,938 502,091
137 Department of Finance 150,620 - - 2,490 739,294
152 Public Library 2,364 - - 432 104,516
161 City Clerk - - - - -
162 Registrar of Voters - - - - -
200 Public Safety Communications 185,185 - - 12 723,541
201 Police Services 157,324 - - - 386,532
202 Fire Services 5,000 - - - 5,000
301 Health Department 5,578,342 - - 20,074 7,557,085
303 Elderly Services - - - - -
308 Community Service Admin 7,620 - - 1,227 301,037
309 Youth & Recreation 618,113 - - 2,340 1,170,950
502 Engineering - - - - -
504 Parks and Public Works 92,340 - - 933 341,571
702 City Plan 2,393 - 2,132,700 438 2,238,477
704 Transportation\Traffic and Parking - - - - -
705 Comm. on Equal Opportunities 5,000 - - - 5,000
721 Building Inspection and Enforcement 55,044 - - 5,971 223,581
724 Economic Development 6,785,300 - - 1,652 7,156,719
747 Livable City Initiative 2,362,035 - - 1,476,514 7,520,409
GRAND TOTALS 16,161,680 - 2,132,700 1,526,159 29,284,464

CITY OF NEW HAVEN
SPECIAL FUNDS
Agency FY 2020-21 FY 2020-21 FY 2020-21 FY 2021-22 FY 2021-22

FY 2019-20
Fund BOA Adjusted Anticipated Department Mayor's
Carryover
Organization Approved Budget Funding Request Proposed
131 - MAYOR'S OFFICE

2034 CONTROLLER'S REVOLVING FUND
20342043 PATRIOTIC CELEBRATIONS
56640 PATRIOTIC CELEBRATIONS 20,000 0 20,000 0 20,000 20,000
20,000 0 20,000 0 20,000 20,000
2192 LEGISLATIVE/DEVELOPMENT&POLICY
21922650 OFFICE OF DEVELOPMENT AND POLICY
50110 SALARIES 116,000 0 116,000 0 116,000 116,000
51809 HEALTH INSURANCE 47,560 0 47,560 0 47,560 47,560
56623 REPAIRS & MAINTENANCE 4,060 0 4,060 0 4,060 4,060
58852 FICA/MEDICARE EMPLOYER CONTRIB 8,874 0 8,874 0 8,874 8,874
177,236 0 177,236 0 177,236 177,236
2192 LEGISLATIVE/DEVELOPMENT&POLICY
21922651 OFFICE OF DEVELOPMENT AND POLICY
56699 MISC EXPENSE 0 39,750 39,750 0 0 0
0 39,750 39,750 0 0 0
2311 OFFICE OF SUSTAINABILITY
2311 OFFICE OF SUSTAINABILITY
50110 SALARIES 60,000 0 60,000 0 60,000 60,000
50199 SALARY RESERVE 1,800 0 1,800 0 1,800 1,800
55520 GENERAL/OFFICE SUPPLY 2,000 0 2,000 0 2,000 2,000
56694 OTHER CONTRACTUAL SERVICES 15,000 0 15,000 0 15,000 15,000
111,425 0 111,425 0 111,425 111,425
AGENCY TOTALS
50000 PERSONNEL SERVICES 177,800 0 177,800 0 177,800 177,800
51000 EMPLOYEE BENEFITS 86,500 0 86,500 0 86,500 86,500
52000 UTILITIES 0 0 0 0 0 0
53000 ALLOWANCE & TRAVEL 0 0 0 0 0 0
54000 EQUIPMENT 0 0 0 0 0 0
55000 MATERIALS & SUPPLIES 2,000 0 2,000 0 2,000 2,000
56000 RENTALS & SERVICES 41,223 39,750 80,973 0 41,223 41,223
57000 DEPT SERVICE 0 0 0 0 0 0
58000 CAPITAL IMPROVEMENT 0 0 0 0 0 0
59000 CLAIMS & COMPENSATION 1,138 0 1,138 0 1,138 1,138
308,661 39,750 348,411 0 308,661 308,661

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover
132 - CHIEF ADMINISTRATOR'S OFFICE

2029 EMERGENCY MANAGEMENT
20291999 EMERGENCY MANAGEMENT
65,000 0 65,000 0 65,000 65,000
2062 MISC PRIVATE GRANTS
20622845 THE RECYCLE CT FUND
56694 OTHER CONTRACTUAL SERVICES 0 6,786 6,786 0 0 0
0 6,786 6,786 0 0 0
2096 MISCELLANEOUS GRANTS
20962846 CLEAN CITY INITIATIVE
50110 SALARIES 288,578 0 288,578 0 243,466 243,466
50199 SALARY RESERVE 8,656 0 8,656 0 7,303 7,303
51813 3144 SPECIAL FUND 457 PLAN 3,509 0 3,509 0 2,607 2,607
59933 WORKERS COMPENSATION 13,235 0 13,235 0 12,938 12,938
508,987 0 508,987 0 437,091 437,091
2133 MISC STATE GRANTS
21332722 COMMUNITY GARDEN II NHLT
0 6,294 6,294 0 0 0
21332787 COMMON GROUND RESTORATION- 21
0 39,541 39,541 0 0 0
2150 HOMELAND SECURITY GRANTS
21502508 CBRNE BOAT PORT SECURITY
54411 EQUIPMENT 0 2,217 2,217 0 0 0
0 7,659 7,659 0 0 0
21502548 2010 BOAT EQUIPMENT
56677 TRAINING/OTHER 0 35 35 0 0 0
0 35 35 0 0 0
21502601 PORTWIDE INFRASTRUCTURE GRANT
54411 EQUIPMENT 0 136 136 0 0 0
0 136 136 0 0 0
21502681 PORT SECURITY 2014
54411 EQUIPMENT 0 900 900 0 0 0
0 1,247 1,247 0 0 0

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover
132 - CHIEF ADMINISTRATOR'S OFFICE

21502818 FEMA PORT SECURITY 2017
54411 EQUIPMENT 0 7,294 7,294 0 0 0
56662 MAINTENANCE AGREEMENT SERVICE 0 22,609 22,609 0 0 0
56677 TRAINING/OTHER 0 18,140 18,140 0 0 0
0 81,310 81,310 0 0 0
21502851 2018 PORT SECURITY GRANT
54411 EQUIPMENT 0 14,767 14,767 0 0 0
0 99,892 99,892 0 0 0
21502897 PORT SECURITY GRANT 2022
54411 EQUIPMENT 82,052 0 82,052 0 0 0
56677 TRAINING/OTHER 115,020 0 115,020 0 0 0
197,072 0 197,072 0 0 0
21502945 ASSISTANCE FIREFIGHTERS GRANT
54411 EQUIPMENT 836,727 0 836,727 0 0 0
836,727 0 836,727 0 0 0
21502946 PORT SECURITY 9/2023
54411 EQUIPMENT 297,250 0 297,250 0 0 0
297,250 0 297,250 0 0 0
2174 ENERGY EFFICIENCY BLOCK GRANT
21742489 CEEF
0 2,532 2,532 0 0 0
2180 PSEG
21802496 PSEG
0 106,819 106,819 0 0 0
AGENCY TOTALS
52000 UTILITIES 0 0 0 0 0 0
54000 EQUIPMENT 1,216,029 25,314 1,241,343 0 0 0
55000 MATERIALS & SUPPLIES 0 0 0 0 0 0
57000 DEPT SERVICE 0 0 0 0 0 0
1,905,036 352,249 2,257,285 0 502,091 502,091

CITY OF NEW HAVEN
SPECIAL FUNDS

FY 2019-20
Carryover
137 - DEPARTMENT OF FINANCE

2143 CONTROLLERS SPECIAL FUND
21432147 CONTROLLERS SPECIAL FUND
50110 SALARIES 180,880 0 180,880 0 118,978 118,978
50199 SALARY RESERVE 4,833 0 4,833 0 2,976 2,976
51813 3144 SPECIAL FUND 457 PLAN 690 0 690 0 1,086 1,086
59933 WORKERS COMPENSATION 1,188 0 1,188 0 780 780
276,338 0 276,338 0 179,318 179,318
2307 RESERVE FOR LITIGATION
23072849 RESERVE FOR LITIGATION
56696 LEGAL/LAWYERS FEES 0 1,000,000 1,000,000 0 0 0
0 1,000,000 1,000,000 0 0 0
2925 COMMUNITY DEVEL BLOCK GRANT
29251097 GENERAL ADMIN DEVELOPMENT
50110 SALARIES 235,469 0 235,469 0 259,983 259,983
50140 LONGEVITY 2,871 0 2,871 0 2,871 2,871
50199 SALARY RESERVE 6,164 0 6,164 0 7,200 7,200
53310 MILEAGE 1,500 0 1,500 0 1,500 1,500
53330 BUSINESS TRAVEL 3,000 0 3,000 0 3,000 3,000
54411 EQUIPMENT 3,000 0 3,000 0 3,000 3,000
56610 ADVERTISEMENT 9,500 0 9,500 0 9,500 9,500
56615 PRINTING & BINDING 7,500 0 7,500 0 7,500 7,500
56695 TEMPORARY & PT HELP 20,000 0 20,000 0 20,000 20,000
497,731 0 497,731 0 559,976 559,976
2930 CARES ACT CDBG-CV
29302930 CDBG-CV Admin
56694 OTHER CONTRACTUAL SERVICES 223,639 0 223,639 0 0 0
223,639 0 223,639 0 0 0
AGENCY TOTALS
52000 UTILITIES 0 0 0 0 0 0
53000 ALLOWANCE & TRAVEL 4,500 0 4,500 0 4,500 4,500
54000 EQUIPMENT 3,000 0 3,000 0 3,000 3,000
56000 RENTALS & SERVICES 358,009 1,000,000 1,358,009 0 150,620 150,620
57000 DEPT SERVICE 0 0 0 0 0 0
997,708 1,000,000 1,997,708 0 739,294 739,294

CITY OF NEW HAVEN
SPECIAL FUNDS

FY 2019-20
Carryover
152 - LIBRARY
20962789 MISC FOUNDATION FUNDS
50110 SALARIES 65,580 53,038 118,618 0 65,580 65,580
50199 SALARY RESERVE 1,967 9,928 11,895 0 1,967 1,967
104,516 64,115 168,631 0 104,516 104,516
21332886 FIBER TO LIBRARY COMMUNICATION
54411 EQUIPMENT 0 17,335 17,335 0 0 0
56656 RENTAL OF EQUIPMENT 0 156,600 156,600 0 0 0
56662 MAINTENANCE AGREEMENT SERVICE 0 7,500 7,500 0 0 0
0 190,035 190,035 0 0 0
AGENCY TOTALS
50000 PERSONNEL SERVICES 67,547 62,966 130,513 0 67,547 67,547
52000 UTILITIES 0 0 0 0 0 0
54000 EQUIPMENT 0 17,335 17,335 0 0 0
57000 DEPT SERVICE 0 0 0 0 0 0
59000 CLAIMS & COMPENSATION 432 160 592 0 432 432
104,516 254,150 358,666 0 104,516 104,516

CITY OF NEW HAVEN
SPECIAL FUNDS

FY 2019-20
Carryover
161 - CITY\TOWN CLERK

21332941 ABSENTEE BALLOT AID GRANT
56695 TEMPORARY & PT HELP 51,017 0 51,017 0 0 0
58,017 0 58,017 0 0 0
AGENCY TOTALS
50000 PERSONNEL SERVICES 0 0 0 0 0 0
52000 UTILITIES 0 0 0 0 0 0
54000 EQUIPMENT 0 0 0 0 0 0
56000 RENTALS & SERVICES 58,017 0 58,017 0 0 0
57000 DEPT SERVICE 0 0 0 0 0 0
58,017 0 58,017 0 0 0

CITY OF NEW HAVEN
SPECIAL FUNDS

FY 2019-20
Carryover
162 - REGISTRAR OF VOTERS

21332942 ROV GRANT
49,500 0 49,500 0 0 0
2152 DEMOCRACY FUND
21522236 DEMOCRACY FUND
53310 MILEAGE 0 500 500 0 0 0
56500 PROFESSIONAL SERVICES 0 2,064 2,064 0 0 0
56677 TRAINING/OTHER 0 150 150 0 0 0
58117 DESIGN 0 100 100 0 0 0
58421 ADMINISTRATIVE/LEGAL 0 27,150 27,150 0 0 0
0 221,113 221,113 0 0 0
AGENCY TOTALS
52000 UTILITIES 0 0 0 0 0 0
53000 ALLOWANCE & TRAVEL 0 1,216 1,216 0 0 0
54000 EQUIPMENT 0 0 0 0 0 0
56000 RENTALS & SERVICES 49,500 192,497 241,997 0 0 0
57000 DEPT SERVICE 0 0 0 0 0 0
58000 CAPITAL IMPROVEMENT 0 27,250 27,250 0 0 0
49,500 221,113 270,613 0 0 0

CITY OF NEW HAVEN
SPECIAL FUNDS

FY 2019-20
Carryover
200 - PUBLIC SAFETY COMMUNICATIONS

2220 REGIONAL COMMUNICATIONS
22201757 911 TELECOMMUNICATIONS FUND
50110 SALARIES 4,194 0 4,194 0 4,194 4,194
50130 OVERTIME 350,000 0 350,000 0 350,000 350,000
52260 TELEPHONE 50,000 0 50,000 0 50,000 50,000
53350 PROFESSIONAL MEETINGS 9,000 0 9,000 0 9,000 9,000
54411 EQUIPMENT 40,000 0 40,000 0 40,000 40,000
54482 COMMUNICATION EQUIPMENT 60,000 0 60,000 0 60,000 60,000
56677 TRAINING/OTHER 15,000 0 15,000 0 15,000 15,000
56699 MISC EXPENSE 2,000 0 2,000 0 2,000 2,000
58852 FICA/MEDICARE EMPLOYER CONTRIB 150 0 150 0 150 150
723,541 0 723,541 0 723,541 723,541
2220 REGIONAL COMMUNICATIONS
22202343 911 TELECOMM FUND CAPITAL
0 9,599 9,599 0 0 0
AGENCY TOTALS
52000 UTILITIES 50,000 0 50,000 0 50,000 50,000
53000 ALLOWANCE & TRAVEL 9,000 0 9,000 0 9,000 9,000
54000 EQUIPMENT 100,000 0 100,000 0 100,000 100,000
57000 DEPT SERVICE 0 0 0 0 0 0
723,541 9,599 733,140 0 723,541 723,541

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover
201 - POLICE SERVICES

20622892 K( DEMAND ZERO
0 12,908 12,908 0 0 0
2085 THE HUMANE COMMISSION
20851999 THE HUMANE COMMISSION
56645 POLICE TSTING/PROCESSING CHGS 25,820 0 25,820 0 0 0
25,820 0 25,820 0 0 0
20962899 SURVIVORS OF HOMICIDE
0 863 863 0 300 300
2134 POLICE APPLICATION FEES
21342010 POLICE APPLICATION FEES
56694 OTHER CONTRACTUAL SERVICES 6,965 10,786 17,751 0 0 0
6,965 10,786 17,751 0 0 0
21502213 HOMELAND SECURITY GRANT PROG
56699 MISC EXPENSE 0 7,346 7,346 0 0 0
0 7,346 7,346 0 0 0
2213 ANIMAL SHELTER
22131664 ANIMAL SHELTER
56694 OTHER CONTRACTUAL SERVICES 2,993 70,251 73,244 0 11,000 11,000
56699 MISC EXPENSE 0 1,317 1,317 0 0 0
56999 MISC EXPENSE 0 6,270 6,270 0 0 0
2,993 77,838 80,831 0 11,000 11,000
2214 POLICE N.H. REGIONAL PROJECT
22141665 SOUTH CENTRAL CRIMINAL JUSTICE
50110 SALARIES 203,716 0 203,716 0 164,881 164,881
50130 OVERTIME 1,500 0 1,500 0 1,500 1,500
50140 LONGEVITY 6,793 0 6,793 0 6,793 6,793
50199 SALARY RESERVE 4,947 0 4,947 0 4,947 4,947
52260 TELEPHONE 2,400 0 2,400 0 2,412 2,412
54411 EQUIPMENT 1,500 0 1,500 0 1,500 1,500
56622 CLEANING 1,080 0 1,080 0 1,080 1,080
56638 INSURANCE 2,400 0 2,400 0 2,400 2,400
56652 RENTAL 20,827 0 20,827 0 21,244 21,244
56656 RENTAL OF EQUIPMENT 5,100 0 5,100 0 5,100 5,100
300,138 0 300,138 0 261,732 261,732

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover

2216 POLICE YOUTH ACTIVITIES
22161736 POLICE YOUTH ACTIVITIES-MENTOR
0 231 231 0 0 0
22162019 POLICE YOUTH ACTIVITIES-BYAPC
0 2,044 2,044 0 0 0
22162072 NON SPECIFIC PROGRAM
56699 MISC EXPENSE 0 5 5 0 0 0
0 5 5 0 0 0
22162073 POLICE YOUTH ACTIVITIES-YVP
56699 MISC EXPENSE 0 847 847 0 0 0
0 847 847 0 0 0
22162221 CAMP WEFY WEED & SEED DONATION
0 865 865 0 0 0
22162573 BUILDING HORIZONS THRU CULTURE
0 1,700 1,700 0 0 0
22162642 NHPD DISTRICT #2
0 1,706 1,706 0 0 0
2217 POLICE EQUIPMENT FUND
2,922 7,890 10,813 0 0 0
22172385 POLICE PROPERTY ROOM
0 17,348 17,348 0 0 0
2218 POLICE FORFEITED PROP FUND
22181670 POLICE FORFEITED PROP FEDERAL
53330 BUSINESS TRAVEL 0 1,596 1,596 0 0 0
54411 EQUIPMENT 0 58 58 0 0 0
9,013 175,642 184,655 0 90,000 90,000
2224 MISC POLICE DEPT GRANTS
22242732 POLICE DEPT DONATIONS FUND
1,000 0 1,000 0 5,000 5,000

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover

22242660 WELLNESS CENTER
0 3,609 3,609 0 0 0
22242954 NHPD VIOLENT CRIME REDUCTION
125,000 0 125,000 0 0 0
2225 MISC POLICE DEPT FEDERAL GRANT
22252319 FBI INFORMANT PAYMENTS 07-08
56699 MISC EXPENSE 0 1,500 1,500 0 0 0
0 1,500 1,500 0 0 0
22252684 SOLVING COLD CASES WITH DNA
50130 OVERTIME 0 42,916 42,916 0 0 0
53330 BUSINESS TRAVEL 0 4,475 4,475 0 0 0
54411 EQUIPMENT 0 911 911 0 0 0
56695 TEMPORARY & PT HELP 0 107,649 107,649 0 0 0
0 155,951 155,951 0 0 0
22252734 BODY CAMERA IMPLEMENTATION PRG
54411 EQUIPMENT 0 70 70 0 0 0
0 70 70 0 0 0
22252917 CORONAVIRUS EMRG SUPP FUND PRG
50130 OVERTIME 55,757 0 55,757 0 0 0
54411 EQUIPMENT 57,713 0 57,713 0 0 0
55574 OTHER MATERIALS & SUPPLIES 330,250 0 330,250 0 0 0
443,720 0 443,720 0 0 0
2227 JUSTICE ASSISTANCE GRANT PROG
22272780 2016 JUSTICE ASSISTANCE
54411 EQUIPMENT 0 14 14 0 0 0
0 14 14 0 0 0
22272848 2017 JUSTICE ASSISTANCE GRANT
50130 OVERTIME 0 16,363 16,363 0 0 0
54411 EQUIPMENT 0 57,183 57,183 0 0 0
56699 MISC EXPENSE 0 1 1 0 0 0
0 74,790 74,790 0 0 0
50130 OVERTIME 0 6,030 6,030 0 0 0
54411 EQUIPMENT 0 57,666 57,666 0 0 0
56699 MISC EXPENSE 0 138 138 0 0 0
0 87,312 87,312 0 0 0

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover

50130 OVERTIME 0 39,377 39,377 0 0 0
54411 EQUIPMENT 0 98,361 98,361 0 0 0
0 137,842 137,842 0 0 0
50130 OVERTIME 65,309 0 65,309 0 0 0
54411 EQUIPMENT 65,563 0 65,563 0 0 0
55520 GENERAL/OFFICE SUPPLY 3,950 0 3,950 0 0 0
56699 MISC EXPENSE 10,000 0 10,000 0 0 0
144,822 0 144,822 0 0 0
2227new NEW HAVEN CRIME GUN INTELLIGENCE CENTER GRANT
50130 OVERTIME 312,792 0 312,792 0 0 0
53330 BUSINESS TRAVEL 2,800 0 2,800 0 0 0
54411 EQUIPMENT 2,735 0 2,735 0 0 0
56699 MISC EXPENSE 381,673 0 381,673 0 0 0
700,000 0 700,000 0 0 0
2227new 2020 Coronavirus Emergency Supplemental Funding Program
50130 OVERTIME 55,757 0 55,757 0 0 0
54411 EQUIPMENT 129,816 0 129,816 0 0 0
515,823 0 515,823 0 0 0
2281 STATE FORFEITURE FUND
22811671 POLICE FORFEITED PROP STATE
56694 OTHER CONTRACTUAL SERVICES 0 3,807 3,807 0 15,000 15,000
0 3,807 3,807 0 15,000 15,000
2309 FIRING RANGE RENTAL FEES
23092885 FIRING RANGE RENTAL FEES
3,000 3,000 6,000 0 3,500 3,500
AGENCY TOTALS
52000 UTILITIES 2,400 0 2,400 0 2,412 2,412
53000 ALLOWANCE & TRAVEL 2,800 6,071 8,871 0 0 0
54000 EQUIPMENT 257,327 214,264 471,591 0 1,500 1,500
56000 RENTALS & SERVICES 600,494 460,894 1,061,388 0 157,324 157,324
57000 DEPT SERVICE 0 0 0 0 0 0
2,281,216 785,916 3,067,132 0 386,532 386,532

CITY OF NEW HAVEN
SPECIAL FUNDS

FY 2019-20
Carryover
202 - FIRE SERVICES

2063 MISC FEDERAL GRANTS
20632815 FEMA HEAVY RESCUE
54411 EQUIPMENT 0 7,227 7,227 0 0 0
0 7,227 7,227 0 0 0
20632956 GEAR WASHER EXTRACTOR AND DRYER
54411 EQUIPMENT 27,273 0 27,273 0 0 0
27,273 0 27,273 0 0 0
20962514 FIRE SAFETY EQUIP DONATION
0 1,035 1,035 0 0 0
20962847 FIRE DEPT PROTECTIVE EQUIPMENT
54458 SAFETY EQUIPMENT 0 77,109 77,109 0 0 0
0 77,109 77,109 0 0 0
2108 FIRE APPLICATION FEES
21081999 FIRE APPLICATION FEES
5,721 0 5,721 0 5,000 5,000
AGENCY TOTALS
52000 UTILITIES 0 0 0 0 0 0
54000 EQUIPMENT 27,273 84,336 111,609 0 0 0
57000 DEPT SERVICE 0 0 0 0 0 0
32,993 85,371 118,364 0 5,000 5,000

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover
301 - PUBLIC HEALTH

2017 COMMUNITY FOUNDATION
20172867 HEALTHY START 3/1/19-6/30/19
53310 MILEAGE 0 2,990 2,990 0 0 0
54411 EQUIPMENT 0 2,134 2,134 0 0 0
0 33,808 33,808 0 0 0
2028 STD CONTROL
20281517 STD CONTROL GRANT
26,400 0 26,400 0 0 0
2038 STATE HEALTH SUBSIDY
20381514 PER CAPITA GRANT
50110 SALARIES 76,820 0 76,820 0 76,820 104,145
50199 SALARY RESERVE 1,890 0 1,890 0 1,890 2,709
54411 EQUIPMENT 13,200 0 13,200 0 13,200 0
55511 TESTING MATERIALS 4,400 0 4,400 0 4,400 0
55520 GENERAL/OFFICE SUPPLY 1,244 0 1,244 0 1,244 0
56615 PRINTING & BINDING 2,550 0 2,550 0 2,550 0
191,101 0 191,101 0 191,101 191,101
2040 COMMUNICABLE DISEASE CONTROL
20401543 TUBERCULOSIS CONTROL & PREVENT
50110 SALARIES 34,267 0 34,267 0 47,400 47,400
55594 MEDICAL SUPPLIES 4,289 0 4,289 0 4,289 4,289
70,000 0 70,000 0 70,000 70,000
20401544 MULTIPHASIC (FEES)
100,000 4,475 104,475 0 100,000 100,000

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover
301 - PUBLIC HEALTH

20402554 PEDIATRIC IMMUNIZATION
50110 SALARIES 103,802 0 103,802 0 103,802 103,802
50140 LONGEVITY 2,024 0 2,024 0 2,024 2,024
50199 SALARY RESERVE 1,474 0 1,474 0 1,474 1,474
54411 EQUIPMENT 2,500 0 2,500 0 2,500 2,500
55587 FOOD AND SUPPLIES 700 0 700 0 700 700
56601 TRANSPORTATION/BUSING 4,740 0 4,740 0 4,740 4,740
56677 TRAINING/OTHER 1,500 0 1,500 0 1,500 1,500
56699 MISC EXPENSE 2,000 0 2,000 0 2,000 2,000
182,777 0 182,777 0 182,777 182,777
2048 HEALTH DEPT GRANTS
20482495 DPH PREVENTIVE BLOCK GRANT
50110 SALARIES 29,425 0 29,425 0 29,425 29,425
50199 SALARY RESERVE 833 0 833 0 833 833
51813 3144 SPECIAL FUND 457 PLAN 589 0 589 0 589 589
53310 MILEAGE 200 0 200 0 200 200
54411 EQUIPMENT 2,200 0 2,200 0 2,200 2,200
52260 TELEPHONE 767 0 767 0 767 767
56677 TRAINING/OTHER 500 0 500 0 500 500
56699 MISC EXPENSE 0 0 0 0 0 0
50,986 0 50,986 0 50,986 50,986
20622391 E IRENE BOARDMAN FUND
56699 MISC EXPENSE 0 2,246 2,246 0 0 0
0 2,246 2,246 0 0 0
20622697 MOMS PARTNERSHIP SSBG SUPPLEME
56699 MISC EXPENSE 0 4,067 4,067 0 0 0
0 4,067 4,067 0 0 0

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover
301 - PUBLIC HEALTH

2070 HUD LEAD BASED PAINT
20702913 HUD LEAD NON PERRSONNEL 2020
50110 SALARIES 178,335 0 178,335 0 0 0
50140 LONGEVITY 7,905 0 7,905 0 0 0
50199 SALARY RESERVE 6,547 0 6,547 0 0 0
51809 HEALTH INSURANCE 100,395 0 100,395 0 0 0
51813 3144 SPECIAL FUND 457 PLAN 6,547 0 6,547 0 0 0
53330 BUSINESS TRAVEL 39,600 0 39,600 0 0 0
54411 EQUIPMENT 7,499 0 7,499 0 0 0
56623 REPAIRS & MAINTENANCE 49,551 0 49,551 0 0 0
58852 FICA/MEDICARE EMPLOYER CONTRIB 16,696 0 16,696 0 0 0
418,671 0 418,671 0 0 0
20702914 HUD LEAD PERSONNEL 2020
50110 SALARIES 1,237,398 0 1,237,398 0 0 0
50140 LONGEVITY 13,465 0 13,465 0 0 0
50199 SALARY RESERVE 32,023 0 32,023 0 0 0
53310 MILEAGE 6,038 0 6,038 0 0 0
54411 EQUIPMENT 15,770 0 15,770 0 0 0
56677 TRAINING/OTHER 55,400 0 55,400 0 0 0
59951 OTHER PROGRAM EXPENSES 83,572 0 83,572 0 0 0
2,101,319 0 2,101,319 0 0 0
20702915 HEALTHY HOMES 2020
600,000 0 600,000 0 0 0
20702916 LEAD ABATEMENT 2020
56101 FAMILY RELOCATION 483,676 0 483,676 0 0 0
59968 GRANTS/LOANS 1,996,334 0 1,996,334 0 0 0
2,480,010 0 2,480,010 0 0 0
2084 RYAN WHITE - TITLE I
20842884 GETTING TO ZERO
50110 SALARIES 8,616 0 8,616 0 0 0
56699 MISC EXPENSE 2,713 0 2,713 0 0 0
122,661 0 122,661 0 0 0

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover
301 - PUBLIC HEALTH

20842901 ADMIN
50110 SALARIES 112,252 0 112,252 0 195,612 195,612
50140 LONGEVITY 4,112 0 4,112 0 4,112 4,112
56699 MISC EXPENSE 3,672 0 3,672 0 4,681 4,681
59933 WORKERS COMPENSATION 719 0 719 0 1,446 1,446
210,030 0 210,030 0 319,300 319,300
20842902 QUALITY ASSURANCE
50110 SALARIES 81,680 0 81,680 0 110,981 26,516
50140 LONGEVITY 1,486 0 1,486 0 1,486 368
51813 3144 SPECIAL FUND 457 PLAN 1,603 0 1,603 0 1,603 449
56623 REPAIRS & MAINTENANCE 2,587 0 2,587 0 2,587 663
56694 OTHER CONTRACTUAL SERVICES 523 0 523 0 523 10,000
56699 MISC EXPENSE 0 0 0 0 345 169
59933 WORKERS COMPENSATION 662 0 662 0 1,162 170
127,339 0 127,339 0 159,650 50,969
20842903 SERVICES
56694 OTHER CONTRACTUAL SERVICES 2,851,451 0 2,851,451 0 2,851,451 2,851,451
2,851,451 0 2,851,451 0 2,851,451 2,851,451
20842905 MINORITY AIDS INITIATIVE
337,170 0 337,170 0 440,479 440,479
20842907 SUPPLEMENTAL ADMIN 2/21
56699 MISC EXPENSE 1,003 0 1,003 0 1,003 1,003
165,953 0 165,953 0 177,520 177,520
20842908 SUPPLEMENTAL QUALITY ASSURANCE
56699 MISC EXPENSE 1,949 0 1,949 0 1,949 1,949
77,885 0 77,885 0 88,760 88,760
20842909 SUPPLEMENTAL SERVICES 2/21
56694 OTHER CONTRACTUAL SERVICES 275,274 0 275,274 0 1,508,922 1,508,922
275,274 0 275,274 0 1,508,922 1,508,922

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover
301 - PUBLIC HEALTH

20842911 COVID ADMIN 2/21
21,409 0 21,409 0 21,409 21,409
20842912 COVID SERVICES 2/21
192,687 0 192,687 0 192,687 192,687
20962647 NAVIGATOR IN-PERSON ASSISTER
0 849 849 0 0 0
20962688 CULTIVATE HEALTHY COMMUNITIES
0 317 317 0 0 0
20962895 FAMILY CHECK UP
50110 SALARIES 68,924 0 68,924 68,924 149,656 149,656
50140 LONGEVITY 593 0 593 593 1,289 1,289
50199 SALARY RESERVE 2,067 0 2,067 2,067 4,489 4,489
51809 HEALTH INSURANCE 29,106 0 29,106 29,106 63,199 63,199
52260 TELEPHONE 600 0 600 600 0 0
54411 EQUIPMENT 6,750 0 6,750 6,750 0 0
56623 REPAIRS & MAINTENANCE 2,412 0 2,412 2,412 5,395 5,395
58852 FICA/MEDICARE EMPLOYER CONTRIB 5,476 0 5,476 5,476 11,891 11,891
59933 WORKERS COMPENSATION 1,634 0 1,634 1,634 4,871 4,871
118,705 0 118,705 118,705 242,115 242,115
20962900 GILEAD FOCUS GRANT
50110 SALARIES 113,566 0 113,566 0 108,316 108,316
50199 SALARY RESERVE 0 0 0 0 3,250 3,250
53310 MILEAGE 6,000 0 6,000 0 6,000 6,000
53350 PROFESSIONAL MEETINGS 2,500 0 2,500 0 2,500 2,500
54411 EQUIPMENT 6,000 0 6,000 0 6,000 6,000
55574 OTHER MATERIALS & SUPPLIES 2,556 0 2,556 0 2,556 2,556
207,934 0 207,934 0 207,934 207,934

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover
301 - PUBLIC HEALTH

20962944 OVERDOSE DATA ACTION
50110 SALARIES 108,316 0 108,316 0 108,316 108,316
50199 SALARY RESERVE 3,250 0 3,250 0 3,250 3,250
53310 MILEAGE 116 0 116 0 116 116
55574 OTHER MATERIALS & SUPPLIES 6,000 0 6,000 0 6,000 6,000
177,794 0 177,794 0 177,794 177,794
20962952 COVID & FLU VACCINE OUTREACH
50110 SALARIES 81,068 0 81,068 0 0 0
53310 MILEAGE 1,740 0 1,740 0 0 0
54411 EQUIPMENT 15,600 0 15,600 0 0 0
55100 MATERIALS & SUPPLIES INSTRUCTN 1,600 0 1,600 0 0 0
56610 ADVERTISEMENT 15,000 0 15,000 0 0 0
124,797 0 124,797 0 0 0
20962953 BLOC COVID-19
50110 SALARIES 73,264 0 73,264 0 0 0
53310 MILEAGE 1,000 0 1,000 0 0 0
54411 EQUIPMENT 6,100 0 6,100 0 0 0
56699 MISC EXPENSE 5,136 0 5,136 0 0 0
99,076 0 99,076 0 0 0
21332813 CT OPIOID RESPONSE INIT
0 9,910 9,910 0 0 0

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover
301 - PUBLIC HEALTH

21332949 ELC ENHANCING DETECTION
50110 SALARIES 248,536 0 248,536 0 386,305 386,305
50199 SALARY RESERVE 6,754 0 6,754 0 10,711 10,711
53310 MILEAGE 143 0 143 0 0 0
53360 PARKING 6,480 0 6,480 0 0 0
54409 SOFTWARE 60 0 60 0 0 0
54411 EQUIPMENT 42,899 0 42,899 0 0 0
54415 FURNITURE 4,100 0 4,100 0 0 0
55511 TESTING MATERIALS 12,000 0 12,000 0 0 0
55594 MEDICAL SUPPLIES 4,886 0 4,886 0 0 0
56677 TRAINING/OTHER 10,500 0 10,500 0 0 0
507,827 0 507,827 0 601,744 601,744
21332950 OD MAP GRANT
52260 TELEPHONE 600 0 600 0 0 0
53310 MILEAGE 184 0 184 0 0 0
53330 BUSINESS TRAVEL 9,483 0 9,483 0 0 0
55100 MATERIALS & SUPPLIES INSTRUCTN 1,000 0 1,000 0 0 0
55594 MEDICAL SUPPLIES 14,488 0 14,488 0 0 0
56610 ADVERTISEMENT 6,150 0 6,150 0 0 0
62,000 0 62,000 0 0 0
2136 HUD LEAD PAINT REVOLVING FUND
56699 MISC EXPENSE 0 228,570 228,570 0 15,000 15,000
0 228,570 228,570 0 15,000 15,000
21362534 HEALTH LEAD PAINT REVOLVING
50110 SALARIES 10,187 0 10,187 0 0 0
50140 LONGEVITY 2,511 0 2,511 0 0 0
19,749 0 19,749 0 0 0

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover
301 - PUBLIC HEALTH

2138 BIO TERRORISM GRANTS
21382599 PHP MEDICAL RESERVE CORPS
54411 EQUIPMENT 0 2,874 2,874 0 0 0
56610 ADVERTISEMENT 0 2,350 2,350 0 0 0
56677 TRAINING/OTHER 0 4,426 4,426 0 0 0
0 22,218 22,218 0 0 0
2138 BIO TERRORISM GRANTS
21382896 EMERGENCY PREPAREDNESS GRANT
50110 SALARIES 14,000 0 14,000 0 14,000 14,000
52260 TELEPHONE 600 0 600 0 600 600
53330 BUSINESS TRAVEL 70 0 70 0 70 70
66,136 0 66,136 0 66,136 66,136
2160 MUNICIPAL ID PRGORAM
21602360 ELM CITY RESIDENT CARD DONATE
0 4,522 4,522 0 0 0
2193 HEALTH MEDICAL BILLING PROGRAM
21932657 HEALTH MEDICAL BILLING PROGRAM
50110 SALARIES 177,277 0 177,277 0 0 0
50130 OVERTIME 3,000 0 3,000 0 0 0
50199 SALARY RESERVE 5,319 0 5,319 0 0 0
284,797 0 284,797 0 0 0
29251039 HEALTH-ENVIRONMENTAL REHAB
0 182,356 182,356 0 0 0
29251246 HEALTHY HOMES ASTHMA PROGRAM
0 990 990 0 0 0

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover
301 - PUBLIC HEALTH

AGENCY TOTALS
50000 PERSONNEL SERVICES 2,852,985 0 2,852,985 71,584 1,365,441 1,308,002
51000 EMPLOYEE BENEFITS 1,309,151 0 1,309,151 35,193 604,573 585,406
52000 UTILITIES 2,567 0 2,567 600 1,367 1,367
53000 ALLOWANCE & TRAVEL 73,554 3,045 76,598 0 8,886 8,886
54000 EQUIPMENT 122,678 5,008 127,686 6,750 23,900 10,700
56000 RENTALS & SERVICES 5,648,876 485,354 6,134,230 2,412 5,590,761 5,578,342
57000 DEPT SERVICE 0 0 0 0 0 0
59000 CLAIMS & COMPENSATION 2,149,492 0 2,149,492 1,634 20,886 20,074
12,271,939 494,327 12,766,265 118,705 7,665,766 7,557,085

CITY OF NEW HAVEN
SPECIAL FUNDS

FY 2019-20
Carryover
303 - ELDERLY SERVICES

29251081 HANNAH GRAY
56694 OTHER CONTRACTUAL SERVICES 10,000 0 10,000 0 17,995 0
10,000 0 10,000 0 17,995 0
29251113 CASA OTONAL SENIOR CENTER
14,500 0 14,500 0 36,647 0
29251231 MARY WADE HOME PUB SERV
56694 OTHER CONTRACTUAL SERVICES 0 0 0 0 23,505 0
0 0 0 0 23,505 0
29251236 ELDERLY SERV RECREATION PLAN
56694 OTHER CONTRACTUAL SERVICES 22,500 9,840 32,340 0 36,100 0
22,500 9,840 32,340 0 36,100 0
2925new Continuum of Care
0 0 0 0 32,334 0
AGENCY TOTALS
52000 UTILITIES 0 0 0 0 0 0
54000 EQUIPMENT 0 0 0 0 0 0
56000 RENTALS & SERVICES 47,000 9,840 56,840 0 146,581 0
57000 DEPT SERVICE 0 0 0 0 0 0
47,000 9,840 56,840 0 146,581 0

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover
308 - COMMUNITY SERVICES ADMINSTRATION

2020 FOOD STAMP EMPLYMNT & TRAINING
20202320 FOOD STAMP EMPLY/TRAIN 10/07
0 46,172 46,172 0 0 0
20622493 CITY'S HEALTH MATTERS INIT
0 49,428 49,428 0 0 0
20622733 CITIES FINANCIAL EMPOWERMENT
50110 SALARIES 47,957 0 47,957 0 0 0
50199 SALARY RESERVE 1,439 0 1,439 0 0 0
100,000 21,004 121,004 0 0 0
20622743 NH CORRECTION CENTER JOB CNTER
56699 MISC EXPENSE 0 0 0 0 0 0
0 0 0 0 0 0
20622761 FOOD POLICY KENDALL FOUND
0 2,891 2,891 0 0 0
20632824 JUSTICE MENTAL HEALTH COLLABOR
53330 BUSINESS TRAVEL 0 435 435 0 0 0
55576 OTHER 0 4,517 4,517 0 0 0
0 61,699 61,699 0 0 0
20632947 URBAN AGRICULTURE & INNOVATIVE
50110 SALARIES 162,474 0 162,474 0 0 0
50199 SALARY RESERVE 4,875 0 4,875 0 0 0
56615 PRINTING & BINDING 11,200 0 11,200 0 0 0
56650 POSTAGE & FREIGHT 12,600 0 12,600 0 0 0
500,000 0 500,000 0 0 0

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover

20632948 COMMUNITY COMPOSTING & FOOD WA
90,000 0 90,000 0 0 0
2065 EMERGENCY SOLUTIONS GRANT HUD
20652869 COLUMBUS HOUSE REHSING 2020
43,643 0 43,643 0 0 0
20652870 COLUMBUS HSE SHELTER 2020
110,720 0 110,720 0 0 0
20652871 LIBERTY COMM SUPP SERV 2020
18,852 0 18,852 0 0 0
20652872 LIBERTY PREVENTION 2020
53,670 0 53,670 0 0 0
20652874 NEW REACH ESG 20
60,327 0 60,327 0 0 0
20652875 YOUTH CONTINUUM ESG 20
18,033 0 18,033 0 0 0
20652876 ESG ADMIN 2020
50110 SALARIES 0 14,889 14,889 0 0 0
51809 HEALTH INSURANCE 0 6,104 6,104 0 0 0
56699 MISC EXPENSE 0 893 893 0 0 0
58852 FICA/MEDICARE EMPLOYER CONTRIB 0 1,139 1,139 0 0 0
0 23,418 23,418 0 0 0
20652919 COLUMBUS HOUSE REHSNG 2021
43,643 0 43,643 0 100,000 0
20652920 COLUMBUS HSE SHELTER 2021
110,720 0 110,720 0 383,157 0

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover

20652921 LIBERTY COMM SUPP SERV 2021
18,852 0 18,852 0 50,879 0
20652922 LIBERTY PREVENTION 2021
53,670 0 53,670 0 91,500 0
20652923 NEW REACH ESG 21
60,327 0 60,327 0 90,000 0
20652924 YOUTH CONTINUUM ESG 21
18,033 0 18,033 0 0 0
20652925 ESG ADMIN 2021
50110 SALARIES 15,529 0 15,529 0 15,529 15,529
50199 SALARY RESERVE 466 0 466 0 466 466
24,750 0 24,750 0 24,750 24,750
2066 INNO. HOMELESS INITIATIVE
20662348 END CHRONIC HOMELESSNESS
0 19,366 19,366 0 0 0
2073 HOUSING OPP FOR PERSONS WITH AIDS
20731838 HOPWA ADMINISTRATION
50110 SALARIES 20,804 0 20,804 0 20,804 20,804
50199 SALARY RESERVE 624 0 624 0 624 624
56699 MISC EXPENSE 0 0 0 0 0 0
33,156 0 33,156 0 33,156 33,156
20731839 LIBERTY COMMUNITY SERVS
332,315 0 332,315 0 378,000 0

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover

20731840 NEW REACH INC HOPWA
299,290 0 299,290 0 335,000 0
20731841 LEEWAY (HOPWA)
53,795 0 53,795 0 95,000 0
20731842 COLUMBUS HOUSE (HOPWA)
98,042 0 98,042 0 189,897 0
20732133 INDEPENDENCE NORTHWEST
191,681 0 191,681 0 246,859 0
20732843 STAYWELL
96,928 0 96,928 0 113,953 0
2095 SAGA SUPPORT SERVICES FUND
20951999 SAGA SUPPORT SERVICES FUND
0 176,388 176,388 0 0 0
20962898 LEAD PROJECT CSHHC 3/31/20
0 23,003 23,003 0 0 0
21602296 CARD FEE & CREDIT
56699 MISC EXPENSE 0 60,200 60,200 0 0 0
0 60,200 60,200 0 0 0
21602541 FCFC ELM CITY RESIDENT CARD
0 22,533 22,533 0 0 0
2173 PRISON REENTRY PROGRAM
21732498 PRISON REENTRY DONATIONS
56699 MISC EXPENSE 0 1,240 1,240 0 0 0
0 1,240 1,240 0 0 0
2310 DIXWELL COMMUNITY HOUSE
23102906 DIXWELL COMMUNITY HOUSE
150,000 0 150,000 0 0 0
29251066 CORNELL SCOTT HILL HEALTH CNTR
11,000 0 11,000 0 0 0

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover

29251067 JUNTA
17,500 0 17,500 0 79,657 0
29251115 BHCARE FOR DOMESTIC VIOLENCE
15,000 0 15,000 0 42,750 0
29251145 LITERACY VOLUNTEERS
15,000 0 15,000 0 34,810 0
29251148 NEW HAVEN LAND TRUST
10,000 0 10,000 0 0 0
29251174 CSA CDBG ADMINISTRATION
50110 SALARIES 95,618 0 95,618 0 95,618 95,618
50140 LONGEVITY 3,205 0 3,205 0 3,205 3,205
50199 SALARY RESERVE 2,869 0 2,869 0 2,869 2,869
56699 MISC EXPENSE 911 0 911 0 911 911
156,818 0 156,818 0 156,818 156,818
2925new Homeless Outreach
50110 SALARIES 95,618 0 95,618 0 54,158 54,158
50199 SALARY RESERVE 3,205 0 3,205 0 1,625 1,625
148,407 0 148,407 0 86,313 86,313
29251176 DOWNTOWN EVENING SOUP KITCHEN
12,000 0 12,000 0 50,434 0
29251190 SICKLE CELL DISEASE ASSOC
25,000 0 25,000 0 47,300 0

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover

29251208 FISH OF GREATER NEW HAVEN INC
25,000 0 25,000 0 40,000 0
29251223 LIBERTY COMMUNITY SERVICES
12,000 0 12,000 0 49,192 0
29251245 NEW HAVEN HOME OWNERSHIP CNTR
8,000 0 8,000 0 50,000 0
29251258 INTEGRATED REFUGEE & IMM SERV
10,500 0 10,500 0 45,994 0
29251283 BEULAH HEIGHTS SOCIAL INTERGRA
0 0 0 0 15,000 0
29251290 BELIEVE IN ME EMPOWERMENT CORP
10,000 0 10,000 0 86,080 0
29251295 CAREER RESOURCES INC
10,000 0 10,000 0 15,000 0
29251298 PROJECT MORE
20,000 0 20,000 0 55,000 0
29251298 PROJECT MORE
0 0 0 0 86,741 0
29251325 BHCARE FAMILY JUSTICE CENTER
20,000 0 20,000 0 95,202 0
29251328 GREATER NEW HAVEN OIC
56694 OTHER CONTRACTUAL SERVICES 0 4,249 4,249 0 40,000 0
0 4,249 4,249 0 40,000 0
29251330 NEW REACH
10,000 0 10,000 0 20,000 0

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover

29251332 FELLOWSHIP PLACE INC.
10,000 0 10,000 0 0 0
29251333 FRESH START PROGRAM
20,000 0 20,000 0 0 0
29251334 GRACE CHAPEL TOTAL MINISTRIES
5,000 0 5,000 0 0 0
29251335 TINALIAH THE 1 THAT PERSEVERES
5,000 0 5,000 0 0 0
2925new Inspired Communities Inc. (Adult Institute)
0 0 0 0 73,248 0
2925new Winning Ways, Inc.
0 0 0 0 60,160 0
29302931 CDBG-CV PUBLIC HEALTH & SAFETY
250,000 0 250,000 0 0 0
29302932 CDBG-CV SUPPORT AT-RISK POP
100,000 0 100,000 0 0 0
29302933 CDBG-CV BASIC NEEDS
360,361 0 360,361 0 0 0
2931 CARES ACT ESG-CV
29312936 RAPID REHOUSING\HOMELESS PREV
56694 OTHER CONTRACTUAL SERVICES 1,680,371 0 1,680,371 0 0 0
1,680,371 0 1,680,371 0 0 0
29312937 SHELTER\UNSHELTERED ASSISTANCE
420,093 0 420,093 0 0 0
29312938 ESG-CV BASIC NEEDS
357,974 0 357,974 0 0 0

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover

29312939 ESG-CV ADMIN
188,791 0 188,791 0 0 0
2932 CARES ACT HOPWA-CV
29322940 HOPWA-CV
160,839 0 160,839 0 0 0
AGENCY TOTALS
51000 EMPLOYEE BENEFITS 221,212 7,541 228,753 0 97,292 97,292
52000 UTILITIES 0 0 0 0 0 0
54000 EQUIPMENT 0 0 0 0 0 0
55000 MATERIALS & SUPPLIES 2,705 4,517 7,222 0 0 0
56000 RENTALS & SERVICES 5,993,333 484,115 6,477,448 0 3,068,433 7,620
57000 DEPT SERVICE 0 0 0 0 0 0
6,675,101 511,592 7,186,693 0 3,361,850 301,037

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover
309 - YOUTH & RECREATION

2035 YOUTH SERVICES BUREAU
50110 SALARIES 57,177 0 57,177 0 57,177 57,177
50199 SALARY RESERVE 1,715 0 1,715 0 1,715 1,715
92,191 0 92,191 0 92,191 92,191
20352682 ENHANCEMENT-YOUTH SERV BUREAU
9,250 0 9,250 0 9,250 9,250
20352683 ELI WHITNEY AFTER SCHOOL PROG
125,000 0 125,000 0 125,000 125,000
2050 ECONOMIC DEV. REVOLVING FUND
20502361 YOUTH AT WORK
0 13,348 13,348 0 0 0
2100 PARKS SPECIAL RECREATION ACCT
21001600 SPECIAL RECREATION
50110 SALARIES 108,749 42,628 151,377 0 108,749 108,749
50130 OVERTIME 750 126 876 0 750 750
50199 SALARY RESERVE 3,052 19,466 22,518 0 3,052 3,052
51813 3144 SPECIAL FUND 457 PLAN 2,034 1,649 3,683 0 2,034 2,034
56623 REPAIRS & MAINTENANCE 3,667 326,521 330,188 0 3,667 3,667
58852 FICA/MEDICARE EMPLOYER CONTRIB 8,015 3,557 11,572 0 8,015 8,015
162,856 394,742 557,598 0 162,856 162,856
21002819 TREE REPLACEMENT FUND
20,000 23,900 43,900 0 20,000 20,000
2100new Stage Maintenance Account
56694 OTHER CONTRACTUAL SERVICES 0 0 0 0 5,000 5,000
0 0 0 0 5,000 5,000
21332617 YOUTH VIOLENCE PREVENTION GRNT
0 6,197 6,197 0 0 0

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover

2153 MAYORS YOUTH INITIATIVE
21532243 MAYORS YOUTH INITIATIVE PROG
50110 SALARIES 54,303 0 54,303 0 43,085 43,085
50199 SALARY RESERVE 1,629 0 1,629 0 1,293 1,293
120,063 0 120,063 0 67,805 67,805
21532273 OPEN SCHOOLS
100,402 0 100,402 0 100,000 100,000
21532274 NEW HAVEN LEADERS
20,000 0 20,000 0 30,000 30,000
21532275 YOUTH COUNCIL
245,000 49,675 294,675 0 105,000 105,000
21532726 TEEN CENTER OPERATION
52000 UTILITIES 110,873 0 110,873 0 0 0
110,873 0 110,873 0 0 0
21532727 TEEN CENTER PROGRAMMING
59,153 0 59,153 0 0 0
21532729 YOUTH SPORTS PROGRAM
10,000 5,373 15,373 0 10,000 10,000
21532730 YOUTH PUBLIC SAFETY PROGRAM
0 7,158 7,158 0 0 0
21532775 TEEN CENTER/HOMELESS FACILITY
55,454 0 55,454 0 0 0
2159 STREET OUTREACH WORKER PROGRAM
21592277 STREET OUTREACH WORKER PROGRAM
200,000 18,846 218,846 0 200,000 200,000

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover

2304 YOUTH AT WORK
23042166 YOUTH AT WORK
50110 SALARIES 153,004 461 153,465 0 153,004 153,004
50140 LONGEVITY 0 3,060 3,060 0 0 0
50199 SALARY RESERVE 0 4,590 4,590 0 4,590 4,590
51813 3144 SPECIAL FUND 457 PLAN 3,060 3,121 6,181 0 3,060 3,060
56699 MISC EXPENSE 0 239 239 0 0 0
58852 FICA/MEDICARE EMPLOYER CONTRIB 12,056 3,548 15,604 0 12,056 12,056
239,258 19,359 258,617 0 243,848 243,848
2304 YOUTH AT WORK
23042188 SUMMER YOUTH EMPLOYMENT PROG
56695 TEMPORARY & PT HELP 431,722 0 431,722 0 0 0
467,756 0 467,756 0 0 0
2304 YOUTH AT WORK
23042488 YOUTH AT WORK ADMIN
38,683 0 38,683 0 0 0
2304 YOUTH AT WORK
23042659 DONATIONS-YOUTH AT WORK
5,063 203,152 208,215 0 0 0
29251071 CENTRO SAN JOSE
15,000 0 15,000 0 19,000 0
29251074 CLIFFORD BEERS
0 0 0 0 15,000 0
29251077 POP WARNER
24,000 0 24,000 0 40,000 0
29251112 NEW HAVEN BOYS & GIRLS CLUB
15,000 0 15,000 0 30,000 0
29251118 CHILDREN IN PLACEMENT
16,000 0 16,000 0 30,000 0

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover

29251157 STUDENT PARENTING
7,000 0 7,000 0 11,800 0
29251178 NEW HAVEN ECOLOGY PROJECT
10,000 0 10,000 0 0 0
29251179 YOUTH SOCCER ASSOC
10,000 0 10,000 0 10,000 0
29251207 CHILDRENS COMMUNITY PROG OF CT
13,000 0 13,000 0 29,130 0
29251214 NEW HAVEN YMCA YOUTH CENTER
29,704 0 29,704 0 57,861 0
29251219 ESCAPE TEEN CENTER
0 2,559 2,559 0 0 0
29251278 NEW HAVEN READS
42,540 0 42,540 0 50,000 0
29251287 ELEPHANT IN THE ROOM BOXING
20,000 0 20,000 0 50,000 0
29251288 HIGHER HEIGHTS EMPOWERMENT PRG
10,000 0 10,000 0 25,000 0
29251323 ELM CITY INTERNATIONAL
10,000 0 10,000 0 15,000 0
29251329 SOLAR YOUTH
10,000 0 10,000 0 30,000 0
29251336 EDGEWOOD PTA CHILDCARE
10,000 0 10,000 0 50,000 0

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover

29251337 THE PERFECT BLEND
10,000 0 10,000 0 0 0
2925new Casa Otonal (youth program)
0 0 0 0 168,518 0
2925new Inspired Communities Inc. (Youth Institute)
0 0 0 0 80,906 0
AGENCY TOTALS
51000 EMPLOYEE BENEFITS 216,757 12,889 229,646 0 177,082 177,082
52000 UTILITIES 110,873 0 110,873 0 0 0
54000 EQUIPMENT 0 0 0 0 0 0
56000 RENTALS & SERVICES 1,619,758 660,765 2,280,523 0 1,330,328 618,113
57000 DEPT SERVICE 0 0 0 0 0 0
2,333,247 744,311 3,077,558 0 1,883,165 1,170,950

CITY OF NEW HAVEN
SPECIAL FUNDS

FY 2019-20
Carryover
502 - ENGINEERING
21332776 NH GREEN IMPROVEMENTS
56696 LEGAL/LAWYERS FEES 0 1,744 1,744 0 0 0
58002 CONSTRUCTION 0 249,818 249,818 0 0 0
0 251,562 251,562 0 0 0
21332778 WILMOT RD BRIDGE
58002 CONSTRUCTION 0 445,000 445,000 0 0 0
0 445,000 445,000 0 0 0
21332779 WINTERGREEN AMRY RESERVE CNTR
56696 LEGAL/LAWYERS FEES 0 1,480 1,480 0 0 0
0 1,480 1,480 0 0 0
2191 UI STREET LIGHT INCENTIVE
21912608 UI STREET LIGHT INCENTIVE
58701 STREET & SIDEWALK IMPROVEMENTS 0 129,603 129,603 0 0 0
0 129,603 129,603 0 0 0
29251128 SIDEWALK IMPROVEMENTS
58701 STREET & SIDEWALK IMPROVEMENTS 50,000 0 50,000 0 150,000 0
50,000 0 50,000 0 150,000 0
2927 CDBG-DISASTER RECOVERY
29272760 BREWEY SQ BULKHEAD REPAIR
58701 STREET & SIDEWALK IMPROVEMENTS 0 6,508 6,508 0 0 0
0 6,508 6,508 0 0 0
AGENCY TOTALS
52000 UTILITIES 0 0 0 0 0 0
54000 EQUIPMENT 0 0 0 0 0 0
56000 RENTALS & SERVICES 0 3,224 3,224 0 0 0
57000 DEPT SERVICE 0 0 0 0 0 0
58000 CAPITAL IMPROVEMENT 50,000 830,929 880,929 0 150,000 0
50,000 834,153 884,153 0 150,000 0

CITY OF NEW HAVEN
SPECIAL FUNDS

FY 2019-20
Carryover
504 - DEPARTMENT OF PARKS AND PUBLIC WORKS

2044 LIGHTHOUSE CAROUSEL EVENT FUND
20441850 LIGHTHOUSE PARK CAROUSEL EVT F
50110 SALARIES 59,912 0 59,912 0 59,912 59,912
50199 SALARY RESERVE 1,797 0 1,797 0 1,797 1,797
50127 SECURITY STAFF 2,000 0 2,000 0 2,000 2,000
50130 OVERTIME 50,000 0 50,000 0 50,000 50,000
50140 LONGEVITY 1,851 0 1,851 0 1,851 1,851
124,212 7,510 131,722 0 124,212 124,212
21001604 PARDEE ROSE GARDEN
50110 SALARIES 81,647 0 81,647 0 81,647 81,647
50199 SALARY RESERVE 2,449 0 2,449 0 2,449 2,449
56695 TEMPORARY & PT HELP 12,000 0 12,000 0 12,000 12,000
217,359 26,361 243,720 0 217,359 217,359
21332187 EDGEWOOD & EAST ROCK TRAIL IMP
0 420 420 0 0 0
21332850 FERRY ST GARDEN SITE RESTORE
0 22,791 22,791 0 0 0
21332852 CHERRY ANN PARK IMPROVEMENTS
0 44,200 44,200 0 0 0
AGENCY TOTALS
52000 UTILITIES 0 0 0 0 0 0
54000 EQUIPMENT 0 0 0 0 0 0
57000 DEPT SERVICE 0 0 0 0 0 0
341,571 101,282 442,853 0 341,571 341,571

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover
702 - CITY PLAN

20622755 UNH BOATHOUSE BETTERMENT
0 20,996 20,996 0 0 0
2110 FARMINGTON CANAL LINE
21102380 PHASE IV PLANS & SPECIFICATION
58001 CONSTRUCTION COSTS 0 48,050 48,050 0 0 0
0 48,050 48,050 0 0 0
21102888 FARMINGTON CANAL 4 DESIGN
58001 CONSTRUCTION COSTS 0 704,000 704,000 0 0 0
0 704,000 704,000 0 0 0
21102889 FARMINGTON CANAL 4 CONSTRUCT
58001 CONSTRUCTION COSTS 0 6,167,200 6,167,200 0 1,367,200 1,367,200
0 6,167,200 6,167,200 0 1,367,200 1,367,200
2110 new FARM CANAL YALE CONTRIBUTION
58001 CONSTRUCTION COSTS 0 0 0 0 765,500 765,500
0 0 0 0 765,500 765,500
21332572 CT FREEDOM TRAIL MUSEUM STUDY
0 15,000 15,000 0 0 0
21332844 MILL RIVER TRAIL
0 185,923 185,923 0 0 0
21332894 WAYFINDING PHASE II
56694 OTHER CONTRACTUAL SERVICES 0 1,054,200 1,054,200 0 0 0
0 1,054,200 1,054,200 0 0 0
2133new SURVEY AND PLANNING (DECD)
0 0 0 0 20,000 0
2133new HISTORIC PRESERVATION (DECD)
0 0 0 0 20,000 0
2133new VIBRANT COMMUNITIES (DECD)
0 0 0 0 27,000 0
2140 LONG WHARF PARCELS G AND H
21402130 BOAT HOUSE AT LONG WHARF
0 46,970 46,970 0 0 0

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover
702 - CITY PLAN

2179 RT 34 RECONSTRUCTION
0 423,152 423,152 0 0 0
21792652 RT 34 RECONSTRUCT SUPPLEMENTAL
0 822,617 822,617 0 0 0
2185 BOATHOUSE AT CANAL DOCK
21852604 BOATHOUSE AT CANAL DOCK
0 673,904 673,904 0 0 0
2189 RT 34 DOWNTOWN CROSSING
21892866 TIGER 8
0 17,099,168 17,099,168 0 0 0
29251089 COMPREHENSIVE RESIDENTIAL PLAN
50110 SALARIES 66,370 0 66,370 0 66,370 66,370
50199 SALARY RESERVE 1,991 0 1,991 0 1,991 1,991
105,777 0 105,777 0 105,777 105,777
2925new NEIGH PLANNING & PRESERVATION
0 0 0 0 200,000 0
AGENCY TOTALS
52000 UTILITIES 0 0 0 0 0 0
54000 EQUIPMENT 0 0 0 0 0 0
56000 RENTALS & SERVICES 2,393 20,341,930 20,344,323 0 269,393 2,393
57000 DEPT SERVICE 0 0 0 0 0 0
58000 CAPITAL IMPROVEMENT 0 6,919,250 6,919,250 0 2,132,700 2,132,700
105,777 27,261,180 27,366,957 0 2,505,477 2,238,477

CITY OF NEW HAVEN
SPECIAL FUNDS

FY 2019-20
Carryover
704 - TRANSPORTATION\TRAFFIC AND PARKING

20622893 ELECTRIC VEHICLE MOBILITY STDY
0 15,000 15,000 0 0 0
AGENCY TOTALS
52000 UTILITIES 0 0 0 0 0 0
54000 EQUIPMENT 0 0 0 0 0 0
56000 RENTALS & SERVICES 0 15,000 15,000 0 0 0
57000 DEPT SERVICE 0 0 0 0 0 0
0 15,000 15,000 0 0 0

CITY OF NEW HAVEN
SPECIAL FUNDS

FY 2019-20
Carryover
705 - COMM. ON EQUAL OPPORTUNITIES

2042 CEO SCHOOL CONSTRUCTION PROG
20422215 CEO TRAINING INCENTIVE DONATE
0 9,688 9,688 0 5,000 5,000
2042 CEO SCHOOL CONSTRUCTION PROG
20422749 CEO SCHOOL CONSTRUCTION FY2016
0 5,101 5,101 0 0 0
2178 CONSTRUCTION WORKFORCE INIT
21782627 CONSTRUCTION WORKFORCE INIT 13
0 58,335 58,335 0 0 0
AGENCY TOTALS
52000 UTILITIES 0 0 0 0 0 0
54000 EQUIPMENT 0 0 0 0 0 0
56000 RENTALS & SERVICES 0 73,124 73,124 0 5,000 5,000
57000 DEPT SERVICE 0 0 0 0 0 0
0 73,124 73,124 0 5,000 5,000

CITY OF NEW HAVEN
SPECIAL FUNDS

FY 2019-20
Carryover
721 - BUILDING INSPECTION & ENFORCEMENT

2303 SPECIAL VENDING DISTRICT FEES
50110 SALARIES 112,347 0 112,347 0 112,347 112,347
50199 SALARY RESERVE 3,370 0 3,370 0 3,370 3,370
53310 MILEAGE 0 0 0 0 0 0
55586 UNIFORMS 0 0 0 0 0 0
170,501 38,080 208,581 0 208,581 208,581
23032794 VENDOR LICENSE UTILITY REIMB
52220 ELECTRICITY 0 40,030 40,030 0 15,000 15,000
0 40,030 40,030 0 15,000 15,000
AGENCY TOTALS
52000 UTILITIES 0 40,030 40,030 0 15,000 15,000
54000 EQUIPMENT 0 0 0 0 0 0
57000 DEPT SERVICE 0 0 0 0 0 0
170,501 78,110 248,611 0 223,581 223,581

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover
724 - ECONOMIC DEVELOPMENT

20501552 SBI REVOLVING LOAN FUND
59968 GRANTS/LOANS 0 48,950 48,950 0 0 0
0 48,950 48,950 0 0 0
20502111 ECONOMIC DEVELOPMENT REVOLVING
59968 GRANTS/LOANS 0 11,581 11,581 0 0 0
0 11,581 11,581 0 0 0
20622492 OPEN SPACE REC LAND PURCHASE
58658 ACQUISITION OF SITE 0 60,000 60,000 0 0 0
0 60,000 60,000 0 0 0
2064 RIVER STREET MUNICIPAL DEV PRJ
0 552 552 0 0 0
20642125 RIVER STREET DEVELOPMENT RENTS
0 4,022 4,022 0 0 0
20642532 RIVER STREET MDP PHASE II
58002 CONSTRUCTION 0 1 1 0 0 0
58658 ACQUISITION OF SITE 0 68,382 68,382 0 0 0
0 68,384 68,384 0 0 0
21332553 424 GRAND AVE CLEANUP
58660 SITE IMPROVEMENT 0 4,014 4,014 0 0 0
0 4,014 4,014 0 0 0
21332556 TOD PILOT PROGRAM
0 19,337 19,337 0 0 0
21332737 133 HAMILTON ST BROWNFIELD
0 7,307 7,307 0 0 0
21332774 MNCPL BRNFLD ASSESS GRANT
58693 ENGIN SERV & ARCH FEES 0 90,525 90,525 0 0 0
0 90,525 90,525 0 0 0
21332777 LONG WHARF RESPONSIBLE GROWTH
0 17,177 17,177 0 0 0

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover

2139 MID-BLOCK PARKING GARAGE
21392129 MID-BLOCK GARAGE/ROUTE 34
58002 CONSTRUCTION 0 1,040,233 1,040,233 0 0 0
58658 ACQUISITION OF SITE 0 1 1 0 0 0
0 1,040,234 1,040,234 0 0 0
2155 ECONOMIC DEVELOPMENT MISC REV
21552245 ECONOMIC DEVELOPMENT MISC REV
108,812 336,314 445,126 100,632 201,264 201,264
2165 YNHH HOUSING & ECO DEVELOP
50110 SALARIES 38,897 0 38,897 0 38,897 38,897
50199 SALARY RESERVE 1,167 0 1,167 0 1,167 1,167
61,991 406,474 468,465 0 61,991 61,991
2165new DEVEL AGREEMENT REV FUND
50110 SALARIES 0 0 0 0 38,897 38,897
50199 SALARY RESERVE 0 0 0 0 1,167 1,167
51809 HEALTH INSURANCE 0 0 0 0 16,426 16,426
56623 REPAIRS & MAINTENANCE 0 0 0 0 1,402 1,402
58852 FICA/MEDICARE EMPLOYER CONTRIB 0 0 0 0 3,065 3,065
0 0 0 0 61,991 61,991
2177 SMALL & MINORITY BUSINESS DEV
21772447 CONTRACTOR DEVELOPMENT
50110 SALARIES 43,085 0 43,085 0 43,085 43,085
50199 SALARY RESERVE 1,114 0 1,114 0 1,293 1,293
84,316 0 84,316 0 49,610 49,610
2181 US EPA BROWNFIELDS CLEAN-UP
21812515 10 WALL STREET BROWNFIELDS
0 15 15 0 0 0

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover

21812516 BROWNFIELD REVLOVING LOAN FUND
0 414,612 414,612 0 0 0
21812943 BROWNFIELDS ASSESSMENT PROGRAM
53330 BUSINESS TRAVEL 4,000 0 4,000 0 0 0
200,000 0 200,000 0 0 0
21892606 TIGER II DOWNTOWN CROSSING
0 2,935,868 2,935,868 0 0 0
21892618 BIOSCIENCE CAREER LADDER
0 19,568 19,568 0 0 0
21892725 DOWNTOWN CROSSING PHASE II
0 14,363,850 14,363,850 0 0 0
2189 New DOWNTOWN CROSSING PHASE III
56694 OTHER CONTRACTUAL SERVICES 0 0 0 6,000,000 2,000,000 2,000,000
0 0 0 6,000,000 2,000,000 2,000,000
2189 New 101 COLLEGE ST / DOT (LOTCIP)
56694 OTHER CONTRACTUAL SERVICES 0 0 0 0 4,500,000 4,500,000
0 0 0 0 4,500,000 4,500,000
2194 SMALL BUSINESS INITIATIVE
0 39,654 39,654 0 0 0
29251048 GREATER N.H. BUS. & PROF.
25,000 25,000 50,000 0 0 0

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover

50110 SALARIES 129,798 0 129,798 0 129,797 129,797
50199 SALARY RESERVE 3,894 0 3,894 0 3,894 3,894
260,000 64,593 324,593 0 281,863 281,863
29251217 SMALL CONTRACTORS' DEVELOPMENT
0 68,526 68,526 0 130,000 0
29251338 COLLAB INC
20,000 0 20,000 0 60,000 0
29251339 EMERGE CONNECTICUT, INC.
51,760 0 51,760 0 51,550 0
29251340 HOPE FOR NEW HAVEN CERCLE INC
25,000 0 25,000 0 30,000 0
29272689 RIVER ST BULKHEAD DESIGN-DOH
0 120,427 120,427 0 0 0
29272701 MILL RIVER DISTRICT ANALYSIS
0 10,855 10,855 0 0 0
29302934 CDBG-CV LOAN PROGRAM
250,000 0 250,000 0 0 0
29302951 CDBG-CV ECONOMIC RESILIENCY
250,000 0 250,000 0 0 0

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover

AGENCY TOTALS
52000 UTILITIES 0 0 0 0 0 0
53000 ALLOWANCE & TRAVEL 4,000 0 4,000 0 0 0
54000 EQUIPMENT 0 0 0 0 0 0
55000 MATERIALS & SUPPLIES 2,000 0 2,000 0 0 0
56000 RENTALS & SERVICES 1,019,992 18,854,151 19,874,143 6,100,632 7,056,850 6,785,300
57000 DEPT SERVICE 0 0 0 0 0 0
58000 CAPITAL IMPROVEMENT 0 1,263,156 1,263,156 0 0 0
59000 CLAIMS & COMPENSATION 1,357 60,531 61,888 0 1,652 1,652
1,336,879 20,177,838 21,514,717 6,100,632 7,428,269 7,156,719

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover
747 - LIVABLE CITY INITIATIVE

2024 HOUSING AUTHORITY
20241809 SECTION 8 HOUSING CODE INSPECT
50110 SALARIES 257,224 0 257,224 0 257,224 257,224
50140 LONGEVITY 4,273 0 4,273 0 3,016 3,016
50199 SALARY RESERVE 7,717 0 7,717 0 7,717 7,717
412,379 0 412,379 0 411,025 411,025
20501553 NPR PAYMENTS
56694 OTHER CONTRACTUAL SERVICES 0 0 0 0 1,500 1,500
0 0 0 0 1,500 1,500
2060 INFILL UDAG LOAN REPAYMENT
20601708 INFILL UDAG LOAN REPAYMENT
59968 GRANTS/LOANS 0 142,059 142,059 0 5,000 5,000
0 142,059 142,059 0 5,000 5,000
2069 HOME - HUD
20692178 HOUSING DEVEL PROGRAM INCOME
3,884 14,844 18,727 0 9,000 9,000
2069 HOME - HUD
20692179 HOME ADMIN PROGRAM INCOME
0 119,955 119,955 0 1,000 1,000
2069 HOME - HUD
20692237 FY 2007 HOME CHDO SET ASIDE
59968 GRANTS/LOANS 0 2,247 2,247 0 0 0
0 2,247 2,247 0 0 0
2069 HOME - HUD
20692480 CHDO SETASIDE FY 2011
59968 GRANTS/LOANS 0 50 50 0 0 0
0 50 50 0 0 0
2069 HOME - HUD
20692519 HOME ELDERLY REHAB FY 2012
59968 GRANTS/LOANS 0 1,680 1,680 0 0 0
0 1,680 1,680 0 0 0
2069 HOME - HUD
20692636 HOUSING DEVELOPMENT FY 2014
59968 GRANTS/LOANS 0 10,948 10,948 0 0 0
0 10,948 10,948 0 0 0
2069 HOME - HUD
20692770 DOWNPAYMENT & CLOSING FY 2017
59968 GRANTS/LOANS 0 81,278 81,278 0 0 0
0 81,278 81,278 0 0 0

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover

2069 HOME - HUD
20692772 EERAP FY 2017
59968 GRANTS/LOANS 0 43,631 43,631 0 0 0
0 43,631 43,631 0 0 0
2069 HOME - HUD
20692805 EERAP FY 2018
59968 GRANTS/LOANS 0 119,700 119,700 0 0 0
0 119,700 119,700 0 0 0
2069 HOME - HUD
20692839 ELDERLY REHAB FY 2019
59968 GRANTS/LOANS 0 90,000 90,000 0 0 0
0 90,000 90,000 0 0 0
2069 HOME - HUD
20692840 CHDO SET ASIDE FY 2019
59968 GRANTS/LOANS 0 37,235 37,235 0 0 0
0 37,235 37,235 0 0 0
2069 HOME - HUD
20692841 EERAP FY 2019
59968 GRANTS/LOANS 0 200,000 200,000 0 0 0
0 200,000 200,000 0 0 0
2069 HOME - HUD
20692842 HOUSING DEVELOPMENT FY 2019
59968 GRANTS/LOANS 0 782,788 782,788 0 0 0
0 782,788 782,788 0 0 0
2069 HOME - HUD
20692877 CHDO SET ASIDE 2020
59968 GRANTS/LOANS 0 186,230 186,230 0 0 0
0 186,230 186,230 0 0 0
2069 HOME - HUD
20692878 DOWNPAYMENT & CLOSING 2020
59968 GRANTS/LOANS 0 100,000 100,000 0 0 0
0 100,000 100,000 0 0 0
2069 HOME - HUD
20692879 ELDERLY REHAB 2020
59968 GRANTS/LOANS 0 80,000 80,000 0 0 0
0 80,000 80,000 0 0 0
2069 HOME - HUD
20692880 EERAP 2020
59968 GRANTS/LOANS 0 200,000 200,000 0 0 0
0 200,000 200,000 0 0 0
2069 HOME - HUD
20692881 HOUSING DEVELOPMENT 2020
59968 GRANTS/LOANS 0 551,151 551,151 0 0 0
0 551,151 551,151 0 0 0
2069 HOME - HUD
20692882 HOME ADMIN 2020
0 98,383 98,383 0 0 0

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover

2069 HOME - HUD
20692926 CHDO SET ASIDE 2021
59968 GRANTS/LOANS 197,910 0 197,910 0 197,910 197,910
197,910 0 197,910 0 197,910 197,910
2069 HOME - HUD
20692927 DOWNPAYMENT & CLOSING 2021
59968 GRANTS/LOANS 100,000 0 100,000 0 100,000 100,000
100,000 0 100,000 0 100,000 100,000
2069 HOME - HUD
20692928 HOUSING DEVELOPMENT 2021
59968 GRANTS/LOANS 1,103,090 0 1,103,090 0 1,103,090 1,103,090
1,103,090 0 1,103,090 0 1,103,090 1,103,090
2069 HOME - HUD
20692929 HOME ADMIN 2021
50110 SALARIES 61,015 0 61,015 0 80,120 80,120
50140 LONGEVITY 2,514 0 2,514 0 3,301 3,301
50199 SALARY RESERVE 1,830 0 1,830 0 2,404 2,404
131,940 0 131,940 0 131,940 131,940
2092 URBAN ACT
20922076 URBAN ACT REPAYMENT ACCOUNT
56699 MISC EXPENSE 0 5,502 5,502 0 0 0
0 5,502 5,502 0 0 0
2094 PROPERTY MANAGEMENT
20942002 PROPERTY MANAGEMENT REIMBURSE.
52,014 335,331 387,345 0 90,000 90,000
2094 PROPERTY MANAGEMENT
20942883 COMMUNITY MANAGEMENT TEAMS
0 65,694 65,694 0 0 0
2148 RESIDENTIAL RENTAL LICENSES
21482183 RESIDENTIAL RENTAL LICENSES
50110 SALARIES 344,953 0 344,953 0 414,772 414,772
50140 LONGEVITY 5,044 0 5,044 0 4,888 4,888
50199 SALARY RESERVE 8,601 0 8,601 0 12,444 12,444
522,584 0 522,584 0 665,686 665,686

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover

2151 HOUSING DEVELOPMENT FUND
21512212 HOUSING DEVELOPMENT FUND
56694 OTHER CONTRACTUAL SERVICES 400,481 1,163,288 1,563,769 0 5,000 5,000
400,481 1,163,288 1,563,769 0 5,000 5,000
21652759 LCI LOAN REPAYMENTS
0 342,353 342,353 0 0 0
2170 LCI AFFORDABLE HOUSING CONST
21702393 COMMISSION ON AFFORDABLE HOUSI
0 92,799 92,799 0 0 0
2182 HUD CHALLENGE GRANT
21822528 HUD CHALLENGE GRANT
0 325 325 0 0 0
2197 NEIGHBORHOOD COMMUNITY DEVEL
21972719 NEIGHBORHOOD COMMUNITY DEVEL
50110 SALARIES 1,685,706 0 1,685,706 0 1,595,785 1,595,785
50140 LONGEVITY 26,570 0 26,570 0 21,207 21,207
50199 SALARY RESERVE 48,741 0 48,741 0 47,873 47,873
51810 RETIREMENT CONTRIBUTION 6,719 0 6,719 0 6,719 6,719
2,647,209 0 2,647,209 0 2,601,743 2,601,743
2199 NEIGHBORHOOD RENEWAL PROGRAM
50110 SALARIES 36,105 0 36,105 0 17,000 17,000
50140 LONGEVITY 1,488 0 1,488 0 700 700
50199 SALARY RESERVE 1,083 0 1,083 0 510 510
59,174 0 59,174 0 27,861 27,861
21992791 NEIGH RENEWAL PROG 2 ADMIN
0 180,000 180,000 0 0 0
21992792 NEIGH RENEWAL PROG 2 DEVEL
0 2,240,000 2,240,000 0 0 0

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover

2305 NEIGHBORHOOD COMM IMPROV FUND
23052807 HILL MANAGEMENT TEAM IMPRVS
0 404,204 404,204 0 0 0
2305 NEIGHBORHOOD COMM IMPROV FUND
23052808 NEW HAVEN WORKS-LCI
0 241,667 241,667 0 0 0
2312 HOUSING INVESTMENT FUND
2312 HOUSING INVESTMENT FUND
25,000 0 25,000 0 0 0
29251001 ALL ACQUIS/INFILLL ACQ
56200 PROGRAM DELIVERY 0 0 0 0 50,000 50,000
0 254,165 254,165 0 50,000 50,000
29251005 DISPOSITION
56200 PROGRAM DELIVERY 50,000 0 50,000 0 0 0
50,000 105,254 155,254 0 0 0
29251018 ANTI-BLIGHT PUBLIC IMPROVEMENT
56200 PROGRAM DELIVERY 50,000 0 50,000 0 50,000 50,000
150,000 121,111 271,111 0 150,000 50,000
29251029 RELOCATION
56101 FAMILY RELOCATION 0 6,450 6,450 0 0 0
0 6,450 6,450 0 0 0
29251030 RESIDENT REHAB (ANTI BLIGHT)
296,128 668,576 964,704 0 629,356 429,356
29251033 NEIGHBORHOOD HOUSING SERVICES
40,000 0 40,000 0 100,000 0
29251041 HOUSING CODE ENFORCEMENT
56200 PROGRAM DELIVERY 1,046,810 0 1,046,810 0 1,085,250 1,085,250
1,146,810 416,523 1,563,333 0 1,085,250 1,085,250

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover

29251045 HABITAT FOR HUMANITY
50,000 0 50,000 0 90,000 0
29251136 BEULAH LAND DEVEL CORP REHAB
50,000 0 50,000 0 0 0
29251150 COLUMBUS HOUSE
0 40,000 40,000 0 0 0
29251165 PROP MANAGEMENT PUBLIC LCI
150,000 616,739 766,739 0 281,807 281,807
29251181 CORNELL SCOTT HILL HEALTH CORP
0 35,991 35,991 0 50,000 0
29251194 COMMUNITY DEVEL-MAIN ST PROJ
56694 OTHER CONTRACTUAL SERVICES 1,098,913 294,713 1,393,626 0 0 0
1,368,723 294,713 1,663,436 0 273,241 273,241
29251199 DOWNTOWN EVENING SOUP KITCHEN
0 0 0 0 787,536 0
29251213 BEULAH LAND DEVEL CORP NEW CON
20,000 13,096 33,096 0 100,000 0
29251228 MARY WADE HOME
0 16,150 16,150 0 67,342 0
29251230 'RKIDS INC IMPROVEMENTS
0 0 0 0 50,000 0
29251240 MARRAKECH
0 0 0 0 50,000 0

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover

29251255 RESIDENTIAL REHAB LOAN REPAYS
59968 GRANTS/LOANS 0 56,000 56,000 0 0 0
0 56,000 56,000 0 0 0
29251261 HANNAH GRAY HOME INC
0 21,072 21,072 0 0 0
29251280 BELIEVE IN ME EMPOWERMENT CORP
25,000 0 25,000 0 0 0
29251320 NEW REACH-MARTHA'S PLACE REHAB
0 0 0 0 73,435 0
29251341 BELIEVE IN ME ACQUISITION
30,000 0 30,000 0 0 0
29251342 CONTINUUM OF CARE
40,000 0 40,000 0 39,200 0
29251342 CONTINUUM OF CARE
0 0 0 0 38,400 0
29251343 NEIGHBORHOOD RX INC.
15,000 0 15,000 0 0 0
2925new Youth Continuum
0 0 0 0 90,160 0
2925new The Towers at Towers Lane
0 0 0 0 70,000 0
2925new The Connection
0 0 0 0 45,368 0

CITY OF NEW HAVEN
SPECIAL FUNDS
FY 2019-20
Carryover

2925new Ring One Boxing, Inc.
0 0 0 0 172,050 0
29272814 UNION AV MITIGATION&RESILIENCY
0 1,855,032 1,855,032 0 0 0
29302935 HOUSING ASSIST & STABILIZATION
802,393 0 802,393 0 0 0
AGENCY TOTALS
50000 PERSONNEL SERVICES 2,492,864 0 2,492,864 0 2,468,961 2,468,961
51000 EMPLOYEE BENEFITS 1,100,372 0 1,100,372 0 1,212,899 1,212,899
52000 UTILITIES 0 0 0 0 0 0
54000 EQUIPMENT 0 0 0 0 0 0
56000 RENTALS & SERVICES 4,829,052 9,769,216 14,598,269 0 4,485,526 2,362,035
57000 DEPT SERVICE 0 0 0 0 0 0
59000 CLAIMS & COMPENSATION 1,467,430 2,684,998 4,152,428 0 1,476,514 1,476,514
9,889,718 12,454,214 22,343,933 0 9,643,900 7,520,409

SPECIAL FUND PERSONNEL
Agency FY 2020-21 FY 2021-22 FY 2021-22

Organization Title R S BOA R S Department R S Mayor's
Pos # Approved Request Proposed
131 Mayors Office
21922650 Office of Development and Policy

213100020 Grant Writer and Policy Coordinator 80,000 80,000 80,000
1 F/T Pos 80,000 80,000 80,000
2311 Office of Sustainability

213200060 Diversity, Equity and Inclusion Officer - 90,000 90,000
1 F/T Pos - 90,000 90,000
2 F/T Pos 80,000 170,000 170,000

Agency FY 2020-21 FY 2021-22 FY 2021-22

132 Chief Administrator's Office
20962846 Clean City Initiative

213200010 Fanancial Admin Assistant 5 3 45,112 45,112 45,112
213200020 Asst. Superintendent of Parks 7 9 73,276 7 9 73,276 7 9 73,276
213200030 Parks Foreperson 5 1 52,147 5 1 52,147 5 1 52,147
213200040 Housing/Public Space Inspector 20 1 61,006 20 1 61,006 20 1 61,006
213200050 Project Manager 8 2 57,037 8 2 57,037 8 5 57,037
5 F/T Pos 288,578 288,578 288,578
5 F/T Pos 288,578 288,578 288,578

Agency FY 2020-21 FY 2021-22 FY 2021-22

137 Dept. of Finance
21432147 Controllers Special Fund

213700065 Administrative Assistant 8 3 44,915 9 3 44,915 8 3 44,915
213700070 Account Clerk I 6 1 38,606 - -
213700080 Collection Service Representative p/t 19,760 19,760 19,760
213700110 Grants Manager 9 4 34,514 - -
230100120 Executive Administrative Assistant 7 3 54,303 7 3 54,303 7 3 54,303
3 F/T Pos 192,098 118,978 118,978
29251097 CDBG General Administration

213700010 CDBG Financial Analyst/Auditor 8 1 54,158 8 1 54,158 8 1 54,158
213700020 Payroll/Benefit Auditor 8 6 69,674 8 6 69,674 8 6 69,674
213700060 Management Analyst II 6 2 47,123 6 2 47,123 6 2 47,123
213700110 Grants Manager 9 4 34,514 - -
213700130 Financial & Program Analyst - 9 4 69,028 9 4 69,028
213700120 Temp p/t 20,000 20,000 20,000
5 F/T Pos 225,469 259,983 259,983
3C202004 Information & Technology Initiatives

313700010 GIS System Analyst 7 9 73,276 73,276 73,276
1 F/T Pos 73,276 73,276 73,276
75013028 Medical Sefl Insurance

713700010 Medical Benefits\Wellness Data Analyst 14 1 51,433 14 1 51,433 14 1 51,433
713700020 PT Medical Benefits\Wellness Data Analyst 25,000 25,000 25,000
1 F/T Pos 76,433 76,433 14 1 76,433
10 F/T Pos 567,276 528,670 528,670

Agency FY 2020-21 FY 2021-22 FY 2021-22

152 Library
20962789 Misc Foundation Funds

215200030 Library Technology Supervisor 10 1 65,580 10 1 65,580 12 1 65,580
1 F/T Pos 65,580 65,580 65,580
3C202011 Library Improvements

350200010 Project Manager Architect 11 7 33,992 11 7 33,992 11 7 33,992
0 F/T Pos 33,992 33,992 33,992
1 F/T Pos 99,572 99,572 99,572

Agency FY 2020-21 FY 2021-22 FY 2021-22

200 Public Safety Communications
22201757 911 Communications

220000010 Part Time 911 Operators/Dispatchers 10,000 10,000 10,000
0 F/T Pos 10,000 10,000 10,000
0 F/T Pos 10,000 10,000 10,000

Agency FY 2020-21 FY 2021-22 FY 2021-22

201 Police Service
22141665 South Central Criminal Justice

220100010 Director 10 10 103,389 10 10 103,389 10 10 103,389
2 F/T Pos 164,881 164,881 164,881
2 F/T Pos 164,881 164,881 164,881

Agency FY 2020-21 FY 2021-22 FY 2021-22

301 Health
20381514 State Health Subsidy

230100110 Community Health Worker 8 1 24,733 8 1 24,733 7 5 24,733
230100420 Project Manager 10 1 38,255 10 1 65,580 10 1 65,580
230100530 Account Clerk III p/t 13,832 13,832 13,832
2 F/T Pos 76,820 104,145 104,145
20401543 Tuberculosis Control

230100130 Clerk Typist P/T 15,601 15,601 15,601
230100140 TB Control Specialist P/T 31,799 31,799 31,799
1 F/T Pos 47,400 47,400 47,400
20401544 MULTIPHASIC (FEES)

230100480 Account Clerk III P/T 25,000 25,000 25,000
1 F/T Pos 25,000 25,000 25,000
20402554 Pediatric Immunization

230100150 Immun Action Plan Sup 7 1 49,134 7 1 49,134 7 1 49,134
230100160 Pediatric Immunization Worker P/T 23,000 23,000 23,000
230100360 Immun Action Plan Assistant Coordinator P/T 21hrs 31,668 31,668 31,668
2 F/T Pos 103,802 103,802 103,802
20482495 DPH Preventive Block Grant

1 F/T Pos 29,425 29,425 29,425
20702914 HUD Lead Hazard 2019 Personnel

230100210 Asthma Initiative Project Director 9 1 59,408 9 1 59,408 9 1 59,408
230100220 Program Manager 6 3 49,423 6 3 49,423 6 3 49,423
230100230 Lead Inspector 15 1 53,169 15 1 53,169 20 1 53,169
230100240 Computer Prog Assist 8 4 62,781 8 4 62,781 8 4 62,781
230100390 Lead Inspector 15 1 53,169 15 1 53,169 20 1 53,169
230100490 Lead Inspector 15 1 53,169 15 1 53,169 20 1 53,169
7 F/T Pos 385,277 385,277 385,277
2084vari Ryan White Title I Administration

230100260 Ryan White Title I Proj Dir 10 8 92,880 10 8 92,880 10 8 92,880
230100290 Data Processing Project Coord. 9 4 69,028 9 4 69,028 9 4 69,028
230100400 Quality Assurance Manager 9 3 65,654 9 3 65,654 9 3 65,654
230100410 Management Analyst IV 8 4 62,781 8 4 62,781 8 4 62,781
4 F/T Pos 290,343 290,343 290,343
20842884 Getting to Zero

230100430 Project Director Getting to Zero CT 9 4 69,028 - -
0 F/T Pos 69,028 - -
20962895 Family Check Up

230100320 MCH Outreach Worker 8 1 41,715 8 1 41,715 8 1 41,715
230100330 MCH Outreach Worker 8 1 41,715 8 1 41,715 8 1 41,715
230100340 Project Coordinator 8 5 66,226 8 5 66,226 8 5 66,226
3 F/T Pos 149,656 149,656 149,656
20962900 Gilead Focus Grant

2 F/T Pos 108,316 108,316 108,316

Agency FY 2020-21 FY 2021-22 FY 2021-22

20962944 Overdose Data to Action

1 F/T Pos 54,158 54,158 54,158
20962952 COVID & Flu Vaccine Outreach

230100600 Community Health Worker p/t 13,511 - -
3 F/T Pos 81,068 - -
20962953 BLOC COVID-19

230100630 Infection Control Nurse p/t 36,632 - -
230100635 Infection Control Nurse p/t 36,632 - -
1 F/T Pos 73,264 - -
21332949 ELC Enhancing Detection

230100540 APRN 27,108 50,343 50,343
230100545 Public Health Nurse Coordinator 9 6 41,114 9 6 76,355 9 6 76,355
230100550 COVID Epidemiologist 10 2 37,169 10 2 69,028 10 2 69,028
230100555 Contact Tracer 6 1 20,788 6 1 38,606 6 1 38,606
230100560 Contact Tracer 6 1 20,788 6 1 38,606 6 1 38,606
230100565 Contact Tracer 6 1 20,788 6 1 38,606 6 1 38,606
230100570 Compliance Tracker p/t 7,878 14,630 14,630
230100575 Compliance Tracker p/t 7,878 14,630 14,630
230100580 Public Health Nurse 1 24,501 1 45,501 1 45,501
8 F/T Pos 208,010 386,305 386,305
21382896 Public Health Preparedness Grant

230100590 MRC Coordinator p/t 14,000 14,000 14,000
1 F/T Pos 14,000 14,000 14,000
21932657 Health Medical Billing Program

230100350 Public Health Clinc Nurse 1 60,334 - -
230100360 Med Biller / Med. Asst 8 2 42,631 - -
230100370 Health Assistant 4 4 38,606 - -
230100380 Health Assistant 4 4 38,606 - -
0 F/T Pos 180,177 - -
36 F/T Pos 1,895,744 1,697,827 1,697,827

Agency FY 2020-21 FY 2021-22 FY 2021-22

20622733 Financial Empowerment Grant

230800110 Community Liaison Trainer 12 1 23,979 - -
0 F/T Pos 23,979 - -
20632947 Urban Agriculture and Innovative Production

230800120 SF Management & Policy Analyst 8 1 54,158 8 1 54,158 54,158
1 F/T Pos 54,158 54,158 54,158
20652925 ESG Admin

230800070 Manager Community Development Program 8 1 15,529 8 1 15,529 8 1 15,529
0 F/T Pos 15,529 15,529 15,529
20731838 HOPWA Admin

0 F/T Pos 20,804 20,804 20,804
29251174 CSA CDBG Administration

230800090 CDBG Prog Monitor/Auditor 8 8 77,793 8 8 77,793 8 8 77,793
1 F/T Pos 95,618 95,618 95,618
2925new Homeless Program

230800100 Community Health Worker - 8 1 54,158 8 1 54,158
1 F/T Pos - 54,158 54,158
4 F/T Pos 210,088 240,267 240,267

Agency FY 2020-21 FY 2021-22 FY 2021-22

309 Youth & Recreation
20351798 Youth Services

230400010 Youth Program Services Assistant 7 4 57,177 7 4 57,177 7 4 57,177
1 F/T Pos 57,177 57,177 57,177
21001600 Parks Special Recreation Account

216000030 Registration Specialist 6 5 54,591 6 5 54,591 6 5 54,591
216000080 Volunteer Coordinator 8 1 54,158 8 1 54,158 8 1 54,158
2 F/T Pos 108,749 108,749 108,749
21532243 Mayor's Youth Initiative

1 F/T Pos 43,085 43,085 43,085
23042166 Youth at Work

230400020 Coordinator for Youth @ Work 10 4 76,502 10 4 76,502 10 4 76,502
230400040 Youth Services Business Manager 10 4 76,502 10 4 76,502 10 4 76,502
2 F/T Pos 153,004 153,004 153,004
6 F/T Pos 362,015 362,015 362,015

Agency FY 2020-21 FY 2021-22 FY 2021-22

502 Engineering
3C202012 Infrastructure Improvement

316000010 Chief Landscape Architect 10 7 90,235 10 7 90,235 10 8 90,235
1 F/T Pos 90,235 90,235 90,235
3C202031 Street Reconstruction/Complete Street

350200020 Economic Development Officer 8 10 21,730 8 10 21,730 8 10 21,730
350200030 Municipal Civil Engineer 8 6 22,992 8 6 22,992 8 7 22,992
350200050 Project Manager, Engineering 10 8 30,960 10 8 30,960 10 8 30,960
350200060 Project Manager 10 8 23,220 10 8 23,220 10 8 23,220
350200070 Municipal Civil Engineer - 8 6 17,419 8 7 17,419
1 F/T Pos 98,903 116,321 116,321
3C202032 Sidewalk Reconstruction

350200020 Economic Development Officer 8 10 65,191 8 10 65,191 8 10 65,191
350200060 Project Manager 10 8 31,440 10 8 31,440 10 8 31,440
2 F/T Pos 148,821 166,240 166,240
3C202033 Bridges
0 F/T Pos 24,386 24,386 24,386
3C202035 Facility Rehab

350200060 Project Manager 10 8 23,220 10 8 23,220 10 8 23,220
1 F/T Pos 71,721 71,721 71,721
3C202037 General Storm Works

1 F/T Pos 59,374 76,793 34 29 76,793
3C202038 Flood & Erosion

350200060 Project Manager 10 8 15,000 10 8 15,000 10 8 15,000
1 F/T Pos 26 20 41,845 59,263 34 29 59,263
3C191953 Goffe Street Armory

0 F/T Pos 30,107 30,107 30,107
8 F/T Pos 565,392 635,066 635,066

Agency FY 2020-21 FY 2021-22 FY 2021-22

504 Dept of Parks and Public Works
20441850 Lighthouse Park Carousel Event Fund

216000010 Events Project Coordinator 8 3 59,912 8 3 59,912 8 3 59,912
1 F/T Pos 59,912 59,912 59,912
21001604 Pardee Rose Garden

216000040 Horticulture Specialist 8 9 81,646 8 9 81,646 8 9 81,646
1 F/T Pos 81,646 81,646 81,646
3C202015 Trees
216000050 Tree System Coordinator 8 1 54,158 8 1 54,158 8 1 54,158
1 F/T Pos 54,158 54,158 54,158
3 F/T Pos 195,716 195,716 195,716

Agency FY 2020-21 FY 2021-22 FY 2021-22

702 City Plan
29251089 Comprehensive Plan

270200020 Planner II 7 7 66,370 7 7 66,370 7 7 66,370
1 F/T Pos 66,370 66,370 66,370
3C202040 Costal Area Improvements

370200010 Senior Project Planner 12 5 48,343 12 5 48,343 12 5 48,343
1 F/T Pos 48,343 48,343 48,343
3C202042 Route 34 East

370200010 Senior Project Planner 12 5 48,343 12 5 48,343 12 5 48,343
1 F/T Pos 48,343 48,343 48,343
2 F/T Pos 163,056 163,056 163,056

Agency FY 2020-21 FY 2021-22 FY 2021-22

704 Traffic and Parking
3C202049 Transportation Enhancement

370400010 Traffic Project Engineer 10 5 80,235 10 5 80,235 10 5 80,235
1 F/T Pos 80,235 80,235 80,235
1 F/T Pos 80,235 80,235 80,235

Agency FY 2020-21 FY 2021-22 FY 2021-22

721 OBIE
23032793 Mobile Vendor License Fees

372100050 Zoning Officer 6 8 63,213 6 8 63,213 6 8 63,213
372100060 Program Coordinator 7 1 49,134 7 1 49,134 7 1 49,134
2 F/T Pos 112,347 112,347 112,347
3C202055 Demolition
372100010 Program & Fiscal Coord 7 3 54,303 7 3 54,303 7 3 54,303
372100020 Demolition Officer 8 6 69,674 8 6 69,674 8 6 69,674
2 F/T Pos 123,977 123,977 123,977
4 F/T Pos 236,324 236,324 236,324

Agency FY 2020-21 FY 2021-22 FY 2021-22

724 Economic Development
21652309 YNHH Housing/Economic Devel Fund

272400050 Project Manager 8 8 38,897 8 8 38,897 8 8 38,897
1 F/T Pos 38,897 38,897 38,897
2165new Economic Develop Agreement Fund

272400050 Project Manager 8 8 38,897 8 8 38,897 8 8 38,897
1 F/T Pos 38,897 38,897 38,897
21772447 Contractor Development

1 F/T Pos 43,085 43,085 43,085
29251209 Small Business Initiative

272400030 Econ Bus Officer / Business Counselor 8 8 77,793 8 8 77,793 8 8 77,793
272400040 Bilingual Outreach Coordinator 6 1 44,819 6 1 - 6 1 44,819
272400040 Bilingual Outreach Coordinator - 6 4 52,004 6 4 -
2 F/T Pos 122,612 129,797 122,612
3C202056 Land and Building Bank

372400010 Econ Dev Off Bus/Special Projects 8 8 77,793 8 8 77,793 8 8 77,793
372400040 Deputy Director - 11 6 92,521 11 6 92,521
2 F/T Pos 77,793 170,314 170,314
3C202057 Commercial Industrial Site Development

2 F/T Pos 155,586 155,586 155,586
8 F/T Pos 476,869 576,575 569,390

Agency FY 2020-21 FY 2021-22 FY 2021-22

20241809 Sect 8 Housing Code Insp

274700010 Housing Code Inspector 20 1 30,503 20 1 30,503 20 1 30,503
274700080 Program Manager 6 3 49,423 6 3 49,423 6 3 49,423
5 F/T Pos 257,224 257,224 257,224
20692768 HOME Administration

274700070 Deputy Dir Admin Services 11 7 69,000 11 7 80,120 11 7 80,120
1 F/T Pos 69,000 80,120 80,120
21482183 Residential Rental Licenses

274700060 Program Manager 6 6 57,463 6 6 57,463 6 6 57,463
274700400 Executive Administrative Assistant - 7 8 69,819 7 8 69,819
7 F/T Pos 344,953 414,772 414,772
21972719 Neighborhood Community Development

274700110 Administrative Assistant II 9 4 45,826 9 4 45,826 6 1 45,826
274700125 Paralegal 7 4 57,177 7 4 57,177 7 4 57,177
274700130 Assistant Corporation Counsel 84,036 84,036 84,036
274700140 Acquisition Specialist 8 3 59,912 8 3 59,912 8 3 59,912
274700150 Paralegal 7 4 57,177 7 4 57,177 7 4 57,177
274700200 Neighborhood Specialist 8 1 54,158 8 1 54,158 8 1 54,158
274700250 Project Manager (LCI) 8 7 73,702 8 7 73,702 8 7 73,702
274700270 Property Maintenance Worker I 1 3 43,185 1 3 43,185 1 3 43,185
374700090 Manager Neigh Commercial Devel 10 8 92,880 10 8 92,880 10 9 92,880
26 F/T Pos 1,595,785 1,595,785 1,595,785
21992752 Neighborhood Renewal Program

274700070 Deputy Dir Admin Services 11 7 28,120 11 7 17,000 11 7 17,000
0 F/T Pos 28,120 17,000 17,000
3C202063 Neighborhood Housing Assistance

374700010 Executive Administrative Assistant 7 8 69,819 - -
374700030 Neighborhood Specialist 8 2 57,037 57,037 57,037
4 F/T Pos 289,330 219,511 219,511
43 F/T Pos 2,584,412 2,584,412 2,584,412
135 F/T Pos 7,980,157 8,033,194 8,026,009

SECTION VI-ENTERPRISE FUNDS
EAST ROCK PARK COMMUNICATIONS TOWER
ENTERPRISE FUND BUDGET
ORDERED by the New Haven Board of Aldermen that the operating budget for the East Rock
CommunicationsTower fund be and hereby is approved for FY 2021-2022 as follows:
Account 80042002
FY 2022 BUDGET
STARTING BALANCE 105,030
REVENUE
MISC RENT - Anetenna & Equip Fees 15,000
TOTAL REVENUES 120,030

(Beginning Balance Plus Revenue)
EXPENSES
BUILDING & GROUNDS 5,000
REPAIRS AND MAINTENANCE 7,000
OTHER CONTRACT SERVICES 50,000
TOTAL EXPENSES 62,000
FY 2022 ESTIMIATED OPERATING LOSS (47,000)
ENDING BALANCE 58,030
Section VI - Enterprise Funds 6-1 Section VI - Enterprise Funds

ALLING MEMORIAL GOLF COURSE
ORDERED by the New Haven Board of Alders that the operating
budget for the Alling Memorial Golf Course be and hereby is approved
for FY 2021-2022 as follows:
Revenue & Capital Reserve
Greens Fees 510,000
Cart Rental 250,000
Season Passes 50,000
Surcharge 25,000
Restaurant Income (Rent) 10,000
Locker Rental 0
Sub-Total Revenues 845,000
Accrued Balance, 2020 season 824,446
Total Revenues and Capital Reserve 1,669,446
Operating Expenses & Capital Allocations
Management Fee (percentage NOI* - restaurant income) 650,000

Golf Cart Rentals 5,000
Sub-Total Expenses 655,000
Capital Allocations 100,000
Rolling Stock/Fleet Replacement 40,000
Total Expenses & Capital Allocations 795,000
Anticipated Balance, 2022 Season 874,446
* NOI = Gross Revenue - golf cart lease and $1.00 surcharge

RALPH WALKER SKATING RINK
budget for the Skating Rink Fund be and hereby is approved
Revenue
Ice Time Sales
Ice Rental - Resident 40,000
Ice Rental - Non-Resident 80,000
Ice Rental - New Haven Public Schools 4,000
Public Skating /Admissions
Public Skating - Youth 15,000
Public Skating - Adults 15,000
Special Groups 15,000
Programs
Learn to Skate 5,000
Pro Shop 1,000
Parties 5,000
Vending 0
Total Revenues & Capital Reserves 180,000
Administrative Exepnses
Management Fee 0
Salaries 60,000
Payroll Expenses 4,500
Workers Compensation 4,500
Sub-Total 69,000
Operating Expenses
Insurance 0
Start up costs: ice making, ice painting, equipment start up 15,000
Office Supplies 0
Rink Supplies 10,000
Rental Equipment 2,500
Maintenance Repairs 0
Marketing 10,000
Sub-Total 37,500
Capital Allocation
General Repair 0
Sub-Total Expenses 106,500
Revenue Sharing (.30 percent of net) 9,000

Repairs and Improvements, Facility & Equipment 10,000
Total Expenses 125,500
Allocated for Capital Projects 0
Total Expenses & Capital Allocations 125,500

LIGHTHOUSE PARK CAROUSEL
budget for the Lighthouse Park Carousel be and hereby is approved
Revenue & Capital Reserve 2021-2022
Permit Application Fee 6,000

Overtime Fees - Maintenance 50,000
Overtime Fees - Security 15,000
Rental Income - Building 40,000
Rental Income - Chairs & Tables 20,000
Other Miscellaneous Fees including administration 25,000
Sub-Total Revenues 156,000
Accrued Balance, 2020 Season 680,719
Total Revenues and Capital Reserve 836,719
Operating Expenses and Capital Reserve

Salaries 59,912
Salary Resurve 1,797
Security staff 2,000
Overtime 50,000
Longevity 1,851
3144 Spec Fund 457 1,235
Repairs & Maintenance 2,160
Remodeling/Renovations 75,000
FICA/Medicare 4,862
Workers Compensation 395
Total Expenses 199,212

SECTION VII-PERMITS, LICENSES, AND USER FEES
AN ORDINANCE AMENDMENT SECTION 17-201 OF THE GENERAL CODE OF
ORDINANCES AUTHORIZING ADDITIONS AND CHANGES IN PERMITS, LICENSES AND
USER FEES FOR THE FISCAL YEAR 2021-2022.
WHEREAS, Additions and/or changes to Section 17-201of the General Code of General
Ordinances requires Board of Alders approval; and
WHEREAS, Effective Fiscal Year 2021-2022, Section 17-201are adding fees to the General
Code of General Ordinances; and
WHEREAS, City Plan, Fire Services are establishing the following fee(s):
FY 2021-22
Ordinance Mayor's
Departments & Items No Proposed
City Plan
City Plan Use Variance 17-201 (1) $850.00
Fire Services
Vacant Building Registration Program:

Vacant Building Monthly Late Fee (Residential) 17-201 (4) $100.00
Vacant Building Monthly Late Fee (Commercial) 17-201 (4) $400.00
; and
WHEREAS, Effective Fiscal Year 2021-2022, City Plan, Fire Department, and Finance are
modifying the following fees of the General Code of Ordinances to Section 17-201,
Connecticut General Statutes, and CT Public Acts.
Change
FY 2021-
22
FY 2021- Mayor’s
FY 2020- 22 vs FY
Ordinance 21 BOA Mayor's 2020-21
Departments & Items No Approved Proposed BOA
City Plan
Applications to Board of Zoning Appeals:
Special Exception 17-201(1) $250.00 $350.00 $100.00
Variance (except use variance) 17-201 (1) $250.00 $350.00 $100.00

Renewal of approval, per section 63.H of the Zoning
Ordinance, Special Exception or Variance (except
Use Variance) 17-201 (1) $200.00 $0.00 ($200.00)
Section VII - Permits, License and User Fees 7-1 Section VII - Permits, License and User Fees
Change
FY 2021-
22
FY 2021- Mayor’s
FY 2020- 22 vs FY
Ordinance 21 BOA Mayor's 2020-21
Departments & Items No Approved Proposed BOA
Applications to City Plan Commission:

Certificate of Approval (CAL) for an Automotive Use
(Public Hearing Required by City Plan Commission) 17-201 (1) $200.00 $250.00 $50.00
Application for Map or Text Change:
Zoning ordinance map or text change application to
Board of Alders 17-201 (1) $1,440.00 $1,500.00 $60.00
Police Services
Pistol Fee CGS29-28 $50.00 $70.00 $20.00
Video (Each additional hour) 17-201 (9) $10.00 $25.00 $15.00

Bazaar (per day) PA 17-231 $20.00 $60.00 $40.00
Finance
Based on
Banking
17-201 Institution
Check Return Fee (14) $35.00 Fee
NOW, THEREFORE, BE IT ORDAINED by the New Haven Board of Alders that the addition
and/or changes Section 29-119, Section 17-201, and Section 29-30.of the General Code of
Ordinances be approved by Board of Alders
Permits, License User Fee Update
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 +/- FY 22

BOA BOA BOA BOA Mayor's Existing or Mayor's vs FY
Departments & Items Ordinance No Approved Approved Approved Approved Proposed New Fee 21 BOA
City Plan Department
* Fees Indicated in Bold are also subject to a $601 State
Surcharge in accordance with CGS Section 22a-27j as
amended from time to time.
Applications to Board of Zoning Appeals

Special Exception 17-201 (1) $90.00 $190.00 $190.00 $250.00 $350.00 Existing $100.00
Filing following receipt of an Order to Cease and Desist 17-201 (1) $210.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Variance (except use variance) 17-201 (1) $75.00 $190.00 $190.00 $250.00 $350.00 Existing $100.00
Use Variance 17-201 (1) $825.00 $0.00 $0.00 $0.00 $850.00 New $850.00
Filing following receipt of an Order to Cease and Desist 17-201 (1) $1,000.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Review of administrative order or decision of the zoning
administrator 17-201 (1) $75.00 $250.00 $250.00 $250.00 $250.00 Existing $0.00
Renewal of approval, per section 63.H of the Zoning Ordinance,

Special Exception or Variance (except Use Variance) 17-201 (1) $40.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Extension of time for approval 17-201 (1) $100.00 $100.00 Existing $0.00
Renewal of approval, per section 63.H of the Zoning Ordinance,

Special Exception or Variance (except Use Variance) 17-201 (1) $0.00 $0.00 $0.00 $200.00 $0.00 Existing -$200.00
Applications to City Plan Commission

Application to City Plan Commission for certification or
recertification of an automotive use or reuse 17-201 (1) $180.00 $180.00 $180.00 $200.00 $200.00 Existing $0.00
Site Plan Review 17-201 (1) $0.00 $0.00 $0.00 $410.00 $410.00 Existing $0.00
Three or More Dwelling Units (Minimum) 17-201 (1) $0.00 $0.00 $0.00 $300.00 $300.00 Existing $0.00
Per Additional Unit 17-201 (1) $0.00 $0.00 $0.00 $50.00 $50.00 Existing $0.00
Non Residential Addition/New Construction (> 5,000 SF) 17-201 (1) $0.00 $0.00 $0.00 $300.00 $300.00 Existing $0.00
Per Additional 1,000 SF over 5,000 SF 17-201 (1) $0.00 $0.00 $0.00 $75.00 $75.00 Existing $0.00
Revised Site Plan Application 17-201 (1) $0.00 $0.00 $0.00 $150.00 $150.00 Existing $0.00
Coastal Site Plan Application 17-201 (1) $0.00 $0.00 $0.00 $200.00 $200.00 Existing $0.00
Inland Wetlands Application 17-201 (1) $0.00 $0.00 $0.00 $200.00 $200.00 Existing $0.00
Site/Architectural Plans (Pre-Application Review): 17-201 (1) $0.00 $0.00 $0.00 $500.00 $500.00 Existing $0.00
Special Permit (Public Hearing Required by City Plan Commission) 17-201 (1) $0.00 $0.00 $0.00 $350.00 $350.00 Existing $0.00
Certificate of Approval (CAL) for an Automotive Use (Public
Hearing Required by City Plan Commission) 17-201 (1) $0.00 $0.00 $0.00 $200.00 $250.00 Existing $50.00
Application for Small Cell Nodes in a new location or for
Modifications to existing locations 17-201 (1) $0.00 $0.00 $0.00 $1,000.00 $1,000.00 Existing $0.00
Administration of 90-day delay of demolition 17-201 (1) $0.00 $0.00 $0.00 $100.00 $100.00 Existing $0.00
Public Hearing 17-201 (1) $0.00 $0.00 $0.00 $400.00 $400.00 Existing $0.00
Notice of Decision 17-201 (1) $0.00 $0.00 $0.00 $100.00 $100.00 Existing $0.00
Application for Time Extension for Any Approval, including time
necessary to meet a condition of approval 17-201 (1) $0.00 $0.00 $0.00 $150.00 $150.00 Existing $0.00
Applicant Applicant
invoiced for invoiced for
Use of On-Call Consultant, if Applicable 17-201 (1) City’s expense City’s expense Existing $0.00
Application for Map or Text Change

Zoning ordinance map or text change application to Board of
Alders 17-201 (1) $1,350.00 $1,440.00 $1,440.00 $1,440.00 $1,500.00 Existing $60.00
Inland wetland regulation map or text change application to City
Plan Commission 17-201 (1) $140.00 $440.00 $440.00 $440.00 $440.00 Existing $0.00
Planned Development Applications and Services
Applications and General Plans

Planned Development Unit (PDU) - Application to board of zoning
appeals 17-201 (1) $1,350.00 $1,350.00 $1,350.00 $1,500.00 $1,500.00 Existing $0.00
Time extension annually 17-201 (1) $675.00 $675.00 $675.00 $750.00 $750.00 Existing $0.00
Planned Development District (PDD) - Application to board of
Alders 17-201 (1) $3,350.00 $3,350.00 $3,350.00 $3,700.00 $3,700.00 Existing $0.00
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 +/- FY 22
Development Processing
Change in development team - change of development principals
or members of professional team 17-201 (1) $350.00 $350.00 $350.00 $385.00 $385.00 Existing $0.00
Detailed plans - for a single submission for a project, or minor
modification of approved general or detailed plan 17-201 (1) $280.00 $540.00 $540.00 $540.00 $540.00 Existing $0.00
Fast tracking - for separate submission of elements of a

detailed plan to facilitate construction of a project or a project
phase
Site preparation (must include SESC and CSPR) 17-201 (1) $140.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Footings and foundations 17-201 (1) $140.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Structural framing and/or building 17-201 (1) $140.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Final site plan, including landscaping 17-201 (1) $140.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Certificate of completion for PDD or PDU for dwellings $250.00 $250.00 $250.00 $275.00 $275.00 Existing $0.00
1-5 units, per dwelling unit 17-201 (1) $40.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
More than 5 dwelling units 17-201 (1) $140.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Project or phase completion 17-201 (1) $140.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
For institutional, commercial or industrial

For each tenant or project phase 17-201 (1) $40.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Project or phase completion 17-201 (1) $230.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Postponement, Rescheduling and Customer Receipts
Postponement or rescheduling of public hearing before Board of

Alders or its committees; Board of Zoning Appeals, City Plan or
Historic District Commission at applicant's request after
advertisement or notification is sent; shall include a service charge
of $2.00 for each notice mailed, plus fee 17-201 (1) $90.00 $100.00 $100.00 $110.00 $110.00 Existing $0.00
Maps, Publication and Customer Service Charges
Maps
Zoning ordinance map with CAM District, single copy 17-201 (1) $50.00 $50.00 $50.00 $55.00 $55.00 Existing $0.00
Additional copies purchased at same time 17-201 (1) $25.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Inland wetland map 17-201 (1) $25.00 $25.00 $25.00 $30.00 $30.00 Existing $0.00
Topographic map section for SESC filing 17-201 (1) $25.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Large Format Maps (B & W) 17-201 (1) $25.00 $25.00 $25.00 $30.00 $30.00 Existing $0.00
Large Format Maps (Color) 17-201 (1) $35.00 $50.00 $50.00 $50.00 $50.00 Existing $0.00
Large Format Aldermanic Ward Maps (B&W) 17-201 (1) $25.00 $25.00 $25.00 $30.00 $30.00 Existing $0.00
Small Format (Booklet)Aldermanic Maps ( B & W ) 17-201 (1) $30.00 $50.00 $50.00 $50.00 $50.00 Existing $0.00
GIS/Auto CAD data for City Base (Electronic) 17-201 (1) $550.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
GIS Parcel Plots/Location Maps (Electronic) 17-201 (1) $6.00 $10.00 $10.00 $15.00 $15.00 Existing $0.00
Ordinances and Regulations

Zoning Ordinance text, print 17-201 (1) $50.00 $75.00 $75.00 $85.00 $85.00 Existing $0.00
Inland wetland regulations 17-201 (1) $20.00 $25.00 $25.00 $30.00 $30.00 Existing $0.00
Soil erosion and sediment control regulations 17-201 (1) $20.00 $25.00 $25.00 $30.00 $30.00 Existing $0.00
Customer service and mailing charges: mailing fee for application,
map or ordinance 17-201 (1) $6.00 $6.00 $6.00 $10.00 $10.00 Existing $0.00
Agenda fee for board of zoning appeals or city plan commission;
annual rate including mailing and postage 17-201 (1) $22.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Documents and publications 17-201 (1) $40.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Application for Zoning Permits

Certificate of Zoning Compliance, per parcel 17-201 (1) $45.00 $100.00 $100.00 $110.00 $110.00 Existing $0.00
Certificate of Appropriateness within Historic District 17-201 (1) $90.00 $100.00 $100.00 $110.00 $110.00 Existing $0.00
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 +/- FY 22
Site Plan Review Applications, Coastal Site Plan Review,
Inland Wetlands & Watercourses, Soil Erosion and Sediment
Control Applications
Written determination of unregulated or permitted use or activity
including site plan review 17-201 (1) $40.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Class A application (minor review) 17-201 (1) $75.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Class B application (standard review) 17-201 (1) $210.00 $300.00 $300.00 $300.00 $300.00 Existing $0.00
Class C application (Major Project, Public Hearing Required) (For
associated notification fees see below.) 17-201 (1) $280.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Notification Fee:
City prepares, mails required Legal Notices to abutters, for each
notice 17-201 (1) $11.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Applicant prepares and mails required Legal Notices to abutters,

and furnishes a certified list of those notified, for each notice 17-201 (1) $3.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Revision of Class B or C plan 17-201 (1) $55.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Time extension for site plan permit, annually 17-201 (1) $28.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Special permit 17-201 (1) $90.00 $190.00 $190.00 $190.00 $190.00 Existing $0.00
Penalty fee for filing of application for zoning permits following
receipt of Cease and Desist Order 17-201 (1) $115.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Administrative Site Plan Review 17-201 (1) $100.00 $150.00 $150.00 $150.00 $150.00 Existing $0.00
Flood Plain Development Permit (FPD)

Flood Plain Development Permit (FPD) 17-201 (1) $0.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Flood Plain Development Variance (FPD) 17-201 (1) $90.00 $250.00 $250.00 $250.00 $250.00 Existing $0.00
Time Extension for FPD Variance, per regulation 17-201 (1) $28.00 $100.00 $100.00 $100.00 $100.00 Existing $0.00
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 +/- FY 22
City Town Clerk
Publications/Documents
Zoning Code 17-201 (2) $32.00 $32.00 $32.00 $32.00 $32.00 Existing $0.00
Housing Code 17-201 (2) $11.00 $11.00 $11.00 $11.00 $11.00 Existing $0.00
City Charter 17-201 (2) $32.00 $32.00 $32.00 $32.00 $32.00 Existing $0.00
Volume II, Code of General Ordinances 17-201 (2) $155.00 $155.00 $155.00 $155.00 $155.00 Existing $0.00
Supplements to City Code 17-201 (2) $27.00 $27.00 $27.00 $27.00 $27.00 Existing $0.00
Voter registration cards 17-201 (2) $6.00 $6.00 $6.00 $6.00 $6.00 Existing $0.00
Notary seal 17-201 (2) $5.00 $5.00 $5.00 $5.00 $5.00 Existing $0.00
Notary Certificate 17-201 (2) $10.00 $10.00 $10.00 $10.00 $10.00 Existing $0.00
Recording fees
Established by State Statute.
Recording 1st page of any document, plus town clerk fee 17-201 (2) $53.00 $60.00 $60.00 $60.00 $60.00 Existing $0.00
Each additional page or fraction thereof 17-201 (2) $5.00 $5.00 $5.00 $5.00 $5.00 Existing $0.00
City conveyance per $1,000 17-201 (2) $5.00 $5.00 $5.00 $5.00 $5.00 Existing $0.00
Dog licenses
These Fees are controlled by CT General Statutes 22-339 as
amended from time to time.
Spayed or neutered 17-201 (2) $8.00 $8.00 $8.00 $8.00 $8.00 Existing $0.00
Not spayed or neutered 17-201 (2) $19.00 $19.00 $19.00 $19.00 $19.00 Existing $0.00
Election Request
Absentee ballot list per page 17-201 (2) $0.50 $0.50 $0.50 $0.50 $0.50 Existing $0.00
Exemption report per page 17-201 (2) $0.50 $0.50 $0.50 $0.50 $0.50 Existing $0.00
Financial report 17-201 (2) $5.00 $5.00 $5.00 $5.00 $5.00 Existing $0.00
Official check list per ward 17-201 (2) $2.00 $2.00 $2.00 $2.00 $2.00 Existing $0.00
Citywide list 17-201 (2) $30.00 $30.00 $30.00 $30.00 $30.00 Existing $0.00
Official results 17-201 (2) $0.00 No Charge No Charge No Charge No Charge Existing
Financial statements 17-201 (2) $5.00 $5.00 $5.00 $5.00 $5.00 Existing $0.00
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 +/- FY 22
Engineering Department
Maps/ Documents
Street Index 17-201 (3) $20.00 $20.00 $20.00 $20.00 $20.00 Existing $0.00
Print of photo enlargement 17-201 (3) $20.00 $20.00 $20.00 $20.00 $20.00 Existing $0.00
Print of full size assessment or plan metric map 17-201 (3) $20.00 $20.00 $20.00 $20.00 $20.00 Existing $0.00
Print of Half Sheet (24" x 36") 17-201 (3) $14.00 $14.00 $14.00 $14.00 $14.00 Existing $0.00
Print of Quarter Sheet (18" x 24") 17-201 (3) $9.00 $9.00 $9.00 $9.00 $9.00 Existing $0.00
Print of Topographical Map - (half sheet or less) 17-201 (3) $40.00 $40.00 $40.00 $40.00 $40.00 Existing $0.00
Print of Topographical Map - (larger than half sheet) 17-201 (3) $65.00 $65.00 $65.00 $65.00 $65.00 Existing $0.00
Photocopy of Flood or Sewer Strip Maps (11" x 17") 17-201 (3) $4.00 $4.00 $4.00 $4.00 $4.00 Existing $0.00
Photocopy of pages from survey book (8.5" x 11") 17-201 (3) $2.00 $2.00 $2.00 $2.00 $2.00 Existing $0.00
Each sheet for multi-page specifications/documents 17-201 (3) $1.00 $1.00 $1.00 $1.00 $1.00 Existing $0.00
Standard details: Booklet (11" x 17") 17-201 (3) $40.00 $40.00 $40.00 $40.00 $40.00 Existing $0.00
Standard details: CD only 17-201 (3) $70.00 $70.00 $70.00 $70.00 $70.00 Existing $0.00
New Haven specifications (boiler plate) 17-201 (3) $30.00 $30.00 $30.00 $30.00 $30.00 Existing $0.00
Color Maps (40" x 36") 17-201 (3) $45.00 $45.00 $45.00 $45.00 $45.00 Existing $0.00
Color Maps (less than a sheet) 17-201 (3) $30.00 $30.00 $30.00 $30.00 $30.00 Existing $0.00
Digital Copies Black and White 17-201 (3) $8.00 $8.00 $8.00 $8.00 $8.00 Existing $0.00
Digital Copies Color 17-201 (3) $15.00 $15.00 $15.00 $15.00 $15.00 Existing $0.00
Long wharf Fees

Docking Fees at Long wharf (Per Foot) 17-201 (3) $5.00 $5.00 $5.00 $5.00 $5.00 Existing $0.00
Mooring fees (Per Foot) 17-201 (3) $1.00 $1.00 $1.00 $1.00 $1.00 Existing $0.00
(3 moorings total available)
Storm Connection Fees

Storm Sewer (per connection where storm water mgmt. plan is
required) 17-201 (3) $0.00 $0.00 $0.00 $500.00 $500.00 Existing $0.00
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 +/- FY 22
Fire Department
Licenses/Permits
Fire hydrant use license (per day) 17-201 (4) $40.00 $40.00 $40.00 $40.00 $40.00 Existing $0.00
Fire hydrant use permits (per month) 17-201 (4) $525.00 $525.00 $525.00 $525.00 $525.00 Existing $0.00
Flammable liquid permits per year - wholesale trade in 17-201 (4) $160.00 $160.00 $160.00 $160.00 $160.00 Existing $0.00
Flammable liquid permits per year - dealing with in vehicles 17-201 (4) $160.00 $160.00 $160.00 $160.00 $160.00 Existing $0.00
Cutting & welding permit (per year) 17-201 (4) $250.00 $250.00 $250.00 $250.00 $250.00 Existing $0.00
Fire Marshal's Office

Liquor License Inspection 17-201 (4) $150.00 $150.00 $150.00 $150.00 $150.00 Existing $0.00
Liquor License Renewal 17-201 (4) $150.00 $150.00 $150.00 $150.00 $150.00 Existing $0.00
Liquor License 1 Day permit 17-201 (4) $30.00 $30.00 $30.00 $30.00 $30.00 Existing $0.00
Underground Tank Removal Inspections 17-201 (4) $125.00 $125.00 $125.00 $125.00 $125.00 Existing $0.00
Skilled Nursing Facilities Inspections 17-201 (4) $250.00 $250.00 $250.00 $250.00 $250.00 Existing $0.00
Skilled Nursing Facilities Inspections Renewal 17-201 (4) $250.00 $250.00 $250.00 $250.00 $250.00 Existing $0.00
Hospital Inspections 17-201 (4) $500.00 $500.00 $500.00 $500.00 $500.00 Existing $0.00
Hood Inspections for establishments with no liquor license 17-201 (4) $100.00 $100.00 $100.00 $100.00 $100.00 Existing $0.00
Dry Cleaners Inspections 17-201 (4) $100.00 $100.00 $100.00 $100.00 $100.00 Existing $0.00
Insurance Co. Fire Investigation Reports 17-201 (4) $75.00 $250.00 $250.00 $250.00 $250.00 Existing $0.00
Retail Fireworks/Sparklers Vendor 17-201 (4) $200.00 $200.00 $200.00 $200.00 $200.00 Existing $0.00
Hotel Inspections New 17-201 (4) $250.00 $250.00 $250.00 $250.00 $250.00 Existing $0.00
Hotel Renewal 17-201 (4) $250.00 $250.00 $250.00 $250.00 $250.00 Existing $0.00
Telecommunications equipment
City of New Haven and organizations approved by the controller 17-201 (4) $0.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Set by Set by Set by Set by Set by
Government-related users 17-201 (4) Assessor Assessor Assessor Assessor Assessor Existing
Set by Set by Set by Set by Set by
Private commercial users 17-201 (4) Assessor Assessor Assessor Assessor Assessor Existing
$0.00
Arson Reports $0.00
Arson Report including pictures/videos & full page documentation 17-201 (4) $525.00 $525.00 $525.00 $525.00 $525.00 Existing $0.00
Basic Report $0.00 $10.00 $10.00 Existing $0.00
Rescue insurance recovery fees

Light duty rescue-Personnel and equipment used to secure and
protect scene 17-201 (4) $375.00 $375.00 $375.00 $450.00 $450.00 Existing $0.00
Heavy duty rescue-Same as light duty rescue with additional

equipment (hydraulic, pneumatic etc.) to free victims 17-201 (4) $650.00 $650.00 $650.00 $900.00 $900.00 Existing $0.00
Technical rescue-Confined space, vertical or search and rescue
(additional charges may apply) 17-201 (4) $1,000.00 $1,000.00 $1,000.00 $1,500.00 $1,500.00 Existing $0.00
Hazmat response-Response to incident where substance is
determined to pose an unreasonable risk to health and safety.
(Does not include damaged equipment) 17-201 (4) $1,500.00 $1,500.00 $1,500.00 $1,500.00 $1,500.00 Existing $0.00
Light vehicle fire-Customary passenger vehicles 17-201 (4) $300.00 $300.00 $300.00 $300.00 $300.00 Existing $0.00
Heavy vehicle fire-Commercial vehicles, trucks and buses 17-201 (4) $450.00 $450.00 $450.00 $450.00 $450.00 Existing $0.00
Structure fire-Commercial/Industrial 17-201 (4) $750.00 $750.00 $750.00 $750.00 $750.00 Existing $0.00
Standby rate-After initial response (security, lighting & other

support requiring that equipment be held on scene), per hour 17-201 (4) $75.00 $75.00 $75.00 $150.00 $150.00 Existing $0.00
Building Plan Review 17-201 (4)

under 2,000 sq. ft. 17-201 (4) $65.00 $65.00 $65.00 $80.00 $80.00 Existing $0.00
2,000-4,999 sq. ft. 17-201 (4) $110.00 $110.00 $110.00 $150.00 $150.00 Existing $0.00
5,000-9,999 sq. ft. 17-201 (4) $400.00 $400.00 $400.00 $450.00 $450.00 Existing $0.00
10,000-29,999 sq. ft. 17-201 (4) $600.00 $600.00 $600.00 $650.00 $650.00 Existing $0.00
30,000-49,999 sq. ft. 17-201 (4) $800.00 $800.00 $800.00 $850.00 $850.00 Existing $0.00
over 50,000 sq. ft. 17-201 (4) $1,350.00 $1,350.00 $1,350.00 $1,400.00 $1,400.00 Existing $0.00
Fire Alarm System Plan Review

1-4,999 sq. ft. 17-201 (4) $65.00 $65.00 $65.00 $80.00 $80.00 Existing $0.00
5,000-9,999 sq. ft. 17-201 (4) $110.00 $110.00 $110.00 $150.00 $150.00 Existing $0.00
10,000-49,999 sq. ft. 17-201 (4) $215.00 $215.00 $215.00 $250.00 $250.00 Existing $0.00
over 50,000 sq. ft. 17-201 (4) $500.00 $500.00 $500.00 $550.00 $550.00 Existing $0.00
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 +/- FY 22
Sprinkler/Fire Protection System Plan Review
1-4,999 sq. ft. 17-201 (4) $65.00 $65.00 $65.00 $80.00 $80.00 Existing $0.00
5,000-9,999 sq. ft. 17-201 (4) $110.00 $110.00 $110.00 $150.00 $150.00 Existing $0.00
10,000-49,999 sq. ft. 17-201 (4) $215.00 $215.00 $215.00 $250.00 $250.00 Existing $0.00
over 50,000 sq. ft. 17-201 (4) $500.00 $500.00 $500.00 $550.00 $550.00 Existing $0.00
Modifications, Alterations, or Additions to Existing Fire Alarm and/or
Active Fire Protective System(s)
Vacant Building Registration Program

Vacant Secured (Initial Registration Fee Per Building -
Residential) 17-201 (4) $250.00 $250.00 $250.00 $250.00 Existing $0.00
Vacant Secured (Renewal fee per building for vacant -
(Residential) 17-201 (4) $500.00 $500.00 $500.00 $500.00 Existing $0.00
Vacant Secured (Initial Registration Fee Per Building -
(Commercial) 17-201 (4) $1,000.00 $1,000.00 $1,000.00 $1,000.00 Existing $0.00
Vacant Secured (Renewal fee per building for vacant -
Vacant Unsecured (Initial Registration Fee Per Building -
Vacant Unsecured (Renewal Registration Fee Per Building -
Vacant Unsecured (Initial Registration Fee Per Building up to
5,000 square feet - (Commercial) 17-201 (4) $1,000.00 $1,000.00 $1,000.00 $1,000.00 Existing $0.00
Vacant Unsecured (Initial Registration Fee Per Building greater
than 5,000 square feet - (Commercial) 17-201 (4) $2,500.00 $2,500.00 $2,500.00 $2,500.00 Existing $0.00
Vacant Abandon (Initial Registration Fee Per Building -
Vacant Abandon (Initial Registration Fee Per Building -
Vacant Building Board up Services Fee Per Building -
(Residential) 17-201 (4) $1,000.00 $1,000.00 $1,000.00 $1,000.00 Existing $0.00
Vacant Building board up Services Per Building up to 5,000
square feet - (Commercial) 17-201 (4) $1,500.00 $1,500.00 $1,500.00 $1,500.00 Existing $0.00
Min. $3,000
+ Min. $3,000 + Min. $3,000 + Min. $3,000 +
Vacant Building board up Services greater than 5,000 square Labor/Materi Labor/Materia Labor/Material Labor/Material
feet - (Commercial) 17-201 (4) als ls s s Existing $0.00
Vacant Building Monthly Late Fee (Residential) 17-201 (4) $100.00 New $100.00
Vacant Building Monthly Late Fee (Commercial) 17-201 (4) $400.00 New $400.00
Operational Permits-To Operate an occupancy per use of

special hazards
Ambulatory Health Care clinic 17-201 (4) $0.00 $0.00 $50.00 $50.00 Existing $0.00
Day-Care Center 17-201 (4) $0.00 $0.00 $0.00 $50.00 $50.00 Existing $0.00
Explosives, use and storage 17-201 (4) $0.00 $0.00 $0.00 $60.00 $60.00 Existing $0.00
Fireworks, sale and storage of consumer 17-201 (4) $0.00 $0.00 $0.00 $250.00 $250.00 Existing $0.00
Flammable liquid storage (Gas Station) 17-201 (4) $0.00 $0.00 $0.00 $150.00 $150.00 Existing $0.00
Health Care Facilities 17-201 (4) $0.00 $0.00 $0.00 $50.00 $50.00 Existing $0.00
Hotels 17-201 (4) $0.00 $0.00 $0.00 $50.00 $50.00 Existing $0.00
Hot Work Permits 17-201 (4) $0.00 $0.00 $0.00 $40.00 $40.00 Existing $0.00
Place of assembly (restaurants, special amusement buildings)-with
Liquor 17-201 (4) $0.00 $0.00 $0.00 $100.00 $100.00 Existing $0.00
Place of assembly (restaurants, special amusement buildings)-Non-
Liquor 17-201 (4) $0.00 $0.00 $0.00 $50.00 $50.00 Existing $0.00
Residential board and care 17-201 (4) $0.00 $0.00 $0.00 $50.00 $50.00 Existing $0.00
Business facilities 17-201 (4) $0.00 $0.00 $0.00 $50.00 $50.00 Existing $0.00
Pyrotechnic/Flame effects/Fireworks 17-201 (4) $0.00 $0.00 $0.00 $50.00 $50.00 Existing $0.00
Special outdoor events (including fairs, carnivals or other events) 17-201 (4) $0.00 $0.00 $0.00 $50.00 $50.00 Existing $0.00
Temporary tents over 400sq ft.; per tent for 1st tent 17-201 (4) $0.00 $0.00 $0.00 $25.00 $25.00 Existing $0.00
Temporary tents over 400sq ft.; per tent, after 1st tent charge (per) 17-201 (4) $0.00 $0.00 $0.00 $5.00 $5.00 Existing $0.00
Temporary liquor license 17-201 (4) $0.00 $0.00 $0.00 $25.00 $25.00 Existing $0.00
Fire Prevention Fee Schedule
Rapid Entry Key Lock Box Systems ("Knox Box") Application 17-201 (4) $0.00 $0.00 $0.00 $100.00 $100.00 Existing $0.00
Removable or Abandonment of Any Flammable or Combustible

Liquid Storage Tank (Per Tank) 17-201 (4) $0.00 $0.00 $0.00 $75.00 $75.00 Existing $0.00
Plan Reviews
Per additional 1,000 Sq. Feet >10,000 17-201 (4) $0.00 $0.00 $0.00 $50.00 $50.00 Existing $0.00
Commercial Cooking Systems (Per System) 17-201 (4) $0.00 $0.00 $0.00 $100.00 $100.00 Existing $0.00
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 +/- FY 22
Assembly Uses
Eating establishment under 50 occupancy 17-201 (4) $0.00 $0.00 $0.00 $95.00 $95.00 Existing $0.00
Take-out food service (no seating) 17-201 (4) $0.00 $0.00 $0.00 $70.00 $70.00 Existing $0.00
Recreation center; multipurpose rooms, etc., with less than 50
occupancy 17-201 (4) $0.00 $0.00 $0.00 $95.00 $95.00 Existing $0.00
Church or synagogue used for worship services 17-201 (4) No charge No charge No charge No charge No charge Existing $0.00
Emergency Medical Services Facilities 17-201 (4) No charge No charge No charge No charge No charge Existing $0.00
Municipal Activity centers 17-201 (4) No charge No charge No charge No charge No charge Existing $0.00
Business and Professional Uses

Business/professional use less than 1,000 square feet 17-201 (4) $0.00 $0.00 $0.00 $55.00 $55.00 Existing $0.00
Business/professional use more than 1,000 square feet but less
than 3,000 square feet 17-201 (4) $0.00 $0.00 $0.00 $95.00 $95.00 Existing $0.00
Business/professional use more than 3,000 square feet but less
than 5,000 square feet 17-201 (4) $0.00 $0.00 $0.00 $120.00 $120.00 Existing $0.00
Business/professional use more than 5,000 square feet 17-201 (4) $0.00 $0.00 $0.00 $170.00 $170.00 Existing $0.00
Retail use (mercantile).

Retail use less than 1,000 square feet 17-201 (4) $0.00 $0.00 $0.00 $70.00 $70.00 Existing $0.00
Retail use more than 1,000 square feet but less than 3,000 square
feet 17-201 (4) $0.00 $0.00 $0.00 $95.00 $95.00 Existing $0.00
Retail use more than 3,000 square feet but less than 5,000 square
feet 17-201 (4) $0.00 $0.00 $0.00 $120.00 $120.00 Existing $0.00
Non-Life Hazard Fees

Use Group R-2 (multiple dwellings) and mixed use with any
residential use: One to three dwelling units 17-201 (4) $0.00 $0.00 $0.00 $90.00 $90.00 Existing $0.00
Four dwelling units and up ($15 per each additional dwelling unit) 17-201 (4) $0.00 $0.00 $0.00 $90.00 $90.00 Existing $0.00
Use groups A (Assembly), B (Business), E (Educational), F
(Factory/Industrial), I (Institutional), M (Mercantile),and S
(Storage/Warehouse) based upon the gross floor area of building
or tenant space: 17-201 (4)
Up to 3,000 square feet 17-201 (4) $0.00 $0.00 $0.00 $90.00 $90.00 Existing $0.00
3,000 square feet and greater ($19.00 for every additional 1,000
square feet or part thereof) 17-201 (4) $0.00 $0.00 $0.00 $90.00 $90.00 Existing $0.00
Use Group H (not life hazard use) 17-201 (4) $0.00 $0.00 $0.00 $500.00 $500.00 Existing $0.00
Use Group T (Temporary Structure) 17-201 (4) $0.00 $0.00 $0.00 $150.00 $150.00 Existing $0.00
Owners of non-owner occupied structures, including vacant

structures, of all Use Groups, excepting R-2, shall register with
the Bureau of Fire Safety and pay an annual registration fee 17-201 (4) $0.00 $0.00 $0.00 $50.00 $50.00 Existing $0.00
Additional Fees - Copies of all fire incident reports 17-201 (4) $0.00 $0.00 $0.00 $35.00 $35.00 Existing $0.00
Additional Fees - Copies of all photographs of a fire incident (per
photograph 17-201 (4) $0.00 $0.00 $0.00 $5.00 $5.00 Existing $0.00
Use groups A (Assembly), B (Business), E (Educational), F
(Factory/Industrial), I (Institutional), M (Mercantile),and S
(Storage/Warehouse) based upon the gross floor area of building
or tenant space: 17-201 (4)
Up to 3,000 square feet 17-201 (4) $0.00 $0.00 $0.00 $90.00 $90.00 Existing $0.00
3,001 to 4,000 square feet 17-201 (4) $0.00 $0.00 $0.00 $109.00 $109.00 Existing $0.00
14001 to 15,000 square feet 17-201 (4) $0.00 $0.00 $0.00 $318.00 $318.00 Existing $0.00
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 +/- FY 22
Health Department
Food Service
Food service establishment license- less than 1,500 sq. ft. of floor
area 17-201 (5) $150.00 $150.00 $150.00 $200.00 $200.00 Existing $0.00
Food service establishment license- greater than or equal to 1,500

sq. ft. in floor area but less than 3,000 sq. ft. of floor area 17-201 (5) $275.00 $275.00 $275.00 $300.00 $300.00 Existing $0.00
Food service establishment license- greater than or equal to 3,000
sq. ft. in floor area or has a drive-up window 17-201 (5) $475.00 $475.00 $475.00 $500.00 $500.00 Existing $0.00
Food service establishment license application fee 17-201 (5) $100.00 $100.00 $100.00 $100.00 $100.00 Existing $0.00
Food service establishment license - catering 17-201 (5) $550.00 $550.00 $550.00 $550.00 $550.00 Existing $0.00
Food service plan review fee 17-201 (5) $0.00 $0.00 $0.00 $150.00 $150.00 Existing $0.00
Itinerant food service license 17-201 (5) $200.00 $200.00 $200.00 $250.00 $250.00 Existing $0.00
Itinerant food service application fee 17-201 (5) $50.00 $50.00 $50.00 $100.00 $100.00 Existing $0.00
Itinerant food service - vehicle inspection fee (per each vehicle to
be used in business) 17-201 (5) $30.00 $30.00 $30.00 $50.00 $50.00 Existing $0.00
Itinerant food vendor reciprocal (non-New Haven) inspection fee 17-201 (5) $0.00 $0.00 $0.00 $80.00 $80.00 Existing $0.00
Food service or restaurant establishment license renewal - late
penalty fee 17-201 (5) $150.00 $150.00 $150.00 $150.00 $150.00 Existing $0.00
Temporary food service operation for an event held in one location
for one (1) day only 17-201 (5) $60.00 $60.00 $60.00 $80.00 $80.00 Existing $0.00
Temporary food service operation for an event held in one (1)
location for more than one (1) day 17-201 (5) $125.00 $125.00 $125.00 $200.00 $200.00 Existing $0.00
Second Re-Inspection 17-201 (5) $100.00 $100.00 $100.00 $100.00 $100.00 Existing $0.00
Pools
Public swimming pool license 17-201 (5) $350.00 $350.00 $350.00 $350.00 $350.00 Existing $0.00
Additional pool water analysis 17-201 (5) $40.00 $40.00 $40.00 $40.00 $40.00 Existing $0.00
Individual homeowner's non-public pool water analysis 17-201 (5) $40.00 $40.00 $40.00 $40.00 $40.00 Existing $0.00
Day Care
Day Care Center Inspection 17-201 (5) $110.00 $110.00 $110.00 $110.00 $110.00 Existing $0.00
Septic Systems
Septic tank system permit to install or repair 17-201 (5) $180.00 $180.00 $180.00 $180.00 $180.00 Existing $0.00
Septic tank permit for each truck annually 17-201 (5) $45.00 $45.00 $45.00 $45.00 $45.00 Existing $0.00
Plus for each 1,000 gallons of discharge, or fraction thereof
delivered by each truck 17-201 (5) $28.00 $28.00 $28.00 $28.00 $28.00 Existing $0.00
Clinical
Tuberculin skin test 17-201 (5) $20.00 $20.00 $20.00 $20.00 $20.00 Existing $0.00
STD Clinic 17-201 (5) $20.00 $20.00 $20.00 $20.00 $20.00 Existing $0.00
Tuberculin office visit fee 17-201 (5) $20.00 $20.00 $20.00 $20.00 $20.00 Existing $0.00
Adult immunization office visit fee 17-201 (5) $20.00 $20.00 $20.00 $20.00 $20.00 Existing $0.00
Children's Clinic office visit fee 17-201 (5) $20.00 $20.00 $20.00 $20.00 $20.00 Existing $0.00
Travel Clinic office visit fee 17-201 (5) $50.00 $50.00 $50.00 $50.00 $50.00 Existing $0.00
Tuberculosis home visit fee 17-201 (5) $60.00 $60.00 $60.00 $60.00 $60.00 Existing $0.00
Vision Screenings 17-201 (5) $10.58 $10.58 $10.58 $10.58 $10.58 Existing $0.00
Hearing Screenings 17-201 (5) $12.80 $12.80 $12.80 $12.80 $12.80 Existing $0.00
Postural (Scoliosis) Screenings 17-201 (5) $18.14 $18.14 $18.14 $18.14 $18.14 Existing $0.00
Trailer camps
Trailer camps, 15,000 square feet or less 17-201 (5) $875.00 $875.00 $875.00 $875.00 $875.00 Existing $0.00
If area exceeds 15,000 square feet, for each additional square foot 17-201 (5) $160.00 $160.00 $160.00 $160.00 $160.00 Existing $0.00
Weights and Measures

Scales large and small capacity (per scale) 17-201 (5) $36.00 $36.00 $36.00 $36.00 $36.00 Existing $0.00
Retail petroleum dispenser meter 17-201 (5) $45.00 $45.00 $45.00 $45.00 $45.00 Existing $0.00
Truck petroleum meter 17-201 (5) $80.00 $80.00 $80.00 $80.00 $80.00 Existing $0.00
On-site clinic Fee

School Based Health Clinic Permit Fee (Per-Site) 17-201 (5) $10,000.00 $25,000.00 $0.00 $0.00 Existing $0.00
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 +/- FY 22
Office of Building, Inspection and Enforcement
Removal or Demolition of any Building or Structure

For buildings or structures not exceeding 5,000 cubic feet 17-201 (6) $0.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
For buildings or structures exceeding 5,000 cubic feet but not
exceeding 50,000 cubic feet 17-201 (6) $0.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
For buildings or structures exceeding 50,000 cubic feet 17-201 (6) $0.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Plus for each additional 5,000 cubic feet after 50,000 17-201 (6) $0.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
For any building ordered demolished by governmental authority
(except a building under 5,000 cubic feet) 17-201 (6) $0.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
For any building or structure (per first $1,000.00 or portion thereof) 17-201 (6) $50.00 $50.00 $50.00 $53.00 $53.00 Existing $0.00
For any building or structure (per each additional $1,000.00 or
portion thereof) 17-201 (6) $30.00 $30.00 $30.00 $33.00 $33.00 Existing $0.00
For any city-owned building or structure 17-201 (6) $0.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Inspection fee 17-201 (6) $0.00 Existing $0.00
Legal occupancy analysis and open records search 17-201 (6) $40.00 $40.00 $40.00 $40.00 $40.00 Existing $0.00
Above are zero due to below fees
For buildings or structures per 1,000 cubic ft., 17-201 (6)
Release of Building Code Violation 17-201 (6) $100.00 $100.00 $100.00 $100.00 $100.00 Existing $0.00
Release of Zoning Code Violation - New 17-201 (6) $100.00 $100.00 $100.00 $100.00 $100.00 Existing $0.00
Release of Zoning Code Violation orders - New 17-201 (6) $100.00 $100.00 $100.00 $100.00 $100.00 Existing $0.00
Fee Schedule for Building Permits

The below lines includes an 0.26 cent state educational
surcharge as governed by CGS 2925-L-C as amended from
time to time
Building construction (per first $1,000.00 or portion thereof)
Effective July 1, 2020 to September 30, 2020 17-201 (6) $50.26 $50.26 $50.26 $50.26 $50.26 Existing $0.00
Building construction (per each additional $1,000.00 or portion

thereof) - Effective July 1, 2020 to September 30, 2020 17-201 (6) $30.26 $30.26 $30.26 $30.26 $30.26 Existing $0.00
Building construction (per first $1,000.00 or portion thereof) - July
1, 2020 - September 30, 2020 17-201 (6) $50.26 $50.26 $50.26 $50.26 $50.26 Existing $0.00
Building construction (per first $1,000.00 or portion thereof)-
Residential (1 or 2 family only) -Effective October 1, 2020 related
to building code changes 17-201 (6) $0.00 $0.00 $0.00 $50.26 $50.26 Existing $0.00
Building construction (per first $1,000.00 or portion thereof)-
Commercial/Mix use (incl. 3 or more family) -Effective October 1,
2020 related to building code changes 17-201 (6) $0.00 $0.00 $0.00 $55.26 $55.26 Existing $0.00
thereof)-Residential (1 or 2 family only)-Effective October 1, 2020
related to building code changes 17-201 (6) $0.00 $0.00 $0.00 $27.26 $27.26 Existing $0.00
thereof)-Commercial/Mix use (incl. 3 or more family)-Effective
October 1, 2020 related to building code changes 17-201 (6) $0.00 $0.00 $0.00 $35.26 $35.26 Existing $0.00
Plumbing construction (per first $1,000.00 or portion thereof)- July
Plumbing construction (per each additional $1,000.00 or portion
thereof)- July 1, 2020 - September 30, 2020 17-201 (6) $30.26 $30.26 $30.26 $30.26 $30.26 Existing $0.00
Plumbing construction (per first $1,000.00 or portion thereof)-
Residential (1 or 2 family only)-Effective October 1, 2020 related
Plumbing construction (per first $1,000.00 or portion thereof)-
Commercial/Mix use (incl. 3 or more family)-Effective October 1,
thereof)-Residential (1 or 2 family only)-Effective October 1, 2020
thereof)-Commercial/Mix use (incl. 3 or more family)-Effective
Plumbing installation or repair (per $1,000.00 or portion thereof)-
July 1, 2020 - September 30, 2020 17-201 (6) $50.26 $50.26 $50.26 $50.26 $50.26 Existing $0.00
Plumbing installation or repair (per each additional $1,000.00 or

portion thereof)- July 1, 2020 - September 30, 2020 17-201 (6) $30.26 $30.26 $30.26 $30.26 $30.26 Existing $0.00
Plumbing installation or repair (per $1,000.00 or portion thereof)-
Residential (1 or 2 family only) -Effective October 1, 2020 related
Plumbing installation or repair (per $1,000.00 or portion thereof)--
Commercial/Mix use (include 3 or more family)-Effective October
1, 2020 related to building code changes 17-201 (6) $0.00 $0.00 $0.00 $55.26 $55.26 Existing $0.00
portion thereof)-Residential (1 or 2 family only)-Effective October
1, 2020 related to building code changes 17-201 (6) $0.00 $0.00 $0.00 $27.26 $27.26 Existing $0.00
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 +/- FY 22

portion thereof)--Commercial/Mix use (incl. 3 or more family)-
Effective October 1, 2020 related to building code changes 17-201 (6) $0.00 $0.00 $0.00 $35.26 $35.26 Existing $0.00
Electrical construction (per first $1,000.00 or portion thereof)- July
Electrical construction (per each additional $1,000.00 or portion
thereof)- July 1, 2020 - September 30, 2020 17-201 (6) $30.26 $30.26 $30.26 $30.26 $30.26 Existing $0.00
Electrical construction (per first $1,000.00 or portion thereof)--
Electrical construction (per first $1,000.00 or portion thereof)--
Commercial/Mix use (incl. 3+ family) -Effective October 1, 2020
thereof)--Residential (1 or 2 family only)-Effective October 1, 2020
thereof)--Commercial/Mix use (incl. 3+ family)-Effective October 1,
Electrical installation or repair (per $1,000.00 or portion thereof)-
Effective July 1, 2020 - September 30, 2020 17-201 (6) $50.26 $50.26 $50.26 $50.26 $50.26 Existing $0.00
Electrical installation or repair (per each additional $1,000.00 or

portion thereof)-Effective July 1, 2020 - September 30, 2020 17-201 (6) $30.26 $30.26 $30.26 $30.26 $30.26 Existing $0.00
Electrical installation or repair (per first $1,000.00 or portion
thereof)--Residential (1 or 2 family only)-Effective October 1, 2020
Electrical installation or repair (per first $1,000.00 or portion
thereof)--Commercial/Mix use (incl. 3 or more family)-Effective
Electrical installation or repair (per $1,000.00 or portion thereof)--
Electrical installation or repair (per $1,000.00 or portion thereof)--
Heating construction (per first $1,000.00 or portion thereof)-
Effective July 1,2020 - September 30,2020 17-201 (6) $50.26 $50.26 $50.26 $50.26 $50.26 Existing $0.00
Heating construction (per each additional $1,000.00 or portion
thereof)-Effective July 1,2020 - September 30,2020 17-201 (6) $30.26 $30.26 $30.26 $30.26 $30.26 Existing $0.00
Heating construction (per first $1,000.00 or portion thereof)--
Heating, refrigeration, ventilating or other mechanical equipment
installation or repair (per $1,000.00 or portion thereof)-Effective
July 1, 2020 - September 30, 2020 17-201 (6) $50.26 $50.26 $50.26 $50.26 $50.26 Existing $0.00

installation or repair (per each additional $1,000.00 or portion
thereof)-Effective July 1, 2020 - September 30, 2020 17-201 (6) $30.26 $30.26 $30.26 $30.26 $30.26 Existing $0.00
installation or repair (per first $1,000.00 or portion thereof)--

installation or repair (per first $1,000.00 or portion thereof)--
installation or repair (per $1,000.00 or portion thereof)--Residential
(1 or 2 family only)-Effective October 1, 2020 related to building
code changes 17-201 (6) $0.00 $0.00 $0.00 $27.26 $27.26 Existing $0.00
installation or repair (per $1,000.00 or portion thereof)--
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 +/- FY 22
Sign, marquee or billboard construction, erection, repair, alteration
or removal for which a permit is required by state building code
costing $1,000.00 or fraction thereof - Effective July 1, 2020 -
September 30, 2020 17-201 (6) $50.26 $50.26 $50.26 $50.26 $50.26 Existing $0.00

costing $1,000.00 or fraction thereof - Effective October 1, 2020 17-201 (6) $0.00 $0.00 $50.26 $55.26 $55.26 Existing $0.00
costing $1,000.00 or fraction thereof (per each additional
$1,000.00 or portion thereof) - Effective July 1, 2020 - September
30, 2020 17-201 (6) $30.26 $30.26 $30.26 $30.26 $30.26 Existing $0.00

costing $1,000.00 or fraction thereof (per each additional
$1,000.00 or portion thereof) - Effective October 1, 2020 17-201 (6) $0.00 $0.00 $30.26 $35.26 $35.26 Existing $0.00
Certificate of occupancy, single dwelling only 17-201 (6) $50.00 $50.00 $50.00 $50.00 $50.00 Existing $0.00
Certificate of occupancy, first dwelling of multiple dwelling (incl.
residential portion of mix use structure) 17-201 (6) $50.00 $50.00 $50.00 $50.00 $50.00 Existing $0.00
Plus for each dwelling unit in excess of 1 (incl. residential portion of
mix use structure) 17-201 (6) $30.00 $30.00 $30.00 $30.00 $30.00 Existing $0.00
Nonresidential buildings: 20,000 square feet of gross floor area
(incl. commercial portion of mix use building) 17-201 (6) $50.00 $50.00 $50.00 $55.00 $55.00 Existing $0.00
Each additional 10,000 sf of gross floor area or fraction thereof
(incl. commercial portion of mix use building) 17-201 (6) $30.00 $30.00 $30.00 $35.00 $35.00 Existing $0.00
Certificate of Approval
(Section 110.6 of 2003 IBC as Modified by 2005 Amendment) 17-201 (6) $30.00 $30.00 $30.00 $30.00 $30.00 Existing $0.00
No permanent or temporary certificate of use and occupancy shall

be issued by the Office of Building Inspection and Enforcement
until the owner or builder has certified to the actual cost of the
construction, erection, repair, alteration or extension for which a
permit was issued and has paid to the building department any
additional fee which may be due and payment of the appropriate
fee has been made in accordance with the fee schedule set forth in
section 17-201. 17-201 (6) Existing $0.00
(b) Penalty: Any person or individual who performs any act

covered by this section without having obtained the necessary
permit shall be subject to the payment of a penalty equivalent to an
amount that is double the applicable permit fee as established in
section 17-201.6(a). Notwithstanding the foregoing, said penalty,
shall, pursuant to C.G.S. Section 29-254a, not exceed one
thousand dollars ($1,000.00). 17-201 (6) Existing $0.00
(c) Appeal. Any person or individual aggrieved by the imposition of

a penalty, may appeal such action by filing a written notice of intent
to appeal within (10) calendar days of receipt of the written notice
of the penalty. The appeal must be taken in accordance with the
requirements set forth in section 17-1.16 of this chapter. 17-201 (6) Existing $0.00
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 +/- FY 22
Permit & License Center
License fees:
Excavation license 17-201 (7) $240.00 $240.00 $240.00 $240.00 $240.00 Existing $0.00
Sidewalk license 17-201 (7) $350.00 $350.00 $350.00 $350.00 $350.00 Existing $0.00
Sandwich board sign license 17-201 (7) $180.00 $180.00 $180.00 $180.00 $180.00 Existing $0.00
Annual Utility Obstruction Permit 17-201 (7) $600.00 $600.00 $600.00 $600.00 $600.00 Existing $0.00
Permanent Patch Fee:

Local Road Fee: Per 85 sq. ft. (Regular Side Streets) 17-201 (7) $1,000.00 $1,000.00 $1,000.00 $1,000.00 $1,000.00 Existing $0.00
Collector Road Fee: Per 85 sq. ft. (Main Street or Arterials) 17-201 (7) $1,500.00 $1,500.00 $1,500.00 $1,500.00 $1,500.00 Existing $0.00
Commercial waste collectors license 17-201 (7) $350.00 $0.00 $0.00 $0.00 $0.00 Deleted $0.00
Permit Fees:
Excavation Permit 17-201 (7) $95.00 $95.00 $95.00 $95.00 $95.00 Existing $0.00
Excavation Permit (for each excavation in excess of 200 square
feet and up to a length of one block) 17-201 (7) $150.00 $150.00 $150.00 $150.00 $150.00 Existing $0.00
Excavation Permit (for each additional block or part thereof) 17-201 (7) $150.00 $150.00 $150.00 $150.00 $150.00 Existing $0.00
Sidewalk permit (walk and curb work permit per address) 17-201 (7) $40.00 $40.00 $40.00 $40.00 $40.00 Existing $0.00
Obstruction Permit:
Obstruction Permit - 0 to 10ft, for first 12 months. From 11ft to 50ft
see Obstruction Permit Fee Chart 17-201(7) $1,000.00 $1,000.00 $1,000.00 $1,000.00 $1,000.00 Existing $0.00
First month (if < 50 ft. of obstruction) 17-201 (7) $32.00 $32.00 $32.00 $32.00 $32.00 Existing $0.00
Second month (if < 50 ft. of obstruction) 17-201 (7) $60.00 $64.00 $64.00 $64.00 $64.00 Existing $0.00
Third month (if < 50 ft. of obstruction) 17-201 (7) $90.00 $96.00 $96.00 $96.00 $96.00 Existing $0.00
Each additional month (if < 50 ft. of obstruction) 17-201 (7) $32.00 $32.00 $32.00 $32.00 $32.00 Existing $0.00
Beyond 12 months - each successive month 17-201 (7) $350.00 $350.00 $350.00 $350.00 $350.00 Existing $0.00
Amusements, Exhibitions and Entertainment

One day
Capacity under 500 persons 17-201 (7) $55.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Capacity 500 to 1,000 persons 17-201 (7) $100.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Capacity over 1,000 persons 17-201 (7) $150.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Special Event Fee's

Special Event Permit - Review Fee (Non-Refundable) $50.00 $50.00 $50.00 $50.00 $50.00 Existing $0.00
The special event review fee is waived for NH residents for Block Parties. The resident(s) must live on the street in which they are applying for.
The below mentioned fees are in addition to the Special Event Permit Fee
Street Intersection closure Fee (Per-Intersection closure) 17-201 (7) $25.00 $25.00 $25.00 $25.00 $25.00 Existing $0.00
Outdoor Market(s) (Per-Location) 17-201 (7) $25.00 $25.00 $25.00 $25.00 $25.00 Existing $0.00
Block Parties, Festivals, etc. (Per-Day) 17-201 (7) $50.00 $50.00 $50.00 $50.00 $50.00 Existing $0.00
Demonstration, Protest, Rally, ETC (Per-Day) 17-201 (7) $50.00 $50.00 $50.00 $50.00 $50.00 Existing $0.00
Church Services/Prayers vigils (per day) 17-201 (7) $25.00 $25.00 $25.00 $25.00 $25.00 Existing $0.00
Each day for successive days of a term exceeding one day

and not exceeding three (3) months:
Amusement, exhibition or attraction, 3 months:

Amusement, exhibition or carnival (Per-day) 17-201 (7) $100.00 $100.00 $100.00 $100.00 Existing $0.00
Amusements, exhibitions or attractions, 1 year:

Capacity under 500 persons 17-201 (7) $1,000.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Capacity 500 to 1,000 persons 17-201 (7) $1,350.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Capacity over 1,000 persons 17-201 (7) $1,800.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 +/- FY 22
Amusements, exhibitions or attractions to promote business:

Per year or fractional part thereof 17-201 (7) $300.00 $300.00 $300.00 $300.00 $300.00 Existing $0.00
Or, per performance, but not to exceed $100.00 in any one year 17-201 (7) $60.00 $60.00 $60.00 $60.00 $60.00 Existing $0.00
Amusement Devices and Game Rooms:

Operators of machines or devices or per machine or device 17-201 (7) $55.00 $55.00 $55.00 $55.00 $55.00 Existing $0.00
Game rooms 17-201 (7) $475.00 $475.00 $475.00 $475.00 $475.00 Existing $0.00
Distributors 17-201 (7) $950.00 $950.00 $950.00 $950.00 $950.00 Existing $0.00
Pool tables (non-machine exempt in private club) 17-201 (7) $160.00 $160.00 $160.00 $160.00 $160.00 Existing $0.00
Vendors
Vendors, annual license 17-201 (7) $200.00 $200.00 $200.00 $200.00 $200.00 Existing $0.00
Vendors, license for 4 or fewer consecutive days, price per day 17-201 (7) $60.00 $60.00 $60.00 $60.00 $60.00 Existing $0.00
Managing vendors
Managing vendors 17-201 (7) $3,500.00 $3,500.00 $3,500.00 $3,500.00 $3,500.00 Existing $0.00
Vendor Enforcement Fines (Section 17-11)

Operating without a Vendor License 17-201 (7) $0.00 $199.00 $199.00 $199.00 $199.00 Existing $0.00
Failure to Renew Vendor License (more than 30 days expired) 17-201 (7) $0.00 $75.00 $75.00 $75.00 $75.00 Existing $0.00
Failure to Display Vendor License in a prominent and visible manne 17-201 (7) $0.00 $75.00 $75.00 $75.00 $75.00 Existing $0.00
Failure to display photo identification badge on his/her person while 17-201 (7) $0.00 $75.00 $75.00 $75.00 $75.00 Existing $0.00
Illegal Parking of Vending Apparatus (truck, cart, or stand) 17-201 (7) $0.00 $75.00 $75.00 $75.00 $75.00 Existing $0.00
Illegal Renting of Vending Space 17-201 (7) $0.00 $75.00 $75.00 $75.00 $75.00 Existing $0.00
Illegal Vending During A Declared Festival/Special Event 17-201 (7) $0.00 $75.00 $75.00 $75.00 $75.00 Existing $0.00
Vending within 20ft. of building entrance, exit, or alcove, driveway, m 17-201 (7) $0.00 $75.00 $75.00 $75.00 $75.00 Existing $0.00
Vending within a Restricted Area (SVDs, Residential Areas, PDDs, P 17-201 (7) $0.00 $75.00 $75.00 $75.00 $75.00 Existing $0.00
Violation of General Vending Rules & Regulations 17-201 (7) $0.00 $75.00 $75.00 $75.00 $75.00 Existing $0.00
Brokers
First License CGS 21-40 $50.00 $50.00 $50.00 $50.00 $50.00 Existing $0.00
Annual Renewal CGS 21-40 $25.00 $25.00 $25.00 $25.00 $25.00 Existing $0.00
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 +/- FY 22
Outdoor Seating
For 2 or fewer outdoor seats 17-201 (7) $55.00 $55.00 $55.00 $55.00 $55.00 Existing $0.00
For 3 or 4 outdoor seats 17-201 (7) $110.00 $110.00 $110.00 $110.00 $110.00 Existing $0.00
For 5 or more outdoor seats 17-201 (7) $160.00 $160.00 $160.00 $160.00 $160.00 Existing $0.00
Permits valid from April 15 to November 15
Permit fees shall not be prorated.
Tag Sales
For sales held more than two consecutive days, per day 17-201 (7) $40.00 $40.00 $40.00 $40.00 $40.00 Existing $0.00
For sales held on the same premises more than twice during one
calendar month 17-201 (7) $40.00 $40.00 $40.00 $40.00 $40.00 Existing $0.00
Auctions (per day) 17-201 (7) $125.00 $125.00 $125.00 $125.00 $125.00 Existing $0.00
Auctioneers (per year) 17-201 (7) $325.00 $325.00 $325.00 $325.00 $325.00 Existing $0.00
Auctioneers (per day) 17-201 (7) $90.00 $90.00 $90.00 $90.00 $90.00 Existing $0.00
Bowling Alleys, each, per year 17-201 (7) $160.00 $160.00 $160.00 $160.00 $160.00 Existing $0.00
Pay telephones, operating fee 17-201 (7) $125.00 $125.00 $125.00 $125.00 $125.00 Existing $0.00
Pay telephones, permit fee, per phone 17-201 (7) $112.00 $112.00 $112.00 $112.00 $112.00 Existing $0.00
Sales: Door to door, of merchandise and/or services

Connecticut residents (per year) 17-201 (7) $290.00 $290.00 $290.00 $290.00 $290.00 Existing $0.00
Non-Connecticut residents (per year) 17-201 (7) $350.00 $350.00 $350.00 $350.00 $350.00 Existing $0.00
Sales of magazine subscriptions only (per year) $60.00 $60.00 $60.00 $60.00 $60.00 Existing $0.00
Closeout Sales
No more than 15 days 17-201 (7) $125.00 $125.00 $125.00 $125.00 $125.00 Existing $0.00
Per day supplemental license 17-201 (7) $125.00 $125.00 $125.00 $125.00 $125.00 Existing $0.00
Rooming Houses
Rooming House: 10 or fewer units 17-201 (7) $125.00 $125.00 $125.00 $125.00 $125.00 Existing $0.00
More than 10 rooming units 17-201 (7) $250.00 $250.00 $250.00 $250.00 $250.00 Existing $0.00
Parades
Regulation of parades, processions permit 17-201 (7) $55.00 $0.00 $0.00 $0.00 $0.00 Deleted $0.00
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 +/- FY 22
Livable City Initiative
Residential License Permit:

Residential License Permit, First 2 Units 17-201 (7) $135.00 $200.00 $200.00 $200.00 $200.00 Existing $0.00
Each Additional Unit 17-201 (7) $35.00 $50.00 $50.00 $50.00 $50.00 Existing $0.00
2nd Re-inspection - Failed Inspection 17-201 (7) $50.00 $75.00 $75.00 $75.00 $75.00 Existing $0.00
Failure to Appear at Scheduled Inspection 17-201 (7) $50.00 $50.00 $50.00 $50.00 $50.00 Existing $0.00
Application Fee's
Residential Loan Programs (except Elderly Emergency 17-201 (7) $25.00 $25.00 $25.00 $25.00 Existing $0.00
Non/For-Profit Development Projects: 17-201 (7) $150.00 $150.00 $150.00 $150.00 Existing $0.00
Administrative Fees
Document Prep Fee (Development Loan) 17-201 (7) $500.00 $500.00 $500.00 $500.00 Existing $0.00
Lien Processing Fee including 17-201 (7) $150.00 $150.00 $150.00 $150.00 Existing $0.00
Anti-Blight
Demolition
Property Management Lien
Relocation
Lien Release Request including 17-201 (7) $50.00 $50.00 $50.00 $50.00 Existing $0.00
Anti-Blight
Demolition
Mortgage- Development/Residential
Relocation
Payoff Request Including 17-201 (7) $25.00 $25.00 $25.00 $25.00 Existing $0.00
Anti-Blight
Demolition
Mortgage- Development/Residential
Relocation
Subordination / Modification Request 17-201 (7) $50.00 $50.00 $50.00 $50.00 Existing $0.00
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 +/- FY 22
Parks Department
Entry Fees**
**All fees plus staff time, plus 15% of total
Adult unlimited softball per team 17-201 (8) $350.00 $350.00 $350.00 $350.00 $350.00 Existing $0.00
League entry per team 17-201 (8) $160.00 $160.00 $160.00 $160.00 $160.00 Existing $0.00
19 years and under division 17-201 (8) $90.00 $90.00 $90.00 $90.00 $90.00 Existing $0.00
Field Rental
Use of practice field by adults - 2 hours or less 17-201 (8) $45.00 $45.00 $45.00 $45.00 $45.00 Existing $0.00
Use of practice field by adults 2-4 hours 17-201 (8) $60.00 $60.00 $60.00 $65.00 $65.00 Existing $0.00
Baseball: Each additional hour 17-201 (8) $20.00 $20.00 $20.00 $20.00 $20.00 Existing $0.00
Baseball: Use of lights per hour or portion thereof 17-201 (8) $55.00 $55.00 $55.00 $65.00 $65.00 Existing $0.00
Football/Soccer: Use of field - 2 hours or less 17-201 (8) $50.00 $50.00 $50.00 $60.00 $60.00 Existing $0.00
Football/Soccer: Use of field- 2-4 hours 17-201 (8) $75.00 $75.00 $75.00 $75.00 $75.00 Existing $0.00
Football/Soccer: Each additional hour 17-201 (8) $25.00 $25.00 $25.00 $25.00 $25.00 Existing $0.00
Football/Soccer: Use of lights per hour or portion thereof 17-201 (8) $65.00 $65.00 $65.00 $70.00 $70.00 Existing $0.00
Non Resident Surcharge (For all above rates) 17-201 (8) $20.00 $20.00 $20.00 $20.00 $20.00 Existing $0.00
*** New Haven Youth Sports Teams are eligible for field rental waivers if all rules
Resident Turf Field: Use of fields 2 hours or less 17-201 (8) $500.00 $500.00 $500.00 $500.00 $500.00 Existing $0.00
Resident Turf Field: Use of fields - 2 - 4 hours 17-201 (8) $750.00 $750.00 $750.00 $750.00 $750.00 Existing $0.00
Resident Turf Field: Each additional hour 17-201 (8) $250.00 $250.00 $250.00 $250.00 $250.00 Existing $0.00
Non Resident Surcharge (For turf) 17-201 (8) $250.00 $250.00 $250.00 $250.00 $250.00 Existing $0.00
Tournament Fees*
Adult softball, tournament fee per team per game 17-201 (8) $20.00 $20.00 $20.00 $30.00 $30.00 Existing $0.00
Use of lights per hour or portion thereof 17-201 (8) $55.00 $55.00 $55.00 $65.00 $65.00 Existing $0.00
All picnic areas except Lighthouse Park

Picnic shelter reservation - residents 17-201 (8) $65.00 $65.00 $65.00 $75.00 $75.00 Existing $0.00
Picnic shelter reservation - non-residents 17-201 (8) $130.00 $130.00 $130.00 $150.00 $150.00 Existing $0.00
Open Space
Open space reservation - residents 17-201 (8) $40.00 $40.00 $40.00 $40.00 $40.00 Existing $0.00
Open space reservation - non-residents 17-201 (8) $75.00 $75.00 $75.00 $75.00 $75.00 Existing $0.00
Equipment
*** Rental costs do not include applicable staff OT charged as necessary
Mobile Bleacher Unit, per day 17-201 (8) $150.00 $150.00 $150.00 $175.00 $175.00 Existing $0.00
3 row bleachers per day 17-201 (8) $55.00 $55.00 $55.00 $75.00 $75.00 Existing $0.00
Mobile stage 1 - first day includes generator 17-201 (8) $350.00 $350.00 $350.00 $375.00 $375.00 Existing $0.00
Mobile stage 1- each additional day, per day 17-201 (8) $60.00 $60.00 $60.00 $75.00 $75.00 Existing $0.00
Mobile stage 1 - extensions of length per set up 17-201 (8) $85.00 $85.00 $85.00 $85.00 $85.00 Existing $0.00
Mobile stage 2 (stage only) - first day 17-201 (8) $200.00 $200.00 $200.00 $225.00 $225.00 Existing $0.00
Mobile stage 2 - each additional day, per day 17-201 (8) $60.00 $60.00 $60.00 $60.00 $60.00 Existing $0.00
Mobile stage 3 (platform stage) - first day 17-201 (8) $160.00 $160.00 $160.00 $175.00 $175.00 Existing $0.00
Mobile stage 3 - each additional day 17-201 (8) $60.00 $60.00 $60.00 $60.00 $60.00 Existing $0.00
Mobile stage 4 (small stage) - first day 17-201 (8) $150.00 $150.00 $150.00 $175.00 $175.00 Existing $0.00
Mobile stage 4 - each additional day 17-201 (8) $60.00 $60.00 $60.00 $60.00 $60.00 Existing $0.00
Performance stage - first day 17-201 (8) $4,000.00 $4,000.00 $4,000.00 $4,000.00 Existing $0.00
Performance stage - each additional day 17-201 (8) $1,000.00 $1,000.00 $1,000.00 $1,000.00 Existing $0.00
Generators, per day 17-201 (8)
Hay wagon with tractor, per day 17-201 (8) $275.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Portable light tower, per day 17-201 (8) $150.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Standard park permit application fee

Residents 17-201 (8) $40.00 $40.00 $40.00 $45.00 $45.00 Existing $0.00
Non-Residents 17-201 (8) $75.00 $75.00 $75.00 $75.00 $75.00 Existing $0.00
Coogan & Salperto Building

Under 4 hours - residents 17-201 (8) $250.00 $250.00 $250.00 $250.00 $250.00 Existing $0.00
Under 4 hours - non-residents 17-201 (8) $350.00 $350.00 $350.00 $350.00 $350.00 Existing $0.00
Over 4 hours - residents 17-201 (8) $300.00 $300.00 $300.00 $300.00 $300.00 Existing $0.00
Over 4 hours - non-residents 17-201 (8) $500.00 $500.00 $500.00 $500.00 $500.00 Existing $0.00
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 +/- FY 22
Lighthouse Park
Resident Parking Fees
Parking Fees (resident, weekend and holidays) 17-201 (8) $0.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Parking Fees (resident, weekdays) 17-201 (8) $0.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Parking Fees (resident, senior: age 62 and above) 17-201 (8) $0.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
For off peak community oriented special events/activities/programs,

Up to 35 vehicles - $100 17-201 (8) $100.00 $100.00 $100.00 $100.00 $100.00 Existing $0.00
36 to 100 vehicles - $225 17-201 (8) $225.00 $225.00 $225.00 $225.00 $225.00 Existing $0.00
101 to 250 vehicles - $350 17-201 (8) $350.00 $350.00 $350.00 $350.00 $350.00 Existing $0.00
For over 251 vehicles - $500 17-201 (8) $500.00 $500.00 $500.00 $500.00 $500.00 Existing $0.00
Non Resident Parking Fees

Parking fees (weekends and holidays) 17-201 (8) $25.00 $25.00 $25.00 $25.00 $25.00 Existing $0.00
Parking fees (weekdays) 17-201 (8) $25.00 $25.00 $25.00 $25.00 $25.00 Existing $0.00
Parking fee (Out of State) 17-201 (8) $30.00 $30.00 $30.00 $30.00 $30.00 Existing $0.00
Per bus parking fee 17-201 (8) $100.00 $100.00 $100.00 $100.00 $100.00 Existing $0.00
Seasonal parking passes (residents) 17-201 (8) $0.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Seasonal parking passes (non-residents) 17-201 (8) $100.00 $100.00 $100.00 $100.00 $100.00 Existing $0.00
Boat Launch Season Pass (Resident) 17-201 (8) $30.00 $30.00 $30.00 $30.00 $30.00 Existing $0.00
Boat Launch Season Pass (Non-Resident) 17-201 (8) $130.00 $130.00 $130.00 $130.00 $130.00 Existing $0.00
(Lighthouse Park continued on next page) 17-201 (8)
Reservation permit for picnic shelter - residents 17-201 (8) $75.00 $75.00 $75.00 $75.00 $75.00 Existing $0.00
Reservation permit for picnic shelter - non-residents 17-201 (8) $150.00 $150.00 $150.00 $150.00 $150.00 Existing $0.00
Exclusive use of photo area - residents 17-201 (8) $50.00 $50.00 $50.00 $50.00 $50.00 Existing $0.00
Exclusive use of photo area - non-residents 17-201 (8) $100.00 $100.00 $100.00 $100.00 $100.00 Existing $0.00
Carousel per ride charge in-season (Memorial Day - Labor Day)
and off-season 17-201 (8) $0.50 $0.50 $0.50 $0.50 $0.50 Existing $0.00
Unlimited carousel rides per bus for resident and non-resident
students 17-201 (8) $50.00 $50.00 $50.00 $50.00 $50.00 Existing $0.00
Resident Carousel rental: 4 hours or less 17-201 (8) $400.00 $400.00 $400.00 $400.00 $400.00 Existing $0.00
Non Resident Carousel rental: 4 hours or less 17-201 (8) $500.00 $500.00 $500.00 $500.00 $500.00 Existing $0.00
Resident Carousel rental: more than 4 hours 17-201 (8) $600.00 $600.00 $600.00 $600.00 $600.00 Existing $0.00
Non Resident Carousel rental: more than 4 hours 17-201 (8) $700.00 $700.00 $700.00 $700.00 $700.00 Existing $0.00
Tables and chairs for 125 persons or less 17-201 (8) $450.00 $450.00 $450.00 $450.00 $450.00 Existing $0.00
Tables and chairs for more than125 persons 17-201 (8) $600.00 $600.00 $600.00 $600.00 $600.00 Existing $0.00
Non-exclusive use of carousel during public hours 17-201 (8) $250.00 $250.00 $250.00 $250.00 $250.00 Existing $0.00
Bathhouse meeting room - up to 4 hours - residents 17-201 (8) $100.00 $100.00 $100.00 $100.00 $100.00 Existing $0.00
Bathhouse meeting room - up to 4 hours - non-residents 17-201 (8) $200.00 $200.00 $200.00 $200.00 $200.00 Existing $0.00
Bathhouse meeting room - over 4 hours - residents 17-201 (8) $200.00 $200.00 $200.00 $200.00 $200.00 Existing $0.00
Bathhouse meeting room - over 4 hours - non-residents 17-201 (8) $400.00 $400.00 $400.00 $400.00 $400.00 Existing $0.00
Alling Memorial Golf Course (Classifications and fees are listed in Code of Ordinances sect.
19-7(b))
Ralph Walker Ice Rink Enterprise Fund
Ice Rental
Rentals (per 50 minutes of ice time)
Residents (peak) 17-201 (8) $240.00 $250.00 $250.00 $275.00 $275.00 Existing $0.00
Nonresidents (peak) 17-201 (8) $295.00 $300.00 $300.00 $375.00 $375.00 Existing $0.00
Residents (off-peak) 17-201 (8) $150.00 $150.00 $150.00 $175.00 $175.00 Existing $0.00
Nonresidents (off-peak) 17-201 (8) $195.00 $200.00 $200.00 $250.00 $250.00 Existing $0.00
New Haven Public Schools - organized including Hockey 17-201 (8) $195.00 $195.00 $195.00 $195.00 $195.00 Existing $0.00
New Haven School groups, per child, including skate rental 17-201 (8) $2.00 $2.00 $2.00 $3.00 $3.00 Existing $0.00
Skate Rentals 17-201 (8) $5.00 $5.00 $5.00 $7.00 $7.00 Existing $0.00
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 +/- FY 22
Public Skating
Children (18 and under), residents 17-201 (8) $3.00 $4.00 $4.00 $5.00 $5.00 Existing $0.00
Children, non-residents 17-201 (8) $5.00 $6.00 $6.00 $6.00 $6.00 Existing $0.00
Adults, residents 17-201 (8) $4.00 $5.00 $5.00 $5.00 $5.00 Existing $0.00
Adults, non-residents 17-201 (8) $6.00 $7.00 $7.00 $8.00 $8.00 Existing $0.00
Senior Citizens 17-201 (8) $3.00 $3.00 $3.00 $3.00 $3.00 Existing $0.00
Skate rentals 17-201 (8) $5.00 $5.00 $5.00 $7.00 $7.00 Existing $0.00
Party Room
Rental 1 hour (non-exclusive use of ice) 17-201 (8) $100.00 $200.00 $200.00 Existing $0.00
Per Child (Birthday Celebrant Free) 17-201 (8) $8.00 $8.00 $8.00 Existing $0.00
Permit Application Fee

Late Permit Application Fee 17-201(8) $40.00 $40.00 $40.00 $50.00 $50.00 Existing $0.00
Alling Memorial Golf Course: (Classifications and fees are listed in Code of Ordinances section 19-7(b))
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 +/- FY 22
Police Department
Animal Shelter
Adoptions (FY19-20 corrected per CGS) CGS 22-332(c) $5.00 $25.00 $5.00 $5.00 $5.00 Existing $0.00
Vaccination(s) (($10.00) per injection for a total of up to 3
injections) *Medical charge* 17-201 (9) $30.00 $30.00 $30.00 $30.00 $30.00 Existing $0.00
Fees for redeeming a pet (FY19-20 corrected per CGS) CGS 22-333 $20.00 $25.00 $20.00 $20.00 $20.00 Existing $0.00
Per day charges 17-201 (9) $15.00 $20.00 $20.00 $20.00 $20.00 Existing $0.00
Miscellaneous Police
Complete Accident Reconstruction Report 17-201 (9) $525.00 $525.00 $525.00 $525.00 Existing $0.00
Accident photographs, per roll of developed film (*Now on disks) 17-201 (9) $32.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Accident photographs, per digital printout (3"x5") 17-201 (9) $3.50 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Accident photographs, per digital printout (4"x6") 17-201 (9) $3.50 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Accident photograph, per digital printout (8"x10") 17-201 (9) $10.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Accident photographs, any size 17-201 (9) $20.00 $20.00 $20.00 $20.00 Existing $0.00
Fingerprinting per 2 cards 17-201 (9) $13.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
General Fingerprinting 17-201 (9) $30.00 $30.00 $30.00 $30.00 Existing $0.00
Criminal record check ($5 initial check, $20 if applicant has a
record) 17-201 (9) $25.00 $25.00 $25.00 $25.00 $25.00 Existing $0.00
911 Radio Recordings 17-201 (9) $3.00 $10.00 $10.00 $10.00 $10.00 Existing $0.00
Certified Stamp 17-201 (9) $2.00 $2.00 $2.00 $2.00 $2.00 Existing $0.00
Pistol Fee CGS29-28 $35.00 $50.00 $50.00 $50.00 $70.00 Existing $20.00
Risk Assessment & Report 17-201 (9) $600.00 $600.00 $600.00 $600.00 Existing $0.00
Video (first 2 hours) 17-201 (9) $50.00 $50.00 $50.00 $50.00 Existing $0.00
Video (Each additional hour) 17-201 (9) $10.00 $10.00 $10.00 $25.00 Existing $15.00
Tow Trucks
Tower's license 17-201 (9) $150.00 $175.00 $175.00 $175.00 $175.00 Existing $0.00
Tower's listing fee (To join list) (Per Year) $2,500.00 $2,500.00 $2,500.00 $2,500.00 Existing $0.00
Towing and Storage Fee

Towing and storage fees; booting fees; posting of fees required 29-119 $77.00 $77.00 $89.00 $89.00 $89.00 Existing $0.00
Connecticut General Statute Maximum fee is $105
Per tow fee remitted to the City of New Haven by Tower 29-119 $12.00 $12.00 $12.00 Existing $0.00
Pedal Cabs (Pedi cabs)

Registration for each cab, annual 17-201 (9) $50.00 $50.00 $50.00 $50.00 $50.00 Existing $0.00
Operator's license, annual 17-201 (9) $25.00 $25.00 $25.00 $25.00 $25.00 Existing $0.00
Firearms
Retail License 17-201 (9) $250.00 $250.00 $250.00 $250.00 Existing $0.00
Fireworks permit 17-201 (9) $75.00 $75.00 $75.00 $75.00 Existing $0.00
Liquor
Temp permit 17-201 (9) $25.00 $25.00 $25.00 $25.00 Existing $0.00
New Restaurant 17-201 (9) $100.00 $100.00 $100.00 $100.00 Existing $0.00
New Beer Wine Bar 17-201 (9) $75.00 $75.00 $75.00 $75.00 Existing $0.00
Annual Permit Renewal 17-201 (9) $25.00 $25.00 $25.00 Existing $0.00
Raffles
Class I PA 17-231 $50.00 $50.00 $75.00 $75.00 Existing $0.00
Class II PA 17-231 $20.00 $20.00 $30.00 $30.00 Existing $0.00
Class III PA 17-231 $40.00 $40.00 $60.00 $60.00 Existing $0.00
Class IV PA 17-231 $15.00 $15.00 $15.00 $15.00 Existing $0.00
Class V PA 17-231 $80.00 $80.00 $120.00 $120.00 Existing $0.00
Class VI PA 17-231 $100.00 $100.00 $150.00 $150.00 Existing $0.00
Class VI PA 17-231 $150.00 $150.00 $300.00 $300.00 Existing $0.00
Bazaar (per day) PA 17-231 $20.00 $20.00 $20.00 $60.00 Existing $40.00
Bingo
Class A PA 17-231 $75.00 $75.00 $75.00 $75.00 Existing $0.00
Class B (per day) PA 17-231 $10.00 $10.00 $10.00 $10.00 Existing $0.00
Class C PA 17-231 $50.00 $50.00 $50.00 $50.00 Existing $0.00
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 +/- FY 22
Public Works Department
Transfer station, Commercial Use (This item is referred to as

"refuse disposal" in Code section 17-20(20))
Bulk Trash
Provides each one (1), two (2) and three (3) family dwelling get
one (1) free bulk trash pickup per fiscal year. (non-
construction material) 17-201 (10) $0.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Second (2) Per Scheduled Pickup - Up to 4,500 lbs. 17-201 (10) $50.00 $50.00 $50.00 $50.00 $50.00 Existing $0.00
Missed Appointment 17-201 (10) $20.00 $20.00 $20.00 $20.00 $20.00 Existing $0.00
Hauling
Commercial Waste and/or Recycling Collectors 17-127 $340.00 $340.00 $340.00 $340.00 $340.00 Existing $0.00
Commercial Recycling Pickup by Public works per Bin - Annual 17-127 $225.00 $225.00 $225.00 $225.00 $225.00 Existing $0.00
Commercial Waste and Recycling Receptacles By Size – Annually:

Recycling Receptacles FREE FREE FREE FREE FREE Existing
Up to 30 gallons 30¾-16 (d) $5.00 $5.00 $5.00 $5.00 $5.00 Existing $0.00
YARDS UP TO:
Up to 0.50 Yards 30¾-16 (d) $20.00 $20.00 $20.00 $20.00 $20.00 Existing $0.00
Up to 1 Yard 30¾-16 (d) $40.00 $40.00 $40.00 $40.00 $40.00 Existing $0.00
Up to 2 Yards 30¾-16 (d) $60.00 $60.00 $60.00 $60.00 $60.00 Existing $0.00
30 or more Yards 30¾-16 (d) $240.00 $240.00 $240.00 $240.00 $240.00 Existing $0.00
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 +/- FY 22
Registrar of Voters
General Information 17-201 (11) $1.00 $1.00 $1.00 $1.00 $1.00 Existing $0.00
Democratic List/Ward*** (Without Phone Numbers) 17-201 (11) $3.00 $3.00 $3.00 $3.00 $3.00 Existing $0.00
Republican List/Ward*** (Without Phone Numbers) 17-201 (11) $2.00 $2.00 $2.00 $2.00 $2.00 Existing $0.00
Complete Ward List*** (Without Phone Numbers) 17-201 (11) $5.00 $5.00 $5.00 $5.00 $5.00 Existing $0.00
Democratic List/Ward*** (With Phone Numbers) 17-201 (11) $5.00 $5.00 $5.00 $5.00 $5.00 Existing $0.00
Republican List/Ward*** (With Phone Numbers) 17-201 (11) $5.00 $5.00 $5.00 $5.00 $5.00 Existing $0.00
Complete Ward List*** (With Phone Numbers) 17-201 (11) $8.00 $8.00 $8.00 $8.00 $8.00 Existing $0.00
Assembly Districts With Numbers 17-201 (11) $20.00 $20.00 $20.00 $20.00 $20.00 Existing $0.00
Street guidebooks 17-201 (11) $20.00 $20.00 $20.00 $20.00 $20.00 Existing $0.00
City-Wide Ward Map 17-201 (11) $10.00 $10.00 $10.00 $10.00 $10.00 Existing $0.00
Individual Ward Map 17-201 (11) $5.00 $5.00 $5.00 $5.00 $5.00 Existing $0.00
Mailing Labels per Ward (Household) 17-201 (11) $35.00 $35.00 $35.00 $35.00 $35.00 Existing $0.00
Mailing Labels per Ward (Individual) 17-201 (11) $45.00 $45.00 $45.00 $45.00 $45.00 Existing $0.00
Complete Voter List - Disk (Citywide) 17-201 (11) $130.00 $130.00 $130.00 $130.00 $130.00 Existing $0.00
Complete Voter List - Disk (Senate) 17-201 (11) $70.00 $70.00 $70.00 $70.00 $70.00 Existing $0.00
Complete Voter List - Disk (Ward) 17-201 (11) $25.00 $25.00 $25.00 $25.00 $25.00 Existing $0.00
*** No charge to candidates who have filed with City/Town Clerk or to ward committee chairs
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 +/- FY 22
Traffic & Parking
Traffic Records
Traffic maintenance record, fee for records search and preparation
of report 17-201(12) $75.00 $75.00 $75.00 $75.00 $75.00 Existing $0.00
Traffic signal chart, fee for preparation of Included Included Included Included Included
(included above) 17-201(12) Above Above Above Above Above Existing
Traffic signal layout, fee for preparation of Included Included Included Included Included
(included above) 17-201(12) Above Above Above Above Above Existing
Residential parking
Each permanent decal to a maximum of 2 - Reference Below 29-55(e) $0.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Included in Included in Included in Included in Included in

Motor Motor Motor Vehicle Motor Vehicle Motor Vehicle
Residential Zone Parking (limit 1 per vehicle) 29-55(e) Vehicle Tax Vehicle Tax Tax Tax Tax Existing

Sporting / Special Event Residential Zone Parking (limit 1 per Motor Motor Motor Vehicle Motor Vehicle Motor Vehicle
vehicle) 29-55(e) Vehicle Tax Vehicle Tax Tax Tax Tax Existing
Each visitor's decal - Changed to below 29-55(e) N/A N/A N/A N/A N/A Existing
*Ten 1-day visitor passes provided to each permit holder. -
N/A N/A
Changed with below
29-55(e) N/A N/A N/A Existing

Visitor Parking (limit 3 per household, 14 days per year maximum Motor Motor Motor Vehicle Motor Vehicle Motor Vehicle
stay) 29-55(e) Vehicle Tax Vehicle Tax Tax Tax Tax Existing

1 or 2 day visitor/special or sporting event passes (10 per Motor Motor Motor Vehicle Motor Vehicle Motor Vehicle
household) 29-55(e) Vehicle Tax Vehicle Tax Tax Tax Tax Existing
Additional books of 10 visitor passes available for $10 17-201(12) $0.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Each Special Event thereafter - up to 10 passes for 1 or 2 Day $10.00 $10.00 $10.00 $10.00 $10.00 Existing $0.00
Each issuance of special event permits - Changed to below 17-201(12) $0.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Business Restricted - Annual 17-201(12) $360.00 $360.00 $360.00 $400.00 $400.00 Existing $0.00
Business Restricted - Monthly 17-201(12) $40.00 $40.00 $40.00 $45.00 $45.00 Existing $0.00
Business Restricted - Weekly 17-201(12) $12.00 $12.00 $12.00 $15.00 $15.00 Existing $0.00
Business Restricted - Daily 17-201(12) $3.00 $3.00 $3.00 $5.00 $5.00 Existing $0.00
Business Restricted - 10 Day Booklet 17-201(12) $25.00 $25.00 $25.00 $40.00 $40.00 Existing $0.00
Health Care / Home Professional - Annual 17-201(12) $180.00 $180.00 $180.00 $180.00 $180.00 Existing $0.00
Medical Care - Annual 17-201(12) $30.00 $30.00 $30.00 $30.00 $30.00 Existing $0.00
Contractor Residential Zone - Annual 17-201(12) $360.00 $360.00 $360.00 $360.00 Existing $0.00
Contractor Residential Zone - Weekly 17-201(12) $10.00 $10.00 $10.00 $15.00 $15.00 Existing $0.00
Landlord - Annual (1 per entity) 17-201(12) $30.00 $30.00 $30.00 $30.00 $30.00 Existing $0.00
Landlord Maintenance - Annual 17-201(12) $30.00 $30.00 $30.00 $30.00 $30.00 Existing $0.00
Funeral - Daily 17-201(12) $0.00 $0.00 $0.00 $0.00 $0.00 Existing $0.00
Realtor Permit - Annual 17-201(12) $60.00 $60.00 $60.00 Existing $0.00
Parking Meter Permit

Meter Bags 17-201(12) $17.00 $17.00 $20.00 $20.00 $20.00 Existing $0.00
Meter Bag Late Fee - every 120 day past-due per account 17-201(12) $50.00 $50.00 $50.00 $50.00 Existing $0.00
Economic Development Bag User Fee 17-201(12) $7.00 $7.00 $7.00 $0.00 $0.00 Existing $0.00
Economic Development User Fee Per calendar month or part
thereof $30.00 $30.00 Existing $0.00
Included in Included in
Motor Vehicle Motor Vehicle
eV parking permit 29-56 Tax Tax Existing $0.00
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 +/- FY 22
Recreational vehicle parking permit (1 per license plate/maximum

of 1 month/calendar year) $40.00 $40.00 Existing $0.00
Low Speed Vehicle Permit

Pedal Cab Operator - $XXX per year 17-142 $25.00 $25.00 $25.00 $25.00 $25.00 Existing $0.00
Pedal Cab Owner - $XXX per year 17-143 $50.00 $50.00 $50.00 $50.00 $50.00 Existing $0.00
Pedal Bus Owner - $100 per year 17-143 $100.00 $100.00 $100.00 Existing $0.00
Annual Electric Mobility (Electric Scooter) - speed limit 15mph Per
Day 17-201(12) $1.00 $100.00 $100.00 Existing $0.00
Right of Way Permit - Parking Restrictions

One side of street, 1st 100 Feet 17-201(12) $30.00 $30.00 $30.00 $40.00 $40.00 Existing $0.00
Each additional 100 Feet 17-201(12) $5.00 $5.00 $5.00 $5.00 $5.00 Existing $0.00
Two sides of street, 1st 100 Feet 17-201(12) $35.00 $35.00 $35.00 $50.00 $50.00 Existing $0.00
Each additional 100 Feet 17-201(12) $10.00 $10.00 $10.00 $10.00 $10.00 Existing $0.00
Special Event Permit Safety Guard Extra Duty

Each 4 hour period per position 17-201(12) $50.00 $50.00 $50.00 $50.00 $50.00 Existing $0.00
Banner Permit
Per banner, suspended across street (up to 2 weeks) 17-201(12) $500.00 $500.00 $500.00 $500.00 $500.00 Existing $0.00
Per banner, per permit extension (up to 2 weeks) 17-201(12) $500.00 $500.00 $500.00 $500.00 $500.00 Existing $0.00
Late fee for banners that are delivered later than 7 days prior to the
installation date 17-201(12) $100.00 $100.00 $100.00 $100.00 $100.00 Existing $0.00
Parking Lots
Less than 50 spaces 17-201 (12) $130.00 $130.00 $130.00 $130.00 $130.00 Existing $0.00
50 to 99 spaces 17-201 (12) $260.00 $260.00 $260.00 $260.00 $260.00 Existing $0.00
100 to 499 spaces 17-201 (12) $375.00 $375.00 $375.00 $375.00 $375.00 Existing $0.00
500 or greater spaces 17-201 (12) $0.00 $0.00 $500.00 $500.00 $500.00 Existing $0.00
Penalties for Violation of parking regulations

GROUP I
Beyond posted time/ Meter Expired 29-30(a) $20.00 $25.00 $25.00 $25.00 $25.00 Existing $0.00
Meter repeater/ Occupying 2 spaces 29-30(a) $20.00 $25.00 $25.00 $25.00 $25.00 Existing $0.00
Away from Curb 29-30(a) $20.00 $25.00 $25.00 $25.00 $25.00 Existing $0.00
72-hour parking 29-30(a) $20.00 $25.00 $25.00 $25.00 $25.00 Existing $0.00
GROUP II
Parking prohibited/ Obstructing driveway 29-30(a) $30.00 $30.00 $35.00 $35.00 $35.00 Existing $0.00
Mayor's proclamation/ Blocking entrance to public building 29-30(a) $30.00 $30.00 $35.00 $35.00 $35.00 Existing $0.00
Loading zone/ Residential parking zone 29-30(a) $30.00 $30.00 $35.00 $35.00 $35.00 Existing $0.00
Unauthorized off street 29-30(a) $30.00 $30.00 $35.00 $35.00 $35.00 Existing $0.00
GROUP III
25 feet of corner*/ Safety zone* 29-30(a) $50.00 $50.00 $50.00 $50.00 $50.00 Existing $0.00
25 feet of stop sign*/ Bus stop* 29-30(a) $50.00 $50.00 $50.00 $50.00 $50.00 Existing $0.00
Vehicle on sidewalk*/ No standing* 29-30(a) $50.00 $50.00 $50.00 $50.00 $50.00 Existing $0.00
25 feet of crosswalk*/ Obstructing traffic* 29-30(a) $50.00 $50.00 $50.00 $50.00 $50.00 Existing $0.00
Wrong way on a One way street* / Wrong side of street* 29-30(a) $50.00 $50.00 $50.00 $50.00 $50.00 Existing $0.00
Illegal repair/ Street cleaning 29-30(a) $50.00 $50.00 $50.00 $100.00 $100.00 Existing $0.00
Delinquent parking tickets (tow ordered) 29-30(a) $50.00 $50.00 $50.00 $50.00 $50.00 Existing $0.00
GROUP IV
Fire zone/ 10 feet of hydrant 29-30(a) $50.00 $50.00 $75.00 $75.00 $75.00 Existing $0.00
Illegal repair 29-30(a) $50.00 $50.00 $75.00 $75.00 $75.00 Existing $0.00
GROUP V
Snow Emergency 29-30(a) $100.00 $100.00 $100.00 $100.00 $100.00 Existing $0.00
Misuse Residential Parking Permit 29-30(a) $100.00 $100.00 $100.00 $100.00 $100.00 Existing $0.00
Commercial vehicle in residential area 29-30(a) $100.00 $100.00 $100.00 $100.00 Existing $0.00
GROUP VI
Handicapped Zone 29-30(a) $150.00 $150.00 $150.00 $150.00 $150.00 Existing $0.00
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 +/- FY 22
Department of Finance
One copy of each report will be provided to City Departments &

Each Member of the Board of Alders. Copies will be available to
be viewed by members of the public at all City Libraries, City Hall
and be available online. Additional copies as follows:
Budget Books 17-201 (13) $15.00 $15.00 $15.00 $15.00 $15.00 Existing $0.00
Monthly Financial Reports 17-201 (13) $2.00 $2.00 $2.00 $2.00 $2.00 Existing $0.00
CAPER 17-201 (13) $15.00 $15.00 $15.00 $15.00 $15.00 Existing $0.00
Annual Plan 17-201 (13) $15.00 $15.00 $15.00 $15.00 $15.00 Existing $0.00
5 Year Plan 17-201 (13) $20.00 $20.00 $20.00 $20.00 $20.00 Existing $0.00
City Wide
Based on
Banking
Check Return Fee 17-201 (14) $30.00 $30.00 $30.00 $35.00 Institution Fee Existing $0.00
Copy Fee (per page) 17-201 (14) $0.50 $0.50 $0.50 $0.50 $0.50 Existing $0.00
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 +/- FY 22
Commission on Equal Opportunities

Penalties for Compliance Violations 17-201 (15)
Not meeting for a pre-award conference - $2,000 or 2% of
construction contract amount per violation, whichever is more,
charged against the (sub)contractor. 17-201 (15) $1,000.00 $2,000.00 $2,000.00 Existing $0.00
Three or more subcontractors hired for the same project not
meeting for a pre-award conference - when third subcontractor
violation occurs, charge $2,000 per violation per subcontractor for
each occurrence against each hiring contractor (all tiers) including
the general contractor. 17-201 (15) $1,000.00 $2,000.00 $2,000.00 Existing $0.00
Late Certified or Living Wage Weekly Payroll Reports - $500 per
week for every week that each report is overdue, or 1% of
construction contract amount per week for every week that each
report is overdue, whichever is more, charged to the employees'
company. 17-201 (15) $500.00 $500.00 $500.00 Existing $0.00
Certified or Living Wage Weekly Payroll Reports Past Due for 8

Weeks - $500 per week for the 9th and every subsequent week
that each report is overdue, or 1% of construction contract amount
per week for 9th and every subsequent week that each report is
overdue, whichever is more, per subcontractor, for each
occurrence, charged to each hiring contractor (all tiers) up to and
including the general contractor. 17-201 (15) $500.00 $500.00 $500.00 Existing $0.00
Missing, Unfilled, or Incorrectly Filled-In Daily Reports (employee

attendance, hours, demographics, trades worked) - $500 per
violation assessed against the subcontractor.. 17-201 (15) $500.00 $500.00 $500.00 Existing $0.00
Sixth Site Visit at the Same Project In Which There Are Missing,
Unfilled, or Incorrectly Filled-In Daily Reports (employee
attendance, hours, demographics, trades worked) by the Same
Contractor - $500 per violation for the sixth and subsequent
violation assessed against the each hiring contractor (all tiers) up
to and including the general contractor 17-201 (15) $500.00 $500.00 $500.00 Existing $0.00
Violation of "Maximum Effort" to Reach Minority Participation Goal -
$1,000 or 1% of the respective construction contract amount,
whichever is more, for each week of violation, up to the entire
project work period, charged separately against the (sub)contractor
and all tiers of hiring contractor up to and including the general
contractor. 17-201 (15) $1,000.00 $1,000.00 $1,000.00 Existing $0.00
Violation of "Maximum Effort" to Reach Female Participation Goal -
$1,000 or 1% of the respective construction contract amount,
whichever is more, for each week of violation, up to the entire
project work period, charged separately against the (sub)contractor
and all tiers of hiring contractor up to and including the general
contractor. 17-201 (15) $1,000.00 $1,000.00 $1,000.00 Existing $0.00
Violation of "Maximum Effort" to Reach Resident Participation Goal

(when applicable) - $1,000 or 1% of the respective construction
contract amount, whichever is more, for each week of violation, up
to the entire project work period, charged separately against the
(sub)contractor and all tiers of hiring contractor up to and including
the general contractor. 17-201 (15) $1,000.00 $1,000.00 $1,000.00 Existing $0.00

FY 2022 New Haven Mayors Budget Final

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FY 2022 New Haven Mayors Budget Final

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City of New Haven

General Funds, Capital Projects, and Special Funds Budget

Dear New Haven Residents,

165 Church Street, New Haven, 06510 (203) 946-4933

Forward Together Budget: If we do receive a significant increase in funding from

Always Serving You,

Mayor Justin M. Elicker

Department Department Head Phone Email

Office of the Mayor

Economic Development Community Services Financial Administration

March 8, Monday Public Hearing on the Budget #1 Budget Workshop (Overview)

March 30, Tuesday Public Hearing on the Budget #2

March 31, Wednesday Budget Workshop #2

April 12, Monday Budget Workshop #3

April 15, Thursday Budget Workshop #4

May 10, Monday Public Hearing on the Budget #3

May 13, Thursday Deliberations

May 20, Thursday Deliberations (If needed)

May 26, Wednesday @ 7 PM Board of Alders’ Special Budget meeting

BUDGET SECTIONS PAGE #

SECTION I - CITY FINANCIAL PROCEDURES

City Finacial Procedures 1-1

General Fund Revenue

Revenue Explinations and Charts 1-36

SECTION II - MAYOR'S PROPOSED BUDGET

General Fund Expenditures

Budget Summary 2-1

SECTION III - AGENCY NARRATIVES AND

Capital Project Introduction 4-1

SECTION V-SPECIAL FUNDS

Special Fund Budget Explination 5-1

SECTION VI-ENTERPRISE FUNDS

East Rock Park Communications Tower 6-1

SECTION VII-PERMITS, LICENSES, AND USER FEES

Ordinance Amending Section 17-201 7-1

Section I - City Financial Procedures 1-1 Section I - City Financial Procedures

Section I - City Financial Procedures 1-2 Section I - City Financial Procedures

Section I - City Financial Procedures 1-3 Section I - City Financial Procedures

Section I - City Financial Procedures 1-4 Section I - City Financial Procedures

Board of Education Contract Expires

*Local 217 has a tentative agreement with the Board of Education to

Section I - City Financial Procedures 1-5 Section I - City Financial Procedures

Section I - City Financial Procedures 1-6 Section I - City Financial Procedures

Section I - City Financial Procedures 1-7 Section I - City Financial Procedures

a. Each bond, note and other evidence of indebtedness issued in anticipation of

Section I - City Financial Procedures 1-8 Section I - City Financial Procedures

GENERAL FUND DEBT SERVICE REPORT

2003 355,896,954 37,178,565 Actual 10.45%

2004 361,524,730 39,320,172 Actual 10.88%

2005 377,605,274 44,587,448 Actual 11.81%

2006 397,843,538 45,851,542 Actual 11.53%

2007 420,465,634 50,994,356 Actual 12.13%

2008 435,957,311 51,648,536 Actual 11.85%

2009 454,560,570 58,851,808 Actual 12.95%

2010 459,427,337 63,196,486 Actual 13.76%

2011 467,266,612 60,228,401 Actual 12.89%

2012 481,622,139 61,346,532 Actual 12.74%

2013 486,381,040 62,693,110 Actual 12.89%

2014 490,773,186 61,650,674 Actual 12.56%