2011-2012 Proposed Budget City of Bridgeport Connecticut

GENERAL FUND BUDGET
TABLE OF CONTENTS
MAYOR’S PROPOSED BUDGET for
FISCAL YEAR JULY 1, 2011 to JUNE 30, 2012
TABLE OF CONTENTS
TRANSMITTAL LETTER
BUDGET SUMMARY
Accounting Policies 1-7
Fund Balance Policy 1-9
Fund Structure 1-10
Budget Process 1-11
General Fund by Agency 1-13
Internal Service Fund Summary 1-14
Revenue Summary 1-15
General Fund by Appropriation Type 1-16
Personnel Summary 1-17
Appropriation Category Descriptions 1-18
BRIDGEPORT IN CONTEXT
Community Profile 1-19
ORGANIZATIONAL CHART 1-29
DEPARTMENT BUDGETS
Office of the Mayor 1
Central Grants and Community Development 9
FINANCE DIVISIONS
Comptroller’s Office 17
Finance Administration 23
Print Shop 29
Purchasing 35
Tax Collector 41
Tax Assessor 47
Treasury 53
GENERAL GOVERNMENT
Registrar of Voters 57
City Clerk 61
City Attorney 65
Archives & Records 71
Civil Service 75
Grants Personnel / Benefits Administration 81
Labor Relations 87
Pensions / Other Employee Benefits 93
Town Clerk 95
Legislative Department 101
Office of Policy & Management 105
Chief Administrative Office 109
Information Technology Services 117
Minority Business Enterprise 121
PUBLIC SAFETY
Police Department / Animal Control 125
Fire Department 141
Weights & Measures 157
Public Safety Communications 159
CITY OF BRIDGEPORT, CONNECTICUT

GENERAL FUND BUDGET
TABLE OF CONTENTS
PUBLIC FACILITIES
Public Facilities Administration 165
Municipal Garage 175
Facilities Maintenance 183
Roadway Maintenance 195
Sanitation & Recycling 201
Transfer Station 211
D. Fairchild Wheeler Golf Course 217
Beardsley Zoo / Carousel 225
Recreation 231
Department on Aging 239
Parks Administration 243
Parks Maintenance 251
Sikorsky Memorial Airport 253
City Engineering 257
Harbor Master 263
PLANNING & ECONOMIC DEVELOPMENT
Planning & Economic Development 269
Planning Department 277
Land Use & Construction Review 283
Building Department 287
Zoning Board of Appeals 293
Zoning Commission 297
HEALTH & SOCIAL SERVICES
Health Administration 301
Vital Statistics 307
Communicable Clinic 311
Environmental Health 317
Housing Code 323
Lead Prevention Program 327
Human Services 331
Persons with Disabilities 337
Veterans’ Affairs 341
Lighthouse / After School Program 345
Social Services 351
NON-DEPARTMENTAL ACCOUNTS
Debt Service 357
Other Financing 361
Supportive Contributions / Memberships 363
LIBRARIES
Bridgeport Public Library 365
BOARD OF EDUCATION
Schools 371
Food Services 388
APPENDIX
GLOSSARY 393

TABLE 1
STATE & LOCAL CORE OPERATIONS ESSENTIAL QUALITY OF LIFE NON- ESSENTIAL
ELECTORAL MANDATES SERVICES TO SERVICES
SUPPORT CORE
OPERATIONS
Board of Education (0) Building & Zoning (19) Archives (.5) Department on Aging (6) Airport (14)
City Clerk (6) Economic & Community Central Grants (6) Employee & Organizational Arena at Harbor Yard (0)
Development (19.5) Development (0)
Ethics Commission (0) Education & Nutrition City Attorney (21) Health & Social Services: Beardsley Zoo (13)
(2208) Communicable Disease,
Laboratory, Clinics, Parent
Aide Program (6)
Legislative Council (1) Environmental Health & Finance (18.5) Human Services (2) Captain's Cove (0)
Licensure, Lead
Prevention, Housing
Inspections, Sanitation
(47)
Mayor/CAO (15) Fire (296) Health Libraries (52) Fairchild Wheeler Golf
Administration (2) Course (3)
Registrar of Voters (5) Personnel Services: Civil Information Lighthouse Program (4) Harbor Yard Stadium (0)
Service, Benefits, Human Technology (15),
Resources, Labor Minority Business
Relations (26) Resource Center
(2)
Town Clerk (7) Police (479), Harbor Office of Policy & Persons with Disabilities Miscellaneous properties
Master (1) Management (6.5) (0) under 10,000 SF (0)
Vital Statistics (5) Roadway, Facilities, Parks Public Facilities Parks & Recreation Print Shop (7.5)
& Fleet Maintenance (102) Administration Administration (7)
(15.5), Engineering
(6)
Emergency Operations Purchasing (6) Veterans Affairs (2) Weights & Measures (2)
Center (EOC) (59)
Tax Assessor
Collector, and
Treasurer (33)
3,548 TOTAL GENERAL FUND WORKFORCE
39 3,258.5 132 79 39.5
PERCENTAGE OF GENERAL FUND WORKFORCE
1.10% 91.84% 3.72% 2.23% 1.11%
PERCENTAGE OF WORKFORCE DELIVERING MANDATED, CORE & CORE-SUPPORTIVE OPERATIONS:
96.66%
GENERAL FUND BUDGET
BUDGET SUMMARY BUDGET & ACCOUNTING POLICIES
ACCOUNTING POLICIES
FISCAL YEAR
The City of Bridgeport’s Fiscal Year begins July 1 and ends June 30.
BALANCED BUDGET
The Charter of the City of Bridgeport mandates a balanced budget. For the purposes of meeting
this requirement, each year a budget is adopted in which the projected expenditures are equal to
the projected revenues.
BASIS OF ACCOUNTING
The City of Bridgeport’s accounting system is operated on a fund basis. A fund is a fiscal and
accounting entity with a self-balancing set of accounts in which cash and other financial
resources or balances are recorded and segregated to carry on specific activities or attain certain
objectives in accordance with specific regulations and limitations. The operations of the general
fund are maintained on a modified accrual basis, with revenues recorded when measurable and
available and the expenditures recorded when the services or goods are received and liabilities
are incurred. In contrast, accounting records for the City’s enterprise, pension and
nonexpendable trust funds are managed on the accrual basis of accounting. The types of funds
utilized by the City are as follows: general; special revenue; capital projects; enterprise; and trust
and agency. The type and number of individual funds established is determined by GAAP and
sound financial administration.
BUDGET PROCEDURE
The Mayor’s annual budget is developed by the City’s Office of Policy & Management (OPM).
The budget is submitted to the City Council, which in turn makes additions and changes as
necessary before turning it over to the Mayor for approval. The City maintains budgetary control
through the Office of Policy & Management. The objective of budgetary control is to ensure
compliance with the legal provisions embodied in the annual adopted budget approved by the
City Council. The level of budgetary control is established by organization, agency, appropriation
and object. The City of Bridgeport also utilizes an encumbrance accounting system as one
technique for accomplishing budgetary control. Encumbrances reserve appropriations which have
been obligated through purchase orders or other contractual documents. Encumbrances are
reported as reservations of fund balance at the end of the year. Transfers of certain
appropriations between departments require the approval of the City Council. The City of
Bridgeport’s Capital & General Fund Budgets must be adopted by the City Council and approved
by the Mayor.
INTERNAL CONTROLS
The management of the City of Bridgeport is maintained through a control structure designed to
ensure that the assets of the City are protected from loss, theft, or misuse and to ensure that
adequate accounting data is compiled to allow for the preparation of financial statements in
conformity with GAAP. The control structure is designed to provide reasonable assurance that
these objectives are met. The concept of reasonable assurance recognizes that the cost of a
control should not exceed the benefits likely to be derived from that cost and that the valuation of
costs and benefits requires estimates and judgments be made by management. In addition, the
City of Bridgeport has an internal audit staff responsible for monitoring the various City
departments in compliance with the City Charter, ordinances, and all other policies and
procedures.
As a recipient of Federal, State and local financial assistance, the City of Bridgeport is
responsible for ensuring adequate internal control policies and procedures are in place to ensure
and document compliance with applicable laws and regulations related to these programs. This
internal control structure is subject to periodic evaluation by management as well.

GENERAL FUND BUDGET
LEGAL DEBT LIMIT
The total overall statutory debt limit for the City is equal to seven times annual receipts from
taxation, or $1,867,139,295. All long-term debt obligations are retired through General Fund
appropriations or user charges. As of June 30, 2010, the City recorded long-term debt of $666.8
million related to Governmental Activities and $49.8 million related to Business-Type Activities,
well below its statutory debt limit The City’s total debt decreased by $8 million during the fiscal
year ended June 30, 2008. For more information on debt service, see page 497.
RISK MANAGEMENT
The City is exposed to various risks of loss related to torts; theft of, damage to, and destruction of
assets; errors and omissions; injuries to employees; and natural disasters. The City carries
commercial insurance for insurable risks of loss except for general liability, workers'
compensation and employee health and dental insurance. Coverage has not been materially
reduced, nor have settled claims exceeded commercial coverage in any of the past three years.
The City carries no insurance coverage for losses arising out of workers' compensation claims.
These claims are paid from the General Fund. This is accounted for in the governmental
activities of the government-wide statements.
The City maintains a group health and dental self-insurance plan to pay for medical claims of
current and retired City employees and their covered dependents. Approximately 4,380 active
employees and 4,012 retirees receive their health coverage through this plan. Payments related
to these claims are made by an outside administrator under an administrative services contract
and are accounted for in the Internal Service Fund. The contract requires the City to maintain a
$2,500,000 certificate of deposit which is recorded as restricted cash in the accompanying
balance sheet.
The liability for general liability, workers' compensation and group health insurance includes all
known claims reported plus a provision for those claims incurred but not reported, net of
estimated recoveries. The liability is based on past experience adjusted for current trends and
includes incremental claim expenditures. The liability for workers' compensation claims is
calculated using actuarial methods. Changes in the reported liability are as follows:
A reconciliation of changes in the aggregate liabilities for claims for the 2001-2010 fiscal years:
Current year
claims & Liability: End
Liability: Start changes in Claim of the Fiscal
of fiscal year estimates Payments Year
2010 72,277,783 119,677,303 108,253,612 83,701,474
2009 67,301,000 102,236,079 90,691,701 72,277,783
2008 65,740,860 88,167,399 86,607,259 67,301,000
2007 50,070,000 95,669,180 79,998,320 65,740,860
2006 54,076,619 71,379,804 75,386,423 50,070,000
2005 62,045,079 66,036,204 74,004,664 54,076,619
2004 61,964,745 66,974,067 66,893,733 62,045,079
2003 65,787,386 59,776,938 63,599,579 61,964,745
2002 81,968,096 42,867,583 59,048,293 65,787,386
2001 68,979,599 66,977,701 53,989,204 81,968,096
AUDIT
State Statutes require an annual audit conducted by independent certified public accountants.
Portions of these audits are included in the City’s Comprehensive Annual Financial Report, and
these can be accessed through the City’s website,
http://www.bridgeportct.gov/finance/Documents/2010CAFR.pdf

GENERAL FUND BUDGET
UNDESIGNATED FUND BALANCE POLICY
PURPOSE
To maintain a balance of funds within the total unreserved, undesignated fund balance to be available for
unforeseen contingencies.
Definition: Unreserved, undesignated fund balance is the remaining balance available following the reduction for
“resources not available for spending” or “legal restrictions” (reservation) and “management’s intended future use
of resources” (designation).
POLICY
The sum of all components identified for the undesignated fund balance level will be set at no less than
8.00% of annual operating expenditures and other financing uses (transfers out) of the prior audited fiscal
year with the annual approval by the City Council. In the event that the undesignated fund balance exceeds
12.00%, the amount exceeding this percentage may be available for appropriation at the discretion of the
Mayor with the approval of City Council.
RATIONALE
The City of Bridgeport recognizes the importance of maintaining an appropriate level of undesignated fund
balance on a Generally Accepted Accounting Principles (GAAP) basis to withstand short-term financial
emergencies. After evaluating the City’s operating characteristics, its overall financial health, the diversity
and flexibility of its tax base, the reliability of non-property tax revenues sources, the City’s working capital
needs, the impact of state policies regarding tax exempt properties and PILOT reimbursements on City
revenues, Brownfield policies, the national, state and local economic outlooks, emergency and disaster
risks, other contingent issues and the impact on the City bond ratings of all these factors, the City of
Bridgeport hereby establishes goals regarding the appropriate handling and funding of the undesignated
fund balance.
The City of Bridgeport’s formal undesignated fund balance policy shall be to maintain adequate
unencumbered reserves to accomplish the following objectives:
(1) Have sufficient funds available for appropriation for unforeseen expenditures or unforeseen
shortfalls in revenue after adoption of the annual budget ; and
(2) Avoid unexpected spikes in the mill rate caused by non-reoccurring revenues.
REPLENISHMENT OF SHORTFALL
The undesignated fund balance of the General Fund may fall below the approved minimum level due to
fluctuations between planned and actual revenues and expenditures, other financial emergencies or
catastrophic events of an unforeseen nature. When an audited shortfall is reported in the Comprehensive
Annual Financial Report (CAFR), it must be rebuilt during the following ensuing fiscal years. This will be
achieved by adding an annual appropriation, during the budgeting process of a minimum of 10% of the
difference between the fund balance policy level and the undesignated fund balance presented in the latest
audited statements.
When dealing with the unanticipated sale of municipal assets, no less than 50% of the ―gain on sale of city
asset‖ must be deposited toward the undesignated fund balance until the 12.00% goal has been achieved.
The maintenance of undesignated levels is not to be construed as surpluses or over-taxation by the City.
Rather, it is an element of sound fiscal management required for sustaining a high credit rating and financial
management flexibility.

GENERAL FUND BUDGET
DESCRIPTION OF FUND STRUCTURE

The accounts of the City of Bridgeport are organized on the basis of funds and account groups,
utilizing a fund structure in which fund activities are aggregated for specific purposes. A fund is a
combination of related accounts used to maintain control & accountability of resources that are
dedicated to specific activities or objectives. The City of Bridgeport, like other state & local
governments, uses fund accounting to ensure appropriate fiscal control and to demonstrate our
compliance with accepted accounting principles set forth by the Governmental Accounting
Standards Board.
Detailed financial schedules for all of the funds described below are not contained within this
budget document. This document includes information on the General Fund, as well as some
detail on Special Revenue Funds, the Internal Service Fund, and Capital Project Funds. Of these
funds, only the General Fund is subject to appropriation. Detail on the other funds described
below can be found in the City’s Comprehensive Annual Financial Report, prepared by the
Finance Department, and can be accessed through the City’s website,
http://www.bridgeportct.gov/finance/ Grateful acknowledgement of the assistance of the
Finance Department in providing certain schedules and detail from the 2010 CAFR is noted here,
and we have provided attribution for these throughout the budget book, as is applicable.
GOVERNMENTAL FUNDS
The City of Bridgeport maintains 21 individual governmental funds. The major funds of these
21 are discussed below.
THE GENERAL FUND is the primary operating fund of the city. It is the largest fund
which encompasses traditional governmental services, and is used to account for all financial
resources except those required to be accounted for in another fund. The General Fund is
primarily supported by the property tax. General Fund revenues are displayed by type in the
Revenue Summary section of this budget and by department in the Budget Detail section.
Appropriations are also listed by department in the Budget Detail section. Governmental
funds are reported using the current financial resources measurement focus and the modified
accrual basis of accounting. Revenues are recognized when they are both measurable and
available.
SPECIAL REVENUE FUNDS are used to account for revenues dedicated for a specific
purpose. These funds are prescribed by Federal or State program guidelines regarding the
distribution or use of revenues.
THE DEBT SERVICE FUND is used for the accumulation of resources for, and the
payment of, general long term bonded debt to be issued in future years.
BOARD OF EDUCATION FUND This fund accounts for the operations of the Board of
Education, except for those required to be accounted for in another fund.
CAPITAL PROJECT FUNDS are for various construction projects as well as the purchase
of the City’s fleet inventory. Capital Project Funds are used to account for the proceeds of
general obligation bonds and other financing sources for the planning, acquisition and
construction or improvement of major capital facilities such as new schools and urban
renewal projects.
PROPRIETARY FUNDS
ENTERPRISE FUNDS are used to report activities that are financed and operated in a
manner similar to a private business enterprise. In the case of the City of Bridgeport, the
Water Pollution Control Authority or WPCA, is one such fund which accounts for the activities
of the City’s two sewage treatment plants, sewage pumping stations, and collection systems
for the City of Bridgeport. These funds are covered in the Finance Department’s Annual
Financial Report, but not in this document.

GENERAL FUND BUDGET
BUDGET SUMMARY BUDGET PROCESS
THE INTERNAL SERVICE FUND was established by Ordinance to account for self-
insured health benefit activities of the City, Board of Education (BOE) and all other
departments. Governmental Accounting Standards allow for the use of Internal Service
Funds for risk financing activities. The Internal Service Fund is a proprietary type fund, which
utilizes the accrual basis of accounting. The use of a separate fund for self insured benefit
activities can help smooth the impact of severe claims fluctuations which can now occur in
the General Fund. Funding will be provided through the annual General Fund Budget which
will separately identify the City, BOE, BOE Grants and Nutrition portions. The amount
budgeted will be the amount transferred to the Internal Service Fund. Contributions will be
also be made by the WPCA and Grants. Employee contributions will be made directly to the
Internal Service Fund. Interest and investment income earned by the fund will be used to pay
expenses of the fund. Investment of available funds will be made by the City Finance
Director and Treasurer in accordance with Connecticut General Statutes.
FIDUCIARY FUNDS
Fiduciary funds are used to account for resources held for the benefit of parties outside the
government. These funds are not reflected in government-side financial statements because
the resources contained within these funds are not available to provide services for the City’s
constituents. The City of Bridgeport has four pension trust funds that support the pensions of
City employees. The accounting used for fiduciary funds is much like that used for proprietary
funds, and again, is covered in some detail in the Finance Department’s Annual Financial
Report, but not in this document.
THE BUDGET PROCESS

MAYOR RECOMMENDED PREPARATION
City departments begin preparation and documentation processes for the budget in January. The
Office of Policy & Management reviews all submitted department requested documents; verifies
contractual obligation thresholds, calculates all formula-driven data, and presents a draft budget
to the Mayor and selected staff. In accordance with the City Charter, Chapter 9, Section 5(c) the
Mayor, no later than the first Tuesday in April of each year, must present to the City Council a
proposed budget for the ensuing fiscal year as prescribed in that same section.
CITY COUNCIL PROCESS

The City Council’s Budget and Appropriations Committee, under City Council rules, will set a
schedule for budget deliberations and in accordance with City Charter, shall hold at least one
public hearing before taking final action on the proposed budget and mill rate. The City Council
Budgets & Appropriations Committee reports its changes to the Council as a whole in the form of
a budget amendment resolution. The City Council has the power to reduce or delete any item in
the budget recommended by the Mayor by a majority vote of the council members present and
voting. It shall have the power to increase any item in said budget or add new items to said
budget only on a two-thirds (2/3) affirmative vote of the entire membership of the council. The
budget adopted by the City Council shall be submitted to the Mayor not later than the second
Tuesday in May of each year. The Mayor shall sign the adopted budget or within fourteen days
after adoption of the budget, the Mayor may veto any action taken by the City Council. The veto
power of the Mayor shall be that of line item veto only, and any such veto may be overridden by a
two-thirds (2/3) vote of the entire membership of the City Council. If the Mayor shall disapprove
any action of the City Council, he shall, no later than the close of business of the fourteenth day,
return the proposed budget to the City Council with a statement of objections. Thereupon, the
President of the City Council shall call a meeting to be held no later than seven days after the
receipt of the Mayor’s veto. If the City Council fails to adopt a budget by the second Tuesday in
May of any year, the proposed budget of the Mayor shall become the budget of the City for the
ensuing year.

GENERAL FUND BUDGET
BUDGET SUMMARY BUDGET TIMETABLE
BUDGET TIMETABLE
FISCAL YEAR 2011 - 2012
Dates : Day Actions
Jan. 28, 2011 Friday Departments data enter request budget into MUNIS
28-Jan DEPARTMENTS MUST SUBMIT STATUS OF FY 2011 GOALS
FOR FIRST SIX MONTHS TO OPM
Jan. 28, 2011 Friday Departments must submit capital project request and back-up to OPM
Feb. 7, 2011 Monday OPM Submits FIRST Draft Recommended Budget to the Mayor
Feb 14 - Feb 25 Mayor may hold meetings regarding b udget with various departments
March 01, 2011 Mayor Submits Capital Budget to the City Council
( no later than) Tuesday
Feb 14 - Mar 25 Mayor formulates General Fund Budget. Budget goes to final production
April 05, 2011 Per City Charter, Mayor Submits Proposed Budget
( no later than) Tuesday to the City Council
TBD Tentative Scheduled Public Hearing for all City

Departments Budgets
May 03, 2011

( no later than) Tuesday Capital Improvement Program is adopted and
Submitted to Departments Directors
May 10, 2011 Tuesday City Council Submits Adopted Budget to the Mayor
( no later than)
May 24, 2011 Tuesday Last day for the Mayor to Veto the City Council's
( no later than) Adopted Budget
May 31, 2011 Tuesday Last day for the City Council to vote on the Mayor's veto
( no later than) of the City Council's Adopted Budget
June 7, 2011 Tuesday City Council sets mill rate

( no later than) (mill rate is set no later than seven days after action on the budget
is complete); This may be a vote necessary no later than May 31st

i
GENERAL FUND BUDGET
BUDGET SUMMARY GENERAL FUND BY AGENCY
The General Fund is primarily funded by the property tax. Governmental funds are reported
using the current financial resources measurement focus and the modified accrual basis of
accounting. Revenues are recognized when they are both measurable and available. Revenues
are considered to be available when they are collectible within the current period, or soon enough
thereafter, to pay liabilities of the current period. This budget illustrates the initiatives taken by the
Finch Administration to maintain fiscal integrity through this challenging economic downturn. This
proposed budget illustrates this fiscally conservative approach, as total spending in the new
budget is nearly $1.3 million less than in the previous (2011) adopted budget. This marks the
second consecutive year that city appropriations are reduced.
GENERAL FUND
BY AGENCY CATEGORY
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
AGCY CAT ACTUAL CURRENT REQUEST PROPOSED BUDGET
01 GENERAL GOVERNMENT 38,871,203 40,791,499 42,145,508 39,697,713 -1,093,786
02 PUBLIC SAFETY 132,087,194 139,596,920 140,130,253 139,475,918 -121,002
03 PUBLIC FACILITIES 41,672,949 42,944,972 44,057,116 45,469,655 2,524,683
04 OPED 13,139,884 13,878,434 13,880,711 13,179,580 -698,854
05 HEALTH & SOCIAL SERVICES 3,271,685 3,748,154 3,858,437 3,856,702 108,548
06 NONDEPARTMENTAL 4,306,874 -1,483,222 -1,483,222 401,326 1,884,548
07 LIBRARIES 4,741,139 6,723,003 6,723,003 6,723,003
08 BOARD OF EDUCATION 192,256,923 192,418,968 192,441,841 192,418,968 0
09 BOE FOOD SERVICES 12,850,296 11,315,145 11,315,572 11,315,572 427
10 BOE DEBT SERVICE 18,638,563 19,437,442 19,437,442 15,539,675 -3,897,767
Grand Total 461,836,710 469,371,315 472,506,661 468,078,112 -1,293,203
INTERNAL SERVICE FUND
The City, by Ordinance, established an Internal Service Fund to account for self-insured health
benefit activities of the City, Board of Education and all other departments. Governmental
Accounting Standards allow for the use of Internal Service Funds for risk financing activities. The
Internal Service Fund is a proprietary type fund, which utilizes the accrual basis of accounting.

GENERAL FUND BUDGET
BUDGET SUMMARY INTERNAL SERVICE FUND
Agency Org Code New OC Dept Benefit Vendor Description Type FY-12
CITY 62075000 52155 City Grants Life Htfd Life Ins Prem Prem 3,200
CITY GRNT 62074000 58001 City Grants Medical HN/CIGNA Medical Claims 628,500
CITY GRNT 62074000 58003 City Grants Dental CIGNA Dental Claims Fees 72,600
CITY GRNT 62074000 58002 City Grants Rx Medco Rx Claims/Admin Claims 376,200
CITY GRNT 62074000 58004 City Grants Vision VSP Vision Claims Claims 10,500
CITY GRNT 62074000 58301 City Grants Medical CIGNA ASO Fees Admin 17,600
CITY GRNT 62074000 58302 City Grants Dental CIGNA Dental PPO Fee Fees 1,500
CITY GRNT 62074000 58305 City Grants Dental CIGNA Dental HMO Admin 3,900
CITY GRANTS TOTAL 1,110,800
CITY 62075000 52154 City Active Life Htfd Life Ins Prem Prem 137,300
CITY 62075000 52156 Disabled Life Htfd Life Ins Prem Prem 66,000
CITY 62075000 52202 Unaffiliated Disability Htfd STD Prem Prem 20,600
CITY 62075000 52203 Teamsters Disability Htfd STD Prem Prem 1,200
CITY 62075000 52204 Unaffiliated Disability Htfd LTD Prem Prem 22,300
CITY 62075000 52205 Teamsters Disability Htfd LTD Prem Prem 1,200
CITY 62075000 58001 City ISF Medical HN/CIGNA Medical Claims 13,255,700
CITY 62075000 58002 City Active Rx Medco Rx Claims/Admin Claims 2,578,700
CITY 62075000 58003 City Active Dental CIGNA Dental Claims Claims 824,500
CITY 62075000 58004 City Actives Vision VSP Vision Claims Claims 91,400
CITY 62075000 58101 City Retirees Medical HN/CIGNA Medical Claims 9,767,000
CITY 62075000 58102 City Retirees & COBRA Rx Medco Rx Claims/Admin Claims 2,445,500
CITY 62075000 58103 City/COBRA/Retirees* Dental CIGNA Dental Claims Claims 40,500
CITY 62075000 58104 City Ret/COBRA Vision VSP Vision Claims Claims 7,900
CITY 62075000 58201 Heart & Hypertension WC Berkley Indemnity Claims 1,500,000
CITY 62075000 58202 Heart & Hypertension WC Berkley Medical Claims 2,100,000
CITY 62075000 58203 City Active WC Berkley WC Indemnity Claims 2,597,000
CITY 62075000 58204 City active WC Berkley WC Medical Claims 3,695,500
CITY 62075000 58258 City Wide WC Wokrs Comp Com Annual Assmnt Fees 302,000
CITY 62075000 58260 City Wide 2nd Injury Fund Qtrly Assessment Fees 251,700
CITY 62075000 58262 City Wide WC Berkley WC ASO Fee Admin 430,000
CITY 62075000 58301 City Active Medical CIGNA ASO Fees Admin 501,800
CITY 62075000 58302 City Active Dental CIGNA Dental PPO Fee Admin 39,300
CITY 62075000 58303 City Retirees Medical CIGNA ASO Fees Admin 277,300
CITY 62075000 58304 City COBRA/Ret* Dental CIGNA Dental PPO Fee Admin 3,200
CITY 62075000 58305 City Active Dental CIGNA Dental HMO Prem 157,130
CITY 62075000 58306 City Ret/COBRA Dental CIGNA Dental HMO Prem 5,180
City 62075000 58400 Police & Fire Medicare-B Reimb Fees 1,029,400
CITY 62075000 58401 City Medicare (FP/CSG) Rx/Med HN, Anthem, Beacon Rx/Med/Admin Admin/Claims 5,719,300
CITY 62075000 58500 EAP Fees 38,900
CITY 62075000 58501 Buy-Out 97,000
CITY TOTAL 48,004,510
WPCA 62400000 58001 WPCA Medical HN/CIGNA Medical Claims 110,100
WPCA 62400000 58002 WPCA Rx Medco Rx Claims/Admin Claims 7,800
WPCA 62400000 58003 WPCA Dental CIGNA Dental Claims 3,200
WPCA 62400000 58004 WPCA Vision VSP Vision Claims 700
WPCA 62400000 58203 WPCA WC Berkley WC Indemnity Claims 5,000
WPCA 62400000 58204 WPCA WC Berkley WC Medical 5,000
WPCA 62400000 58301 WPCA Medical CIGNA ASO Fees Admin 2,900
WPCA 62400000 58302 WPCA Dental CIGNA Dental PPO Fee 200
WPCA 62400000 58305 WPCA Dental CIGNA Dental HMO Admin 1,110
WPCA TOTAL 136,010
BOE 62850000 58001 BOE Active Medical HN/CIGNA Medical Claims 24,598,700
BOE 62850000 58002 BOE Genl Fund Rx Medco Rx Claims/Admin Claims 4,801,700
BOE 62850000 58003 BOE Actives Dental CIGNA Dental Claims 1,958,200
BOE 62850000 58004 Noncertified Vision VSP Vision Claims 56,400
BOE 62850000 58101 BOE Retirees* Medical HN/CIGNA Medical Claims 8,838,900
BOE 62850000 58102 BOE Retirees Rx Medco Rx Claims/Admin Claims 1,980,300
BOE 62850000 58103 BOE COBRA/Retirees Dental CIGNA Dental Claims 738,000
BOE 62850000 58104 BOE Ret/COBRA Vision VSP Vision Claims 300
BOE 62850000 58203 BOE Active WC Berkley WC Indemnity Claims 785,000
BOE 62850000 58204 BOE Actives WC Berkley WC Medical 1,430,000
BOE 62850000 58301 BOE Active Medical CIGNA ASO Fees Admin 871,800
BOE 62850000 58302 BOE Genl Fund Dental CIGNA Dental PPO Fee 81,400
BOE 62850000 58303 BOE Retirees Medical CIGNA ASO Fees Admin 240,100
BOE 62850000 58304 BOE COBRA/Ret Dental CIGNA Dental PPO Fee 33,100
BOE 62850000 58305 BOE Genl Fund Dental CIGNA Dental HMO Admin 61,830
BOE 62850000 58306 BOE Ret/COBRA Dental CIGNA Dental HMO 2,880
BOE 62850000 58401 BOE Medicare Rx/Med HN, Anthem, Beacon Rx/Med/Admin Admin/Claims 5,276,700
BOE TOTAL 51,755,310
BOE GRNT 62899894 58001 BOE Grants Medical HN/CIGNA Medical Claims 4,678,900
BOE GRNT 62899894 58002 BOE Grants Rx Medco Rx Claims/Admin Claims 491,600
BOE GRNT 62899894 58003 BOE Grants Dental CIGNA Dental Claims 314,600
BOE GRNT 62899894 58004 BOE Grants Vision VSP Vision Claims 12,900
BOE GRNT 62899894 58301 BOE Grants Medical CIGNA ASO Fees Admin 185,400
BOE GRNT 62899894 58302 BOE Grants Dental CIGNA Dental PPO Fee 16,500
BOE GRNT 62899894 58305 BOE Grants Dental CIGNA Dental HMO Admin 16,420
BOE Grants TOTAL 5,716,320
NUT 62900000 58001 Nutrition Medical HN/CIGNA Medical Claims 1,430,000
NUT 62900000 58002 Nutrition Rx Medco Rx Claims/Admin Claims 293,300
NUT 62900000 58003 Nutrition Dental CIGNA Dental Claims 84,800
NUT 62900000 58004 Nutrition Vision VSP Vision Claims 9,600
NUT 62900000 58203 Nutrition WC Berkley WC Indemnity Claims 25,000
NUT 62900000 58204 Nutrition WC Berkley WC Medical 40,000
NUT 62900000 58301 Nutrition Medical CIGNA ASO Fees Admin 51,900
NUT 62900000 58302 Nutrition Dental CIGNA Dental PPO Fee 4,800
NUT 62900000 58305 Nutrition Dental CIGNA Dental HMO Admin 1,480
NUT 62900000 58400 Nutrition Medicare-B Reimb 1,425
Nutrition TOTAL 1,942,305
GRAND TOTAL (gross need for ISF) 108,665,255

GENERAL FUND BUDGET
BUDGET SUMMARY APPROPRIATION IMPACTS
The primary source of revenues in the City of Bridgeport is property taxes. The second largest
chunk of revenues comes from Intergovernmental Revenue—which includes aid to public
schools, Education Cost Sharing, and funding for federal school lunch programming. The
economic downturn, paired with the collapse of the housing market, had a deleterious impact on
revenues, particularly those revenues that were to come from Bridgeport’s real estate market.
Additionally, the real estate conveyance fees collected by the town clerk on real estate
transactions are based upon the value of those transactions, and many foreclosure filings result
in transactions whose value is negligible, which means that the fees collected on them are a
fraction of what they would be in a healthy real estate market. This year’s revenues reflect a
property tax re-evaluation, and a conservative approach to anticipating the turnaround of the
economy. Additional measures the City has taken to handle the loss of revenues include, but are
not limited to: more aggressive tax collection strategies, including the use of the bootfinder on
vehicles with delinquent tax bills, fee increases, and the sale of excess city properties. The
Revenue Detail section in the appendix of this document provides additional detail about the
funding sources that support the General Fund Budget.
REVENUE SUMMARY
FY 2012
FY 2011 FY 2012 MAYOR VARIANCE TO
ORG DESC
OBJECT DESC FY2010 ACTUAL CURRENT REQUEST PROPOSED FY2011 BUDGET
01010000 COMPTROLLER'S OFFICE -3,141,422 -2,477,551 -2,491,969 -2,982,150 504,599
01040000 TAX COLLECTOR -269,861,115 -274,940,394 -265,869,367 -274,628,640 -311,754
01041000 TAX ASSESSOR -20,780,216 -19,590,209 -19,590,209 -19,235,731 -354,478
01045000 TREASURY -214,197 -275,000 -275,000 -275,000
01050000 REGISTRAR OF VOTERS -150 -500 -500
01060000 CITY ATTORNEY -15,000 -15,000 -15,000
01070000 CIVIL SERVICE -9 -88,500 -38,500 -88,500
01090000 TOWN CLERK -1,537,065 -1,542,300 -1,542,300 -1,545,800 3,500
01108000 INFORMATION TECHNOLOGY SERVICE -789 -250 -250 -250
01250000 POLICE ADMINISTRATION -5,002,035 -6,749,265 -6,942,765 -6,705,850 -43,415
01260000 FIRE DEPARTMENT ADMINISTRATION -205,012 -194,515 -203,515 -203,515 9,000
01285000 WEIGHTS & MEASURES -74,260 -76,000 -76,000 -76,000
01300000 PUBLIC FACILITIES ADMINISTRATION -1,100,589 -799,200 -799,200 -799,200
01310000 FACILITIES MAINTENANCE -535
01325000 SANITATION & RECYCLING -9,200 -20,000 -20,000 -20,000
01341000 BEARDSLEY ZOO/CAROUSEL -355,000
01350000 RECREATION -69,270 -62,000 -67,000 -67,000 5,000
01355000 PARKS ADMINISTRATION -2,382,991 -2,374,005 -2,380,356 -2,440,356 66,351
01356000 PARKS MAINTENANCE SERVICES 24,976
01375000 AIRPORT -758,062 -922,115 -928,200 -928,200 6,085
01385000 ENGINEERING -2,801 -4,600 -4,000 -4,000 -600
01450000 OPED ADMINISTRATION -520,901 -1,145,500 -1,145,500 -645,500 -500,000
01455000 BUILDING DEPARTMENT -1,952,319 -1,904,000 -1,929,000 -1,929,000 25,000
01456000 ZBA -35,283 -35,000 -35,000 -35,000
01457000 ZONING COMMISSION -218,025 -160,500 -160,500 -160,500
01552000 VITAL STATISTICS -450,989 -441,500 -441,500 -441,500
01554000 COMMUNICABLE DISEASE CLINIC -31,380
01555000 ENVIRONMENTAL HEALTH -335,055 -328,850 -328,850 -328,850
01556000 HOUSING CODE -34,340 -42,000 -42,000 -42,000
01560000 CLINICS -72,380 -20,000 20,000
01585000 SOCIAL SERVICES -25
01600000 GENERAL PURPOSE BONDS PAYABLE -2,369,395 -2,377,776 -2,377,776 -1,943,026 -434,750
01610000 OTHER FINANCING USES -639,500 -1,100,000 -1,100,000 -1,100,000
01863000 BOE ADMINISTRATION -139,765,958 -137,906,967 -137,906,967 -137,619,726 -287,241
01875000 TRANSPORTATION -2,862,886 -2,482,672 -2,482,672 -2,482,672
01900902 NUTR-NUTRITION -12,353,927 -11,315,146 -11,315,146 -11,315,146
Grand Total -467,112,103 -469,371,315 -460,508,542 -468,078,112 -1,293,203

GENERAL FUND BUDGET
BUDGET SUMMARY APPROPRIATION IMPACTS
APPROPRIATION SUMMARY
BY AGENCY CATEGORY
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
AGCY CAT ACTUAL CURRENT REQUEST PROPOSED BUDGET
01 GENERAL GOVERNMENT 38,871,203 40,791,499 42,145,508 39,697,713 -1,093,786
02 PUBLIC SAFETY 132,087,194 139,596,920 140,130,253 139,475,918 -121,002
03 PUBLIC FACILITIES 41,672,949 42,944,972 44,057,116 45,469,655 2,524,683
04 OPED 13,139,884 13,878,434 13,880,711 13,179,580 -698,854
05 HEALTH & SOCIAL SERVICES 3,271,685 3,748,154 3,858,437 3,856,702 108,548
06 NONDEPARTMENTAL 4,306,874 -1,483,222 -1,483,222 401,326 1,884,548
07 LIBRARIES 4,741,139 6,723,003 6,723,003 6,723,003
08 BOARD OF EDUCATION 192,256,923 192,418,968 192,441,841 192,418,968 0
10 BOE DEBT SERVICE 18,638,563 19,437,442 19,437,442 15,539,675 -3,897,767
Grand Total 461,836,710 469,371,315 472,506,661 468,078,112 -1,293,203
GENERAL FUND BUDGET

BY APPROPRIATION TYPE
VARIANCE TO
FY 2011 FY 2012 FY 2012 MAYOR FY 2011
APPR TYPE FY2010 ACTUAL CURRENT REQUEST PROPOSED BUDGET
1 PERSONAL SERVICES 183,544,889 177,932,783 176,387,308 170,830,051 -7,102,732
2 OTHER PERSONAL SERVICES 24,486,877 25,294,186 26,915,268 22,949,880 -2,344,306
3 FRINGE BENEFITS 102,824,307 111,230,932 111,533,240 119,553,808 8,322,876
4 OPERATING EXPENSES 124,287,445 127,784,668 129,750,226 127,514,046 -270,622
5 FIN SOURCE RESERVE/CONTINGEN 593,627 593,627 593,627
6 SPECIAL SERVICES 25,897,368 25,775,219 26,568,151 25,880,298 105,079
7 SUPPORTIVE CONTRIBUTIONS 795,823 759,900 758,841 756,401 -3,499
Grand Total 461,836,710 469,371,315 472,506,661 468,078,112 -1,293,203
These account levels represent line item funding for all departmental budgets. See the
Appropriation Category Section of this document for descriptions of major appropriation titles for
each group type.

GENERAL FUND BUDGET
BUDGET SUMMARY PERSONNEL SUMMARY
PERSONNEL SUMMARY
FY 06-07 FY 07-08 FY 08-09 FY 09-10 FY 10-11 FY 11-12

Total Total Total Total Total Proposed
GENERAL GOVERNMENT 179.5 185.0 179.5 173.0 176.0 176.0
PUBLIC SAFETY 925.0 912.0 911.0 858.0 834.0 836.0
PUBLIC FACILITIES 139.0 139.0 144.0 136.5 136.5 136.5
PARKS & RECREATION 47.0 48.0 41.0 40.0 40.0 39.0
TRANSPORTATION 22.0 22.0 21.0 21.0 21.0 21.0
PLANNING AND DEVELOPMENT 33.0 40.0 44.0 38.0 37.5 38.5
HEALTH & SOCIAL SERVICES 99.0 100.0 51.0 22.0 26.0 25.0
HUMAN SERVICES 14.0 15.0 15.0 13.0 13.0 14.0
LIBRARIES 69.0 69.0 60.0 52.0 52.0 52.0
TOTALS 1,527.5 1,530.0 1,466.5 1,353.5 1,336.0 1,338.0
The proposed budget provides for level staffing as stated in the Mayor’s transmittal letter with the
inclusion of two new funded positions. Through the Finch administration, there has been a
reduction of over 192 direct service positions in keeping with its mission of providing CORE
services to the public, first and foremost. Additionally, this budget once again includes in every
department TOTAL personnel costs such as medicare, social security, pension and health care.
Although health care is determined on a COBRA basis and not true cost, as the City is on claim
payout, it is a fair representation of how and where the total value is paid. This is another
milestone in the Finch’s Administration philosophy regarding fiscal integrity and more transparent
governance. This budget continues to direct the City’s labor force to the delivery of Core and
Core-supportive services. City Charter mandates: Administering and affecting governance;
educating; protection of persons and property; promotion of sanitation, recycling, and blight
removal; maintenance of the City’s physical assets including buildings, roads, parks and fleet;
promotion of housing and economic development; and regulatory oversight of environmental,
building, code and zoning compliance.

GENERAL FUND BUDGET
BUDGET SUMMARY APPROPRIATION CATEGORY
PERSONNEL SERVICES OPERATIONAL EXPENSES

Full Time Earned Salaries (MAJOR CATEGORIES)
Part Time Earned Salaries Office Supplies
Temporary/Seasonal Earned Pay Medical Supplies
Distributed Pay by Attendance / Automotive Services and Supplies
Absences Utilities
Electricity
Water
Natural Gas
Heating Oil
Copy Equipment and Supplies
OTHER PERSONNEL SERVICES
Computer Equipment, Software and
Overtime Pay
Supplies
Outside Overtime Pay
Advertising
Long Term Acting Pay
Subscriptions
Temporary Acting Pay
Building Maintenance
Shift Differential Pay
Membership/Registrations
Permanent Shift Pay
Postage and Printing services
Holiday Pay
Vehicle Maintenance
Longevity Pay
Compensatory Pay
SPECIAL SERVICES
Legal Services
Training Services
Actuarial Services
Computer Maintenance
FRINGE BENEFITS Auditing Services
Employee Allowance Office Equipment Maintenance
Uniform Contract Services
Laundry Legal / Property Claims
Moving Expense Reimbursement Tuition Reimbursements
City-owned Vehicle Benefit
Health Related Employee Benefits
Health OTHER FINANCING USES
Vision Debt Service
Dental Principal Payments
Life insurance Interest Payments
Workers’ Compensation Debt Service Refunding
Unemployment Compensation Sewer Bonds
Health Benefits Buyout Pension Obligation Bonds
Retiree Benefits Fire Equipment Notes Payable
Fringe Benefits and Pensions Attrition
Employee Assistance Program Contingencies
Required Reserves
Supportive Contributions

GENERAL FUND BUDGET
BUDGET SUMMARY BRIDGEPORT IN CONTEXT
BRIDGEPORT AT A GLANCE
FORM OF GOVERNMENT
Bridgeport is governed by its City Charter which was adopted by the state legislature in 1907 and
revised in 1912 and 1992. The city operates under a Mayor-City Council form of government. The
Mayor serves a four-year term. The Mayor sets policy, makes nominations and appointments to
boards and commissions, and presides at City Council meetings. In addition, the Mayor acts as
official City representative and liaison with various governmental and private agencies and
oversees the financial aspects of the City government. Mayoral authority comes from the City of
Bridgeport’s charter, Municipal Code, and the State of Connecticut General Statues.
The City Council consists of 20 members elected to two-year terms. Each of the ten council
districts is represented by two council members. The City Council holds regular meetings twice
per month. Major responsibilities of the City Council include enacting ordinances necessary to
govern the City and adopting the budget. Together the Mayor and the City Council oversee the
five line divisions: City Clerk, Water Pollution Control Authority, Libraries, Department of
Education, and the Registrar of Voters.
The Chief Administrative Officer (CAO), a mayoral appointee, is responsible for coordinating the
management and implementation of operational policies and practices for the Mayor. The CAO is
the liaison between the Mayor and the head administrators of the City’s departments which
include: The Office of Policy & Management, Civil Service, the Fire Department, the Police
Department, Planning & Economic Development, Finance, Public Facilities, Health & Social
Services, Labor Relations, the City Attorney, Weights & Measures, and Information Technology.
The only elected board in the City, aside from the City Council, is the Board of Education. This
board consists of nine members elected to staggered four-year terms, and meets once a month.
In addition, there are 18 appointed boards and commissions whose members are volunteers who
have been appointed by the Mayor. These consist of the following: Board of Assessment
Appeals, Board of Public Purchases, Bridgeport Redevelopment Agency, Cable Advisory Board,
Civil Service Commission, Commission on Aging, Ethics Commission, Fair Housing Commission,
Fair Rent Commission, Fire Commission, Harbor Management Commission, Historic Commission
No. 1, Housing Authority, Housing Site Development Agency, Parks Commission, Planning &
Zoning Commission, Police Commission, Port Authority Commission, Stratfield Historic District
Commission, Water Pollution Control Authority Commission and the Zoning Board of Appeals.
Additionally, the City appoints members to serve on the boards of regional planning agencies
including the Greater Bridgeport Regional Planning Agency and the Greater Bridgeport Transit
Authority.
GEOGRAPHY
Bridgeport is Connecticut’s largest city with a population estimated at 144,229 residents. Located
along Long Island Sound at the mouth of the Pequonnock River, the city has an area of 19.4
square miles. Bridgeport experiences warm to hot and humid summers and cold, snowy winters.
These seasonal extremes are somewhat moderated by Long Island Sound. This results in a
lower average temperature in summer and moderate snowfall, as compared to our neighbors
inland. The city receives 41.7 inches of precipitation and around 25.6 inches of snowfall in an
average year. The snowiest winter on record occurred in 1996 when Bridgeport received
76.8 inches in total accumulation. Bridgeport is located on Long Island Sound and is bordered by
Fairfield, Connecticut to the West, Stratford, Connecticut to the East, and Trumbull, Connecticut
to the North.

GENERAL FUND BUDGET
PHYSICAL DESCRIPTION
Land Area: 19.4 square miles.
Mixed Use
1% Land Use by Type
Industrial
7%
Commercial
7%
Vacant
12%
Residential
Parks/Open 50%
Space
16%
Institutional
7%
COMMUNITY PROFILE
Bridgeport was originally a part of the township of Stratford. The first recorded settlement here
was made in 1659. It was called Pequonnock until 1695, when its name was changed to
Stratfield, due to its location between the already existing towns of Stratford and Fairfield. In 1800
the borough of Bridgeport was chartered and in 1821 the township was incorporated. The city
was not chartered until 1836. The city's location on the deep Newfield Harbor supported
th
shipbuilding and whaling endeavors in the mid 19 century. Later, rapid industrialization and the
presence of the railroad made Bridgeport an ideal manufacturing center producing Bridgeport
milling machines, saddles, corsets, carriages, brass fittings, sewing machines and ammunition.
By 1930, Bridgeport was an industrial center with more than 500 factories and a thriving
immigrant population.
In the early 21st century, Bridgeport is rebounding from a loss of jobs and population, and is
transitioning into a role as both a bedroom community for New York City, and as oasis of
relatively low-cost housing in the otherwise prohibitively expensive Fairfield County. Located just

GENERAL FUND BUDGET
63 miles from New York City and accessible via a variety of transportation modes, it is ideally
suited to families seeking a refuge from the high cost of living in lower Fairfield county.
Bridgeport supports two large hospitals—St. Vincent’s and Bridgeport Hospital. It is located on
the Metro-North commuter line, which offers daily service to New York City, and regional service
to other areas of Connecticut, and also serves as a stop on Amtrak’s train lines. Additionally, ferry
service to Long Island is offered from Bridgeport’s harbor, and local and interstate bus service is
also available. Bridgeport owns Stratford’s Sikorsky Memorial Airport. Additionally, Bridgeport’s
location in the middle of a confluence of highways—among them Interstate 95, the Merritt
Parkway, Route 8 & Route 25, and Route 1 connect the City to many other regions. Institutions of
higher learning housed in the City include The University of Bridgeport, Housatonic Community
College, St. Vincent’s College, and Bridgeport Hospital School of Nursing. The Bridgeport School
system educates approximately 22,000 children, making it the second largest school system in
the state.
The Arena at Harbor Yard and the Klein Memorial Auditorium host regional and national
performances of musical acts and sporting events. Regional theater is in evidence at the
Downtown Cabaret Theatre and the Playhouse on the Green. Additionally, the City of Bridgeport
is home to 44 parks which encompass 1,330 acres of open space.
DEMOGRAPHICS AND ECONOMICS

Bridgeport is Connecticut’s largest city with a population estimated at 136,282 residents. These
residents account for 15 percent of the residents in the Bridgeport-Stamford-Norwalk metropolitan
area. While the residential population of Fairfield County has increased since the 2000 Census,
the residential population of Bridgeport has experienced a decline. At the same time, Bridgeport
has managed to continue to expand the grand list. This year, incorporating State mandated
revaluation, we anticipate an increase of $1,464,460,560 or 26.5%. Last year we saw an increase
of 2.4%. This positive growth, paired with the implementation of the computer assisted mass
appraisal system, should improve efficiency and enhance this essential revenue source.
2007 Grand List Real Property Personal Motor Vehicles Totals

(70%) Property
Gross $4,526,364,377 $682,088,400 $397,498,699 $5,605,951,476
Exemptions 36,111,148 35,069,695 8,257,643 79,438,486
Net Grand List $4,490,253,229 $647,018,705 $389,241,056 $5,526,512,990
2008 Grand List Real Property Personal Motor Vehicles Totals
(70%) Property
Gross $5,975,177,722 $737,107,429 $379,481,820 $7,091,766,971
Exemptions 52,267,202 40,752,839 7,773,380 100,793,421
Net Grand List $5,922,910,520 $696,354,590 $371,708,440 $6,990,973,550
Change
Gross $1,448,813,345 $55,019,029 ($18,016,879) $1,485,815,495
32.0% 8.1% -4.5% 26.5%
Exemptions $16,156,054 $5,683,144 ($484,263) $21,354,935
44.7% 16.2% -5.9% 26.9%
Net Grand List $1,432,657,291 $49,335,885 ($17,532,616) $1,464,460,560
31.9% 7.6% -4.5% 26.5%

GENERAL FUND BUDGET
PRINCIPAL PROPERTY TAXPAYERS IN BRIDGEPORT 2008 & 1999
2008 1999
PRINCIPAL PROPERTY TAXPAYERS Taxable Assessed Rank % of Total City Taxable Assessed Rank % of Total City
Value Taxable Assessed Value Taxable Assessed
Value Value
Cingular Wireless LLC $ 80,663,062 1 1.50%
People's United Bank** $ 59,862,778 2 1.11% $ 51,334,196 2 2.02%
PSEG Power Co of CT $ 59,635,809 3 1.11%
United Illuminating Co. Inc. $ 52,122,416 4 0.97% $ 96,450,846 1 3.80%
Bridgeport Energy, LLC - Duke Energy $ 43,260,386 5 0.80%
Southern Connecticut Gas Co-energy $ 29,765,677 6 0.55% $ 14,235,140 6 0.56%
Watermark 3030 Park, LLC** $ 22,381,306 7 0.42% $ 14,023,773 8 0.55%
Aquarion Water Co of CT $ 21,081,440 8 0.39% $ 18,028,950 3 0.71%
Success Village Apts Inc $ 18,547,802 9 0.34%
Bridgeport Lafayette 2005, LLC $ 15,400,000 10 0.29%
United Technologies (Sikorsky) $ 14,704,286 5 0.58%
General Electric Co. $ 10,607,270 10 0.42%
Emson Research, Inc. $ 14,153,206 7 0.56%
American Telephone & Telegraph** $ 11,181,871 9 0.44%
Bridgeport Jai Alai $ 14,749,316 4 0.58%
Total $ 402,720,676 7.48% $ 259,468,854 10.22%
**Change in business name occurred
Source: City of Bridgeport Assessor's Office. Unaudited.
PRINCIPAL EMPLOYERS IN BRIDGEPORT: 2008 & 1999

2008 1999
% of Total % of Total
Employer Employees Rank Employment Employees Rank Employment
People's United Bank 2,416 1 3.77% 1,400 3 2.45%
Bridgeport Hospital, Inc. 2,403 2 3.74% 2,029 1 3.56%
St. Vincent's Medical Center 1,849 3 3.14% 1,875 2 3.29%
University of Bridgeport 537 4 0.84%
Prime Resources 450 5 0.70%
Lacey Manufacturing Company 400 6 0.62% 360 9 0.63%
Bridgeport Health Care Center 301 7 0.47% 375 7 0.66%
Watermark 300 8 0.47%
Housatonic Community College 278 9 0.47%
Derecktor Shipyards 200 10 0.31%
Sikorsky Aircraft (United Technologies) 500 4 0.88%
Bridgeport Machines, Inc. 425 5 0.75%
Casco Products 420 6 0.74%
Southern New England Telephone 375 8 0.66%
Remington Products Inc. 275 10 0.48%
Source: Office of Planning & Economic Development
POPULATION IN BRIDGEPORT/SURROUNDING AREA 1990-2007

CHANGE 1990-2007
AREA 1990 2000 2007 NUMBER PERCENT
BRIDGEPORT 141,686 139,529 131,000 (10,686) -7.5%
FAIRFIELD COUNTY CT 827,645 882,567 895,000 67,355 8.1%
The decline in Bridgeport’s population has coincided with an increase in the population of greater
Fairfield County. Like many urban areas, Bridgeport’s declining population in the 1960s and
1970s coincided with an increase in population in nearby sleeper suburbs. All population
estimates discussed forthwith are based on the US Census’ American Community Survey, 2005-
2007 3 year estimates (in the column which reads 2007). As such, they are decidedly less
accurate than the numbers produced by the decennial census, as they are based on a smaller
sample size than 10 year census data. Likewise, the following comparisons also should be
viewed with the knowledge that Bridgeport’s population characteristics are evidenced in the
greater Fairfield County information, and as such are not a truly perfect comparison. However,
they allow us to view Bridgeport’s demographic makeup in the context of our greater geographic
region.

GENERAL FUND BUDGET
In terms of demographics, the population of Bridgeport is on the whole less affluent and more
diverse than the rest of Fairfield County. Median household income is lower than our Fairfield
County neighbors, and our population on the whole is younger, has completed less education,
and has a higher likelihood of speaking a language other than English at home. Our
unemployment rates are higher, and poverty impacts the lives of our residents in greater numbers
than in the rest of Fairfield County.
POPULATION CHARACTERISTICS
MEDIAN HOUSEHOLD INCOME 2000 2007
FAIRFIELD COUNTY, CONNECTICUT $ 65,249 $ 80,241
BRIDGEPORT, CONNECTICUT $ 34,658 $ 44,216
MEDIAN AGE
FAIRFIELD COUNTY, CONNECTICUT 37.3 39
BRIDGEPORT, CONNECTICUT 31.4 33.2
FAMILIES BELOW THE POVERTY LEVEL
FAIRFIELD COUNTY, CONNECTICUT 5.0% 5.8%
BRIDGEPORT, CONNECTICUT 16.2% 16.1%
INDIVIDUALS BELOW THE POVERY LEVEL
HIGH SCHOOL EDUCATION OR HIGHER
BACHELOR'S DEGREE OR HIGHER
FAIRFIELD COUNTY, CONNECTICUT 39.9% 43%
SPEAK A LANGUAGE OTHER THAN ENGLISH AT HOME
UNEMPLOYMENT RATE 2000 2007
POPULATION ETHNICITY
FAIRFIELD COUNTY, CT 2000 2007

WHITE 79.30% 79.2%
AFRICAN AMERICAN 10% 10.7%
ASIAN 3.30% 4.5%
SOME OTHER RACES 4.7% 6.6%
TWO OR MORE RACES 2.50% 0.9%
HISPANIC 11.90% 14.4%
BRIDGEPORT, CONNECTICUT 2000 2007
WHITE 45.00% 47.4%
AFRICAN AMERICAN 30.80% 35.9%
ASIAN 3.30% 3.2%
SOME OTHER RACES 14.80% 14.8%
TWO OR MORE RACES 5.60% 1.8%
HISPANIC 31.90% 33.3%

GENERAL FUND BUDGET
The mean travel time to work for Bridgeport residents is slightly less than that of our neighbors,
as shown below, but the increased cost of travel is a reality for all of Connecticut’s population.
Despite the variety of transportation options available to Bridgeport’s population, the vast majority
of commuters drive to work alone (67.3%). While carpooling has decreased, reliance on public
transportation has increased in both Bridgeport and the greater Fairfield County area.
TRAVEL TO WORK 2000 2007 2000 2007

FAIRFIELD COUNTY, CONNECTICUT BRIDGEPORT, CONNECTICUT
TRAVEL TIME TO WORK 28 28.4 TRAVEL TIME TO WORK 25 26.9
DROVE ALONE 74.7% 73.9% DROVE ALONE 66.4% 67.3%
CARPOOLED 9.6% 7.6% CARPOOLED 18.7% 12.1%
PUBLIC TRANSPORTATION 8.1% 9.2% PUBLIC TRANSPORTATION 8.4% 12.3%
WALK 2.3% 3.1% WALK 3.6% 3.3%
OTHER 0.8% 1.4% OTHER 1.4% 3.4%
WORK FROM HOME 4.5% 4.8% WORK FROM HOME 1.4% 1.6%
Monthly housing costs are an important consideration in light of the sub-prime mortgage crisis,
and Bridgeport is not untouched by this situation. This comparison of housing costs, based on
reported monthly owner costs including mortgages, reveals a level of debt that could be
catastrophic to families faced with increased fuel, gasoline, and other energy costs. The majority
of Bridgeport’s resident labor force works outside the city in neighboring towns in the region.
While these calculations merely reflect the impact of the median home ownership cost on the
homeowner with the median income, the sharp increase in the percentage of mortgage & other
debt that Bridgeport families have assumed in recent history is troubling. In April of 2009,
RealtyTrac reported that foreclosure activity has reached record levels, and has increased 25%
since April of 2008. In Connecticut, 1 in 662 homes received a foreclosure filing. Connecticut
th
ranks 19 nationwide in foreclosure filings. Bridgeport residents hold at least 5,586 sub-prime
loans and with a total of 34,489 real estate parcels, the impact of foreclosures on these properties
could be detrimental to the area’s homeowners and the economy on the whole. The negative
impact that foreclosures have had on city revenues (particularly on the conveyance tax, which is
based on the value of real estate transactions) is already being felt in municipal budgets.
Bridgeport has received nearly $6 million in federal funding to forestall foreclosures and stabilize
neighborhoods (the highest amount awarded in the state of Connecticut).
HOUSING CHARACTERISTICS MEDIAN VALUE 2000 2007

FAIRFIELD COUNTY, CONNECTICUT $ 288,900 $ 499,000
MONTHLY OWNER COST W/ MORTGAGE $ 1,904 $ 2,679
MORTGAGE PAYMENT AS % OF MEDIAN INCOME 35% 40%
BRIDGEPORT, CONNECTICUT $ 117,500 $ 244,800
MONTHLY OWNER COST W/ MORTGAGE $ 1,266 $ 1,884
MORTGAGE PAYMENT AS % OF MEDIAN INCOME 44% 51%

GENERAL FUND BUDGET
Housing Sales and Median Prices:

Bridgeport Calendar Year 1988-2009
5500 $275,000
5000 $250,000
4500 $225,000
4000 $200,000
3500 $175,000
Sales
3000 $150,000
2500 $125,000
2000 $100,000 Sales
1500 $75,000 Price
1000 $50,000
500 $25,000
0 $-
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
Year
Comparable Cities in Connecticut Median Sale Price

Calendar Year 1988-2009
$520,000
$480,000
$440,000
$400,000
$360,000
$320,000 Bridgeport
$280,000 Hartford
$240,000 Stamford
$200,000 Waterbury
$160,000 New Haven
$120,000
$80,000
$40,000
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
Source: The Warren Group
While Bridgeport is not the only city in Connecticut faced with the fallout from the housing crisis, it
is evident in the patterns that are already developing that urban homeowners and minorities were
particularly vulnerable to predatory lending practices. Defaults are three times more likely to
happen in minority-concentrated areas compared with white ones. Even when blacks earn as
much as whites, they're still more likely to be victimized by predatory lenders. For example, a
black household making $68,000 a year is five times as likely as a white household making the
same amount of money – or less – to hold high-interest subprime mortgages, according to the
New York Times. That makes it five times as hard to hold onto their homes. Eighty-five percent of
the neighborhoods worst-hit by the crisis — where the default rate is at least double the regional
average — have a majority of black and Latino homeowners.

GENERAL FUND BUDGET
MAPPING FORECLOSURES IN BRIDGEPORT, 2008
Source: New York Times

http://www.nytimes.com/interactive/2009/05/15/nyregion/0515-foreclose.html
MAPPING FORECLOSURES IN FAIRFIELD COUNTY, 2008
Source: New York Times

http://www.nytimes.com/interactive/2009/05/15/nyregion/0515-foreclose.html

GENERAL FUND BUDGET
Number and Value of Building Permits

in Bridgeport 1999-2009
3,000 $200,000,000
2,750
2,500 $170,000,000
2,250 $140,000,000
2,000
1,750 $110,000,000
Sales
1,500
1,250 $80,000,000
1,000
750 $50,000,000
500 $20,000,000
250
- $(10,000,000)
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009*
number of permits
value of permits
Year
FEDERAL FUNDING FOR NEIGHBORHOOD STABILIZATION

Bridgeport’s housing crisis is the worst in the state of Connecticut. At the core of the housing
crisis in Bridgeport are four underlying issues:
1) Bridgeport has a disproportionate share of poor households, both in our region and
Fairfield County, and within the state.
2) Some neighborhoods in Bridgeport have a disproportionate share of poor households.
The concentration of poverty on a neighborhood level made residents in these
neighborhoods more vulnerable to predatory lending practices in these neighborhoods.
3) Housing stocks in Bridgeport are older, smaller, and more costly to maintain than other
regions in the state and in the country. 31% of the housing stock in Bridgeport was
constructed before 1939. An additional 34.9% of housing stock was constructed between
1940-1959. In addition, 7.5% of properties in Bridgeport are vacant, and according to the
2000 Census, 2.4% of local housing stock was likely abandoned—3 times the national
average.
4) Finally, Bridgeport is housing more poor people than any other city in Connecticut.
Bridgeport has developed a strategy to tackle the problem which involves a two-pronged
approach:
 Stabilizing neighborhoods by providing the mechanism for property purchase and
financing that can spur sustainable home ownership.
 Rehabilitating, redeveloping or demolishing severely dilapidated properties.
In December of 2008, HUD (Housing & Urban Development) approved $25 million in funding for
Connecticut for the federal Neighborhood Stabilization Program (NSP). Bridgeport was
successful in lobbying for the greatest share of the $25 million, and will receive nearly $6 million
to aid struggling subprime borrowers. The funds provided by HUD allows state and local
governments to acquire land and property; to demolish or rehabilitate abandoned properties;
and/or offer downpayment assistance and closing cost assistance to low and moderate income
homebuyers. In addition, grantees can create ―land banks‖ to assemble, manage, and dispose of
vacant land for the purpose of stabilizing neighborhoods and encouraging re-use and
redevelopment of urban properties.
Because the nature and extent of Bridgeport’s subprime activity varied greatly by neighborhood,
the city’s strategy will be used in a variety of ways. Additionally, Bridgeport has partnered with the
Housing Development Fund (HDF) of Lower Fairfield County to leverage its funds with HDF’s

GENERAL FUND BUDGET
$26.2 million is Smart Move Loan Pool Funds. Other community partners in this effort include the
Bridgeport Neighborhood Trust, Fairfield 08, and the Bridgeport Redevelopment Agency.
Bridgport Estimated
Potential Target AMI
Proposed Use of Funds Amount Direct
Neighborhoods population
Allocation Impact
North End, North
Bridgeport,
Financial Mechanism 25% Down Payment Assistance $1.42M 50-120 150-200
Brooklawn, St.
Vincent, Mill Hill
South End,
Hollow, East End
Acquisition & Rehabilitation 25% Acquistion, Rehab/Sale $1.42M 30-80 50
East Side, West
End/ West Side
North End,
Landbanking 25% Buy-hold $1.42M 50-120 25
Brooklawn
East Side/ East
Blight Removal 25% Green Space & Redevelopment $1.42M 40-80 50
End
Financial Mechanisms: we determined market conditions in the North End, North Bridgeport, Mill Hill, Brooklawn and St.
Vincent to be in the 40th-80th percentile of potential market strength, based on factors such as tenure, education and
income levels, housing stocks (age and type), subprime activity, and current real estate value. We envision the bulk of the work and
resources deployed In these neighborhoods to actually be in the North End, where problem loan activity has been the
highest. Our aim is 10 marry NSP funds to other local housing development fund programs to expand home ownership
opportunities while stemming defaults and abandonment. These are middle market neighborhoods.
Acquistion and Rehabilitation: The focus of acquistion rehabilitation resources will go towards structures that are older,
principally 2- and 3-Family homes that can be stabilized by assisting current (at-risk) owners, and enabling new owners to
feasibly hold onto or acquire an income-producing property, the rents from which can make possible ownership, keep a
property from declining into abandonment, and upgrade the property to market or, where feasible, above-market
conditions. These activities would primarily occur near and around downtown, where visible improvements can stabilize
the market that in turn shapes conditions in our downtown, Most of the work would be on the East Side, though some may
occur in Hollow, the West End, West Side, the South End, and the East End.
Landbanking: It is critical to acquire as many properties as possible for future disposition, especially where site control is
a key component of holding the line against the domino effect of foreclosure, or when the site is likely to have an upside
as new affordable housing in the future. The North End represents a key opportunity to bank otherwise costly properties
as a hedge against losses of important affordable stocks in otherwise stable neighborhoods where stability could be
compromised without site control.
Blight Removal/Redevelopment: This includes both the work of clearing problem/distressed properties for the
development of open space, and redevelopment of blighted properties where there is a chance for sale to a strong buyer,
We estimate about 25% of our stabilization funds would be appropriate for demolition and green/community space
creation, and generating opportunities for future revitalization-oriented redevelopment This activity would be appropriately
located in the East Side and East End.
The damage wrought by deceptive, predatory, and irresponsible lending practices cannot be
erased in a short time, and while the funding Bridgeport has received, paired with the leveraged
funding from HDF will make a significant positive impact on the health of the local housing
market, it cannot possibly erase all of the damage done. Estimates of the total magnitude of the
problem suggest that the fallout from sub-prime lending is a nearly $50 million dollar problem for
Bridgeport. Below are two other American Recovery and Reinvestment Act programs that
Bridgeport has applied for (one of which has been funded), and a complete list is located in the
appendix of this document, on page 547.
Program Funding Amount Description, Purpose Status

HUD Neighborhood $10,000,000 Bridgeport applied as part of a competitive application process that Under
Stabilization Program II DECD spearheaded for consortium that includes other towns and Review by
Competitive community partners. Approximately $10 million for Bridgeport Funder
eligible census tracts if awarded to expand work of NSPI. (Full
request is $45 million)
Homelessness Prevention $1,351,004 Funding for communities to provide financial assistance and services Awarded
and Rapid Re-Housing to either prevent individuals and families from becoming homeless or
help those who are experiencing homelessness to be quickly re-
housed and stabilized. Formula funding to be finalized.

CITY of BRIDGEPORT, CONNECTICUT
Organizational Chart
2011-2012
CITY COUNCIL MAYOR
WATER
POLLUTION LIBRARY BOARD OF REGISTRAR OF
CITY CLERK TOWN CLERK
CONTROL BOARD EDUCATION VOTERS
AUTHORITY
MAYORAL
BOARD OF STAFF
LEGISLATIVE LIBRARIES
EDUCATION
CHIEF
ADMINISTRATIVE
OFFICER
INFORMATION OFFICE OF PLANNING & HEALTH &

FIRE POLICE FINANCE PUBLIC LABOR CITY WEIGHTS & CENTRAL
TECHNOLOGY POLICY & CIVIL SERVICE ECONOMIC SOCIAL
DEPARTMENT DEPARTMENT DEPARTMENT FACILITIES RELATIONS ATTORNEY MEASURES GRANTS
SERVICES MANAGEMENT DEVELOPMENT SERVICES
EMERGENCY BENEFITS/
ANIMAL
OPERATIONS PLANNING BUILDING VITAL GRANTS
SHELTER COMPTROLLER
CENTER DEPARTMENT MAINTENANCE STATISTICS PERSONNEL
BUILDING SANITATION &

TREASURER HOUSING CODE
DEPARTMENT RECYCLING
ZONING LEAD
TAX ASSESSOR ENGINEERING
DEPARTMENT PREVENTION
ZONING BOARD PARKS & COMMUNICABLE

TAX ASSESSOR CLINIC
OF APPEALS RECREATION
LAND USE &

MUNICIPAL HUMAN
CONSTRUCTION PURCHASING
REVIEW GARAGE SERVICES
NEIGHBORHOOD
HARBOR PERSONS WITH
REVITALIZATION/ ARCHIVES
ANTI-BLIGHT MASTER DISABILITIES
COMMUNITY
VETERANS
DEVELOPMENT PRINT SHOP ROADWAY
AFFAIRS
AGENCY
SIKORSKY
AIRPORT
Please note:
This chart of organization does not include all of the boards & commissions. Additionally, some hierarchy has been omitted in favor of readability.
For the most accurate depiction of organizations structure on a smaller scale, please see the organizational charts of each individual department.
GENERAL GOVERNMENT DIVISIONS
OFFICE OF THE MAYOR
MISSION STATEMENT
To set the direction of City government and oversee the administration of all City Departments.
OBJECTIVES
 To set policy.
 To develop, communicate, and implement a long-term agenda that ensures the fiscal health
of the City and a high quality of life for its citizens.
 To act as a representative and liaison to the entire community, including the citizens, media,
public and private agencies, state and federal officials, and City departments.
 To direct the receipt and resolution of constituent complaints.
 To serve as a liaison for other City departments in order to ensure that the citizens of
Bridgeport receive effective public service expeditiously and courteously.
 To provide guidance and direction to all Department Managers in order to improve services
offered to the City of Bridgeport.
 To serve as a liaison with various governmental agencies and to influence local, state and
federal legislation that is necessary and favorable to the City.
MAYOR CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
ALL CITY
DEPARTMENTS
1
GENERAL FUND BUDGET
OFFICE OF THE MAYOR BUDGET DETAIL
Honorable Bill Finch

Mayor
REVENUE SUMMARY
Not Applicable
FY 2012 VARIANCE
FY2010 FY 2011 FY 2012 MAYOR TO FY 2011
ORG APPR
Desc Desc ACTUAL CURRENT REQUEST PROPOSED BUDGET
01001000 OFFICE OF THE MAYOR 685,658 730,620 730,620 756,878 26,258
1001PS MAYOR'S PERSONAL SVCS 543,548 564,730 564,730 581,709 16,979
2001TPS MAYOR'S OTHER PERS SERVICES 8,957 2,100 2,100 2,175 75
3001FB MAYOR'S FRINGE BENEFITS 103,287 130,683 130,683 139,887 9,204
4001EX MAYOR'S OPER EXP 22,984 25,481 25,481 25,481
6001SS MAYOR'S SPEC SVCS 6,882 7,626 7,626 7,626
PERSONNEL SUMMARY
FY 2011 FY 2012
Org Code Fill Vac Job Class Description CURRENT PROPOSED 2012 vs 2011
1.0 MAYOR 126,538 129,862 3,324

1.0 CHIEF OF STAFF - MAYOR'S OFFICE 119,953 123,082 3,129
1.0 MAYOR'S AIDE 59,518 60,997 1,479
1.0 ADMINISTRATIVE ASSISTANT 39,889 41,137 1,248
1.0 RECEPTIONIST 35,333 36,438 1,105
1.0 ADMIN. ASSISTANT 40,887 41,960 1,073
1.0 EXECUTIVE OFFICE MANAGER 73,131 76,927 3,796
1.0 MAYOR'S AIDE 69,481 71,306 1,825
01001000 Total 8.0 564,730 581,709 16,979

2
GENERAL FUND BUDGET
OFFICE OF THE MAYOR PROGRAM HIGHLIGHTS
FY 2011-2012 GOALS
1) Continue to implement long-term financial goals which will provide greater budget
transparency, decrease the city’s historic reliance on one-time revenues and improve the
City’s financial standing.
2) Continue to grow the city’s tax base by increasing the city’s ability to attract and retain
sustainable economic and community development.
3) Reduce tax delinquencies by continuing to pursue an aggressive zero-tolerance tax collection
policy to increase revenues.
4) Continue to implement the Mayor’s Sustainable Bridgeport initiative – BGreen2020 – to lower
the city’s carbon footprint, increase recycling rates, improve energy efficiency in city facilities
and address brownfield remediation.
5) Continue to promote efficiency and accountability throughout city government through the
CitiStat program, QAlert technology (the City’s online citizen service request form), labor-
management cooperative and employee training.
6) Continue to work together with the Board of Education to improve Bridgeport schools by,
continuing our investment in building new state-of-the-art schools (planned Interdistrict
Magnet High School, Roosevelt and Harding High School) and renovating several other City
schools.
7) Strengthen alliances with community groups and support initiatives that will benefit the City’s
quality of life.
8) Support diversity at all levels in government through progressive hiring practices, human
resources and labor relations, and by supporting our Small and Minority Business Resource
Office, which provides resources and support for local minority contractors, develops best
practices, policies and procedures to ensure that the City’s Minority Contracting Business
Enterprise Goals are achieved.
9) Focus efforts to combat blight and strengthen neighborhoods through a comprehensive city
program of neighborhood stabilization, which will include promoting and increasing the
number of Neighborhood Revitalization Zones, and unifying the efforts of the City’s Housing
Code and Blight offices to work together to reduce blighted buildings and properties
throughout the City.
10) In partnership with the Police Chief, work together to formulate strategic initiatives that
combat crime and support successful neighborhood policing by expanding the Neighborhood
Watch program, allowing more residents to take part in being responsible for their
neighborhoods.
11) In partnership with the Fire Chief, the American Red Cross and RYASAP’s Safe
Neighborhoods Americorp Partnership (SNAP) ensure that every resident in Bridgeport
benefits from a free smoke detector through the City’s Safe Asleep program.
12) Continue to improve the City’s Parks and Green Spaces, and increase the number of parks
available to city residents within a 15-minute walk of their home.
FY 2010-2011 GOAL STATUS

1) Continue to implement long-term financial goals which will provide greater budget
transparency, decrease the city’s historic reliance on one-time revenues, and improve the
city’s financial standing.
6 MONTH STATUS: During the past three years, Mayor Finch has directed department
heads to trim their budgets 10 to 20 percent, while maintaining, and in some instances,
increasing the level of service. By eliminating positions and laying off employees, we
decreased the workforce by nearly 200 – never an easy decision to make. These
measures, along with union concessions and other spending freezes have saved the City
tens of millions of dollars.
For the third year in a row, the City has been recognized by the Government Finance
Officers Association for excellence in financial reporting.
We are continuing to identify city-owned property that can be sold in order to return the
building to the tax rolls, realizing more than $2 million in revenue from the sale of city-
3
GENERAL FUND BUDGET
owned property during the past two years. In addition, we are continuing our municipal
consolidation plan, moving city offices from inefficient buildings into space at City Hall
Annex, with the eventual goal of selling those vacated properties.
During the past year, we have consolidated the Housing Code and Environmental Health
departments into City Hall Annex. We anticipate moving the Probate Court offices, and
Vital Statistics and Registrars of Voters offices into City Hall Annex in the next six
months.
The City has maintained its positive bond raiting. Debt financing has been restructured to
produce additional savings to taxpayers. This budget is the third straight that reduces
government spending. The fund balance has increased for the past two years following
balanced budgets.
2) Continue to grow the city’s tax base by increasing the city’s ability to attract and retain
sustainable economic and community development.
6 MONTH STATUS: During the past six months, the City has recorded substantial progress
on several fronts related to economic and community development.
 With the assistance of CHFA/GE funding, the 323 Fairfield Avenue mixed-use
building created 84 new residential units and 7 commercial storefronts, which, when
added to the Citytrust, Arcade Mall, 881 Lafayette, and 333 State St. units will mean
more than 1,000 people will call downtown Bridgeport home. The revitalization of the
downtown is the linchpin of the City’s long term goal of fostering transit oriented
development.
 P.C. Richards, a national electronics retail chain, which just recently expanded into
Connecticut, opened a new regional distribution center in the former West End
Moving & Storage company building adjacent to I-95.
 The City partnered with Mayor Michael Bloomberg and the City of New York to
receive an award of a federal Sustainable Cities grant to fund the feasibility study for
the second train station and related transit-oriented development in the City’s East
Side. The City has acquired the land for a new train station at 812 Barnum Avenue,
southernmost parcel of the former Remington Arms site. We are securing the State’s
commitment to clear the site and prepare a plan for it. A second Bridgeport train
station will bring much needed journey-to-work mobility to an impoverished, immobile
population on the East Side.
 The City also was awarded a TIGER II grant, a competitive federal grant, to fund
more than $11 million of road, utility and other infrastructure improvements to the 48-
acre Steelpointe, Bridgeport’s premier mixed-use development site leveraging
millions of private investment dollars with federal infrastructure funds.
 The City of Bridgeport and Urban Green received a $3 million commitment from
DECD to help tenant fit-out for Phase 2 including funds for a grocery store and tenant
fit out – for both the Arcade and 144 Golden Hill (first story retail). New tenants have
been identified, retail leasing continues and it is expected that an announcement of a
grocery store operator for the Arcade will occur this spring.
 An LDA has been approved and executed between the Bridgeport Port Authority and
Konover. Meetings have been held with DOT and DEP regarding site access issues.
Both DOT AND DEP have bought into the conceptual plans for the development of
the site and the developers’ initial specific site plans. The signing of the agreement
has started a due diligence period for the developer which will allow them to develop
precise cost estimates related to the site.

4
GENERAL FUND BUDGET
3) Reduce tax delinquencies by continuing to pursue an aggressive zero-tolerance tax
collection policy to increase revenues.
6 MONTH STATUS: The Tax Collector’s office has utilized a collection agency in
conjunction with the Violert Car booting program. Together, these two initiatives have
increase motor vehicle revenues and helped the office clean up delinquent records. From
April 2009 to February 2011, the Collection Agency has brought in $2,326,453 in
delinquent taxes. The Tax Collector and the Tax Assessor’s Office have been working
together to tackle personal property tax accounts for viable businesses, and an RFP will
be issued in the next few months to find a firm to target that tax roll.
4) Continue to implement the Mayor’s Sustainable Bridgeport effort to lower the city’s
carbon footprint, increase recycling rates, improve energy efficiency in city facilities and
address brownfield remediation.
6 MONTH STATUS: The City will implement a number of forward leaning energy
improvements and programs which it has been working diligently on as part of the
Mayor’s BGreen 2020 plan including:
Solar Leasing Program with Main Street Power beginning with city buildings and
expanding into businesses; the City will expand its EID which include lower utility rates
for businesses and homeowners; the City will continue building out its energy saving
features on the Burroughs Library; the City will continue to develop the Green Energy
Park at the Seaside Landfill; select a developer for our City Hall/Annex Sale/Leaseback,
and complete our consolidation of McLevy Hall to the Annex.
In addition the City will expand its recycling efforts by: Adopting single stream recycling
by the Fall of 2011; enhancing capacity of recycling throughout the city by deployment of
new containers to all residents.
Further the City will implement the following environmental initiatives: Complete the Parks
Master Plan; complete the Pleasure Beach Master Plan; begin work on the Downtown
Intermodal Enhancement Program; complete work on our Pleasure Beach Water Taxi
System; complete our Pequannock River Watershed Plan and follow on program.
5) Continue to promote efficiency and accountability throughout city government through the
CitiStat program, QScend technology (the City’s online citizen work request form), labor-
management cooperative – Total Quality Management program and employee training.
6 MONTH STATUS: CitiStat continues to meet with departments on a regular basis
measuring the status of their goals and work productivity. QAlert, which is managed by
CitiStat, has recorded at least 40,000 citizen service requests. The system continues to
adapt with the changes in department workflow, making it easier for departments to track
the services they provide to Bridgeport’s citizens. Finally, CitiStat is continuing the efforts
of the labor-management cooperative by putting together a series of employee customer
service training and by developing an overall employee training program.
6) Help to lower class size and improve Bridgeport’s schools, by continuing our investment
in building new state of the art schools (the Discovery Magnet School and the Interdistrict
Magnet High School, Roosevelt and Harding High School) and renovating Aquaculture,
Black Rock School, Columbus, Cross, Dunbar.
6 MONTH STATUS: The Discovery Magnet Elementary School opened for classes in
January 2011; the school will be certified as a LEED Silver building, one of the greenest
schools in the City. The addition to the Aquaculture School was completed in the late
summer and was dedicated in September 2010. We continue to work through the
process to build the $125 million MultiMagnet High School on land in Trumbull. On April
13, the state Legislature will consider a border change to allow the high school project to

5
GENERAL FUND BUDGET
move forward through the local zoning process and transfer the boundary of the new
school into Bridgeport. Funding approvals for replacing Harding High School, and
renovations and/or additions to Black Rock School, Central High School and several
other City schools are working their way through the state approval process. Over the
next five years, the City expects to conduct renovations to Bassick High School, JFK
Campus, Park City, Hall, Edison, Beardsley, Read, Winthrop and Sheridan Elementary
Schools, as well as, energy renovations to Curiale and Blackham Elementary Schools.
7) Strengthen alliances with community groups and support initiatives that will benefit the
City’s quality of life.
6 MONTH STATUS: The Mayor has instituted a very aggressive schedule of meetings
and events with community groups and constituents including, regular meetings with City
clergy; the Mayor’s weekly Brown Bag Lunch; and, the monthly Community Cabinet
meetings with a wide cross-section of people throughout the City.
8) Support diversity at all levels in government through progressive hiring practices, human
resources and labor relations, and by supporting our new Small and Minority Business
Resource Office, which provides resources and support for local minority contractors,
develops best practices, policies and procedures to ensure that the City’s Minority
Contracting Business Enterprise (MBE) goals are achieved.
6 MONTH STATUS: In 2010, prime contractors in the City were awarded $17,720,851 for
physical development projects and of that amount $2,277,123 or 12.85% of those
contracts were awarded to minority or women-owned businesses. Also, during that time
of that time of the subcontracts that were awarded, $4,621,075 or 74.19% was awarded
to minority or women-owned businesses. Through aggressive monitoring efforts, the City
of Bridgeport has placed five companies under review for violating the Minority Business
Enterprise Ordinance; of those five, two companies (Connecticut Masons and Waterbury
Masonry) have already been fined. Additionally, as a result of the City’s prevailing wage
investigation, Seakco Construction has paid over $47,000 in restitution to project
employees for violating the Prevailing Wages Laws and is at risk of being debarred for
their actions.
9) Focus efforts to combat blight and strengthen neighborhoods through a comprehensive

city program of Neighborhood stabilization.
6 MONTH STATUS: During the current budget year, we have exceeded our adopted
goals for blight citations, blight fines, condemnation demolitions, and City-sponsored
housing rehabilitations.
In addition, we have restructured the Neighborhood Stabilization Program for more
efficient use of resources. Acquired, funded or facilitated the acquisition of approximately
thirty (30) foreclosed properties, for rehabilitation or new construction by affordable
housing developers. As of 12/31/10 approximately $3 Million of acquisition and
rehabilitation activities funded and completed. Five (5) single family homes have been
completed, of which three (3) have been sold to NSP eligible and trained owner
occupants. Twenty-two (22) housing units currently undergoing development with
Spring-Summer 2011 completion anticipated for approximately fifteen (15) of these. NSP
funding has enabled the City to demolish five (5) condemned and/or foreclosed
properties that were beyond repair. Successfully negotiated with CT DECD for use of
NSP program revenues for open space development on Knowlton Street/Pequonnock
River parcels, including the clearing of blighted structures and redevelopment of a 40,000
square foot industrial warehouse. The City continues to make progress on brownfield
remediation. GE currently is conducting preliminary abatement work on site as a
prerequisite for demolition which is expected to commence this spring. GE has engaged
the City of Bridgeport in discussion about the future development of the property. The

6
GENERAL FUND BUDGET
City of Bridgeport was recently granted ownership rights to the former Remington Arms
property on Barnum Avenue for a proposed future train station site through a federal
bankruptcy court ruling. The site, 812 Barnum Avenue, is directly adjacent to the Metro
North rail line. It is approximately 7.2 acres, with 1,000 + linear feet of frontage on both
Barnum Avenue and the rail line itself.
10) Hire a Police Chief and work with the Chief to formulate strategic initiatives which combat
crime and support successful neighborhood policing.
6 MONTH STATUS:A nationwide search yielded three candidates for the Mayor to
review, including Acting Police Chief Joseph Gaudett Jr., who was ultimately chosen by
th
the Mayor to lead the 400+ member police department, the 10 chief in the department’s
history. Chief Gaudett has formulated a number of initiatives to increase public safety
including, a new manpower allocation plan which will put police officers and command
staff where they are most needed; expansion of the ”Take Back Our Neighborhood”
program, including increasing the number of Neighborhood Watch groups in the city and,
finding sponsors for a second round of a gun buyback program.
11) In partnership with the Fire Chief, the American Red Cross and RYASAP’s Safe
Neighborhoods Americorp Partnership (SNAP), ensure that every resident in Bridgeport
benefits from a free smoke detector through the City’s Safe Asleep program.
6 MONTH STATUS: the Fire Department, together with RYASAP and AmeriCorps
continues to lead the nation in smoke detector installations through the City’s Safe
Asleep Program. Nearly 30,000 have been installed in City residents’ homes and small
apartment buildings. Funding has been secured to keep this essential program in
operation through 2011.
12) Continue to improve and upgrade the City’s Parks and Green Spaces.
6 MONTH STATUS: The City of Bridgeport Parks & Recreation Department continues to
improve and upgrade parks and green spaces as part of the City of Bridgeport’s B-Green
2020 Sustainability Plan.
 Some of the major projects completed in fiscal year 2011 include: Seaside Park
(Diamond 1 Field Improvements, new picnic areas at West Beach, waterfront
walkways and curbing restoration after a severe storm in March, 2010); Veteran’s
Memorial Park (Discovery School, Solar Nature Trail and hiking improvements and a
disc golf course); Beardsley Park (new Bunnell’s Pond overlook and sidewalk
repairs); Ellsworth Park (new restroom, field improvements, playground and
splashpad area); Luis Marin Garfield Open Space (New splash pad); Newfield Park
(new restroom, picnic area and walking path in progress); William Barnum Park (new
swing set, picnic area, plantings and basketball court).
 Already under way this fiscal year 2011 and continuing into fiscal year 2012: Citywide
Public Park Improvement and Enhancement Program, which focuses on enhancing
green spaces such as James Brown Waterview Park on the Yellow Mill River,
Johnson Oak Park beside Tisdale School, Svirha Park near Read School and other
pocket parks in multiple neighborhoods of the City; Glenwood Park Tennis Court Site
Improvements; Knowlton Park, a new development to recapture Pequonnock River
waterfront for parks green space; Washington Park, where enhancement of all park
amenities and improvements to the infrastructure is planned including a proposed
splash pad and updated playground area; Pleasure Beach Master Plan and
Feasibility Study, that will provide the environmental assessment needed to protect
and enhance park land; An Urban Tree Canopy Study, which will assess the City’s
existing tree canopy and provide recommendations for the City’s ongoing urban
forestry efforts; the Pequonnock River Watershed Plan, which will provide a

7
GENERAL FUND BUDGET
protection plan on how to decrease pollution to the city’s water bodies and engage
citizen’s in its efforts and implementation models; and the Citywide Parks Master
Plan, which will establish a guiding road map for all 45 City Parks and Green Spaces
to be improved upon and better service City residents.
OFFICE OF THE MAYOR APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
ORG Desc OBJ Desc ACTUAL CURRENT REQUEST PROPOSED BUDGET
01001000 OFFICE OF THE MAYOR 685,658 730,620 730,620 756,878 26,258
51000 FULL TIME EARNED PAY 543,548 564,730 564,730 581,709 16,979
51140 LONGEVITY PAY 2,100 2,100 2,175 75
51156 UNUSED VACATION TIME PAYOU 8,957
52154 LIFE INSURANCE CIVIL SERVICE 14
52360 MEDICARE 3,548 7,127 7,127 7,030 -97
52385 SOCIAL SECURITY 467 2,535 2,535 -2,535
52504 MERF PENSION EMPLOYER CONT 42,329 49,965 49,965 66,315 16,350
52917 HEALTH INSURANCE CITY SHARE 56,930 71,056 71,056 66,542 -4,514
53605 MEMBERSHIP/REGISTRATION FEES 57 57 57
53705 ADVERTISING SERVICES 20 20 20
53750 TRAVEL EXPENSES 1,220 5,619 5,619 5,619
53905 EMP TUITION AND/OR TRAVEL REIM 1,465 798 798 798
54595 MEETING/WORKSHOP/CATERING FOOD 8,951 8,450 8,450 8,450
54650 LANDSCAPING SUPPLIES 100 140 140 140
54675 OFFICE SUPPLIES 4,808 4,636 4,636 4,636
54705 SUBSCRIPTIONS 45 36 36 36
54720 PAPER AND PLASTIC SUPPLIES 92 171 171 171
55155 OFFICE EQUIPMENT RENTAL/LEAS 6,302 5,534 5,534 5,534
55530 OFFICE FURNITURE 20 20 20
56110 FINANCIAL SERVICES 6,135 4,500 4,500 4,500
56175 OFFICE EQUIPMENT MAINT SRVCS 707 2,010 2,010 2,010
56180 OTHER SERVICES 719 719 719
56240 TRANSPORTATION SERVICES 218 218 218
56250 TRAVEL SERVICES 40 179 179 179

8
CENTRAL GRANTS & COMMUNITY DEVELOPMENT
MISSION STATEMENT
To further the Administration’s mission to make Bridgeport the cleanest, greenest, safest, most
affordable city with schools and neighborhoods that improve every year by strategically applying for
funding and increasing community collaborations and regionalism where cost effective and
appropriate in order to provide quality services to the public without increasing the tax burden of city
taxpayers.
MAYOR CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
CENTRAL
GRANTS &
COMMUNITY
DEVELOPMENT
9
GENERAL FUND BUDGET
CENTRAL GRANTS & COMMUNITY DEVELOPMENT BUDGET DETAIL
Kelly McDermott
Senior Manager
Alex McGoldrick
Acting Director
REVENUE SUMMARY
Not Applicable
FY 2012 VARIANCE
ORG APPR
01005000 CENTRAL GRANTS OFFICE 326,715 402,678 402,678 389,411 -13,267
1005PS CENTRAL GRANTS PERSONAL SVCS 234,778 303,050 303,050 311,687 8,637
2005TPS CENTRAL GRANTS OTHER PERS SVCS 1,565
3005FB CENTRAL GRANTS FRINGE BENEFITS 63,766 61,667 61,667 55,365 -6,302
4005EX CENTRAL GRANTS OPER EXP 12,122 12,392 12,392 9,573 -2,819
6005SS CENTRAL GRANTS SPEC SVCS 11,483 20,689 20,689 10,346 -10,343
7005SC CENTRAL GRANTS SUPRT CONTR 3,000 4,880 4,880 2,440 -2,440
PERSONNEL SUMMARY
FY 2011 FY 2012
2.0 1.0 GRANT WRITER 167,060 173,349 6,289

1.0 DIRECTOR CENTRAL GRANTS 50,121 53,108 2,987
1.0 OFFICE COORDINATOR 37,513 36,874 -639
1.0 GRANTS FINANCIAL MANAGER(35HRS) 48,356 48,356
01005000 Total 3.0 3.0 303,050 311,687 8,636
10
GENERAL FUND BUDGET
CENTRAL GRANTS & COMMUNITY DEVELOPMENT PROGRAM HIGHLIGHTS
ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED

SERVICE INDICATORS 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010-2011
CENTRAL GRANTS
Number of Grant applications filed 129 19 58 43 49 60
Number of Grant Applications Funded 58 10 29 18 35 36
Number of Grant Applications Pending 31 0 6 14 0 0
Number of Grant Applications Denied 40 9 23 11 14 24
% of Grant applications funded 45% 53% 50% 42% 71% 60
Total dollars awarded to the City of Bridgeport $189,000,000 $6,458,439 $10,278,221 $11,234,681 $28,177,366 $30,000,000
Total Dollars Pending N/A 0 $805,967 $27,356,641 $0 0
Total dollars awarded to Community Organizations N/A $450,316 $3,790,629 $3,200,000 N/A N/A
CENTRAL GRANTS FY 2011-2012 GOALS
1) Continue to strategically apply for formula and competitive funding for City priority projects
and programs and to strive for a 60% award rate for grant applications.
2) Promote regionalism through partnerships for funding opportunities to realize cost efficiencies
or increased economic development opportunities.
3) Increase applications to support sustainability that will enhance the quality of life for residents
and promote Bridgeport as a destination for cultural activities and living.
4) Cultivate relationships with area and national foundations to benefit Bridgeport grant
applications.
5) Work with National Community Development Association (NCDA), Area Office of the U.S.
Department of Housing and Urban Development (HUD) Office, and others to advocate for
Bridgeport’s fair share of federal formula, competitive and stimulus funding.
6) Work with Connecticut Community Development Association (CCDA), the State of

Connecticut and in particular the Department of Economic and Community Development as
well as the Department of Environmental Protection and others to advocate for Bridgeport’s
fair share of state funding.
7) Encourage funding entities to visit Bridgeport to see firsthand the many opportunities present
here.
8) Host a Legislative Breakfast to highlight the City’s accomplishments and to present funding
needs.
CENTRAL GRANTS FY 2010-2011 GOAL STATUS

9) Continue to strategically apply for formula and competitive funding for City priority projects
and programs and to strive for a 50% award rate for grant applications.
6 MONTH STATUS: Currently Central Grants and Community Development has achieved a
success rate of 59% during the 2010-2011 budget year. It is expected that the award rate will
continue to increase.
10) Promote regionalism through partnerships for funding opportunities to realize cost efficiencies
or increased economic development opportunities.
6 MONTH STATUS: The Central Grants and Community Development staff has been
working successfully on regional grant applications and funding opportunities during the
current fiscal year. Success has been achieved on the recently funded HUD Sustainable
11
GENERAL FUND BUDGET
Communities regional collaboration grant. Additionally, regional homeland security and
public safety applications have achieved success.
11) Increase applications to support sustainability that will enhance the quality of life for residents
and promote Bridgeport as a destination for cultural activities and living.
6 MONTH STATUS: Bridgeport was recently awarded funding under the HUD Sustainable
Communities program. As a result an unprecedented bi-state collaboration of nine cities, two
counties and six regional planning organizations has come together to form the New York-
Connecticut Sustainable Communities Consortium. With support from the states of New York
and Connecticut, the Consortium is designed to integrate housing, economic development,
transportation and environmental planning in the metropolitan region. Working together, the
Consortium will develop livable communities and growth centers around existing and planned
transit to enhance affordable housing efforts, reduce congestion, improve the environment
and continue to expand economic opportunities. A central goal is to link strategies, on a
metropolitan scale, to develop mixed- income housing, employment and infrastructure in
locations connected by the region's two commuter rail networks - the MTA Metro-North
Railroad and the MTA Long Island Rail Road.
12) Host a funding opportunity forum in Bridgeport.

6 MONTH STATUS: Central Grants and Community Development is currently working on
planning a funding opportunity forum.
13) Cultivate relationships with area and national foundations to benefit Bridgeport grant
applications.
6 MONTH STATUS: Central Grants and Community Development continues to work with
local area foundations such as the Fairfield County Community Foundation as well as United
Way of Coastal Fairfield County, RYASAP and CT Association of Non-profits to benefit local
grant applications. As part of the Sustainable Communities implementation effort, the
department has worked with the regional team to develop relationships with the National
LISC Organization and Ford Foundation to leverage additional support and funding into this
important project.
14) Work with National Community Development Association (NCDA), Area Office of the U.S.
Department of Housing and Urban Development (HUD) Office, and others to advocate for
Bridgeport’s fair share of federal formula, competitive and stimulus funding.
6 MONTH STATUS: The Department currently has developed strong relationships with
NCDA as well as the HUD Area Office to advocate for formula and competitive funding. In
January, the Deputy CAO for CG&CD attended a critical funding conference and lobbying
effort in Washington DC, with the Mayor, as it relates to proposed HUD Entitlement Funding
cuts in the federal budget.
15) Work with Connecticut Community Development Association (CCDA), the State of
Connecticut and in particular the Department of Economic and Community Development as
well as the Department of Environmental Protection and others to advocate for Bridgeport’s
fair share of state funding.
6 MONTH STATUS: The CG&CD staff has been working diligently with CCDA, DECD and
HUD to receive a new Neighborhood Stabilization Program funding award under Round
Three of the program. The Department is currently working to submit the formal application
which will bring an additional $1.5 million to the City to support expanded homeownership
opportunities and foreclosure prevention efforts.
16) Encourage funding entities to visit Bridgeport to see firsthand the many opportunities present
here.
6 MONTH STATUS: Central Grants and Community Development has hosted visits from the
US Environmental Protection Agency, US Department of Justice, US Attorneys Office, State
Department of Economic and Community Development and US Department of Housing and
12
GENERAL FUND BUDGET
Urban Development. The Department continues to host funders and assists the Mayor’s
Office with coordinating such events.
17) Host a Legislative Breakfast to highlight the City’s accomplishments and to present funding
needs.
6 MONTH STATUS: Central Grants and Community Development currently has a legislative
delegation meeting scheduled for late February 2011.

SERVICE INDICATORS 2006-2007 2007-2008 2008-2009 2009-2010 2010-2011 2012
HOUSING AND COMMUNITY DEVELOPMENT DIVISION PY35 PY36 PY37
Awarded 107 82 67 80 82 50
Contracts administered 107 62 67 57 82 50
Projects monitored/supervised 51 82 67 80 82 50
Total Number of Environmental reviews 107 397 110 152 135 120
Total Number of Grant applications received 177 135 101 125 121 125
Total Number of clients serviced 35,670 17,057 9,396 19,000 15,000 15,000
TOTAL FUNDING ALL PROGRAMS (2) $7,729,075 $6,222,957 $6,547,666 $5,547,666 $7,690,632 $6,276,611
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) (2)
Value of award (entitlement allocation) $4,503,690 $3,882,652 $3,252,959 $3,252,959 $3,606,679 $2,885,343*
ReProgramming Funds $0 $1,560,293 $1,255,923
Grant expenditure rate ($ per month) $644,089 $323,554 $271,079 $271,080 $300,557 $240,445
Grant expenditure rate ($ per work day) $29,727 $14,933 $13,116 $12,511 $14,427 $11,541
Number of public facility improvements (1) 10 13 6 15 20 30
Community buildings renovated 4 5 6 6 7 6
Public Service Clients 32,500 9,209 5,000 9,500 9,500
NonProfit Capacity Building - ACT Prgm (Funding allocated) - $65,818 $100,000 $100,000 0
Leveraged Funding from HHS - $500,000 $500,000 $500,000 0
Number of Nonprofits served - 15 30 30 15 0
Capacity Building Grants (HHS Funding) - $0 $241,886 $382,821 0
Housing
Housing Code (funding allocated) $445,000 $437,952 $472,000 $472,000 $95,000 $100,000
Lead Based Paint (funding allocated) $100,000 $157,000 $177,000 $167,000 $168,065 $167,000
Emergency Relocation (funding allocated) $53,000 $53,000 $40,000 $40,000 $40,000 $40,000
Emergency Relocation ( # of Clients) 18 180 381 100 100
Weatherization $25,000 - - - - -
HOPWA (2)
Value of award $737,000 $739,000 $771,000 $771,000 $846,219 $676,975*
ESG (2)
Value of award $143,666 $144,734 $144,968 $144,968 $145,523 $116,418*
HOME (2)
Value of award $2,344,719 $1,456,571 $2,378,739 $1,378,739 $1,531,918 $1,225,534*
HOME Homeownership Housing Development Projects $717,254 $350,000
Average HOME Subsidy per unit $65,205 $87,500
Private Leveraged Funds $19,400,000 $1,500,000
Total Units Developed (HOME and Leveraged Funds) 103 4
New Construction (# of HOME Units) - 4
Rehabilitation (# of HOME Units) 11
HOME Rental Housing Developing Projects $1,500,000 $954,000 $520,000 $1,200,000 $636,438
Average HOME Subsidy per unit $33,333 $73,385 $47,273 $133,333 $75,879
Private leverage $3,135,000 $3,777,409 $19,492,151 $3,500,000 $5,000,000
Total Units Developed (HOME and Leveraged Funds) 70 20
New Construction (# of HOME Units) 7
Rehabilitation (# of HOME Units) 45 13 4 9 13
Down Payment Assistance (Total funding Allocated) $315,000 $375,000 $0 $300,000 $0**
Applications Processed 23 25 0 2
Applications Reviewed 45 45 0 15
HOUSING OTHER
Fair Housing Outreach/Referrals (Number of People) 562 545 0 250 200 200
Fair Housing complaints made (formal) 14 14 0 0 0 0
Investigations 14 0 0 0 0 0
Actions taken - settlements 4
13
GENERAL FUND BUDGET
COMMUNITY DEVELOPMENT FY 2011-2012 GOALS
1) Continue to make improvements to the Central Grants and Community Development
application process for annual federal Community Development Block Grant, Emergency
Shelter Grant, Housing Opportunities for Persons with AIDS and HOME Partnership
Program entitlement funding through the US Department of Housing and Urban
Development (HUD).
2) Continue to implement the Five Year Consolidated Plan for Housing and Community
Development and develop an Action Plan for year three of the five year plan for HUD
approval.
3) Manage all Central Grants and Community Development federal HUD entitlement grants
in a timely manner consistent with federal guidelines and regulations.
4) To continue to be an active partner to the Greater Bridgeport Continuum of Care and the
Greater Bridgeport Area 10-year Plan to End Homelessness.
5) To continue to work with the Office of Neighborhood Revitalization in advancing

community development projects identified by established Neighborhood Revitalization
Zones (NRZ).
6) To work with the Office of Planning & Economic Development to advance projects which
benefit low and moderate income households.
COMMUNITY DEVELOPMENT FY 2010-2011 GOAL STATUS

1) Continue to make improvements to the Central Grants and Community Development
application process for annual federal Community Development Block Grant, Emergency
Shelter Grant, Housing Opportunities for Persons with AIDS and HOME Partnership Program
entitlement funding through the US Department of Housing and Urban Development (HUD).
6 MONTH STATUS: The Department has worked to revise the CDBG, ESG and HOPWA
application to make the format easier to complete for applicants, streamline CGCD’s
application to reflect standard grant application formats from federal and local sources,
improve the internal department review process and provide a format that presents
information in a way that can be used during the contracting process. The department has
received positive feedback from community organizations on the new application format.
Additionally, the technical assistance sessions hosted during the application process were
expanded this year to provide greater detail on eligible projects and activities, the federal
funding projection, and offer more time for individual questions and answer sessions.
2) Continue to implement the Five Year Consolidated Plan for Housing and Community
Development and develop an Action Plan for year three of the five year plan for HUD
approval.
6 MONTH STATUS: The 5 Year Plan was completed by the Department in July of 2008 and
will be in effect until 2013. The Plan was approved by the US Department of Housing and
Urban Development (HUD) and can be accessed on the City of Bridgeport website or by
contacting Central Grants and Community Development.
3) Manage all Central Grants and Community Development federal HUD entitlement grants in a
timely manner consistent with federal guidelines and regulations.
6 MONTH STATUS: Ongoing. The City has successfully met the 1.5 timeliness
performance standard two years in a row (May1, 2000 & May1, 2010) and is on track for
2011. The timeliness performance standard measures the amount of entitlement allocation
which is left in the City’s letter of credit.
14
GENERAL FUND BUDGET
4) Continue to facilitate and manage the implementation of the Recovery Act Homeless
Prevention and Rapid Re-housing (HPRP) program. HPRP is a three year federal grant.
6 MONTH STATUS: The City of Bridgeport received $1,351,004 under the American
Recovery and Reinvestment Act of 2009 to provide homeless prevention assistance to
households who would otherwise become homeless and/or rapidly re-house individuals who
have recently become homeless as a result of the economic crisis. The City is working with
the Greater Bridgeport Continuum of Care as well as Operation Hope, United Way of Coastal
Fairfield County, Alpha Community Services, Inc., Fairfield 08, CT Legal Services, and the
Connecticut Coalition to End Homelessness to implement these funds and provide services.
5) To support non-profit capacity development activities and increase access to grant funding
for non-profit organizations.
6 MONTH STATUS: Central Grants and Community Development is currently identifying
opportunities to continue to provide non-profit capacity development activities as the HHS
Compassion Capital ACT program begins to closeout programs during the final year of
federal funding. Additional training and technical assistance opportunities will be coordinated
by CG&CD in the upcoming months. CG&CD will staff will continue to provide grant
resources to community partners.
6) To continue to be an active partner to the Greater Bridgeport Continuum of Care and the
Greater Bridgeport Area 10-year Plan to End Homelessness.
6 MONTH STATUS: The Department continues to be an active partner in the Continuum of
Care. CG&CD staff attend all Continuum meetings and provide support during the annual
funding application to HUD.
7) To assist in advancing housing and community development projects including but not limited
to the Bijou Square Project, Park City Hospital and the Jessica Tandy Housing Project.
6 MONTH STATUS: The Department has leveraged over $2million in HUD HOME
Investment Partnership Program grant entitlement dollars to support the advancement and
success of the Bijou Square, Park City Hospital and Jessica Tandy Housing Projects.
Currently construction is complete at Bijou Square and Park City Hospital and Jessica Tandy
is approaching completion.
8) To continue to work with the Office of Neighborhood Revitalization in advancing community

development projects identified by established Neighborhood Revitalization Zones (NRZ).
6 MONTH STATUS: Ongoing
9) To work with the Office of Neighborhood Revitalization and NRZs to establish HUD
Neighborhood Revitalization Strategy Areas (NRSAs).
6 MONTH STATUS: CG&CD staff are currently working on this objective.
10) To work with the Office of Planning & Economic Development to advance projects which
benefit low and moderate income households.
6 MONTH STATUS: CG&CD staff have worked on numerous projects with the Office of
Planning and Economic Development. Most notably, CG&CD assisted OPED in the process
of obtaining approval to submit a HUD Section 108 Loan to support the Seaview Plaza
development. It is the intention of CG&CD and OPED to submit a BEDI application to further
advance the Seaview Plaza development project. Additionally, CG&CD is working to
advance the Elias Howe Elderly Housing Project and Clinton Commons Housing Project.
15
GENERAL FUND BUDGET
CENTRAL GRANTS & COMMUNITY DEVELOPMENT APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01005000 CENTRAL GRANTS OFFICE 326,715 402,678 402,678 389,411 -13,267
51099 CONTRACTED SALARIES 3,493
51140 LONGEVITY PAY -935
52360 MEDICARE 1,759 4,394 4,394 3,691 -703
52385 SOCIAL SECURITY 1,212 6,884 6,884 -6,884
53605 MEMBERSHIP/REGISTRATION FEES 440 800 265 133 -667
53610 TRAINING SERVICES 189
53705 ADVERTISING SERVICES 100 100 50 -50
53720 TELEPHONE SERVICES 251 251 126 -125
53750 TRAVEL EXPENSES 1,124 1,124 562 -562
53905 EMP TUITION AND/OR TRAVEL REIM 2,377 1,414 1,564 782 -632
54595 MEETING/WORKSHOP/CATERING FOOD 2,291 1,277 1,688 844 -433
54675 OFFICE SUPPLIES 1,537 2,000 2,000 2,000
54700 PUBLICATIONS 792 793 793 793
54705 SUBSCRIPTIONS 238 290 263 132 -158
54755 TRAFFIC CONTROL PRODUCTS 125 125 125
55530 OFFICE FURNITURE 398 386 386 193 -193
56085 FOOD SERVICES 747 1,000 1,000 500 -500
56165 MANAGEMENT SERVICES 852 735 735 368 -367
56175 OFFICE EQUIPMENT MAINT SRVCS 1,714 1,600 1,600 800 -800
56250 TRAVEL SERVICES 354 1,439 1,439 720 -719
56998 SPECIAL SERVICES FREEZE 7,815 15,915 15,915 7,958 -7,957
16
FINANCE DIVISIONS
COMPTROLLER’S OFFICE
MISSION STATEMENT
The mission of the Comptroller’s Office is to prepare and maintain all financial records of the City of
Bridgeport. The Department’s objectives include receiving, recording and depositing all City
revenues, completing all expenditure transactions and producing all payroll payments, and preparing
monthly, quarterly and annual journal entries. Also, to monitor and establish procedures for grant
account fiscal activity and to maintain the financial records and books of entry for all capital
improvement projects. In addition, the Comptroller’s Office analyzes and prepares monthly
reconciliations of all fiscal balance sheet accounts and handles all transactions in accordance with all
local, state and federal accounting standards.
MAYOR CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
FINANCE
DEPARTMENT
COMPTROLLER
17
GENERAL FUND BUDGET
COMPTROLLER’S OFFICE BUDGET DETAIL
Dawn Norton
Manager
REVENUE SUMMARY
FY 2012 VARIANCE
FY 2011 FY 2012 MAYOR TO FY2011
ORG DESC
OBJECT DESC FY2010 ACTUAL CURRENT REQUEST PROPOSED BUDGET
01010000 COMPTROLLER'S OFFICE -3,141,422 -2,477,551 -2,491,969 -2,982,150 504,599
41277 RESTITUTION RECOVERY -17,397 -5,000 -5,000 -5,000
41290 RETAIL SALES TAX -366,000 366,000
41392 DEBT SERVICE PARENT CENTER -65,000 -60,000 -60,000 60,000
41538 MISC CASH -599,780 -50,000 -50,000 -50,000
41551 O.T.B INCOME -468,753 -480,000 -450,000 -450,000 -30,000
41552 STATE BINGO -43 -200 -200 -200
41553 BOOKS / MAP SALES -100 -100 -100
41555 CAPITAL FUND INTEREST TRANSFER -500,000 -500,000 -500,000 -500,000
41559 COURT FINES -10,947 -20,000 -15,000 -15,000 -5,000
41560 PROPERTY RENTAL -35,621 -25,000 -25,000 -25,000
41561 DEBTSERVICEPRINCIPALREIMBURSEM -40,000 -100,000 -115,249 115,249
41562 DEBTSERVICEINTERESTREIMBURSEME -20,750 -75,000 -110,069 110,069
41563 HEALTHINSURANCE/WORKERSCOM.REI -12,045 -150,000 -150,000 -150,000
41564 ADMINISTRATIVEFEE/OVERHEADALLO -133,180 -70,000 -70,000 -70,000
44550 TOWN AID -665,532 -491,669 -491,669 -665,532 173,863
45354 WPCACOLLECTIONSERVICEREIMBURSE -572,374 -635,582 -500,000 -500,000 -135,582
47565 PORTAUTHORITYANNUALPILOTPAYMEN -50,000 -50,000
FY 2012 VARIANCE
ORG APPR
01010000 COMPTROLLER'S OFFICE 1,232,077 1,354,333 1,357,877 1,394,635 40,302
1010PS COMPTROLLERS PERSONAL SVCS 689,266 798,020 798,020 820,949 22,929
2010TPS COMPTROLLERS OTHER PERS SVCS 10,597 11,100 11,100 11,325 225
3010FB COMPTROLLERS FRINGE BENEFITS 196,077 214,716 214,716 232,283 17,567
4010EX COMPTROLLERS OPER EXP 3,742 9,047 9,842 5,879 -3,168
6010SS COMPTROLLERS SPEC SVCS 332,395 321,450 324,199 324,199 2,749
PERSONNEL SUMMARY
FY 2011 FY 2012
0.5 PAYROLL PROCESSOR 22,373 22,373

MINI COMPUTER OPERATOR (35 HRS) 41,882 -41,882
1.0 1.0 ACCOUNTING CLERK I (35 HOURS) 69,700 69,700
2.0 ACCOUNTING CLERK II 78,092 78,092
1.0 ACCOUNTING CLERK I 35,958 35,958
2.0 ACCOUNTANT 139,432 145,030 5,598
1.0 CHIEF ACCOUNTANT 71,382 71,382
ASSISTANT COMPTROLLER 99,724 -99,724
1.0 ASSISTANT SPECIAL PROJECT MANAGER 54,758 66,977 12,219
1.0 CLERK A 29,325 29,325
1.0 ACCOUNTANT 61,888 63,824 1,936
1.0 SPECIAL REVENUE MANAGER 72,698 74,972 2,274
1.0 PAYROLL ACCOUNT SUPERVISOR 49,452 50,999 1,547
1.0 CAPITOL PROJECTS FIXED ASSETS 72,063 74,317 2,254
01010000 Total 10.5 4.0 798,019 782,949 -15,070
18
GENERAL FUND BUDGET
COMPTROLLER’S OFFICE PROGRAM HIGHLIGHTS

COMPTROLLER'S OFFICE
Number of:
Accounts Payable Checks Issued 33,655 32,108 31,055 29,495 21,786 22,876
Manual checks processed 81 88 117 55 49 49
Manual checks processed payroll N/A N/A 838 804
Vendor checks processed 33,655 32,774 31,710 29,495 21,786 22,876
Travel requests processed 224 235 215 67 111 100
Payment Vouchers processed 36,450 38,504 36,637 36,330 50,073 52,503
Scanned Back Pages for Invoices (2) N/A N/A N/A N/A 500,730 525,030
Capital Project checks processed 307 292 363 288 41 40
Cash Receipts processed 4,999 4,641 3,513 3,617 5,603 5,600
Journal Entries posted 1,012 1,441 1,086 1,205 1,700 1,600
Federal 1099 Forms issued 535 556 920 526 423 500
W-2 Statements issued 6,408 6,408 6,467 5,784 5,784 5,670
Payroll Checks Issued (1) 218,632 200,379 199,276 60,315 54,481 51,000
Payroll Direct Deposit (1) N/A N/A N/A 134,292 129,447 126,520
Payroll Vendor Checks Issued N/A N/A N/A 804 5,403 5,150
Payroll Vendor Direct Deposit N/A N/A N/A 792 815 850
Pension checks issued (Police, Fire, Janitors) 11,964 11,829 12,850 11,382 10,980 12,000
Grants Administration:
number of new and recurring grants 224 146 148 139 134 150
number of grants closed 8 78 60 56 54 70
Financial report delivery date 29-Dec 31-Dec 31-Dec 31-Dec 31-Dec 31-Dec
General ledger fiscal year end close 30-Jun 30-Jun 30-Jun 30-Jun 30-Jun 30-Jun
(1) decrease in actual pay checks working toward paperless system via direct deposit
(2) Actual is based on an estimated 10 pages per invoice
FY 2011-2012 GOALS
1) To maintain and evolve the integrated, comprehensive and responsive core financial
management system to meet the needs of the City.
2) To streamline relevant financial information to assist all departments and to better inform the
Mayor, City Council and administration of the current and future financial status of the City.
3) Reorganize to improve departmental efficiency initiating better processes and consolidating
financial functions.
4) Setup, perform and maintain real-time monitoring of grant reporting processes to better
assess financial conditions of various programs.
5) Develop a mindset within the department toward a force of cooperation working to put the
well being of the whole ahead of the individual.

1) To implement and maintain an integrated, comprehensive and responsive core financial and
human resources management system.
6 MONTH STATUS: The new financial system is up and working. Amendment to process and
procedures is ongoing.
2) Provide easy & transparent flow of business transactions from one user to another.
6 MONTH STATUS: The initial learning curve of change has subsided, transactions from one
user to another are becoming easy and transparent.
3) To support access to reliable data for timely decision-making.

6 MONTH STATUS: The initial learning curve of change has subsided; reliable data is
attainable and timely.
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GENERAL FUND BUDGET
COMPTROLLER’S OFFICE PROGRAM HIGHLIGHTS
4) Work to integrate and support resource sharing, procurement, and staffing in concert with the
larger Finance Department and the City as a whole.
6 MONTH STATUS: This is an ongoing process.
5) Provide timely and integrated operational data regarding finances and transactions by
location.
6 MONTH STATUS: This is an evolving process as the data is gathered to support the needs
of the City.
6) Provide accurate current and historical data to support policymakers in developing informed
decisions.
6 MONTH STATUS: This is an evolving process as the data is gathered to support the needs
of the City.
7) Increase efficiency and incur a cost savings by updating processes and implementing
programs with a movement toward paperless and efficient workflow processes as part of the
Mayor Green initiative.
8) Continue to restructure financial processes and establish controls for a more proficient team.
9) Clean up the old accounting system files.

10) Continue to support and sustain the implementation of the new financial accounting system
MUNIS across all departments with technical assistance and training opportunities.
6 MONTH STATUS: Ongoing.
20
GENERAL FUND BUDGET
COMPTROLLER’S OFFICE APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01010000 COMPTROLLER'S OFFICE 1,232,077 1,354,333 1,357,877 1,394,635 40,302
51004 FULL TIME VACATION PAY 692
51099 CONTRACTED SALARIES 38,000 38,000 38,000
51106 REGULAR STRAIGHT OVERTIME 207
51108 REGULAR 1.5 OVERTIME PAY 744
51140 LONGEVITY PAY 11,100 11,100 11,325 225
52360 MEDICARE 5,158 10,150 10,150 10,330 180
52385 SOCIAL SECURITY 362 10,307 10,307
53605 MEMBERSHIP/REGISTRATION FEES 874 874 437 -437
53905 EMP TUITION AND/OR TRAVEL REIM 473 473 237 -236
54555 COMPUTER SUPPLIES 1,359 1,387 1,387 694 -693
54595 MEETING/WORKSHOP/CATERING FOOD 396 1,500 1,500 750 -750
54640 HARDWARE/TOOLS 74 -74
54675 OFFICE SUPPLIES 262 2,583 2,583 1,292 -1,291
54700 PUBLICATIONS 1,675 1,710 1,710 1,710
54720 PAPER AND PLASTIC SUPPLIES 131 1,000 500 369
55155 OFFICE EQUIPMENT RENTAL/LEAS 50 202 202 202
56100 AUDITING SERVICES 260,000 260,000 260,000 260,000
56165 MANAGEMENT SERVICES 63,819 52,450 55,000 55,000 2,550
56175 OFFICE EQUIPMENT MAINT SRVCS 8,576 9,000 9,199 9,199 199
21
GENERAL FUND BUDGET
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22
FINANCE DIVISIONS
FINANCE DEPARTMENT
MISSION STATEMENT
To plan and prepare all official statements for short and long term financing as well as the City's
Comprehensive Annual Financial Report and to oversee all financial departments. Our objectives
include ensuring adherence to all provisions of the Government Accounting Standards Board
(GASB), preparing monthly financial reports on the fiscal condition of the City in relation to the
budget, acting as a liaison to all financial institutions on matters relating to City business, and
ensuring all debt obligations of the City are paid in accordance with borrowing provisions.
MAYOR CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
FINANCE
DEPARTMENT
23
GENERAL FUND BUDGET
FINANCE DEPARTMENT BUDGET DETAIL
Dawn Norton
Manager
REVENUE SUMMARY
Not Applicable
FY 2012 VARIANCE
ORG APPR
01015000 FINANCE ADMINISTRATION 453,347 475,216 475,216 462,324 -12,892
1015PS FINANCE ADM PERSONAL SVCS 369,778 384,760 384,760 394,367 9,607
2015TPS FINANCE ADM OTHER PERS SVCS 7,924 2,625 2,625 2,625
3015FB FINANCE ADM FRINGE BENEFITS 71,096 80,917 80,917 61,873 -19,044
4015EX FINANCE ADM OPER EXP 4,118 5,769 5,769 2,886 -2,883
6015SS FINANCE ADM SPEC SVCS 431 1,145 1,145 573 -572
PERSONNEL SUMMARY
FY 2011 FY 2012
1.0 DIRECTOR OF FINANCE 119,932 123,082 3,150

1.0 DEPUTY DIRECTOR OF FINANCE 101,286 101,286 0
1.0 ADMINISTRATIVE ASSISTANT - COM 68,345 72,301 3,956
1.0 DEPUTY DIRECTOR OF FINANCE/MANAGER 95,197 97,698 2,501
01015000 Total 3.0 1.0 384,759 394,367 9,608
24
GENERAL FUND BUDGET
FINANCE DEPARTMENT PROGRAM HIGHLIGHTS

FINANCE DEPARTMENT
Risk Management 0 0 0 0 0 0
Annual CAFR Report 1 1 1 1 1 1
Unreserved Fund Balance $24,686,939 $29,241,106 $10,605,102 $10,752,753 $15,611,351 16,511,351
Unreserved Fund Balance as % of General Fund
Expenditures 5.36% 11.70% 3.98% 4.08% 5.95% 6.28%
Fund Balance Appropriated $ 8,000,000 $2,000,000 $18,636,004 $0 $0 $0
Outstanding Debt $685,480,000 $710,095,000 $ 684,228,000 $ 654,200,000 $662,665,000 $656,429,000
Debt per Capita $4,899 $4,749 $ 4,904 $ 4,689 $ 4,796 4796
GFOA certificate for excellence in financial reporting yes yes yes yes yes yes
# of annual audit management letter comments 7 1 1 1 1
Governmental Activities Net Capital Assets $610,934,000 $722,395,000 $837,156,000 $911,322,000 $940,113,222 $940,000,000
BOND AND CREDIT RATINGS
Credit Rating: Moody's Aaa Aaa Aaa Aa3 A1 A1
Standard & Poor's AAA AAA AAA AAA A- A-
Fitch AAA AAA AAA N/A A A
Bond Rating: Moody's Baa1 Baa1 Baa1 Baa1 AA3 AA3
Standard & Poor's A- A- A- A- AA+ AA+
Fitch A- A- A- BBB+ N/A N/A
FY 2011-2012 GOALS
1) Increase efficiency and incur cost savings by updating processes and implementing
programs to use current technology in reviewing department activities and processes.
2) Promote actions to achieve the City’s priorities and change flawed ideas and systems that
compel the City to be unsustainable.
 Grow Fund Balance
 Preserve pension funding plan
 Reduce TANs (tax anticipation note) borrowing amounts.
3) Review department performance and processes seeking to maximize organizational
effectiveness in cash control.
4) Receive Governmental Finance Officers Association certificate of achievement for excellence
in financial reporting.

1) Increase efficiency and incur a cost savings by updating processes and implementing
programs with a movement toward paperless and efficient workflow processes.
 Decrease the number of manual checks processed through Accounts Payable through
the utilization of EFT (electronic transfer of funds).
 Eliminate the need to issue payroll checks, mandating Direct Deposit.
 Implement the employee self service module in Munis.
6 MONTH STATUS: We continue to work with vendors on establishing EFT status; most of
the Board of Education has been put on direct deposit, many City employees has elected to
also; Employee Self Service expected implementation by first quarter in 2011.
2) Streamline year-end Form W-2 and Form 1099-MISC issuances and reporting.
6 MONTH STATUS: First year processing W-2 and 1099-R on MUNIS – 1099 Misc have
been streamlined.
3) Continue to update the new Accounting and Procedures Manual in light of the introduction of
a new financial system.
6 MONTH STATUS: Ongoing process.
4) Present a pension funding plan to the State Office of Policy and Management.
6 MONTH STATUS: Presented and accepted – need to present again by April 2011.
25
GENERAL FUND BUDGET
FINANCE DEPARTMENT PROGRAM HIGHLIGHTS
5) Receive Governmental Finance Officers Association certificate of achievement for excellence
in financial reporting.
6 MONTH STATUS: Received and awarded for FY09.
26
GENERAL FUND BUDGET
FINANCE DEPARTMENT APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01015000 FINANCE ADMINISTRATION 453,347 475,216 475,216 462,324 -12,892
51140 LONGEVITY PAY 2,625 2,625 2,625
52360 MEDICARE 2,876 5,617 5,617 4,141 -1,476
52504 MERF PENSION EMPLOYER CONT 30,212 36,801 36,801 33,411 -3,390
53610 TRAINING SERVICES 182 182 91 -91
54555 COMPUTER SUPPLIES 79 243 243 122 -121
54675 OFFICE SUPPLIES 1,879 2,953 2,953 1,477 -1,476
54705 SUBSCRIPTIONS 712 712 356 -356
55150 OFFICE EQUIPMENT 1,605 304 304 152 -152
56175 OFFICE EQUIPMENT MAINT SRVCS 95 264 264 132 -132
56250 TRAVEL SERVICES 126 821 821 411 -410
59010 MAILING SERVICES 210 60 60 30 -30
27
GENERAL FUND BUDGET
28
FINANCE DIVISIONS
IN-PLANT PRINTING
MISSION STATEMENT
To provide all printing needs including typesetting, printing, binding, graphic arts and desktop design
for all City departments.
MAYOR CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
FINANCE
DEPARTMENT
IN-PLANT
PRINTING

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GENERAL FUND BUDGET
IN-PLANT PRINTING PROGRAM HIGHLIGHTS
Anthony Palumbo
Manager
REVENUE SUMMARY
Not Applicable
FY 2012 VARIANCE
ORG APPR
01030000 IN-PLANT PRINTING 772,435 810,689 809,479 817,831 7,142
1030PS PRINT SHOP PERSONAL SVCS 363,010 370,814 370,814 380,737 9,923
2030TPS PRINT SHOP OTHER PERS SERVICES 3,423 5,635 5,635 6,410 775
3030FB PRINT SHOP FRINGE BENEFITS 91,438 103,762 103,762 116,336 12,574
4030EX PRINT SHOP OPER EXP 257,986 273,328 272,118 257,198 -16,130
6030SS PRINT SHOP SPEC SVCS 56,578 57,150 57,150 57,150
PERSONNEL SUMMARY
FY 2011 FY 2012
1.0 MESSENGER 37,500 39,419 1,919

2.0 PRESSMAN 109,876 112,622 2,746
1.0 PRINTER FOREMAN 73,343 75,270 1,927
1.0 BOOKBINDER 54,938 56,311 1,373
1.0 PRINTER 54,938 56,311 1,373
0.5 PRINT SHOP AIDE 14,560 14,924 364
1.0 ANNEX MAIL COURIER (35 HOURS) 25,659 25,880 221
01030000 Total 7.5 370,814 380,737 9,923

30
GENERAL FUND BUDGET

IN-PLANT PRINTING
8 1/2 x 11 forms & letterhead 2,204,742 2,750,000 3,125,000 2,888,000 2,750,000 2,250,000
Black & White Copying 173,743 179,000 176,000 286,000 446,000 750,000
Color Copying 37,411 78,000 68,000 105,000 260,000 650,000
Envelopes Printed 532,345 765,000 695,000 790,000 920,000 1,000,000
Index/cover/coated paper 991,707 850,000 785,000 765,000 780,000 850,000
BINDING SERVICES
Folding 1,741,176 1,950,000 2,350,212 2,100,000 1,750,000 1,500,000
Stapling 21,375 52,000 74,500 156,000 86,000 80,000
Automatic bookletmaker 18,750 45,000 26,000 39,000 15,000 0
Numbering/Die-cutting 102,500 122,000 185,000 210,000 190,000 200,000
Scoring/perforation 24,916 60,000 69,300 96,000 55,000 50,000
Large format Poster Printing 55 112 245 400
Number of Departments Serviced 69 69 69 72 72 72
TOTAL IMPRESSIONS/PIECES HANDLED 5,848,734 6,851,069 7,553,998 7,435,112 7,252,317 7,330,472
MAIL DISTRIBUTION CENTER
Mail run through postage machine 365,500 552,079 554,000 550,000 555,000 555,000
Amount Spent* $ 142,545 $ 204,251 $ 205,000 $206,000 $208,000 $208,000
FY 2011-2012 GOALS
1) Continue to maintain and provide professional service in a timely manner for all of the City’s
departments and the Board of Education.
2) Continue to stay upgraded with our graphic software so we can communicate with all the
departments and outside vendors. We have currently upgraded Adobe Photoshop, Adobe
Illustrator, Adobe In-Design (which will support the City’s new Master Plan of Conservation
and Development program) and Corel Draw.
3) Continue to support every department and the Board of Education by performing normal
printing services and be fully involved in projects during their critical time periods.
4) Continue to investigate cost savings for printing and postage.
5) Continue the use of our large format printer at a great cost savings.
6) We will continue with the responsibility of working with Finance using our folding/Stuffing
Machine. We take the Payroll Checks, Vendor Checks, Pension Checks, Police outside
Overtime Invoices and Purchasing Invoices and the machine inserts them into an envelope,
seals it and then we take it to the mail room. This new method of printing and preparing
checks and getting them into the mail is a tremendous cost savings compared the way we did
it a year ago.
and Development program) and Corel Draw.:
8) Continue to negotiate paper prices using 3 different paper vendors. We are currently paying
$200 less for a skid of paper (40 cartons which is 200,000 sheets of 20 lb bond) and buying a
better quality sheet than we did 16 years ago.
9) We now have the capability to print full color and assemble a book in the same pass.

1) Continue to maintain and provide professional service in a timely manner for all of the City’s
departments and the Board of Education.
6 MONTH STATUS: We have successfully provided professional & timely service throughout
the fiscal year.

31
GENERAL FUND BUDGET
and Development program) and Corel Draw.
6 MONTH STATUS: We remain up-to-date with the latest software for computer-based print
& design production.
3) Continue to support every department and the Board of Education by performing normal
printing services and be fully involved in projects during their critical time periods.
6 MONTH STATUS: We offer support, design assistance, and printing services for all
departments and the Board of Education. Our shop works as a day-to-day operation, never
knowing what will be requested of us. We print everything from report cards to enormous
tables of organization.
4) Continue to investigate cost savings for printing and postage.

6 MONTH STATUS: We are currently paying $200 less for a skid of paper (40 cartons which
is 200,000 sheets of 20 lb bond) and buying a better quality sheet than we did 15 years ago.
We are also working to purchase and utilize a greater quantity of recycled paper.

32
GENERAL FUND BUDGET
IN-PLANT PRINTING APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01030000 IN-PLANT PRINTING 772,435 810,689 809,479 817,831 7,142
51108 REGULAR 1.5 OVERTIME PAY
51140 LONGEVITY PAY 5,635 5,635 6,410 775
52360 MEDICARE 1,851 3,799 3,799 3,716 -83
52917 HEALTH INSURANCE CITY SHARE 60,842 64,199 64,199 69,218 5,019
53750 TRAVEL EXPENSES 572 700 700 350 -350
53905 EMP TUITION AND/OR TRAVEL REIM 594 550 550 550
54020 COMPUTER PARTS
54550 COMPUTER SOFTWARE 538 620 -620
54555 COMPUTER SUPPLIES 2,496 590 -590
54675 OFFICE SUPPLIES 24,890 20,848 20,848 20,848
54725 POSTAGE 198,193 200,000 200,000 200,000
54730 PRINTING SUPPLIES -7,966 5,000 5,000 5,000
55155 OFFICE EQUIPMENT RENTAL/LEAS 37,919 44,120 44,120 30,000 -14,120
56170 OTHER MAINTENANCE & REPAIR S 8,935 9,975 9,975 9,975
56175 OFFICE EQUIPMENT MAINT SRVCS 5,096 6,375 6,375 6,375
59010 MAILING SERVICES 13,926 9,300 9,300 9,300
59015 PRINTING SERVICES 28,621 31,500 31,500 31,500

33
GENERAL FUND BUDGET
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34
FINANCE DIVISIONS
PURCHASING
MISSION STATEMENT
Provide our customers with professional services, support, and advice for the carrying out of
departmental objectives. Strive for the cost-effective procurement of quality goods and services
resulting in high quality and cost effective services to the city.
MAYOR CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
FINANCE
DEPARTMENT
PURCHASING

35
GENERAL FUND BUDGET
PURCHASING BUDGET DETAIL
Bernd Tardy
Manager
REVENUE SUMMARY
Not Applicable
FY 2012 VARIANCE
ORG APPR
01035000 PURCHASING 423,210 514,744 514,744 530,500 15,756
1035PS PURCHASING PERSONAL SVCS 314,041 379,443 379,443 386,563 7,120
2035TPS PURCHASING OTHER PERS SVCS 3,713 5,100 5,100 5,250 150
3035FB PURCHASING FRINGE BENEFITS 69,487 89,668 89,668 106,269 16,601
4035EX PURCHASING OPER EXP 8,661 10,322 10,322 5,312 -5,010
6035SS PURCHASING SPEC SVCS 27,307 30,211 30,211 27,106 -3,105
PERSONNEL SUMMARY
FY 2011 FY 2012
3.0 BUYER 142,683 142,683

1.0 1.0 ASSISTANT PURCHASING AGENT 135,948 140,420 4,472
1.0 PURCHASING AGENT 100,812 103,460 2,648
01035000 Total 5.0 1.0 379,443 386,563 7,120

36
GENERAL FUND BUDGET
PURCHASING PROGRAM HIGHLIGHTS
PURCHASING
Purchase orders issued 22,422 20,040 9,568 * 22,818 20,000
Board of Education Purchase orders 4,378 3,286 1,786 * 5,308 4,000
Food & Nutrition Purchase orders 2,247 1,733 757 * 3,146 2,000
Board of Education Grants 5,065 4,563 1,676 * 3,699 2,000
Total Board of Education Purchase orders 11,690 9,582 4,219 * 12,153 8,000
Board of Education Purchase orders as a % of Total 52.14% 47.81% 44.09%
PURCHASING MODIFICATIONS
Purchase Modifications done 8,631 5,000
Board of Education Modifications 2,467 1,100
Food & Nutrition Modifications 41 60
Board of Education Grants Modifications 1,442 400
Total Board of Education Modifications 3,950 1,560
PURCHASES
Qualified 51 131 148 0 213 250
Emergency 11 21 1 0 0
Waivers 11 1 1 0 0 0
Sole Source 5 58 55 65 53 80
State 20 35 37 59 34 40
ICMA INDICATORS 60 60
Percentage of Employees using the online purchasing system 5% 5% 20%
Number of FTES in the purchasing department 6.7 8 8
% of purchases made by women & minority-owned businesses N/A N/A 2.77%
Bid requests processed N/A 166 157 79 116 120
Informal Bids: days from requisition to P.O. issuance 13 12 12 9 34 40
Construction Bids: days from requisition to P.O. issuance 95 6 1 5 21 20
All other formal Bids: days from requisition to P.O. issuance 56 160 82 74 95 100
(1) * due to the transition to Munis, I am unable to acquire the data that is requested.
FY 2011-2012 GOALS
1) Our goal is to utilize all remaining staff resources to maintain day to day purchasing activities.
This has been and still is an enormous challenge. Due to the implementation of ever
changing City objectives, policies and guidelines with even less staff than last year due to an
extended FMLA leave.
2) To encourage more departments to try doing more RFI’s RFQ’s, & RFP’s for their
departments needs; thereby showing more collaboration, consensus & best value purchases.
3) To encourage Departments to be proactive for seasonal & fiscal year bids and strongly
encourage departments to better communicate with their buyers for realistic time lines for
their requirement dates.

1) Implementation of a Purchasing (P-card) system to eliminate the need to place purchase
orders for small purchases.
6 MONTH STATUS: The future of the project in unclear. Key leadership spearheading the
project left for other jobs in the region. The P-card system is ongoing, new management are
being brought up to speed.
2) Assist MBE program administrator in implementing the city’s “small local business enterprise”
initiative.
6 MONTH STATUS: Pending. The City Attorney has established guidelines for this, and
some work remains to be done regarding who will be responsible for the project.

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GENERAL FUND BUDGET
PURCHASING PROGRAM HIGHLIGHTS
3) Assist director of sustainability in implementing the city’s “green” purchasing policy.
6 MONTH STATUS: Ongoing, Purchasing has some involvement in the new green
procurement policy.

38
GENERAL FUND BUDGET
PURCHASING APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01035000 PURCHASING 423,210 514,744 514,744 530,500 15,756
51140 LONGEVITY PAY 5,100 5,100 5,250 150
52360 MEDICARE 1,441 3,780 3,780 3,719 -61
52385 SOCIAL SECURITY 3,951 3,951 -3,951
54675 OFFICE SUPPLIES 6,763 7,000 7,000 3,500 -3,500
54705 SUBSCRIPTIONS 287 300 300 300
55150 OFFICE EQUIPMENT 1,432 1,675 1,675 838 -837
56075 EDUCATIONAL SERVICES 1,844 4,211 4,211 2,106 -2,105
56175 OFFICE EQUIPMENT MAINT SRVCS 1,463 2,000 2,000 1,000 -1,000
56180 OTHER SERVICES 24,000 24,000 24,000 24,000

39
GENERAL FUND BUDGET

40
FINANCE DIVISIONS
TAX COLLECTOR
MISSION STATEMENT
The overall mission of the Tax Collector is to collect all tax revenue due to the City in accordance with
Connecticut State Statutes and to provide the taxpayers of the City with information and assistance in
a prompt and courteous manner.
MAYOR CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
FINANCE
DEPARTMENT
TAX COLLECTOR

41
GENERAL FUND BUDGET
TAX COLLECTOR BUDGET DETAIL
Anne Kelly-Lenz
Manager
REVENUE SUMMARY
FY 2012 VARIANCE
ORG DESC
01040000 TAX COLLECTOR -269,861,115 -274,940,394 -265,869,367 -274,628,640 -311,754
41305 TAX COLLECTOR: 3030 PARK -860,248 -860,246 -860,246 -860,246
41343 ROOM OCCUPANCY TAX -34,000 34,000
41355 TAX COLLECTOR: ATM FEES -1,413 -1,500 -1,500 -1,500
41538 COPIES 1,365 -2,500 -500 -2,500
41693 CURRENT TAXES: REAL ESTATE -260,538,480 -259,827,624 -259,827,624 -259,827,624
41694 CURRENT TAXES: MOTOR VEHICLES -6,723,003 -6,723,003
41697 ARREARS TAXES -3,197,517 -2,800,000 -1,200,000 -3,200,000 400,000
41702 PENALTIES: CURRENT TAXES -2,459,053 -1,930,965 -1,500,000 -1,500,000 -430,965
41703 PENALTIES: ARREARS TAXES -1,404,428 -1,300,000 -1,000,000 -1,000,000 -300,000
41704 LIEN FEES -175,930 -175,000 -175,000 -175,000
44319 LAFAYETTE BLVD LOFTS PILOT -123,199 -163,811 -137,671 -137,671 -26,140
44320 BROAD STREET PILOT -27,327 -26,387 -28,991 -28,991 2,604
44321 CITY TRUST PILOT -205,641 -198,570 -218,165 -218,165 19,595
44322 EAST MAIN STREET PILOT -7,764 -8,036 -11,581 -11,851 3,815
44323 ARCADE PILOT -35,907 -35,907 -35,907 -35,907
44324 CAPTAIN COVE PILOT -74,767 -120,000 -120,000 -120,000
44325 CASA PILOT -13,406 -13,675 -13,949 -13,949 274
44340 ARTSPACE READS BUILDING PILOT -63,852 -70,670 -72,983 -72,983 2,313
44346 UNITED CEREBRAL PALSY PILOT -13,525 -13,795 -14,071 -14,071 276
44347 144 GOLDEN HILL STREET PILOT -71,496 -71,496 -71,496 -71,496
44348 GOODWILL-HELMS HOUSING PILOT -6,915 -6,140 -6,140 -6,140
44349 PARK CITY RCH PILOT -65,678 -67,649 -69,678 -69,678 2,029
44358 JEFFERSON SCHOOL PILOT -20,400 -20,169 -20,169 -231
44373 WASHINGTON PARK PILOT -21,500 -21,500 -21,500 -21,500
44392 881 LAFAYETTE BLVD PILOT -69,020 -49,696 -49,696 -19,324
44393 PREMIUM ON LIEN SALE -12,911
44689 MISCELLANEOUS PILOTS -10,000 -10,000 -10,000
44698 TELECOMM. ACCESS INE TAXES -335,996 -400,000 -400,000 -400,000
45205 C.R.R.A PILOT PAYMENT -145,000
47278 BHA RENTAL PROPERTY PILOT PMT -528 -2,500 -2,500 -2,500
FY 2012 VARIANCE
ORG APPR
01040000 TAX COLLECTOR 1,320,351 1,438,953 1,448,087 1,479,688 40,735
1040PS TAX COLLECTOR PERSONAL SVCS 723,980 805,325 805,325 813,554 8,229
2040TPS TAX COLLECTOR OTHER PERS SVCS 41,590 39,650 39,650 42,650 3,000
3040FB TAX COLLECTOR FRINGE BENEFIT 233,123 266,156 266,156 302,948 36,792
4040EX TAX COLLECTOR OPER EXP 38,476 46,520 46,475 30,298 -16,222
6040SS TAX COLLECTOR SPEC SVCS 283,182 281,302 290,481 290,238 8,936
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GENERAL FUND BUDGET
TAX COLLECTOR BUDGET DETAIL
PERSONNEL SUMMARY
FY 2011 FY 2012
4.0 TYPIST I (35 HOURS) 144,776 144,776

1.0 ACCOUNTING CLERK I (35 HOURS) 38,724 38,724
3.0 1.0 CASHIER (35 HOURS) 147,148 147,148
2.0 SPANISH SPEAKING CASHIER (35 HRS) 77,448 77,448
1.0 ACCOUNTANT 71,779 73,665 1,886
1.0 ASSISTANT TO TAX COLLECTOR 68,601 70,403 1,802
1.0 TAX COLLECTOR 95,197 99,738 4,541
2.0 COLLECTION AIDE 81,220 81,220
1.0 ARREAR COLLECTION AGENT 41,386 41,386
01040000 Total 16.0 2.0 805,325 813,554 8,229

TAX COLLECTOR
Total Taxes Collectible $ 210,738,976 $ 228,247,472 $ 222,282,166 $ 239,233,754 $ 300,043,991 $ 310,031,825
Total Taxes Collected $ 203,245,668 $ 215,271,182 $ 215,712,695 $ 230,499,269 $ 262,654,440 $ 262,654,440
Taxes: current A/R $ 7,716,799 $ 10,214,685 $ 6,569,471 $ 8,734,485 $ 7,648,520 $ 7,648,520
Taxes: arrears A/R $ 36,158,220 $ 35,092,192 $ 29,334,465 $ 24,475,667 $ 29,733,995 $ 29,733,995
Interest: current (1) N/A Note $ 2,193,505 $ 2,356,592 $ 2,459,053 $ 2,459,053
Interest: arrears (1) N/A Note $ 3,209,986 $ 1,414,126 $ 1,415,387 $ 1,415,387
Bulk Assignment: taxes current $ 2,821,777 $ 5,887,091 $ 4,539,762 $ 7,890,230 $ 9,467,749 $ 9,467,749
Bulk Assignment: taxes arrears $ 409,976 $ 78,834 $ 610,372 N/A N/A N/A
Bulk Assignment: interest current $ 292,000 $ 669,620 $ 496,944 $ 791,534 $ 1,033,364 $ 1,033,364
Bulk Assignment: interest arrears $ 125,883 $ 28,377 $ 227,193 N/A N/A N/A
CURRENT YEAR COLLECTED
Percent collected (current year) 96.44% 96.20% 97.04% 97.22% 97.14% 97.00%
Permits - approvals 5,928 4,650 2,478 2,661 2,341 2,341
INFORMATION REQUESTS
Telephone N/A 98,562 65,271 56,253 8,597 8,597
Mail/fax - Sent (2) 5,200 7,951 7,537 5,231 2,487 2,487
Walk-in Request (3) N/A 38,962 31,462 25,365 18,524 18,524
Mortgage company tapes 11 11 11 10 10 10
Tax bills 225,154 183,185 185,297 171,635 209,736 209,736
Transfers to suspense 704,274 1,653,753 60,215 23,873 3,891,044 1,500,000
Liens filed (4) 4,500 3,751 1,688 3,120 2,681 2,681
Delinquent demands and warrants (4) 35,000 33,931 68,490 38,610 27,458 27,458
(1) Not available at this time.

(2) Requests from lawyers, mortgage companies, et cetera.
(3) With office upgrades, we anticipate fewer walk-in requests.
(4) Liens, Demands & Warrants information are an estimate.
FY 2011-2012 GOALS
1) Finalize office reorganization for efficiencies and increased customer service.
2) Train all staff members in the CT State Statutes that govern the Tax Collection process. All
staff members will be versed in the basic statutes to carry out their jobs in an efficient and
effective manner.
3) Concentrate on all areas of delinquent tax collections. Prepare and publish a Request for
Proposal for the collection of delinquent Personal Property taxes.
4) Continue to work in tandem with the Tax Assessor to clean up all tax records.
43
GENERAL FUND BUDGET
TAX COLLECTOR PROGRAM HIGHLIGHTS

1) Finalize new tax bill look up software on new City web site by July 2010.
st
6 MONTH STATUS: COMPLETED - The new service went live July 1 2010 and has been
very effective with over 25,000 hits in a six month period.
2) Moving to new credit card/debit card vendor. In listening to tax payers’ request, there is a
need for credit cards/debit card payment options in the office. Currently, these types of
payments are only payable on-line. In moving to a new vendor, we were able to negotiate a
lower fee for residents while giving point of service payment options.
st
6 MONTH STATUS: COMPLETED - The new service went live July 1 2010 and Tax Payers
have been very receptive.
3) There is a need for additional resources or seasonal staff during tax season and statement
mailings. The current office resources cannot sustain the volume of walk-ins and phone calls
that come in during peak season.
6 MONTH STATUS: The plan of reorganization has been approved by the administration and
is now going forward to the Civil Service Commission for approval.
4) Continue collaborative collection effort with City Attorney and Tax Assessor on delinquent
taxes and concise records. Clean up personal property records that are not viable tax
receivables.
6 MONTH STATUS: The work of both offices has cleaned up over 1,500 records that are no
longer valid which was causing the receivables to be over stated.
5) Continue to offer additional hours during tax season with coverage from the Assessor’s office.
6 MONTH STATUS: The additional hours during tax season have been in effect for a year
and will continue.
6) Looking to change lockbox service vendor to reduce costs and increase efficiencies for bulk
payment processing.
6 MONTH STATUS: The winning proposal has been chosen and the time line for the
conversion is approximately 6 months.
FY 2010-2011 ADDITIONAL ACCOMPLISHMENTS

1) Reduced wait time at counter by addressing Tax Payer issues while Tax Payers waited in
Line.
2) Increased processing of mailed in payments by rotating staff which decreased Tax Payers
phone calls following up on their payments. Tax money was deposited faster.
3) Concentrated effort by office staff to enter all calls into Q-alert and close the tickets in a timely
manner.
4) Set up “Collector311” e-mail to handle all e-mails in a quick and efficient manner.
5) Checks are now deposited by “Remote Deposit” processed in the office. This enables the
office to deposit the checks sooner which:
a. Reduces the float time that the City has to wait to access funds deposited
b. This also reduces the cost for Dunbar armor car service as the office does not have
to get the checks to the back
c. We are notified of bounced checks within 48 hours. Currently we have to wait for the
notice in the mail which can take up to 3 weeks. We are recouping the monies on
these accounts sooner along with the fee.

44
GENERAL FUND BUDGET
TAX COLLECTOR APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01040000 TAX COLLECTOR 1,320,351 1,438,953 1,448,087 1,479,688 40,735
51099 CONTRACTED SALARIES 13,955
51106 REGULAR STRAIGHT OVERTIME 11,063 10,000 10,000 10,000
51108 REGULAR 1.5 OVERTIME PAY 13,654 17,000 17,000 17,000
51116 HOLIDAY 2X OVERTIME PAY 500 500 500
51140 LONGEVITY PAY 12,150 12,150 15,150 3,000
52360 MEDICARE 4,855 10,183 10,183 9,807 -376
52385 SOCIAL SECURITY 1,921 1,921 1,921
53430 OTHER INSURANCE 9,020 9,020 9,020 9,020
53605 MEMBERSHIP/REGISTRATION FEES 296 375 382 382 7
53610 TRAINING SERVICES 1,783 1,432 1,432 1,432
53705 ADVERTISING SERVICES 4,598 6,263 6,400 3,200 -3,063
53710 OTHER COMMUNICATION SERVICES 600 600 300 -300
53750 TRAVEL EXPENSES 52 -52
53905 EMP TUITION AND/OR TRAVEL REIM 1,977 1,124 987 987 -137
54675 OFFICE SUPPLIES 18,536 22,852 22,852 11,426 -11,426
55145 EQUIPMENT RENTAL/LEASE 279 2,502 2,502 1,251 -1,251
56040 BOOKBINDING SERVICES 521 521 261 -260
56045 BUILDING MAINTENANCE SERVICE 110 388 388 388
56105 BANKING SERVICES 15,907 19,000 19,000 19,000
56110 FINANCIAL SERVICES 49,904 50,985 51,000 51,000 15
56130 LEGAL SERVICES 138,392 109,212 129,212 129,212 20,000
56180 OTHER SERVICES 176 33 17 -16
56225 SECURITY SERVICES 360 375 360 360 -15
59015 PRINTING SERVICES 60,629 75,788 65,000 65,000 -10,788

45
GENERAL FUND BUDGET

46
FINANCE DIVISIONS
TAX ASSESSOR
MISSION STATEMENT
The primary statutory responsibility of the Department of Assessment is to develop the annual Grand
List of Taxable and Exempt properties and to assure fair valuation and equitable distribution of
assessment for all property owners. The statutory obligation of the Assessment Department is to
discover, value, and list real and personal property consistent with state law. The Department of
Assessment staffed by nine full-time employees.
Grand List includes three principal categories: 1) Real Estate; 2) Personal Property; and 3) Motor
Vehicles. The net taxable Grand List for October 1, 2010 (FY 2011-2012) was composed of
approximately 34,650 parcels of Real Estate, approximately 4,875 Personal Property accounts, and
approximately 72,500 Motor Vehicles. Included in the continuous maintenance of the Grand List is the
administration of approximately 10,000 personal exemptions, 1245 elderly tax credits, and
approximately 150 Commercial Personal Property Exemptions. There are approximately 1,930
parcels of Tax Exempt Real Property (churches, schools, charitable organizations, etc.) totaling
approximately $2.89 Billion.
MAYOR CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
FINANCE
DEPARTMENT
TAX ASSESSOR
47
GENERAL FUND BUDGET
TAX ASSESSOR BUDGET DETAIL
Elaine Carvalho
Manager
REVENUE SUMMARY
FY 2012 VARIANCE
ORG DESC
01041000 TAX ASSESSOR -20,780,216 -19,590,209 -19,590,209 -19,235,731 -354,478
41538 COPIES -6,372 -9,000 -9,000 -9,000
44357 MUNI VIDEO COMPETITION TST REV -55,275 -8,000 -8,000 -8,000
44680 ELDERLY/DISABLEDFREEZETAXREIMB -24,000 -19,000 -19,000 -18,000 -1,000
44681 DCA TAX ABATEMENT -136,158
44682 ELDERLYEXEMPTION-OWNERSPROGRAM -697,376 -650,000 -650,000 -650,000
44683 ELDERLYEXEMPTION-TOTALLYDISABL -17,365 -10,000 -10,000 -15,000 5,000
44684 ELDERLYEXEMPTION-ADDITIONALVET -39,022 -40,000 -40,000 -36,000 -4,000
44686 TAX EXEMPT HOSPITALS -9,917,387 -8,909,623 -8,909,623 -8,545,284 -364,339
44687 STATE-OWNED PROPERTY PILOT -2,455,099 -2,901,662 -2,901,662 -2,940,776 39,114
44690 DISTRESSEDMUNICIPALITYTAXEXEMP -339,437 -325,000 -325,000 -325,000
44691 MANUFACTURINGMACHINERY&EQUIPME -1,001,882 -608,000 -608,000 -608,000
44692 MASHANTUCKET PEQUOT/MOHEGAN FD -6,090,842 -6,109,924 -6,109,924 -6,080,671 -29,253
FY 2012 VARIANCE
ORG APPR
01041000 TAX ASSESSOR 795,175 1,189,137 1,242,387 1,070,576 -118,561
1041PS TAX ASSESSOR PERSONAL SVCS 528,176 665,616 665,616 683,012 17,396
2041TPS TAX ASSESSOR OTHER PERS SVCS 15,653 85,025 95,025 58,700 -26,325
3041FB TAX ASSESSOR FRINGE BENEFITS 142,337 184,087 184,087 174,532 -9,555
4041EX TAX ASSESSOR OPER EXP 23,768 65,414 65,414 32,709 -32,705
6041SS TAX ASSESSOR SPEC SVCS 85,241 188,995 232,245 121,623 -67,372
PERSONNEL SUMMARY
FY 2011 FY 2012
5.0 1.0 TAX ASSESSMENT CLERK (35 HOURS) 251,292 245,641 -5,651
3.0 1.0 PROPERTY APPRAISER I (35 HOURS) 183,195 179,869 -3,326
1.0 TAX ASSESSMENT PROFESSIONAL 49,173 60,453 11,280
1.0 TAX ASSESSOR 96,589 108,233 11,644
1.0 DEPUTY TAX ASSESSOR 85,367 88,816 3,449
01041000 Total 9.0 4.0 665,617 683,012 17,395
48
GENERAL FUND BUDGET
TAX ASSESSOR PROGRAM HIGHLIGHTS

SERVICE INDICATORS 2005 2006 2007-2008 2008-2009 2009-2010 2010-2011
TAX ASSESSOR
Real estate parcels 34,397 34,489 34,658 34,737 34,692 34,700
Income and expense analysis 2,833 2,951 2,697 2701 3,250 3,275
Real estate adjustments value adds 2,588 2,612 2,628 2,050 1,448 1,500
Real estate adjustments value deletes 2,117 1,387 1,402 1,440 1,685 1,500
Real estate adjustments changes 4,705 3,999 3,825 3,650 3,133 3,050
Deed transfers 5,928 5,700 3,600 3,250 3,110 3,200
Fire and demolition activity reviews 98 134 147 175 179 180
Tax map changes 92 118 87 85 49 60
New Building permits reviewed 668 636 465 398 555 500
Active Building permits (open) 2,372 2,563 2,478 2,020 1,975 2,000
Exempt applications 426 80 62 65 78 90
Exemption prorates 9 6 16 27 32 40
Certificates of occupancy/prorates 166 135 208 158 401 250
Personal Property Accounts 3,341 4,028 5,280 5,281 4,686 4,750
Pers. Prop. Accts. Audit 60 95 60 150 120 150
Pers. Prop. Accts. Adds (Net Change) 43 687 640 642 375 450
Pers. Prop. Accts. Value Changes 3,340 3,989 5,280 5,281 4,686 3,500
Motor Vehicles 94,886 92,789 73,837 72,659 72,082 73,500
Motor vehicles add-ons - By Referrals 565 232 289 280 270 250
Motor vehicles add-ons - By Discovery 235 1,275 1,350 890 500 1,000
Motor vehicles deletes 6,250 4,235 4,150 3,125 3,050 3,000
Motor vehicles changes Pro-rates 10,937 8,487 8,120 7,690 7,800 8,500
Elderly tax relief # of annual apps 1,348 1,350 1,186 1,225 1,312 1,300
Economic development programs 51 61 53 59 62 65
Veteran exemptions, SS, & Blind 7,552 7,461 7,345 7,020 6,985 7,200
Information requests
Telephone 124,410 136,851 137,690 138,450 130,800 130,500
Mail/fax/Email 5,200 4,100 4,500 5,100 5,250 5,200
Walk-in Requests for Information 36,076 34,234 34,658 33,790 33,250 33,000
Revaluation Activity:
GRAND LIST
Assessor's Grand List $5.4 Billion $5.5 Billion $5.6 Billion $6.99 Billion 7.19 Billion 7.20 Billion
Exempt property activity $2.4 Billion $2.4 Billion $2.5 Billion $3. Billion 2.95 Billion $2.95 Billion
Exemptions (personal) activity $75.1 Million $86.3 Million $87. Million $100. Million $165.7 Million $165.7 Million
Board of Assessment Appeal changes ($14.1 Million) ($7.1 Million) ($14. Million) ($14. Million) ($14.Million) ($14.Million)
Increases in Grand List $63.4 Million $80.4 Million $230. Million $112.2 Million $87.5 Million $90.0 Million
Final net taxable Grand List $5.3 Billion $5.4 Billion $5.6 Billion $6.9 Billion $6.9 Billion $6.9 Billion
Please note: Changes in the Grand List, in light of the current conditions in the housing market and economy, are hard to
predict.
FY 2011-2012 GOALS
1) To continue to serve the constituents of the City of Bridgeport in the most effective manner,
with all of our resources available.
2) Tackle the out of town and out of state motor vehicle registration issues that continue to
plague the City of Bridgeport’s tax roll, with the assistance of the City of Bridgeport’s Police
Department.

1) Defend 300+ tax appeals, attend pre-trials, negotiate settlements and attend trials.
2) Aggressively review and audit personal property accounts.

49
GENERAL FUND BUDGET
TAX ASSESSOR PROGRAM HIGHLIGHTS
3) Frequently update information on the City’s Website to accommodate the public.

4) Continue to maintain a close liaison with the Administration and Department Heads to provide
essential data and reports in a timely fashion.
5) Continue a cooperative and effective alliance with the Tax Collector’s Office in order to
streamline processes and customer service between the offices, and to initiate, along with Tax
Collector, group meetings with all staff members.
6) Encourage the staff to be aware of the importance of sustainability in the office and in their
individual homes.
7) Meet with the public and tax exempt entities, when necessary, to address their individual
concerns.
50
GENERAL FUND BUDGET
TAX ASSESSOR APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01041000 TAX ASESSOR 795,175 1,189,137 1,242,387 1,070,576 -118,561
51036 FT GRIEVANCE/ARB AWARD PAY 644
51106 REGULAR STRAIGHT OVERTIME 10,000 10,000 10,000
51108 REGULAR 1.5 OVERTIME PAY
51140 LONGEVITY PAY 8,775 8,775 10,575 1,800
51403 ASSESSMENT APPEALS STIPENDS 11,201 76,250 76,250 38,125 -38,125
52360 MEDICARE 3,610 9,147 9,147 9,199 52
52385 SOCIAL SECURITY 8,342 8,342 8,503 161
53605 MEMBERSHIP/REGISTRATION FEES 665 3,769 3,769 1,884 -1,885
53610 TRAINING SERVICES 505 6,786 6,786 3,393 -3,393
53705 ADVERTISING SERVICES 369 1,818 1,818 909 -909
53720 TELEPHONE SERVICES 1,388 1,388 694 -694
53905 EMP TUITION AND/OR TRAVEL REIM 357 2,252 2,252 1,126 -1,126
54555 COMPUTER SUPPLIES 2,313 2,160 2,160 1,080 -1,080
54595 MEETING/WORKSHOP/CATERING FOOD 300 767 767 384 -383
54640 HARDWARE/TOOLS 203 203 101 -102
54675 OFFICE SUPPLIES 4,837 7,449 7,449 3,725 -3,724
54705 SUBSCRIPTIONS 2,300 3,229 3,229 1,615 -1,614
54720 PAPER AND PLASTIC SUPPLIES 50 50 25 -25
54725 POSTAGE 8,514 15,307 15,307 7,654 -7,653
55055 COMPUTER EQUIPMENT 3,412 3,412 1,706 -1,706
55145 EQUIPMENT RENTAL/LEASE 6,975 6,975 3,488 -3,487
55150 OFFICE EQUIPMENT 2,700 2,700 1,350 -1,350
56040 BOOKBINDING SERVICES 105 11,212 11,212 5,606 -5,606
56055 COMPUTER SERVICES 12,070 13,238 13,238 6,619 -6,619
56095 APPRAISAL SERVICES 30,200 31,750 75,000 43,000 11,250
56100 AUDITING SERVICES 746 746 373 -373
56175 OFFICE EQUIPMENT MAINT SRVCS 1,350 1,350 675 -675
56180 OTHER SERVICES 42,866 130,699 130,699 65,350 -65,349
51
GENERAL FUND BUDGET
52
FINANCE DIVISIONS
TREASURY
MISSION STATEMENT
Our mission is to act as the custodian of all funds belonging to the City of Bridgeport. Our objectives
include maximizing on-line Banking Services from each Financial Institution to expedite wire
transfers, stop payments, and check retention needed for research purposes. We work with Financial
Institutions to implement on-line investment practices, and deposit and invest all funds in any national
or state bank/trust company. We comply with all regulations, orders and ordinances made by the City
Council. Our activities include the distribution of all payroll and vendor checks. In addition, we make
all payments for Debt Service and prepare and maintain all records of monetary transactions for the
City of Bridgeport.
MAYOR CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
FINANCE
DEPARTMENT
TREASURER

53
GENERAL FUND BUDGET
TREASURY BUDGET DETAIL
Ronald Preston
Manager
REVENUE SUMMARY
FY 2012 VARIANCE
ORG DESC
01045000 TREASURY -214,197 -275,000 -275,000 -275,000
41246 EARNINGS ON INVESTMENTS -164,197 -225,000 -225,000 -225,000
41564 ADMINISTRATIVEFEE/OVERHEADALLO -50,000 -50,000 -50,000 -50,000
FY 2012 VARIANCE
ORG APPR
01045000 TREASURY 237,365 242,859 288,600 247,606 4,747
1045PS TREASURER PERSONAL SVCS 110,177 119,398 119,398 121,367 1,969
2045TPS TREASURER OTHER PERS SERVICES 1,022 1,575 1,575 1,725 150
3045FB TREASURER FRINGE BENEFITS 28,598 36,905 36,905 41,352 4,447
4045EX TREASURER OPER EXP 4,678 4,605 16,014 12,808 8,204
6045SS TREASURER SPEC SVCS 92,890 80,377 114,708 70,354 -10,023
PERSONNEL SUMMARY
FY 2011 FY 2012
1.0 CITY TREASURER 74,958 76,927 1,969

01045000 Total 2.0 119,398 121,367 1,969

54
GENERAL FUND BUDGET
TREASURY PROGRAM HIGHLIGHTS

TREASURER
Pension Checks issued 12,168 11,760 N/A 11,382 11,111 10,961
Vendor Checks mailed 33,655 34,782 N/A 29,495 21,835 22,925
Payroll Checks distributed 218,632 220,692 206,905 201,349 190,146 183,520
DEBT ISSUANCES
Total bank accounts 109 111 111 112 112 111
Checking 45 45 47 46 46 45
Savings 35 37 35 41 42 42
Investment 7 7 7 9 8 8
ZBA 2 2 2 2 2 2
R & T accounts 20 20 20 14 14 14
TOTAL BANK BALANCES
Checking $ 8,693,662 $ 12,801,307 $ 9,000,000 $ 13,826,205 $11,407,073 12,800,000
Savings $27,319,032 $ 13,976,949 $ 72,740,814 $ 40,264,816 $ 7,274,420 10,500,000
Reich & Tang $18,662,165 $ 37,595,982 $ 44,204,461 $ 19,467,148 $19,740,246 $ 20,015,246
Investment $96,035,888 $ 98,652,466 $ 23,836,223 $ 24,708,780 $51,151,383 $ 60,500,000
FY 2011-2012 GOALS
1) Select a banking proposal from the recent RFP for Banking Services. The selected proposal
will benefit the City of Bridgeport by reducing costs and provide excellent banking services to
the City.
2) To successfully convert City Pensioners to receive their pensions via direct deposit to reduce
the amount of paper checks produced which will minimize costs to the City.
3) Continue to manage the City of Bridgeport’s cash flow and seek new investment
opportunities to maximize Return on Investment.

1) Institute new banking features in the Treasurer’s Office to expedite the recording of bank
transactions and also to reduce costs. Remote Deposits will allow the City of Bridgeport to
have access to funds quicker and will also reduce current transport costs to the bank. On-line
wire transfers will provide a more efficient way to process wires and also will reduce bank
fees.
6 MONTH STATUS: The new banking features including Remote Demote Deposit and On-
Line Wire Transfers have been instituted and have reduced banking costs for the City.
2) Prepare a Request for Proposal (RFP) for Banking Services in order to ensure that the city of
Bridgeport is receiving the best banking services for the lowest price.
6 MONTH STATUS: The RFP for Banking Services was issued and we are currently in the
process of selecting the proposal which will be the most beneficial to the City of Bridgeport.
3) To successfully convert the majority of City Employees and Vendors to receive their payroll
and payments via direct deposit and EFT respectively. The conversion to direct deposit and
EFT will allow payment notifications to be sent via email which will significantly reduce the
amount of paper and checks used by the City and will also reduce costs.
6 MONTH STATUS: The City has made significant progress in reducing payroll costs by
converting employees to direct deposit and also direct deposit email notifications, instead of
receiving payroll checks. Vendors’ costs have also been reduced by converting them to
receive payments via Electronic Funds Transfer (EFT).

55
GENERAL FUND BUDGET
TREASURY APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01045000 TREASURY 237,365 242,859 288,600 247,606 4,747
51140 LONGEVITY PAY 1,575 1,575 1,725 150
51156 UNUSED VACATION TIME PAYOU 855
52360 MEDICARE 996 1,754 1,754 1,696 -58
53605 MEMBERSHIP/REGISTRATION FEES 65 122 300 150 29
53750 TRAVEL EXPENSES 120 120 60 -60
54555 COMPUTER SUPPLIES 700 1,087 9,400 9,400 8,313
54560 COMMUNICATION SUPPLIES 0 0 0
54595 MEETING/WORKSHOP/CATERING FOOD 472 200 200 200
54675 OFFICE SUPPLIES 1,313 1,555 4,000 2,000 445
54705 SUBSCRIPTIONS 191 191 96 -95
55150 OFFICE EQUIPMENT 2,128 1,227 1,500 750 -477
56105 BANKING SERVICES 78,200 59,669 94,000 60,000 331
56175 OFFICE EQUIPMENT MAINT SRVCS 111 608 608 304 -304
56180 OTHER SERVICES 1,350 1,350 675 -675
56205 PUBLIC SAFETY SERVICES 14,579 18,750 18,750 9,375 -9,375

56
REGISTRAR OF VOTERS
MISSION STATEMENT
To seek better ways to provide services to encourage all eligible residents to exercise their right to
vote; conduct elections in a fair, accurate and efficient manner; maintain a continuous professional
level of service to the public; and develop new techniques to improve outreach services which
acknowledge the diversity of the city of Bridgeport.
REGISTRAR OF
MAYOR CITY COUNCIL
VOTERS
CHIEF
ADMINISTRATIVE
OFFICER

57
GENERAL FUND BUDGET
REGISTRAR OF VOTERS BUDGET DETAIL
Sandra Ayala / Joseph Borges

Registrars
REVENUE SUMMARY
FY 2012 VARIANCE
ORG DESC
01050000 REGISTRAR OF VOTERS -150 -500 -500
41260 DISKETTE FEES -150
41538 COPIES -500 -500
FY 2012 VARIANCE
ORG APPR
01050000 REGISTRAR OF VOTERS 443,377 551,466 676,596 587,326 35,859
1050PS REG OF VOTERS PERSONAL SVCS 348,493 385,112 381,957 399,527 14,415
2050TPS REG OF VOTERS OTHER PERS SVCS 9,364 27,325 89,680 37,475 10,150
3050FB REG OF VOTERS FRINGE BENEFIT 54,828 79,498 79,498 87,397 7,899
4050EX REG OF VOTERS OPER EXP 24,394 50,076 54,490 47,793 -2,284
6050SS REG OF VOTERS SPEC SVCS 6,298 9,455 70,971 15,134 5,679
PERSONNEL SUMMARY
FY 2011 FY 2012
2.0 REGISTRAR OF VOTERS 132,548 136,030 3,482

2.0 DEPUTY REGISTRAR OF VOTERS 100,023 102,650 2,627
SEASONAL EMPLOYEES UNDER GRANT 113,655 121,960 8,305
1.0 SECRETARIAL ASSISTANT 38,887 38,887
01050000 Total 5.0 385,113 399,527 14,414

58
GENERAL FUND BUDGET
REGISTRAR OF VOTERS PROGRAM HIGHLIGHTS
MANDATED SERVICES
The Registrar of Voters is responsible for registering voters and conducting Federal, State, Special
and Local elections. The Registrar prepares the published notices of elections and lists of offices for
which candidates are to be nominated. It is the Registrars’ duty to accept and check the nominating
petitions of candidates for office. The Registrar is also required to establish and revise voting
precincts, provide for the tabulation of returns on election night and conduct the official canvass of
votes cast. The Registrar is also responsible for the following:
1) Responsible for conducting hand count of machine read ballots after elections if jurisdiction is
subject to audit.
2) Responsible for completing and filing audit paperwork with the Secretary of State.
3) Able to hire additional officials on Election Day, the day after the election if the need arises.
4) Mandated to electronically update voter file with information as to who voted after every
election.
5) All challenge and provisional ballot supplies which used to be provided by the Town Clerk
must now be provided by the Registrar.
6) Responsible to determining the amount of ballots that will be ordered for use at each polling
place (Registrar must now pay for the printing of the ballots).
7) Able to determine if two shifts of election officials will be used at an election without legislative
body approval.
8) Assume the Town Clerk’s responsibility for providing polling place supplies to moderators on
the day before the election.
9) Responsible for training poll workers on the proper procedures to follow including the
procedure to accommodate an individual who is at the polls but are unable to enter the
polling place (curb-side voting).
10) Responsible for storage of all voted ballots after the election and up until the 14 day lock-
down period has expired or the audit is complete. After the 14 day lock-down the Registrar
must (1) transmit the absentee ballots for long-term storage and (2) keep all voted ballots
used at the polls for long term storage.
11) Responsible for training Absentee Ballot election officials; and poll workers on the proper
procedures to follow including the procedure to accommodate an individual who is at the polls
but are unable to enter the polling place (curb-side voting).
12) Responsible for storage of all voted ballots after the election and up until the 14 day lock-
down period has expired or the audit is complete. After the 14 day lock-down the Registrar
must (1) transmit the absentee ballots for long-term storage and (2) keep all voted ballots
used at the polls for long term storage.
13) Responsible for training Absentee Ballot election officials.
14) Responsible for providing supplies for a paper ballot election. An Election where no voting
tabulators are used.
15) Responsible for assisting and ensuring that the Head Moderator completes and files the
Head Moderator’s Return with the Secretary of the State.

59
GENERAL FUND BUDGET
REGISTRAR OF VOTERS APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01050000 REGISTRAR OF VOTERS 443,377 551,466 676,596 587,326 35,859
51100 PT TEMP/SEASONAL EARNED PA 67,545 113,655 121,960 121,960 8,305
51106 REGULAR STRAIGHT OVERTIME 904 10,000 10,000 10,000
51108 REGULAR 1.5 OVERTIME PAY 6,618 15,000 77,355 25,000 10,000
51140 LONGEVITY PAY 2,325 2,325 2,475 150
51804 CITY-OWNED VEHICLE BENEFIT 1,759 1,759 880 -879
52360 MEDICARE 2,024 5,617 5,617 3,841 -1,776
52385 SOCIAL SECURITY 1,177 6,622 6,622 6,622
53050 PROPERTY RENTAL/LEASE 1,692 1,800 1,500 750 -1,050
53705 ADVERTISING SERVICES 382 586 800 800 214
53750 TRAVEL EXPENSES 436 525 525 263 -262
53905 EMP TUITION AND/OR TRAVEL REIM 127 4,043 6,000 3,000 -1,043
54675 OFFICE SUPPLIES 4,429 4,782 4,782 2,391 -2,391
54705 SUBSCRIPTIONS 245 245 123 -122
55090 ELECTION EQUIPMENT 15,348 35,755 37,614 37,614 1,859
55155 OFFICE EQUIPMENT RENTAL/LEAS 1,880 1,995 2,679 2,679 684
56170 OTHER MAINTENANCE & REPAIR S 420 2,007 2,007 2,007
56180 OTHER SERVICES 4,514 5,776 67,292 12,291 6,515

60
CITY CLERK
MISSION STATEMENT
To provide clerical staff and support to the City Council and their standing and special committees; to
provide accurate records of actions and proceedings of the City Council to all Council members,
municipal departments, and interested citizens under the requirements of the State of Connecticut’s
Freedom of Information Act. To act as guardian of the City seal, affixing only to proper and valid
municipal documents and to accept and record all services, summonses and writs against the City.
Under the City Hall Committee division, the staff provides clerical assistance to the City Hall
Committee (a three-member board) consisting of the City Clerk, the City Council President, and the
Director of Finance. This committee is charged by Charter with the upkeep of the City Hall building,
the assignment of office space, the sale of various City owned properties, and the assignment,
questions, and complaints relating to the City Hall parking facilities.
We value: responsiveness to the needs of all customers; neutrality and professionalism; fostering
honest, open communication between the public, Council and staff; personal and professional
commitment to quality customer service; and consistency, fairness, mutual respect and courtesy in
our work environment.
CITY CLERK MAYOR CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
61
GENERAL FUND BUDGET
CITY CLERK BUDGET DETAIL
Fleeta Hudson
City Clerk
REVENUE SUMMARY
Not Applicable
FY 2012 VARIANCE
ORG APPR
01055000 CITY CLERK 354,628 399,567 406,654 336,028 -63,540
1055PS CITY CLERK PERSONAL SVCS 252,390 262,919 262,919 242,226 -20,693
2055TPS CITY CLERK OTHER PERS SVCS 2,555 6,525 6,525 3,750 -2,775
3055FB CITY CLERK FRINGE BENEFITS 62,058 73,682 73,682 53,499 -20,183
4055EX CITY CLERK OPER EXP 16,568 27,010 33,742 21,660 -5,350
6055SS CITY CLERK SPEC SVCS 21,057 29,432 29,786 14,893 -14,539
PERSONNEL SUMMARY
FY 2011 FY 2012
1.0 CITY CLERK 32,117 32,961 844

2.0 ASSISTANT CITY CLERK 114,101 105,712 -8,389
1.0 TYPIST I (35 HOURS) 36,194 36,194
1.0 TYPIST III (35 HRS) 47,859 47,859
1.0 ASSISTANT SPECIAL PROJECT MANAGER 32,648 19,500 -13,148
01055000 Total 6.0 262,919 242,226 -20,693
62
GENERAL FUND BUDGET
CITY CLERK PROGRAM HIGHLIGHTS

CITY CLERK
Incoming files processed 320 315 214 N/A 245 270
Finalized/Outgoing files Processed 290 272 185 N/A 175 185
Council/Committee Agendas Processed 123 205 159 N/A 173 191
Council/Committee Minutes Processed 123 205 132 N/A 114 126
INTERDEPARTMENTAL SERVICES
Requests for records research fulfilled 500 1,000 1080 N/A 973 1070
Requests for certifications fulfilled 300 624 600 N/A 500 550
CONSTITUENT SERVICES
Records research requests pursuant to FOIA 150 670 540 N/A 600 660
Certified record requests 50 55 50 N/A 75 82
Filings/Postings pursuant to FOIA 650 674 665 N/A 1,119 1230
Claims/Summonses/Writs Processed 567 512 521 N/A 560 616
FY 2011-2012 GOALS
1) Continue to maintain the City Clerk’s website with full packages of minutes and agendas of all
City Council meetings to better serve the public, departments and council members allowing
them to obtain information directly through the website.
2) Continue to be efficient despite budgetary cuts and staff shortage.

1) Conduct intense training for new staff members throughout the next fiscal year.
6 MONTH STATUS: This process was started but due to limited staffing all new staff
members have not been trained completely.
2) Begin researching methods and possibilities concerning paperless agenda/packet distribution

for city council meetings and other meetings.
6 MONTH STATUS: No Progress has been made towards this goal.
63
GENERAL FUND BUDGET
CITY CLERK APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01055000 CITY CLERK 354,628 399,567 406,654 336,028 -63,540
51000 FULL TIME EARNED PAY 252,390 262,919 262,919 242,226 -20,693
51140 LONGEVITY PAY 1,225 6,525 6,525 3,750 -2,775
52360 MEDICARE 1,535 2,829 2,829 4,532 1,703
52920 HEALTH BENEFITS BUYOUT
53750 TRAVEL EXPENSES 1,016 3,629 4,500 2,250 -1,379
53905 EMP TUITION AND/OR TRAVEL REIM 1,056
54675 OFFICE SUPPLIES 2,542 3,774 4,200 2,100 -1,674
54700 PUBLICATIONS 47 47 24 -23
54720 PAPER AND PLASTIC SUPPLIES 17 17 17
55055 COMPUTER EQUIPMENT 2,308 1,914 2,200 2,200 287
55150 OFFICE EQUIPMENT 2,360 2,360 2,360
55530 OFFICE FURNITURE 5,000 5,000 5,000
56085 FOOD SERVICES 368 442 442 221 -221
56175 OFFICE EQUIPMENT MAINT SRVCS 1,194 2,000 2,200 1,100 -900
56180 OTHER SERVICES 18,488 22,144 22,144 11,072 -11,072
64
GENERAL FUND BUDGET
CITY ATTORNEY
MISSION STATEMENT
We provide legal representation in accordance with the City Charter to the City, its officers, City
Council, and its boards and commissions. We Provide prosecution and defense services for all civil
actions brought in any state or federal court or before any administrative board or agency.
MAYOR CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
CITY
ATTORNEY

65
GENERAL FUND BUDGET
CITY ATTORNEY BUDGET DETAIL
Mark Anastasi
Manager
REVENUE SUMMARY
FY 2012 VARIANCE
ORG DESC
01060000 CITY ATTORNEY -15,000 -15,000 -15,000
41543 FORECLOSURE COST RECOVERY -15,000 -15,000 -15,000
FY 2012 VARIANCE
ORG APPR
01060000 CITY ATTORNEY 3,312,336 3,738,545 4,495,545 4,029,891 291,346
1060PS CITY ATTORNEY PERONAL SVCS 1,452,148 1,603,151 1,603,151 1,773,641 170,490
2060TPS CITY ATTORNEY OTHER PERS SVCS 46,802 21,225 21,225 25,500 4,275
3060FB CITY ATTORNEY FRINGE BENEFIT 334,757 395,606 395,606 455,187 59,581
4060EX CITY ATTORNEY OPER EXP 1,040,000 1,208,605 1,765,605 1,265,605 57,000
6060SS CITY ATTORNEY SPEC SVCS 438,629 509,958 709,958 509,958
PERSONNEL SUMMARY
FY 2011 FY 2012
1.0 DEPUTY CITY ATTORNEY 95,197 97,698 2,501

2.0 ASSISTANT CITY ATTORNEY 100,588 103,230 2,642
2.0 1.0 LEGAL SECRETARY (35 HOURS) 128,424 128,424
1.0 LEGAL RECEPTIONIST 35,309 35,309
3.0 COLLECTION AIDE (35 HRS) 117,102 117,102
2.0 PARALEGAL 110,422 84,062 -26,360
8.0 1.0 ASSOCIATE CITY ATTORNEY 1,016,113 1,039,818 23,706
01060000 Total 19.0 2.0 1,603,154 1,605,643 2,489

66
GENERAL FUND BUDGET
CITY ATTORNEY PROGRAM HIGHLIGHTS
CITY ATTORNEY * * ** **
Defense Claims/Litigation (Opened) 376 283 275 300 323 350
Claims/Suits Settlement/Judgment (PAID) 89 75 $85 85 N/A N/A
Amount Paid $639,392 $723,996 $ 2,118,578 $1,016,171 $ 984,799
OCA Collections -GEN 28 15 25 30 35(A) 35(A)
8.76 Anti-blight -Collection 142 248 250 225 N/A N/A
8.60 Unlawful Dumping - Collection 960 1200 600 400 N/A N/A
FOI Requests/Complaints 50 *40 60 70 108 125
Business Development (inc/ Contract Draft/Review) 266 242 225 200 350 (A) 375
Ordinance Draft/Review 106 85 75 75 75 85
Public Meetings Attended 456 428 450 475 525 500
WPCA COLLECTION
Legal Demand (2/3 of TOT) 2,336 2,282 2,342 1,858 2,523 2,600
Amount Collected $ 1,576,878 1,391,957 1,550,630 1,505,206 2,218,916 $2,300,000
Civil Suits 935 593 706 1,114 767 800
Amount Collected $ 1,428,580 1,169,255 703,295 1,599,929 1,800,912 1,900,000
Foreclosures (Outside Legal Service Employed) 36 143 275 259 449 500
Amount Collected $323,436 402,376 713,797 1,747,320 1,504,597 1,600,000
Bank /Wage Executions 0 5 2 1 1 0
Amount Collected 3,913 6,624 3,529 872 0
Receivership 18 1 0 0 0 0
Amount Collected $401,330 $31,900 0 0 0 0
* Estimates only due to layoff of Legal Administrative support.
** Estimates only until Abacus system calculates.
FY 2011-2012 GOALS

1) Continue to improve collection rate for arrears real property taxes through expanded
execution of tax warrants.
6 MONTH STATUS:
2) Continue to dispose (via strict foreclosure) of newly acquired city inventory of vacant and
unwanted municipally owned real property through auction sales.
6 MONTH STATUS:
3) Continue to increase number of condemnation, anti-blight and unlawful deposit hearings to

support the on-going “Clean City” campaign.
6 MONTH STATUS:
4) Increase substantially the collection of fines for anti-blight and unlawful depositing to enable
these “QUALITY OF LIFE” projects so that they become revenue neutral.
6 MONTH STATUS:
5) Together with Purchasing Department draft and obtain adoption of revisions to the City’s
Procurement Ordinance and Regulations as recommended based upon department user
experience.
6 MONTH STATUS:
6) Together with the City Council’s Special Rules Committee draft and obtain adoption of
revised Rules of the City Council to facilitate efficient Council proceedings.
6 MONTH STATUS:

67
GENERAL FUND BUDGET
CITY ATTORNEY PROGRAM HIGHLIGHTS
7) Modify the City’s Freedom of Information Act (FOIA) compliance procedures by
decentralizing responses to FOIA requests by having the various departments issue
responses and compliance through use of forms and written direction augmented by targeted
legal advice as necessary.
6 MONTH STATUS:
8) Obtain federal court approval for elimination of judicial supervision of the Bridgeport Police
Department via the Bridgeport Guardians’ case, thereby returning total administrative control
of the Department to the Police Chief and Board of Police Commissioners.
6 MONTH STATUS:
9) Increase the collections from Parking Violation Citations through use of Assistant City
Attorney as Hearing Officer and through use of aggressive collections procedures post
hearings.
6 MONTH STATUS:
10) Enhance office support staff structure through filling of paralegal positions.
6 MONTH STATUS:
11) Assist Board of Education in its efforts to reduce legal costs by increasing provision of legal
services in lieu of retention of outside counsel.
6 MONTH STATUS:

1) Substantially

68
GENERAL FUND BUDGET
CITY ATTORNEY APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01060000 CITY ATTORNEY 3,312,336 3,738,545 4,495,545 4,029,891 291,346
51000 FULL TIME EARNED PAY 1,452,148 1,435,151 1,435,151 1,605,641 170,490
51140 LONGEVITY PAY 9,225 9,225 13,500 4,275
52360 MEDICARE 10,474 21,743 21,743 20,939 -804
52385 SOCIAL SECURITY 731 9,205 9,205 7,254 -1,951
53005 PERSONAL PROPERTY CLAIMS AWARD 140,255 138,459 188,459 188,459 50,000
53010 PERSONAL PROPERTY CLAIMS ATTY 844,545 1,000,000 1,500,000 1,000,000
53605 MEMBERSHIP/REGISTRATION FEES 4,860 8,143 6,643 6,643 -1,500
53705 ADVERTISING SERVICES 3,375 3,375 3,375
53905 EMP TUITION AND/OR TRAVEL REIM 4,206 6,010 8,010 8,010 2,000
54675 OFFICE SUPPLIES 18,705 16,970 16,970 16,970
54700 PUBLICATIONS 12,918 13,394 13,394 13,394
54705 SUBSCRIPTIONS 3,292 10,605 10,605 10,605
55155 OFFICE EQUIPMENT RENTAL/LEAS 11,220 9,076 13,076 13,076 4,000
56095 APPRAISAL SERVICES 3,563 3,563 3,563
56130 LEGAL SERVICES 433,815 496,000 695,500 495,500 -500
56180 OTHER SERVICES 1,998 5,800 6,300 6,300 500

69
GENERAL FUND BUDGET

70
GENERAL FUND BUDGET
ARCHIVES & RECORDS
MISSION STATEMENT
This department directs the orderly and systematic maintenance, preservation, and disposition of the
records of the City of Bridgeport in compliance with State and Federal laws. To do so it operates a
records center for the storage of non-current records, and an archive for the City’s permanent and
historical documents. The Records Manager/Archivist assists other departments in solving records
and filing problems, arranges for the destruction of obsolete materials, microfilms permanent records,
and answers a variety of questions from the public about the City’s past and present operations.
MAYOR CITY COUNCIL
CAO
CHIEF FINANCIAL
OFFICER
ARCHIVES
71
GENERAL FUND BUDGET
ARCHIVES & RECORDS BUDGET DETAIL
Patty Ulatowski
Acting Manager
REVENUE SUMMARY
Not Applicable
FY 2012 VARIANCE
ORG APPR
01065000 ARCHIVES 70,760 71,154 71,194 75,312 4,158
1065PS ARCHIVES PERSONAL SVCS 43,516 42,307 42,307 49,621 7,314
2065TPS ARCHIVES OTHER PERS SVCS
3065FB ARCHIVES FRINGE BENEFITS 16,924 17,930 17,930 20,060 2,130
4065EX ARCHIVES OPER EXP 6,285 4,117 4,157 2,231 -1,886
6065SS ARCHIVES SPEC SVCS 4,034 6,800 6,800 3,400 -3,400
PERSONNEL SUMMARY
FY 2011 FY 2012
0.5 RECORDS MANAGER 42,307 49,621 7,314

01065000 Total 0.5 42,307 49,621 7,314
72
GENERAL FUND BUDGET
ARCHIVES PROGRAM HIGHLIGHTS

ARCHIVES AND RECORDS CENTER
Full box 59 25 8 45 32 25
Original 186 180 165 192 211 211
Folder 133 150 90 150 142 140
Microcopy 2 8 32 80 45 45
Photocopy 360 200 175 350 300 300
Other Expenses 222 200 200 200 200 200
Total Requests 962 763 660 1,025 930 921
BOXES
Received 186 500 2,393 2,150 2,075 2,150
Destroyed 181 N/A N/A 1,000 1,500 500
Total Boxes as of end of period 11,156 11,156 13,321 14,571 14,842 15,000
Total internal requests 782 700 523 900 975 1,000
Total requests by the public 180 250 7 10 15 20
FY 2011-2012 GOALS
1) Continue the current hours of operation in order to better manage the budget and create
more efficient government.

1) Continue on with the decreased hours of the records center in order to better manage the
City budget.
6 MONTH STATUS: Although challenging at times, this department continued to meet
Citywide and public demands for service. The reduced hours are recommended for the 2012
budget proposal.
1) Try to do more with less and encourage others to do the same.

6 MONTH STATUS: This department’s operating budget was reduced by 50% during 2011.
The priorities were reorganized in order to continue to allow for its purpose and to manage
the records in accordance with the Connecticut State Statutes. I have reorganized my
account requests for funds and will be asking that the budget remain at the same level as
2011.

1) Despite limited staff and resources this department successfully carried out the routine duties
that support its mission to systematically manage and care for the City’s active, inactive,
obsolete, and historical records.
2) The Records Manager continues in its temporary assignment at the Vital Records department
located at McLevy Hall for approximately 15 hours each week. During this assignment the
staff has been thoroughly trained on the city’s new financial program and a Cash
Management Policy was written, adopted and put into place. The Manager will remain at
Vital Records to assist with a major relocation of the department to the City Hall Annex and
will continue to assist the Assistant Registrar with the management of the department. This
department is one of the top revenue departments for the city and it is crucial that it receives
attention.
73
GENERAL FUND BUDGET
ARCHIVES APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01065000 ARCHIVES 70,760 71,154 71,194 75,312 4,158
51106 REGULAR STRAIGHT OVERTIME
52360 MEDICARE 319 613 613 657 44
52917 HEALTH INSURANCE CITY SHARE 12,477 13,298 13,298 13,746 448
53610 TRAINING SERVICES 263 -263
53710 OTHER COMMUNICATION SERVICES 2,700 2,700 1,350 -1,350
53905 EMP TUITION AND/OR TRAVEL REIM
54660 LIBRARY SUPPLIES 304 304 304
54675 OFFICE SUPPLIES 1,889 1,154 1,154 577 -577
54700 PUBLICATIONS
54705 SUBSCRIPTIONS
55150 OFFICE EQUIPMENT 4,396
56055 COMPUTER SERVICES 1,500 1,500 1,500 750 -750
56175 OFFICE EQUIPMENT MAINT SRVCS 536 2,362 2,362 1,181 -1,181
56210 RECYCLING SERVICES 1,998 2,938 2,938 1,469 -1,469
74
CIVIL SERVICE
MISSION STATEMENT
To serve as the central personnel office for the City of Bridgeport as prescribed by the City Charter.
CIVIL SERVICE
MAYOR CITY COUNCIL
COMMISSION
CHIEF
ADMINISTRATIVE
OFFICER

75
GENERAL FUND BUDGET
CIVIL SERVICE BUDGET DETAIL
David Dunn
Manager
REVENUE SUMMARY
FY 2012 VARIANCE
ORG DESC
01070000 CIVIL SERVICE -9 -88,500 -38,500 -88,500
41538 COPIES -9 -1,000 -500 -1,000
41547 RESIDENTAPPLICATION/ADMINISTRA -17,500 -8,000 -17,500
41548 NON-RESIDENTAPPLICATION/ADMINI -70,000 -30,000 -70,000
FY 2012 VARIANCE
ORG APPR
01070000 CIVIL SERVICE 980,150 1,077,070 1,115,219 944,413 -132,657
1070PS CIVIL SERVICE PERSONAL SVCS 608,165 543,153 543,153 568,186 25,033
2070TPS CIVIL SERVICE OTHER PERS SVCS 23,378 39,525 44,525 44,825 5,300
3070FB CIVIL SERVICE FRINGE BENEFIT 115,834 102,836 102,836 106,433 3,597
4070EX CIVIL SERVICE OPER EXP 41,390 179,043 179,043 89,522 -89,521
6070SS CIVIL SERVICE SPEC SVCS 191,382 212,513 245,662 135,447 -77,066
PERSONNEL SUMMARY
FY 2011 FY 2012
2.0 CLERICAL ASSISTANT 75,480 75,480

2.0 PAYROLL CLERK II 127,944 127,944
1.0 RETIREMENT ADMINISTRATOR 44,868 46,393 1,525
1.0 1.0 PERSONNEL ASSISTANT II 128,104 128,104
1.0 PERSONNEL DIRECTOR 115,344 118,373 3,029
01070000 Total 8.0 1.0 558,153 568,186 10,033

76
GENERAL FUND BUDGET
CIVIL SERVICE PROGRAM HIGHLIGHTS
FY 2011-2012 GOALS
1) Successful completion of a Fire Department Entry Level Examination, in compliance with the
Connecticut Fire Service CPAT (Candidate Physical Ability Test) Standards.
2) Successfully manage, administer and complete Fire Inspector Examination, Deputy Fire
Marshal Examination and Senior Fire Inspector Examination.
3) Successfully manage and administer a Fire Pumper Engineer Examination and a Fire
Captain Examination.
4) Successfully manage and administer a Police Captain Examination and a Police Deputy
Chief Examination.
5) Permanently adopt a continuing recruitment process for entry level police officers.
6) Successful expansion of non-competitive division classifications through the systematic
elimination and restructuring of the competitive division positions for civilian occupied jobs.
7) Continued successful expansion of interview panels and formal recruitment campaigns for
department head and senior management positions.
8) Successful expansion of a modern job bidding promotional process for NAGE, LIUNA, and
Supervisor positions.
9) Fully integrate the Civil Service office into a City-wide Human Resources department that
includes Grants Personnel, Benefits, and Labor Relations.
10) Continue to expand Civil Service office’s ability to support a digital archive through the
scanning of documents and files.

1) Successful completion of the Police Officer Entry Level Examination, in compliance with the
Federal Court Order.
6 MONTH STATUS: Completed on November 15, 2010. The 75 top finishing candidates are
presently undergoing psychological examinations, physical examinations, and
comprehensive Office of Internal Affairs (OIA) Background Investigations.
2) Successfully manage & administer a Fire Department Entry Level Examination, in compliance
with Connecticut State Fire Service CPAT (Candidate Physical Abilities Test) Standards.
6 MONTH STATUS: In process. Exam scheduled approximately May 1, 2011. CPAT
Certification standards in process, approved by Union Management Safety Productivity
Committee, Fire Commission, and Civil Service Commission on October 22, 2010.
Recruitment team in place and working. Advertising and candidate information has been
distributed. Public Relations event scheduled for February 6, 2011. CPAT Certification
registration must be completed by February 25, 2011.
3) Successful completion of a Police Chief Recruitment and Examination.

6 MONTH STATUS: Completed October 2010, Joseph Gaudett selected as Police Chief.
Formal swearing in scheduled for February 10th, 2011.
4) Successful expansion of non-competitive division classifications through the systematic

elimination and restructuring of the competitive division positions for civilian occupied jobs.
6 MONTH STATUS: In process. Approximately 7 positions added to the non-competitive
division. Currently awaiting union approval, NAGE and Supervisor Union approval for
Custodian IV and Library Assistant I.
5) Continued successful expansion of interview panels and recruitment campaign for

department head and senior management positions.
6 MONTH STATUS: Completed. Police Chief, Health Director, City Attorney (BOE).
6) Successful expansion of a modern job bidding promotional process for NAGE, LIUNA and
SUPERVISOR positions.

77
GENERAL FUND BUDGET
6 MONTH STATUS: In process. Awaiting union approval for Library Assistant II, Custodian
IV, Custodial Supervisor, Personnel Assistant I/II, Administrative Assistants, Personnel
Examiner.
7) Successfully conduct, manage and administer Pumper Engineer, Fire Lieutenant and Fire
Captain Examinations.
6 MONTH STATUS: Completed Pumper Engineer - List active. Fire Lieutenant – list inactive,
however, 4 employees have recall rights will hold up any immediate Fire Lt. exam until the
last employee is recalled. Fire Captain completed. Expect to conduct a new Fire Captain
upon successful completion of the current Assistant Fire Chief examination.
8) Successfully conduct, manage and administer Police Sergeant, Lieutenant and Captain
Examinations.
6 MONTH STATUS: Police Sgt list is active through January 2012. Police Lieutenant and
Captain exams are in planning stages. There are currently no vacancies, however, as soon
as Chief Gaudett’s promotion is finalized, his promotion will create a domino effect for a
Deputy Police Chief exam, a Captain’s exam, and a Lieutenant’s exam, all of which are likely
to occur in 2012 or sooner.
9) Permanently adopt a continuing recruitment process for entry level Police Officers.
6 MONTH STATUS: In process. Civil Service Commission and Common Council approval
needed to progress further.
10) Fully integrate the Civil Service Office into a City-wide Human Resources Department that
includes Grants Personnel, Benefits and Labor Relations.
6 MONTH STATUS: In process. Awaiting further direction from the Mayor/CAO office.
11) Expand the Civil Service Office’s ability to support a digital archive through the scanning of
documents and files and subsequent conversion of those files to digital document rather than
current paper archive.
6 MONTH STATUS: In process. Acquired scanning capability. The scanning is still in testing
phase. We are working out some issues with ITS department and OCE (vendor).
Conversion of master files to digital documentation is partially in process. Will be completed
upon acquisition of 2nd scanner/copier.

1) Civil Service has successfully changed over all of its paper acquisition and office supplies as
appropriate to green products. Current technology with copier also encourages more digital
use.
2) Internal transfers/reallocation and provisional appointment of Lisa Kollman from Personnel
Assistant I to Personnel Assistant II. Sandra Ferreira provisional appointment to Personnel
Assistant I. These promotions have allowed the department to move forward with fire
department examinations that are currently subject to Superior Court Mandamus review.
3) Successfully completed Fire Marshal exam.
4) Successfully completed Fire Equipment Mechanic examination.
5) Successfully planned and announced Assistant Fire Chief examination scheduled for
February 7, 8, and 9.
6) Continued office operations improvement with removal of obsolete documents and digital
storage of current documents.
7) Successfully completed the oral examination of 480 police officer candidates by the first time
use of internal Police Department subject matter experts/assessors as well as extensive use
of existing City civilian resources.

78
GENERAL FUND BUDGET
8) New permanent office staff (Deborah Brelsford, Lisa Kollman, Sandra Ferreira) have
successfully been integrated into office operations and brought needed professionalism,
customer service, and green thinking to the Civil Service office.

79
GENERAL FUND BUDGET
CIVIL SERVICE APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01070000 CIVIL SERVICE 980,150 1,077,070 1,115,219 944,413 -132,657
51036 FT GRIEVANCE/ARB AWARD PAY 90,000
51116 HOLIDAY 2X OVERTIME PAY 308
51140 LONGEVITY PAY 3,525 3,525 3,825 300
51146 PROCTOR PAY 25,000 30,000 30,000 5,000
52360 MEDICARE 4,399 7,191 7,191 6,326 -865
52385 SOCIAL SECURITY 3,510 8,598 8,598 4,680 -3,918
53050 PROPERTY RENTAL/LEASE 4,926 49,561 49,561 24,781 -24,780
53905 EMP TUITION AND/OR TRAVEL REIM 310 921 921 461 -460
54560 COMMUNICATION SUPPLIES 368 900 900 450 -450
54640 HARDWARE/TOOLS 5,063 5,063 2,531 -2,532
54675 OFFICE SUPPLIES 5,216 4,354 4,354 2,177 -2,177
54700 PUBLICATIONS 654 530 530 265 -265
54725 POSTAGE 32 32 16 -16
55530 OFFICE FURNITURE 1,194 2,700 2,700 1,350 -1,350
56085 FOOD SERVICES 522 5,821 7,600 3,800 -2,021
56110 FINANCIAL SERVICES 173 173 87 -86
56130 LEGAL SERVICES 46,968
56155 MEDICAL SERVICES 30,288 30,630 62,000 42,000 11,370
56165 MANAGEMENT SERVICES 104,910 155,886 155,886 77,943 -77,943
56180 OTHER SERVICES 5,391 15,000 15,000 7,500 -7,500
59010 MAILING SERVICES 281 960 960 480 -480
59015 PRINTING SERVICES 810 810 405 -405

80
GENERAL FUND BUDGET
GRANTS PERSONNEL /
BENEFITS ADMINISTRATION
MISSION STATEMENT
The Benefit Administration Office administers the group benefits and workers’ compensation
programs for the City and manages the benefits and workers’ compensation expenditures for both the
City and the Board of Education. The mission of the Benefits Office is to assure accurate, timely and
efficient administration of employee benefit programs at fair cost to both the City’s taxpayers, and its
active and retired employees and their eligible dependents and to manage the distribution of financial
resources in the delivery of these benefits with frugality, skill and professional judgment.
MAYOR CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
LABOR
RELATIONS
GRANTS
PERSONNEL/
BENEFITS
ADMINISTRATION

81
GENERAL FUND BUDGET
GRANTS PERSONNEL/BENEFITS BUDGET DETAIL
Janet Finch / Richard Weiner

Managers
REVENUE SUMMARY
Not applicable.
FY 2012 VARIANCE
ORG APPR Desc ACTUAL CURRENT REQUEST PROPOSED BUDGET
01075000 HEALTH BENEFIT ADMINISTRATION 19,353,634 19,304,769 19,600,872 18,181,734 ‐1,123,035
1075PS BENEFITS PERSONAL SVCS 409,579 639,306 639,306 661,679 22,373
2075TPS BENEFITS OTHER PERS SVCS 11,411 10,425 10,425 10,950 525
3075FB BENEFITS FRINGE BENEFITS 18,802,544 18,603,331 18,810,531 17,451,432 ‐1,151,899
4075EX BENEFITS OPER EXP 24,114 13,054 13,310 11,123 ‐1,931
6075SS BENEFITS SPEC SVCS 105,986 38,653 127,300 46,550 7,897
01080000 EMPLOYEE & ORGNZTNL DVLPMNT 24,520 24,225 12,113 ‐12,407

4080EX EOD OPER EXP 24,520 24,225 12,113 ‐12,407
PERSONNEL SUMMARY
FY 2011 FY 2012
1.0 BENEFITS MANAGER 87,225 89,516 2,291

1.0 HUMAN RESOURCE MANAGER 100,778 103,426 2,648
2.0 CLERK A 51,213 58,650 7,437
1.0 PROJECT MANAGER 83,535 85,729 2,194
1.0 PAYROLL MANAGER 83,535 84,048 513
1.0 BENEFITS COORDINATOR 51,998 53,625 1,627
1.0 HUMAN RESOURCES GENERALIST (35HRS) 45,200 46,614 1,414
1.0 EMPLOYEE SERVICES COORDINATOR 48,369 49,882 1,513
1.0 SENIOR PAYROLL ADMINISTRATOR 48,283 49,793 1,510
01075000 Total 11.0 639,305 661,679 22,374

82
GENERAL FUND BUDGET
GRANTS PERSONNEL/BENEFITS PROGRAM HIGHLIGHTS
ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED ACTUAL ESTIMATED
SERVICE INDICATORS 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2009-2010 2010-2011
BENEFITS OFFICE
Number of plans managed 12 12 14 14 14 14 14
Annual Expenditure City and BOE, Active & Retired, Group & WC $75,489,237 $80,536,660 $86,223,264 $86,641,700 $94,167,071 $95,236,498 $95,430,530
Annual Expenditure City and BOE, Active & Retired, Group Only $65,438,759 $69,318,675 $73,821,688 $75,565,571 $82,146,215 $83,214,369 $81,976,528
Annual Expenditure City and BOE, Active & Retired, WC Only $10,050,478 $11,217,985 $12,401,576 $11,076,129 $12,020,856 $12,022,129 $13,454,002
Annual group benefit expenses for City & BOE Employees Only $41,544,206 $41,776,563 $44,752,996 $45,466,267 $50,239,650 $49,102,355 $49,896,395
City and BOE Employees under administration 4,584 4,536 4,352 4,078 4,078 4,183 4,059
Annual benefit cost per active employee $9,063 $9,210 $10,215 $11,149 $12,320 $11,739 $12,292.78
Annual group benefit expenses for retired employees $24,130,200 $26,743,768 $29,451,573 $30,099,304 $31,906,565 $24,571,204 $21,395,222
Annual benefit cost per Medicare-eligible retired employee $3,551 $3,719 $3,986 $3,452 $4,184 $9,523,275 $10,563,818
Annual benefit cost per non-Medicare retired employee $12,044 $15,420 $10,582 $15,600 $17,973 $18,134 $17,437
Medicare-Eligible Retirees 2,071 2,137 2,220 2,298 2,298 2,320 2,405
Non-Medicare Eligible Retirees 1,393 1,219 1,425 1,345 1,421 1,355 1,227
Medicare-B reimbursements processed 733 758 759 781 784 785 760
Medicare-D subsidies requested $132,367 $802,669 $652,502 $1,007,079 $750,000 $786,237 $950,000
Early Retirement Re-insurance Reimbursement (new) $800,000
Retirement orientations conducted 15 37 26 41 40 50 50
COBRA enrollments administered 32 30 43 63 38 60 60
Insurance invoices prepared- number 144 139 150 173 173 209 209
Insurance invoices prepared - $ volume $5,246,182 $5,074,073 $5,745,335 $6,353,505 $8,626,657 $6,766,506 $8,479,400
Wire transfers prepared - number 230 194 194 230 230 228 248
Wire transfers prepared - $ volume $70,254,576 $71,824,316 $78,848,185 $72,391,577 $85,452,870 $87,500,860 $86,049,201
ASO reports prepared 60 60 60 60 60 60 66
Worker's Compensation Open Claims: start of year 229 318 560 601 682 682 482
Worker's Compensation Open Claims: end of year 318 560 576 682 622 482 500
WC Indemnity claims active at start of year 203 274 396 393 360 360 321
WC Indemnity claims filed (new) 175 174 125 106 100 123 110
WC Indemnity claims active at year end 274 396 391 360 375 321 300
WC Medical claims active at start of year 26 44 164 208 322 322 161
WC Medical claims filed (new) 532 475 539 493 450 456 500
WC Medical claims active at year end 44 164 185 322 300 161 160
WC Indemnity payments $3,231,104 $3,758,830 $3,356,374 $3,028,519 $3,400,000 $3,314,255 $3,464,466
WC Medical payments $3,507,736 $3,268,161 $4,503,524 $3,616,505 $4,800,000 $4,543,187 $4,806,917
WC Medical bills reviewed 13,189 14,741 14,202 11,470 11,500 7,683 5,000
Savings from Medical bill reviews $1,605,378 $1,915,951 $1,686,488 $1,735,490 $2,000,000 $1,554,164 $1,175,000
H & H Medical claims active at start of year 98 89 71 63 69 69 61
H&H Medical claims filed (new) 19 23 2 3 4 2 0
H&H Medical claims active at year end 102 90 73 69 77 61 60
H&H Indemnity claims active at start of year 239 244 247 266 254 254 246
H&H Indemnity claims active at year end 233 247 266 254 255 246 246
H&H Indemnity claims filed (new) 3 2 14 7 14 19 12
Heart & Hypertension Payments $2,684,086 $3,270,880 $3,356,374 $2,624,931 $3,100,000 $3,127,297 $4,300,000
Safety meetings conducted 116 78 65 76 60 38 44
WC accident investigation conducted 197 403 414 401 400 329 490
Accident prevention training sessions conducted 25 3 3 14 10 12 15
Transitional duty assignments administered 242 263 203 186 225 212 180
FY 2011-2012 GOALS
1) Continue participation in Medicare-D subsidy programs.
2) Continue participation in the Early Retirement Reinsurance Program and assure the most
cost effective compliance with requirements of the Affordable Care Act.
3) Evaluate the City’s participation in Medicare medical and drug programs to achieve the most
cost effective programs.
4) Conclude evaluation of feasibility of workers compensation audit and proceed if appropriate.

1) Complete the implementation of the new medical plan on a timely basis.
6 MONTH STATUS: The medical plan has been implemented successfully. Weekly claim
expenses are reported by the appropriate accounting line directly on the cash disbursement
request eliminating the need for “wash account” and subsequent posting steps by Finance.
Issues that have arisen in connection with this implementation have been minor and
resolved.
2) Conduct an audit of workers compensation paid claims.

6 MONTH STATUS: An evaluation of workers compensation audit practices was conducted.
We have learned that audits of this nature are typically operational in nature, meaning all
facets of an organization’s workers compensation program are reviewed rather than being
specifically focused on claim payments processes. The reason, we’ve learned, is that state

83
GENERAL FUND BUDGET
GRANTS PERSONNEL/BENEFITS PROGRAM HIGHLIGHTS
statutes regulate how workers’ compensation third party administrators pay claims making it
a system that is not prone to egregious payment errors. Operational audits are more
expensive than anticipated. While the City’s workers compensation program could
undoubtedly benefit from a full scale audit a more careful cost/benefit analysis is needed
before we proceed. Nevertheless, funding for an operational audit has been included in the
FY-12 budget request.
3) Continue participation in the Medicare-D Retiree Drug Subsidy.

6 MONTH STATUS: An application for participation in the Retiree Drug Subsidy was
submitted for calendar year 2011. Thus far in FY-11, subsidy payments totaling $817,672
have been received.
4) Review the benefit of continuing participation with the Fully Insured Medicare Advantage
HMO.
6 MONTH STATUS: The City was fortunate in obtaining a competitive proposal for calendar
year 2011 to replace the carrier which was leaving the Connecticut market at the end of
2010.
1) Implement obligations and leverage opportunities of the Affordable Care Act of 2010.
6 MONTH STATUS: With the passage of the Act in February, 2010, various requirements
and opportunities arose which required our attention. Two principal requirements taking
effect in January, 2011 called for enrollment of adult children through age 26, elimination of
annual limits for durable medical benefits and co-payments for preventive care. A provision of
the Act, the Early Retirement Reinsurance Program (ERRP) created an opportunity for the
City to receive federal subsidies for certain expenses associated with medical benefits for
non-Medicare-eligible retirees. The City application for this program was accepted. Thus far,
the City has received a subsidy payment of $487,418.

84
GENERAL FUND BUDGET
GRANTS PERSONNEL/BENEFITS APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01075000 HEALTH BENEFIT ADMINISTRATION 19,353,634 19,304,769 19,600,872 18,181,734 ‐1,123,035
51140 LONGEVITY PAY 10,425 10,425 10,950 525
52004 DENTAL HMO ‐ WPCA ACTIVE 1,000
52008 DENTAL HMO ‐ COBRA/RETIREE 1,500 400 400 400
52016 DENTAL HMO ‐ BOE GRANTS 4,800
52020 DENTAL PPO FEE ‐ WPCA ACTIVE 200
52024 DENTAL PPO ‐ COBRA/RETIREE 1,100 2,100 2,100 2,100
52032 DENTAL PPO ‐ BOE GRANTS 11,600
52104 VISION FEE ‐ WPCA ACTIVE 100
52108 VISION FEE ‐ COBRA/RETIREE 400 600 600 600
52114 VISION FEE ‐ BOE GRANTS 1,900
52124 VISION CLMS‐BOE GRANTS 16,100
52127 VISION CLMS‐WPCA 900
52129 VISION CLMS‐CITY RETIREES 3,000 5,200 5,200 5,200
52154 LIFE INSURANCE CIVIL SERVICE 27 137,300
52155 LIFE INSURANCE GRANT EMPLOYEES 3,200
52156 LIFE INSURANCE CITY DISABLED 66,000
52162 CLMS DNTL‐ BOE GRANTS 233,000
52166 CLMS DNTL‐ CITY RETIREES 25,000 44,600 157,130 112,530
52169 CLMS DNTL‐ WPCA 7,000
52202 ST DISABILITY UNAFILLIATED 20,600
52203 ST DISABILITY TEAMSTERS 1,200
52204 LT DISABILITY UNAFILLIATED 22,300
52205 LT DISABILITY TEAMSTERS 1,200
52258 STATE OF CT ANNUAL ASMT FEE 236,000 300,000 300,000 302,000 2,000
52260 CT 2ND INJURY FUND ASSESSM 357,800 270,200 270,200 251,700 ‐18,500
52262 WORKERS' COMP ADM FEE 500,000 479,000 479,000 430,000 ‐49,000
52270 WORKERS' COMP INDM ‐ GEN G 98,000 99,800 99,800 100,000 200
52278 WORKERS' COMP INDM ‐ WPCA 31,000
52286 WORKERS' COMP MED ‐ GEN GO 223,000 205,500 205,500 200,000 ‐5,500
52294 WORKERS' COMP MED ‐ WPCA 1,000
52360 MEDICARE 3,352 7,727 7,727 7,497 ‐230
52361 MEDICARE PART B REIMB FIRE/POL 885,000 920,300 920,300 ‐920,300
52385 SOCIAL SECURITY 1,431 9,338 9,338 9,338
52402 RX CLAIMS ‐ BOE GRANTS 624,000
52408 RX CLAIMS ‐ WPCA 22,000
52418 RX ADM ‐ BOE GRANTS 500
52426 RX ADM ‐ RETIREES 8,900 6,300 6,300 ‐6,300
52436 RX CLAIMS ‐ CITY RET & COBRA 1,657,000 2,352,600 2,352,600 2,445,500 92,900
52700 HEALTH ASO FEES: BOE GRANTS 164,900
52703 HEALTH ASO FEES: WPCA ACTIVE 3,000
52704 HEALTH ASO FEES: CITY RETIREES 296,700 320,400 320,400 8,380 ‐312,020
52709 HEALTH ASO FEES: WORKERS COMP 3,800 4,200 4,200 ‐4,200

85
GENERAL FUND BUDGET
GRANTS PERSONNEL/BENEFITS APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
52710 CLMS MENTAL HEALTH ‐ BOE GRANT 86,500
52725 CLMS MENTAL HEALTH ‐ WRKR COMP 131,500
52730 CLMS MENTAL HEALTH ‐ WPCA 2,000
52740 CLMS MENTAL HEALTH ‐ CITY RETI 394,300
52760 CLAIMS CHIROPRACTIC ‐ BOE GRNT 45,300
52780 CLAIMS CHIROPRACTIC ‐ WPCA 400
52790 CLMS CHIROPRACTIC ‐ CITY RETIR 79,000
52810 CLMS SKLD NURSING‐BOE GRNT 212,600
52860 CLAIMS DR/HSPTLS ‐ BOE GRANTS 3,024,700
52875 CLAIMS DR/HSPTLS ‐ WORKER COMP 69,000 309,100 309,100 ‐309,100
52880 CLAIMS DR/HSPTLS ‐ WPCA ACTIVE 126,100
52890 CLAIMS DR/HSPTLS‐CITY RETIREES 11,516,200 8,866,777 8,866,777 6,389,633 ‐2,477,144
52891 MEDICAL MEDICARE RETIREES F/P 1,237,000 1,515,900 1,515,900 1,029,400 ‐486,500
52892 MEDICAL MEDICARE CSG 1,036,000 1,321,400 1,321,400 5,719,300 4,397,900
52893 RX MEDICARE F/P 582,000 661,300 661,300 ‐661,300
52894 RX MEDICARE CSG 1,643,000 1,642,300 1,642,300 ‐1,642,300
52898 ASO FEES:MEDICAL MEDICARE F&P 48,000 40,600 40,600 ‐40,600
52899 ASO FEES:MEDICAL MEDICARE CSG 51,000 53,700 53,700 48,400 ‐5,300
52916 EMPLOYEE ASSISTANCE PROGRAM 38,000 38,000 38,000
52920 HEALTH BENEFITS BUYOUT 30,000 30,000 97,000 67,000
52926 HEALTH CAPITATION: CITY GRANTS 1,189,606 ‐1,044,877 ‐1,044,877 1,044,877
52931 CITY/GRANTS EMPLY HEALTH COPAY ‐8,199,331
53605 MEMBERSHIP/REGISTRATION FEES 1,875 500 250 ‐1,625
53705 ADVERTISING SERVICES 15,689 1,300 1,500 750 ‐550
53710 OTHER COMMUNICATION SERVICES 575 1,500 750 175
53750 TRAVEL EXPENSES 169 ‐169
53905 EMP TUITION AND/OR TRAVEL REIM 375 375 188 ‐187
54595 MEETING/WORKSHOP/CATERING FOOD 375 500 250 ‐125
54675 OFFICE SUPPLIES 3,617 3,750 4,300 4,300 550
56090 ACTUARIAL SERVICES 13,500 13,500 12,000 12,000 ‐1,500
56100 AUDITING SERVICES 37,000
56115 HUMAN SERVICES 9,292 10,000 20,000 20,000 10,000
56165 MANAGEMENT SERVICES 83,099 10,000 54,600 12,700 2,700
56175 OFFICE EQUIPMENT MAINT SRVCS 95 4,073 2,500 1,250 ‐2,823
59015 PRINTING SERVICES 1,080 1,200 600 ‐480
01080000 EMPLOYEE & ORGNZTNL DVLPMNT 24,520 24,225 12,113 ‐12,407

53610 TRAINING SERVICES 22,500 22,500 11,250 ‐11,250
55145 EQUIPMENT RENTAL/LEASE 225 225 113 ‐112
56085 FOOD SERVICES 1,795 1,500 750 ‐1,045

86
LABOR RELATIONS
MISSION STATEMENT
The Labor Department negotiates and administers the collective bargaining agreements between the
City of Bridgeport and all Unions and Associations. We manage and/or coordinate human resources
activities, counsel and advise management on labor relations and human resources issues, and
resolve grievances and labor relations disputes. In addition, we handle arbitrations, State Labor
Relations Board (SLRB) hearings and related or similar proceedings. Our objectives include:
negotiating open collective bargaining agreements on time and within budget. Arbitration, if
necessary, to achieve an acceptable collective bargaining agreements, reducing the number of
grievances filed, increasing the number of successful grievance arbitrations, and improving
coordination and management of human resource issues.
MAYOR CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
LABOR
RELATIONS

87
GENERAL FUND BUDGET
LABOR RELATIONS BUDGET DETAIL
Lawrence Osborne
Manager
REVENUE SUMMARY
Not Applicable
FY 2012 VARIANCE
ORG APPR
01085000 LABOR RELATIONS 585,759 649,835 649,835 662,726 12,891
1085PS LABOR RELATIONS PERSONAL SVCS 399,745 460,838 460,838 473,525 12,687
2085TPS LABOR RELATIONS OTHER PERS SVCS 10,046 4,350 4,350 4,575 225
3085FB LABOR RELATIONS FRNG BENEFIT 99,280 121,567 121,567 123,287 1,720
4085EX LABOR RELATIONS OPER EXP 6,943 9,458 9,458 7,717 -1,741
6085SS LABOR RELATIONS SPEC SVCS 69,745 53,622 53,622 53,622
PERSONNEL SUMMARY
FY 2011 FY 2012
1.0 DEPUTY DIRECTOR OF LABOR RELATIONS 95,197 97,698 2,501

1.0 ADMINISTRATIVE ASSISTANT (40 HRS) 68,345 72,301 3,956
1.0 SECRETARY 45,843 47,277 1,434
1.0 DIRECTOR LABOR RELATIONS 119,932 123,082 3,150
1.0 LABOR RELATIONS OFFICER 62,651 64,297 1,646
1.0 SR. LABOR RELATIONS OFFICER 68,870 68,870
01085000 Total 5.0 1.0 460,837 473,525 12,688

88
GENERAL FUND BUDGET
LABOR RELATIONS PROGRAM HIGHLIGHTS
LABOR RELATIONS
Total contracts processed 13 14 15 0 9 14
Open 13 14 0 11 5 3
Settled 0 8 13 0 9 11
Average length of time to settle N/A 21 months 9 months 18 months 3 months 9 months
Total grievances processed 255 188 210 136 101 161
# of State Labor Relations Board Complaints 35 32 35 69 24 2
# of other Complaints/Investigations N/A 135 135 78 62 58
# of Disciplinary Hearings 45 51 56 58 53 61
# of Policies Developed 5 5 5 0 0 5
FY 2011-2012 GOALS
1) Negotiate the last three (3) remaining open collective bargaining contracts: NAGE; Police,
Local 1159 and AFSCME, Local 1522.
2) Utilize the binding interest arbitration process to achieve an acceptable resolution of
outstanding contracts/issues if necessary.
3) Successfully represent the City’s interests in arbitrations and Connecticut State Board of
Labor Relations hearings.
4) Continue to work with Benefits, other City departments and the City’s Workers
Compensation administrator to control Workers Compensation expenses.
5) Continue to monitor the enforcement by departments of the City’s Attendance Policies.
6) Continue to work with LIUNA (Laborers’ International Union of North America) as necessary
on the reclassification study. Rewriting of existing job descriptions of LIUNA bargaining unit
positions is complete. Reclassification and wage survey analysts continues.
7) Continue to aggressively handle, where needed, grievances, complaints, investigations,
and disciplinary hearing.
8) Continue to negotiate to implement a Reasonable Suspicion Drug Testing Policy for the
Fire Department, mimicking the Drug Testing Policy for the Police Department.
9) Continue to negotiate transfer of Fire union membership to participate in Connecticut
Municipal Employees Retirement System.

1) Negotiate open collective bargaining contracts and/or issues and resolve those
contracts/issues in a manner consistent with the goals and objectives of City management.
6 MONTH STATUS:
2) Utilize the binding interest arbitration process to achieve an acceptable resolution of

outstanding contracts/issues if necessary.
6 MONTH STATUS:
3) Negotiate/arbitrate for benefit costs savings in open union contracts. Work with the Benefits
Manager and other City/Board of Education staff and consultants to meet budgetary goals for
benefit costs and to implement/negotiate measures to control the costs of benefits for City/
Board of Education employees and retirees. Audit the pharmacy benefits manager contract
and make allowable adjustments where needed.
6 MONTH STATUS:
4) Successfully represent the City’s interests in arbitrations and Connecticut State Board of
Labor Relations hearings.
6 MONTH STATUS:

89
GENERAL FUND BUDGET
LABOR RELATIONS PROGRAM HIGHLIGHTS
5) Continue to work with Benefits, other City departments and the City’s Workers Compensation
administrator to control Workers Compensation expenses.
6 MONTH STATUS:
6) Continue to monitor the enforcement by departments of the City’s Attendance Policies.

6 MONTH STATUS:
7) Continue to work with LIUNA (Laborers’ International Union of North America) as necessary
to research the reclassification and rewriting of existing job descriptions of LIUNA bargaining
unit positions.
6 MONTH STATUS:
8) Continue to aggressively handle, where needed, grievances, complaints, investigations, and

disciplinary hearing.
6 MONTH STATUS:
9) Continue to undertake the necessary action (negotiation) to assume a smooth transition of

personnel for the forthcoming consolidated public safety and training dispatch center.
6 MONTH STATUS:
10) Negotiate and implement a Reasonable Suspicion Drug Testing Policy for the Fire
Department, mimicking the Drug Testing Policy for the Police Department.
6 MONTH STATUS:

1) Successfully negotiated eleven (11) open collective bargaining agreements and resolved
contracts/issues in a manner consistent with the goals and objectives of City management.
2) Successfully negotiated furlough concessions.
3) Successfully negotiated new or accelerated PCS contributions in [contracts]: Building
Trades; BCSA; LIUNA; Fire. Continue to negotiate PCS in remaining bargaining units.
4) Designed and implemented a new vacation carry over/buy-out policy acceptable to I.R.S.

90
GENERAL FUND BUDGET
LABOR RELATIONS APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01085000 LABOR RELATIONS 585,759 649,835 649,835 662,726 12,891
51140 LONGEVITY PAY 4,350 4,350 4,575 225
52360 MEDICARE 1,539 3,963 3,963 2,861 -1,102
52385 SOCIAL SECURITY 14 4,270 4,270 4,270
53605 MEMBERSHIP/REGISTRATION FEES 930 1,779 1,779 890 -889
53905 EMP TUITION AND/OR TRAVEL REIM 344 1,704 1,704 852 -852
54675 OFFICE SUPPLIES 1,656 1,914 1,914 1,914
54705 SUBSCRIPTIONS 4,013 4,061 4,061 4,061
56175 OFFICE EQUIPMENT MAINT SRVCS 6,382 4,122 3,622 3,622 -500
56180 OTHER SERVICES 50,203 49,500 50,000 50,000 500

91
GENERAL FUND BUDGET

92
PENSIONS/BENEFITS
PROGRAM HIGHLIGHTS
Dawn Norton
Manager
REVENUE SUMMARY
Not Applicable
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01086000 PENSIONS 76,725 91,388 91,388 74,338 -17,050
52515 LIUNA PENSION 45,621 50,000 50,000 50,000
52519 ICMA PENSION EMPLOYER CONTRIBU 7,104 7,288 7,288 7,288
56090 ACTUARIAL SERVICES 24,000 34,100 34,100 17,050 -17,050
01088000 OTHER FRINGE BENEFITS 1,666,913 1,858,476 1,858,476 1,638,976 -219,500

51140 LONGEVITY PAY 341,778
51152 SEVERANCE PAY 20,000 20,000 -20,000
51154 UNUSED SICK TIME PAYOUT 283,919 275,000 275,000 137,500 -137,500
51156 UNUSED VACATION TIME PAYOU 300,000 300,000 300,000
51314 UNUSED VACATION PAY RETIREMENT 43,858 225,000 225,000 175,000 -50,000
51318 PERSONAL DAY PAYOUT RETIREMENT 8,830 30,000 30,000 30,000
51324 LONGEVITY RETIREMENT 1,336
52204 LT DISABILITY UNAFILLIATED 12,000 12,000 -12,000
52360 MEDICARE -3,640
52385 SOCIAL SECURITY 122,466
52397 UNEMPLOYMENT 520,714 670,000 670,000 670,000
52504 MERF PENSION EMPLOYER CONT 290,114 283,976 283,976 283,976
52602 TUITION:SUPERVISORS 1,800 10,000 10,000 10,000
52604 TUITION:LIUNA 8,144 12,500 12,500 12,500
52608 TUITION:OTHER UNIONS 3,600 10,000 10,000 10,000
52610 TUITION:AFSCME 5,712 10,000 10,000 10,000
52917 HEALTH INSURANCE CITY SHARE
56180 OTHER SERVICES 38,101

93
PENSIONS/BENEFITS
PROGRAM HIGHLIGHTS
PROGRAM SUMMARY
All full-time employees of the City, except for Board of Education personnel, police, firefighters,
janitors and engineers participate in the Connecticut Municipal Employees’ Retirement Fund B
(CMERF), a cost-sharing multiple employer public employee retirement system administered by
the State of Connecticut. All benefits vest after 5 years of continuous service. Members who retire
after age 55 with 15 years of service or after 25 years of service, irrespective of age, are entitled
to an annual retirement benefit, payable monthly for life, in an amount for each year of service
equal to: 2% of the average of earnings for the three highest paid years of service (if not covered
by social security) or (if covered by social security) 1-1/6% of the average earnings not in excess
of the taxable wage base for the 10 highest paid years, plus 2% of the average earnings for the
three highest paid years of service which is in excess of the average of earnings not in excess of
the taxable wage base for the 10 highest paid years. CMERF also provides death and disability
benefits.
Benefits and other plan provisions are established by State statute. Covered employees are
required by Connecticut statute to contribute 2-1/4% of earnings upon which social security tax is
paid plus 5% of earnings upon which no social security tax is paid. The City is required to make
contributions as set by the State Retirement Commission to fund the remaining cost. The
employer contribution represents 7.00% of covered payroll. The City's contributions for the years
ending June 30, 2007, 2006 and 2005 were $5,312,000, $4,749,000 and $3,367,000,
respectively, equal to the required contributions for each year. The financial statements of the
plan are available from the State Treasurer for the CMERF Fund, 55 Elm Street, Hartford, CT
06106.
The City maintains and administers four single employer defined benefit pension plans which
cover substantially all of the employees of the City with the exception of those covered under
CMERF and the State Teachers’ Retirement System. The costs of administering the plans are
paid by each individual plan. Stand alone plans are not available for these plans. The four City
plans are as follows: 1) Public Safety A Investment and Pension Trust (Plan A) 2) Police
Retirement Plan B 3) Firefighters’ Retirement Plan B 3) Janitors’ and Engineers’ Retirement Plan.
The Police Retirement Plan B and the Firefighters’ Retirement Plan B are funded on an actuarial
basis; the Janitors’ and Engineers’ Retirement Plan is funded on a “pay as you go” basis, that is,
the City’s contribution to the plan is the amount necessary to pay annual benefits. The City makes
contributions to Plan A equal to the actuarially determined Normal Cost amounts. The net
pension obligation and the contribution requirements are actuarially determined. Plan A is a
closed plan and as such no new enrollments have been allowed since January 1, 1984.
In August 1985, the City purchased an annuity contract for approximately $75 million to fund a
portion of the net pension obligation for Plan A. The plan assets available for benefits and the net
pension obligation amounts for Plan A exclude the plan assets and pension obligations covered
by the above mentioned annuity contract. For the year ended June 30, 2008, approximately
$2,902,000 of benefits were provided through this annuity contract.
In August 2000, the City issued $350,000,000 of taxable general obligation pension funding
bonds. The proceeds of these bonds were transferred into Plans A’s Investment Trust (the “A
Trust”). The proceeds and any future investment earnings are to be used to make contributions
to the Plan A or to pay benefits on behalf of the Plan. The City can, however, withdraw from the
Plan A Trust the greater of: 1) 20% of the amount by which the A Trust assets exceed the present
value of accrued Plan benefits ($360,619,000 based on the July 1, 2006 actuarial valuation) or 2)
the amount of the Plan A Trust assets in excess of 110% of the present value of accrued Plan
benefits.

94
TOWN CLERK
MISSION STATEMENT
To protect the interests of the City and its citizens by acting as a registry for the recording and/or filing
of documents, collecting conveyance taxes, issuing licenses and handling election duties in
accordance with State Statutes and the City Charter.
TOWN CLERK MAYOR CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER

95
GENERAL FUND BUDGET
TOWN CLERK BUDGET DETAIL
Alma L. Maya
Town Clerk
REVENUE SUMMARY
FY 2012 VARIANCE
ORG DESC
01090000 TOWN CLERK -1,537,065 -1,542,300 -1,542,300 -1,545,800 3,500
41208 DEEDS/CERTIFICATIONS -451,253 -400,000 -400,000 -400,000
41209 CERTIFIED COPIES -33,472
41210 LIQUOR APPLICATION/PERMIT -840 -700 -700 -700
41211 DOG LICENSES 13,124 -15,000 -15,000 -500 -14,500
41225 CONVEYANCE TAX ASSIGNMENT -1,008,818 -1,100,000 -1,100,000 -1,100,000
41237 TRADE NAMES -4,090 -2,000 2,000
41242 TOWN FUND -18,464
41244 NOTARY COMMISSION -2,410 -2,500 -2,500 -2,500
41245 POLITICALCOMMITTEELATEFILINGFE -100 -100 -100 -100
41306 CITY FARM FUND -18,688 -18,000 -18,000 -20,000 2,000
41376 STATE DOG LICENSE FEE -274
41377 STATE DOG LICENSE SURCHARGE -124
41378 STATE FARM FUND -2,556
41381 VACANT PROPERTY FEES -9,100 -6,000 -6,000 -20,000 14,000
FY 2012 VARIANCE
ORG APPR
01090000 TOWN CLERK 620,470 676,172 696,750 732,066 55,894
1090PS TOWN CLERK PERSONAL SVCS 297,511 313,532 313,532 347,702 34,170
2090TPS TOWN CLERK OTHER PERS SVCS 4,595 9,225 9,225 10,125 900
3090FB TOWN CLERK FRINGE BENEFITS 91,147 101,996 101,996 107,430 5,434
4090EX TOWN CLERK OPER EXP 16,326 39,396 48,997 43,809 4,413
6090SS TOWN CLERK SPEC SVCS 210,891 212,023 223,000 223,000 10,977
PERSONNEL SUMMARY
FY 2011 FY 2012
1.0 TOWN CLERK 32,117 32,961 844

1.0 TYPIST I 33,608 33,608
CLERICAL ASSISTANT 14,616 52,000 37,384
1.0 1.0 TYPIST II 71,916 64,722 -7,194
1.0 ASSISTANT TOWN CLERK I 64,157 65,842 1,685
1.0 ASSISTANT TOWN CLERK II 55,236 56,687 1,451
1.0 MINI COMPUTER OPERATOR (35 HOURS) 41,882 41,882
01090000 Total 6.0 1.0 313,532 347,702 34,170

96
GENERAL FUND BUDGET
TOWN CLERK PROGRAM HIGHLIGHTS

TOWN CLERK
Total documents (1) 43,166 45,393 34,895 29,611 28,851 32,194
Copies (2) 25,387 28,780 23,322 29,113 22,659 34,634
Certifications 3,671 11,659 14,245 5,308 6,976 8,360
Dog licenses (including
transfers & duplicates) 1,079 822 1,086 949 813 724
Liquor Licenses 289 289 299 289 266 322
Sportsmen Licenses (3) 1,233 1,169 716 93 0 0
Notary Public Services (4) 350 261 465 468 378 604
Trade Names 1,135 1,133 1,026 863 747 411
Vacant Property Filings (5) 97 604
(1) Includes the recording of all documents pertaining to land records (i.e. warranties, mortgages, liens, releases,
judgments et cetera.
(2) Copies of any documents filed in the Town Clerk’s Office.
(3) We no longer sell sportsman’s licenses. They are available online from the CT Department of Environmental
Protection.
(4) Includes change of address & name change
(5) We are now registering vacant properties. Public Act 09-144 Neighborhood Protection Act requires owners of
foreclosed properties to maintain specified standards to prevent blight. Registration with the town clerk is a $100 fee,
which should positively impact revenues. We have also seen an increase in property sales and remain hopeful that
this will increase revenues.
FY 2011-2012 GOALS
1) Provide a computer for each employee at their individual workstation.
2) Hire an additional full-time employee in order to increase office hours to five days per week.
3) Add more shelving in the vault to accommodate more permanent land records.
4) Archive older maps to increase present map storage.
5) Initiate the second phase of conversion of old records to new books and availability on
computers.
6) Continue map project to digitize and microfilm maps for easier storage and access of maps
and also the preservation of hard copies of maps with help from the historic preservation
grant.
7) Researching ways to automate the absentee ballot process.
8) Cleaning and organization of election records.
9) The cross training of employees in the department.
10) Continue to apply for historic preservation grant.

97
GENERAL FUND BUDGET
TOWN CLERK PROGRAM HIGHLIGHTS

1) Provide a computer for each employee at their individual workstation.
6 MONTH STATUS: Not complete.
2) Hire an additional full-time employee in order to increase office hours to five days per week.
6 MONTH STATUS: Not complete.
3) Add shelving in the vault to accommodate more permanent land records.

6 MONTH STATUS: We are in the process of adding more shelving, so progress on this goal
has been made.
4) Archive older maps to increase present map storage.

6 MONTH STATUS: We continue to make progress toward this goal.
5) Continue adding more maps to the map-imaging program.

6 MONTH STATUS: This is in progress.
6) Complete preservation survey and report with the assistance of Historic Preservation grant—
we will use the information gathered from this report to make adjustments to our work
environment.
6 MONTH STATUS: The survey and report are complete.
7) Successfully complete three election cycles.

6 MONTH STATUS: Complete.

1) We are finishing the final corrections from the re-indexing of our land records.
2) The renovation to our office is complete.
3) Time clock put in place to better monitor employee attendance.
4) We are up to date on the indexing and returning of documents. This means that recordings
are available to be viewed one to two days from recording. Also, the return of the original
documents and printing of books has also remained current.
5) Renovation of the vault is progressing.
6) Map imaging program is in place. In the past maps could not be viewed on a computer. They
were only available in very books. This new program allows many features. The printing of
these maps are now available. The Historic Preservation Grant allowed for us to scan
approximately twelve of our fifty-four volumes. This is an ongoing project.

98
GENERAL FUND BUDGET
TOWN CLERK APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01090000 TOWN CLERK 620,470 676,172 696,750 732,066 55,894
51106 REGULAR STRAIGHT OVERTIME 666 1,100 1,100 1,100
51108 REGULAR 1.5 OVERTIME PAY 86 1,900 1,900 1,900
51140 LONGEVITY PAY 956 6,225 6,225 7,125 900
52360 MEDICARE 1,460 3,128 3,128 2,955 -173
52385 SOCIAL SECURITY 366 906 906 3,224 2,318
53605 MEMBERSHIP/REGISTRATION FEES 370 625 2,500 2,500 1,875
53705 ADVERTISING SERVICES 4,433 6,024 7,500 7,500 1,476
53725 TELEVISION SERVICES 599 1,000 1,000 1,000
54555 COMPUTER SUPPLIES 1,080 810 810 405 -405
54675 OFFICE SUPPLIES 4,711 2,500 2,500 1,250 -1,250
54680 OTHER SUPPLIES 80 7,000 7,000 3,500 -3,500
54705 SUBSCRIPTIONS 68 67 34 -34
55090 ELECTION EQUIPMENT 2,438 18,750 25,000 25,000 6,250
56055 COMPUTER SERVICES 210,000 210,000 220,000 220,000 10,000
56175 OFFICE EQUIPMENT MAINT SRVCS 891 2,023 3,000 3,000 977

99
GENERAL FUND BUDGET

100
LEGISLATIVE DEPARTMENT
MISSION STATEMENT
The office of Legislative Services provides professional staff support to the members of the City
Council at their request and facilitates the work of the Council so that the citizens of Bridgeport are
better served by their representatives.
CITY COUNCIL MAYOR
LEGISLATIVE
DEPARTMENT

101
GENERAL FUND BUDGET
LEGISLATIVE BUDGET DETAIL
Thomas McCarthy
City Council President
Thomas White
Legislative Director
REVENUE SUMMARY
Not Applicable
FY 2012 VARIANCE
ORG APPR
01095000 LEGISLATIVE DEPARTMENT 174,366 355,547 355,547 295,137 -60,410
1095PS LEGISLATIVE PERSONAL SVCS 65,785 46,555 46,555 47,411 856
2095TPS LEGISLATIVE PERS SERVICE 86,622 180,000 180,000 180,000
3095FB LEGISLATIVE FRINGE BENEFITS 7,245 12,906 12,906 9,429 -3,477
4095EX LEGISLATIVE OPER EXP 9,981 9,150 9,150 4,828 -4,322
6095SS LEGISLATIVE SPEC SVCS 4,733 106,936 106,936 53,469 -53,467
PERSONNEL SUMMARY
FY 2011 FY 2012
1.0 LEGISLATIVE DIRECTOR 46,555 47,411 856

01095000 Total 1.0 46,555 47,411 856

102
GENERAL FUND BUDGET
LEGISLATIVE PROGRAM HIGHLIGHTS
FY 2011-2012 GOALS
1) On the whole work to maintain and improve level and detail of support to the members of
the City Council with minimal staffing level, employing creative management approaches,
refined time management techniques and use of available technology.
2) Assist City Council in the introduction of the Executive Summary and Financial Impact
requirement for communications requiring Council action.
3) Refine and implement recommendations to improve overall workflow and interaction
between the Office of the City Clerk and the Council’s Office of Legislative Services.
4) Organize ‘Ethics for Elected Officials’ training session for City Council Members to
comply with revisions to the City’s Code of Ethics Ordinance.
5) Resume monthly meetings of Office of Legislative Services staff and City Attorney to
review and report status of requests from Council Members and Committees.
6) Assist City Council Members and Committees with projects as requested, such as the
Special Committee on Redistricting charge to develop new City Council district lines.

1) Maintain and improve level and detail of support to the members of the City Council with
minimal staffing level, employing creative management approaches, refined time
management techniques and use of available technology.
6 MONTH STATUS: Various techniques being utilized, including flexible hours,
volunteers and providing assistance to Council Members using instruction from ITS.
2) Introduce Executive Summary system for communications requiring Council action.

6 MONTH STATUS: Council Rules being amended to reflect requirement for executive
summary, including financial impact, for all items submitted for Council approval.
3) Interact with Human Resource Department to complete details for staff salary analysis
and necessary Council action to establish internal wage equity.
6 MONTH STATUS: Cancelled.
4) Make recommendations to address issues of the flow of information between the Office
of the City Clerk and the Office of Legislative Services.
6 MONTH STATUS: Under review by Council Leadership.
5) Implement remote access use of Laser Fiche system to access City Council records.
6 MONTH STATUS: Being reviewed as part of overall recommendations for operational
improvements.
6) Assist Council Members with introduction of District newsletters.

6 MONTH STATUS: None produced to date.
7) Refine use of QAlert system for tracking and reporting.

6 MONTH STATUS: The impact of changes to software being reviewed.

103
GENERAL FUND BUDGET
LEGISLATIVE APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01095000 LEGISLATIVE DEPARTMENT 174,366 355,547 355,547 295,137 -60,410
51000 FULL TIME EARNED PAY 65,785 46,555 46,555 47,411 856
51402 CITY COUNCIL STIPENDS 86,622 180,000 180,000 180,000
52360 MEDICARE 731 1,259 1,259 687 -572
52385 SOCIAL SECURITY 1,676 2,497 2,497 2,497
52917 HEALTH INSURANCE CITY SHARE 1,302 900 900 840 -60
53605 MEMBERSHIP/REGISTRATION FEES 375 375 188 -187
54650 LANDSCAPING SUPPLIES 500 500 500
54675 OFFICE SUPPLIES 2,176 1,775 1,775 888 -887
54705 SUBSCRIPTIONS 200 650 650 325 -325
54725 POSTAGE 75 75 38 -37
55055 COMPUTER EQUIPMENT 2,090
55160 PHOTOGRAPHIC EQUIPMENT 675
56085 FOOD SERVICES 2,433 2,200 2,200 1,100 -1,100
56165 MANAGEMENT SERVICES 1,000 3,625 3,625 1,813 -1,812
56175 OFFICE EQUIPMENT MAINT SRVCS 461 461 231 -230
56180 OTHER SERVICES 300 99,500 99,500 49,750 -49,750
56250 TRAVEL SERVICES 150 150 75 -75
59015 PRINTING SERVICES 1,000 1,000 1,000 500 -500

104
OFFICE OF POLICY & MANAGEMENT
MISSION STATEMENT
To integrate financial and operational planning and control; to relate dollars to results, to insure the
cost effectiveness of City services. This office will prepare and review the City's budget; guide the
System for Performance Management and oversee the implementation of Management Improvement
Projects. O.P.M. is the focus for management, policy and program analysis for the City. The office is
the liaison between departments, the Mayor, and the City Council.
MAYOR CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
OFFICE OF
POLICY&
MANAGEMENT

105
GENERAL FUND BUDGET
POLICY & MANAGEMENT BUDGET DETAIL
Thomas R. Sherwood
Manager
REVENUE SUMMARY
Not Applicable
FY 2012 VARIANCE
ORG APPR
01100000 OFFICE OF POLICY & MANAGEMENT 552,028 582,559 582,559 685,490 102,931
1100PS OPM PERSONAL SVCS 436,701 457,274 457,274 549,692 92,418
2100TPS OPM OTHER PERS SVCS 11,322 6,750 6,750 7,050 300
3100FB OPM FRINGE BENEFITS 94,054 105,329 105,329 115,542 10,213
4100EX OPM OPER EXP 9,109 10,635 10,635 10,635
6100SS OPM SPEC SVCS 842 2,571 2,571 2,571
PERSONNEL SUMMARY
FY 2011 FY 2012
1.0 ADMINISTRATIVE ASSISTANT - OPM 68,345 72,301 3,956

2.0 BUDGET/POLICY ANALYST 72,774 147,190 74,416
1.0 PROJECT MANAGER OPM SYSTEMS 80,311 85,291 4,980
1.0 PROJECT MANAGER OPM MANAGEMENT 80,311 85,291 4,980
1.0 DIRECTOR OPM 119,932 123,082 3,150
0.5 OPM POLICY ANALYST 35,601 36,537 936
01100000 Total 6.5 457,273 549,692 92,419

106
GENERAL FUND BUDGET
POLICY & MANAGEMENT PROGRAM HIGHLIGHTS
FY 2011-2012 GOALS
1) To prepare a City budget that connects the missions, goals and objectives for all City
departments and divisions to the service and performance of that work.
2) To collect data reflecting performance levels for service for all City departments. To analyze
department performance levels using history, benchmarking and other comparative analysis
methods and integrate these measures into the City budgets.
3) Continue to support City departments financially and operationally in providing necessary
services to their customers.
4) To maintain and control through the fiscal year, the City-wide and department budgets.
5) To develop, maintain, and produce monthly reports throughout the fiscal year detailing
justifications and documentation for all City expenditures.
6) To provide support and guidance in budgeting and financial management decision making to
other departments.
7) To work with the Finance Department, the Implementation Team, and other stakeholders to
insure that the transition to the new Financial System is as painless as possible.
8) To provide budgeting support to all grants received by the City of Bridgeport

1) To prepare a City budget that connects the missions, goals and objectives for all City
departments and divisions to the service and performance of that work.
6 MONTH STATUS: For the third time, the Bridgeport Budget book received a distinguished
budget award from the Government Financial Officer’s Association. This awards program
was established in 1984 to encourage and assist local governments to prepare budget
documents of the very highest quality. Budget reviews are conducted by selected members
of the GFOA professional staff and outside reviewers. Only those budgets that meet the
criteria outlined in the process receive awards. Criteria are based upon guidelines
established by the National Advisory Council on State and Local budgeting and the GFOA’s
recommended practices on budgeting.
2) To maintain an effective City-wide System for Performance Management.

6 MONTH STATUS: We continue to refine our quarterly performance management templates
and use the information from them to enhance our budget book.
3) Continue to support City departments financially and operationally in providing necessary
services to their customers.
6 MONTH STATUS: This process is continuous.
4) To maintain and control through the fiscal year, the City-wide and department budgets.
6 MONTH STATUS: This process is continuous.
5) To develop, maintain, and produce monthly reports throughout the fiscal year detailing
justifications and documentation for all City expenditures.
6 MONTH STATUS: OPM closely monitors spending and revenues continuously. Monthly
reports are produced by this office.
6) To provide support and guidance in budgeting and financial management decision making to
other departments.
6 MONTH STATUS: OPM has played a central role in the support and training of all
departments in the new financial system. We continue to provide a variety of budgeting and
financial management support mechanisms to other departments throughout the year.

107
GENERAL FUND BUDGET
POLICY & MANAGEMENT APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01100000 OFFICE OF POLICY & MANAGEMENT 552,028 582,559 582,559 685,490 102,931
51140 LONGEVITY PAY 6,750 6,750 7,050 300
52360 MEDICARE 2,312 4,517 4,517 4,448 -69
53605 MEMBERSHIP/REGISTRATION FEES 315 522 522 522
53610 TRAINING SERVICES 150 150 150
53750 TRAVEL EXPENSES 600 600 600
53905 EMP TUITION AND/OR TRAVEL REIM 225 225 225
54555 COMPUTER SUPPLIES 558 558 558
54560 COMMUNICATION SUPPLIES 768
54675 OFFICE SUPPLIES 1,700 1,980 1,980 1,980
54700 PUBLICATIONS 18 100 225 225 125
54705 SUBSCRIPTIONS 136 170 170 170
55055 COMPUTER EQUIPMENT 480 725 -725
55095 FOOD SERVICE EQUIPMENT 135 135 135
55150 OFFICE EQUIPMENT 375 375 375
55530 OFFICE FURNITURE 653 400 400 400
56250 TRAVEL SERVICES 600 600 600

108
CHIEF ADMINISTRATIVE OFFICE
MISSION STATEMENT
To coordinate all department management and operational polices and practices for the Mayor.
The Chief Administrative Officer is positioned between the Mayor and department heads and
reports directly to the Mayor. This office has the responsibility and authority of running the daily
business activities of the City.
MAYOR CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
ALL CITY
DEPARTMENTS
109
CHIEF ADMINISTRATIVE OFFICE BUDGET DETAIL
Andrew Nunn
Manager
REVENUE SUMMARY
Not Applicable
FY 2012 VARIANCE
ORG APPR Desc ACTUAL CURRENT REQUEST PROPOSED BUDGET
01105000 ETHICS COMMISSION 1,828 3,344 3,344 3,344
4105EX ETHICS COMMISSION OPER EXP 244 244 244
6105SS ETHICS SPEC SVCS 1,828 3,100 3,100 3,100
01106000 CHIEF ADMINISTRATIVE OFFICE 882,793 913,429 913,429 922,414 8,985

1106PS CAO PERSONAL SVCS 504,549 515,147 515,147 535,274 20,127
2106TPS CAO OTHER PERS SVCS 7,245 900 900 975 75
3106FB CAO FRINGE BENEFITS 147,359 169,834 169,834 158,617 ‐11,217
4106EX CAO OPER EXPENSES 120,639 127,514 127,514 127,514
6106SS CAO SPEC SVCS 103,000 100,034 100,034 100,034
01113000 CITISTAT 13,360 12,739 12,739 12,739

1113PS CITISTAT PERSONAL SVCS 346 2,500 2,500 2,500
3113FB CITISTAT FRINGE BENEFITS 7,517
4113EX CITISTAT OPER EXP 5,113 11,447 8,947 8,947 ‐2,500
6113SS CITISTAT SPEC SVCS 384 1,292 1,292 1,292
Note: Appropriation Summary Includes funding for Ethics Commission. Pursuant to the City Charter, Chapter 1, Section
15: “The city council shall provide, by ordinance, for the establishment of an ethics commission for the City of Bridgeport.”
The funding provided in the budget for the ethics commission supports their transcription and mailing expenses.
PERSONNEL SUMMARY
FY 2011 FY 2012
1.0 DEPUTY CHIEF ADMINISTRATIVE OF 92,000 96,445 4,445

1.0 ADMINISTRATIVE ASSISTANT ‐ CAO 68,345 72,301 3,956
1.0 PROJECT MANAGER 87,223 89,514 2,291
1.0 CHIEF ADMINISTRATIVE OFFICER 119,932 123,082 3,150
3.0 ASSISTANT SPECIAL PROJECT MANA 146,428 152,712 6,284
01106000 Total 7.0 513,927 534,054 20,127
110
CHIEF ADMINISTRATIVE OFFICE PROGRAM HIGHLIGHTS
FY 2011-2012 GOALS
1) Oversee all departmental management and operational policies and practices.
2) Provide assistance to departments in identifying and complying with executive priorities,
goals, policies, and procedures.
3) Work with individuals, community groups, institutions, and agencies to ascertain concerns to
be addressed through administrative remedies.
4) Create and maintain continuity among municipal services and strategic planning, budgeting,
and capital project programs.
5) Continue to support and champion the Mayor’s sustainable Bridgeport effort.
6) Ensure that the City’s Minority Business Enterprise (MBE) goals are achieved.
7) Continue role as Acting Executive Director of the Bridgeport Port Authority.

1) Oversee all departmental management and operational policies and practices.
6 MONTH STATUS: Completed concession bargaining negotiations with 8 of 11 unions
saving $5.6 million; Finalized national search for new Police Chief, hiring Acting Chief Joseph
Gaudett Jr.; Hired a new Health Director, Kristen duBay-Horton; Named Dawn Norton,
Acting Finance Director; Received the Government Finance Officers Association Award for
excellence in financial reporting for the third straight year.
2) Provide assistance to departments in indentifying and complying with executive priorities,

goals, policies, and procedures.
6 MONTH STATUS: Moved the Housing Code and Environmental Health departments into
City Hall Annex into the same area as Anti-Blight to provide one-stop service for all blight
related issues. Finalizing the move of the Probate Court offices, Vital Statistics and Registrars
of Voters offices into City Hall Annex. Chaired Monthly Cabinet Meetings. Regularly met
with Key Department Heads to ensure executive initiatives and goals are completed.
3) Work with individuals, community groups, institutions, and agencies to ascertain concerns to
be addressed through administrative remedies.
6 MONTH STATUS: Ongoing. Chaired quarterly Safety Committee meetings; Attendance at
Mayor’s Community Cabinet; Regular meetings with local businesses, agencies and non-
profit organizations to work together on common goals for the betterment of the City of
Bridgeport; Negotiated transfer of Arena Operating Agreement from Centerplate to the Sound
Tigers.
4) Create and maintain continuity among municipal services and strategic planning, budgeting,
and capital project programs.
6 MONTH STATUS: Created an internal Capital Project working group to better manage all
aspects of the City’s Capital work across Departments; Member of the CitiStat Panel and
directed staff to follow-up and improve processes where appropriate; Directed Departments
to provide the necessary resources following the tornado last summer and the winter storms
in December, January and February of this year.
5) Continue to support and champion the Mayor’s sustainable Bridgeport effort.

6 MONTH STATUS: Member of the steering committee that oversees Bridgeport’s BGreen
2020 Greenprint; Helped plan application for Federal Sustainable Cities grant that Bridgeport
was awarded along with other cities from Connecticut and New York; Helped launch the
Energy Improvement District and sit on it as a board member; Sat on selection committee for
green energy park; Ensured continuation of Mayor’s Conservation Corps.
6) Ensure that the City’s Minority Business Enterprise (MBE) goals are achieved.
6 MONTH STATUS: Chairman of the Contract Compliance Committee, which meets monthly.
Over the last year nearly 13% of City physical development contracts were awarded to

111
GENERAL FUND BUDGET
CHIEF ADMIN. OFFICE/CITISTAT PROGRAM HIGHLIGHTS
minority or women-owned businesses; Additionally, almost 75% of the subcontracts awarded

went to minority or women-owned businesses; Placed five companies under review for
violating the Minority Business Enterprise Ordinance; Creating a sheltered-market program.
7) Continue role as Acting Executive Director of the Bridgeport Port Authority.

6 MONTH STATUS: Negotiated LDA with Simon Konover Corporation for development of
Seaview Plaza; Renegotiated long-term lease with Derecktor Shipyards; Working on
settlement of ongoing litigation with Bridgeport Port Jefferson Steamship Company; Member
of the Regional Area Maritime Security Steering Committee and the Long Island Sound
Dredged Material Management Plan Working Group.
CITISTAT
MISSION STATEMENT
To utilize continuous data collection, timely assessment, and regularly scheduled meetings to enable
the City of Bridgeport to gain unprecedented performance-based knowledge about its departments
and operations. This knowledge will enable the city to execute strategies to improve citizen service
delivery, and within each city department, it will promote increased accountability and efficiency while
improving the quality and cost of delivering city services.
MAYOR CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
CITISTAT

112
GENERAL FUND BUDGET
ACTUAL ESTIMATED PROJECTED

SERVICE INDICATORS 2009-2010 2010-2011 2011-2012
CITISTAT
Total Requests 14,131 25,500 35,000
Blight Issues 669 958 700
Conservation Corps 1,313 2,075 1,500
General Information 2,489 7,995 10,000
Housing Issues 941 965 1,000
Recycling & Sanitation Issue 411 895 700
Road & Street Issues 1,258 4,000 3,000
Tax Issues 4,361 5,000 5,000
City employees trained on the system 233 275 325
The QAlert Citizen response system began 10/1/2010.
FY 2011-2012 GOALS
1) Promote useage of QAlert as a function on the City website, allowing residents to submit
requests directly through the website. This will include hosting training seminars for the
general public, and advertising via e-mail. Train 50 new city employees to use the QAlert
system in various departments citywide.
2) Conduct citizen surveys using a variety of sources as a means of measuring citizen feedback
and satisfaction with city services. These surveys will be considered throughout the CitiStat
process when analyzing department performance and delivery of services.
3) Continue to work with all departments that have begun collectiong data and presenting such
to the CitiStat panel. Also, we will introduce the CitiStat program to al least six new
departments—the remaining divisions of the Finance department (Treasurer, Purchasing,
Print Shop, Archives) as well as the Police & Fire Department.
4) Continue to work closely with the Inspection Services Committee to increase communication
between all departments, align tracking of work and how it is processed, and to help find
creative solutions.

1) Implement the Qalert system as a function on the City website, allowing residents to submit
requests directly through the website. This will include hosting training seminars for the
general public, and advertising via direct mail and email. Train 100 new City employees to
use the Qalert system (currently 228 users).
6 MONTH STATUS: QAlert has been implemented in conjunction with the City website. We
continue to train employees on the system and will continue to promote using the system to
the general public.
2) Implement and promote 311 as the City’s central telephone number for citizen’s service
requests and inquiries. Establish an in-house call center within the CitiStat Department,
initially staffed by interns, to field the citizen requests coming in through the 311 line, enter
the requests in the Qalert system, and follow-up with the citizen. The in-house system will
operate five days a week, and will provide faster and more accurate response to the citizen
requests. This will allow for easier tracking of service request data and increase interaction
with citizens through follow up phone calls and surveys, and increase the level of customer
service. It will also increase the level of productivity within City departments, and decrease
the number of non-emergency calls going to 911.

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GENERAL FUND BUDGET
6 MONTH STATUS: The 311 line has been implemented and is being promoted via the City
website. It is not being staffed by interns but current CitiStat staff as well as the Constituent
Services Representatives.
3) Continue to work with all subdivisions of Public Facilities, Tax Collector, Tax Assessor, and
areas within the Health Department. Continue to work with the other departments CitiStat is
gathering data from (Animal Shelter, Anti-Blight, Labor Relations, Social Services,
Conservation Corps, Building Department, Vital Statistics, Illegal Dumping, and
Communicable Diseases/HIV).
6 MONTH STATUS: Completed and ongoing.
4) Introduce CitiStat Program to five (5) other city departments: Zoning, Lead, Environmental
Health, Housing Code, and Engineering.
6 MONTH STATUS: Completed and ongoing.
5) Continue to work closely with the Labor-Management Committee to help gather data when
working on special projects designed to improve morale, increase the quality of work for
employees, and improve the level of services for citizens.
6 MONTH STATUS: The Labor-Management Committee is no longer active however CitiStat
continues to work on special projects that were initially brought up by the committee (i.e. –
employee training program, employee performance evaluations, etc.)

114
GENERAL FUND BUDGET
CHIEF ADMIN. OFFICE APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01105000 ETHICS COMMISSION 1,828 3,344 3,344 3,344
54725 POSTAGE 214 214 214
54998 OPERATIONAL EXPENSE FREEZE 30 30 30
56180 OTHER SERVICES 1,828 2,875 2,875 2,875
56998 SPECIAL SERVICES FREEZE 225 225 225
01106000 CHIEF ADMINISTRATIVE OFFICE 882,793 913,429 913,429 922,414 8,985

51140 LONGEVITY PAY 900 900 975 75
52360 MEDICARE 3,851 7,818 7,818 7,354 ‐464
52385 SOCIAL SECURITY 104 2,873 2,873 2,873
52917 HEALTH INSURANCE CITY SHARE 102,768 112,325 112,325 87,509 ‐24,816
53605 MEMBERSHIP/REGISTRATION FEES 114,061 115,841 115,841 115,841
53750 TRAVEL EXPENSES 1,046 1,046 1,046 1,046
53905 EMP TUITION AND/OR TRAVEL REIM 1,100 2,168 2,168 2,168
54580 SCHOOL SUPPLIES 30 30 30
54675 OFFICE SUPPLIES 406 1,710 1,710 1,710
54705 SUBSCRIPTIONS 260 598 598 598
56180 OTHER SERVICES 103,000 100,000 100,000 100,000
01113000 CITISTAT 13,360 12,739 12,739 12,739

51000 FULL TIME EARNED PAY 346
51100 PT TEMP/SEASONAL EARNED PA 2,500 2,500 2,500
52360 MEDICARE 5
52504 MERF PENSION EMPLOYER CONT 26
52917 HEALTH INSURANCE CITY SHARE 7,486
53605 MEMBERSHIP/REGISTRATION FEES 750 1,000 1,000 250
53705 ADVERTISING SERVICES 2,000 ‐2,000
53750 TRAVEL EXPENSES 1,125 1,500 1,500 375
54675 OFFICE SUPPLIES 2,041 3,000 3,000 3,000
54705 SUBSCRIPTIONS 1,125 ‐1,125
54725 POSTAGE 375 375 375
56175 OFFICE EQUIPMENT MAINT SRVCS 384 792 792 792
59015 PRINTING SERVICES 500 500 500

115
GENERAL FUND BUDGET

116
INFORMATION TECHNOLOGY SERVICES
MISSION STATEMENT
To provide the City of Bridgeport, its employees, and the residents with accurate, timely, and secure
information via technology and customer focused communication services.
MAYOR CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
INFORMATION
TECHNOLOGY
SERVICES

117
GENERAL FUND BUDGET
INFO TECH SERVICES BUDGET DETAIL
Adam Heller
Manager
REVENUE SUMMARY
FY 2012 VARIANCE
ORG DESC
01108000 INFORMATION TECHNOLOGY SERVICE -789 -250 -250 -250
41610 FREEDOM OF INFORMATION FEES -789 -250 -250 -250
FY 2012 VARIANCE
ORG APPR
01108000 INFORMATION TECHNOLOGY SERVICE 3,411,868 3,141,929 3,142,139 3,168,157 26,228
1108PS ITS PERSONAL SVCS 852,097 913,485 913,485 948,076 34,591
2108TPS ITS OTHER PERS SVCS 5,021 25,125 25,125 26,325 1,200
3108FB ITS FRINGE BENEFITS 191,264 225,952 225,952 229,032 3,080
4108EX ITS OPER EXP 1,277,435 1,204,231 1,204,441 1,192,088 -12,143
6108SS ITS SPEC SVCS 1,086,052 773,136 773,136 772,636 -500
PERSONNEL SUMMARY
FY 2011 FY 2012
1.0 ITS DIRECTOR 117,206 123,082 5,876

1.0 SUPPORT SPECIALIST II 56,922 59,799 2,877
1.0 NETWORK ARCHITECT 66,145 68,214 2,069
1.0 PROJECT MANAGER OPED 87,223 89,514 2,291
1.0 PROGRAMMER 15,600 15,600
1.0 DATA ARCHITECT 78,315 80,765 2,450
2.0 SUPPORT SPECIALIST I (35 HRS) 77,403 88,259 10,856
2.0 PROJECT SPECIALIST (35 HRS) 152,526 157,298 4,772
1.0 SUPPORT SPECIALIST I (35 HRS) 38,463 38,463
2.0 1.0 SUPPORT SPECIALIST II (35 HRS) 136,458 139,321 2,863
1.0 ENTERPRISE SERVICES MANAGER (40HRS) 87,224 87,760 536
01108000 Total 13.0 2.0 913,485 948,075 34,590

118
GENERAL FUND BUDGET
INFO TECH SERVICES PROGRAM HIGHLIGHTS

INFORMATION TECHNOLOGY SERVICES
Network lines planned (WAN)(1) 0 0 0 0 0 0
Network lines planned (LAN) 0 200 0 0 0 270
Total connected 0 200 0 0 0 270
Connected as % of total 0 100 0 0 0 100
Hardware upgrades 0 0 52 0 125 136
Software upgrades 0 0 2 0 1 1
COMPUTER PURCHASES
Laptops 21 20 15 17 19 14
Desktops 27 127 166 210 176 174
Installed 48 90 166 210 176 160
Printers 2 10 0 0 2 0
No. of new servers 3 5 2 12 0 2
Service requests 1,929 2,038 2,626 1,940 2,220 2,315
Completed 1,929 2,038 2,626 1,759 3,350 1,600
Completed as % of requests 100% 100% 100% 91% 66% 69%
Completed within 24 hours of request 739 713 997 564 449 350
Completed as % of requests 38% 35% 38% 29% 20% 15%
Outstanding 0 0 0 0 0 715
Help desk calls 1,929 2,038 2,626 1,940 2,220 2,400
AMAC PCs (2) 16 37 132 190 164 175
(1) A complete update of our WAN (Wide Area Network) and LAN (Local Area Network) was completed in December
2007. We do not anticipate any new activity in this area unless there are building changes, which are difficult to
predict. This accounts for the zeroes in WAN & LAN lines planned & total connected in the proposed 2008-2009
column.
(2) AMACs are requests filed when workers need their computers added, moved or changed.
FY 2011-2012 GOALS
1) Domain upgrade.
2) Finish server replacement.
3) Expand VoIP to smaller buildings.
4) Virtualization of servers in test environment.
5) Finalize 3 year PC replacement plan.
6) Choose unified communications platform and RFP services for deployment.
1) Design intranet for City of Bridgeport environment.
6 MONTH STATUS: Finalizing plans for phased-in implementation.
2) Expand Voice over IP deployment to complete Annex and City Hall.

6 MONTH STATUS: City Hall Annex completed. City Hall plans finalized.
3) Complete wireless connectivity in City Hall Annex.

6 MONTH STATUS: Completed.
4) Domain upgrade.
6 MONTH STATUS: Postponed to FYE 2012.
5) Plan unified communications.

6 MONTH STATUS: Postponed to FYE 2012.
6) Replace 300 older PCs and monitors with less expensive energy efficient PCs.
6 MONTH STATUS: Completed.
7) Replace 30 old servers with new energy efficient blade servers.

6 MONTH STATUS: 16 blade servers in production environment.

119
GENERAL FUND BUDGET
INFO TECH SERVICES APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01108000 INFORMATION TECHNOLOGY SERVICE 3,411,868 3,141,929 3,142,139 3,168,157 26,228
51108 REGULAR 1.5 OVERTIME PAY 3,000 3,000 3,000
51116 HOLIDAY 2X OVERTIME PAY 1,000 1,000 1,000
51138 NORMAL STNDRD SHIFT DIFFER 655 5,000 5,000 5,000
51140 LONGEVITY PAY 10,125 10,125 11,325 1,200
52360 MEDICARE 4,491 9,845 9,845 9,163 -682
52385 SOCIAL SECURITY 1,808 6,590 6,590 5,196 -1,394
53610 TRAINING SERVICES 1,388 2,140 2,140 1,070 -1,070
53720 TELEPHONE SERVICES 1,066,008 974,961 975,170 975,170 209
54020 COMPUTER PARTS 2,441 3,074 3,074 1,537 -1,537
54550 COMPUTER SOFTWARE 22,722 8,000 8,000 4,000 -4,000
54555 COMPUTER SUPPLIES 10,786 10,630 10,630 10,630
54675 OFFICE SUPPLIES 14,862 11,000 11,000 5,500 -5,500
55055 COMPUTER EQUIPMENT 159,227 193,936 193,936 193,936
56050 COMPUTER EQUIP MAINT SERVICE 149,584 79,833 79,833 79,833
56055 COMPUTER SERVICES 598,198 376,400 376,400 376,400
56165 MANAGEMENT SERVICES 338,228 315,903 315,903 315,903
59010 MAILING SERVICES 41 1,000 1,000 500 -500

120
SMALL & MINORITY BUSINESS RESOURCE OFFICE
MISSION STATEMENT
The mission of the Small & Minority Business Resource Office is to provide the resources and information
small, minority, and women-owned businesses need to compete for business opportunities with the City
of Bridgeport.
MAYOR
CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
SMALL & MINORITY

BUSINESS
RESOURCE OFFICE

121
GENERAL FUND BUDGET
SMALL & MINORITY BUSINESS OFFICE BUDGET DETAIL
Deborah Caviness
Senior Program Administrator
REVENUE SUMMARY
Not Applicable
FY 2012 VARIANCE
ORG APPR
01112000 MINORITY BUSINESS RESOURCE OFF 123,875 179,760 179,310 186,061 6,301
1112PS MBE PERSONAL SVCS 95,025 133,561 133,561 137,070 3,509
2112TPS MBE OTHER PERS SVCS 3,213
3112FB MBE FRINGE BENEFITS 14,758 26,699 26,699 29,941 3,242
4112EX MBE OPER EXP 10,879 18,000 19,050 19,050 1,050
6112SS MBE SPEC SVCS 1,500 -1,500
PERSONNEL SUMMARY
FY 2011 FY 2012
1.0 SENIOR PROJECT MANAGER (MEB) 87,223 89,514 2,291

1.0 ASSISTANT SPECIAL PROJECT MANA 31,176 47,556 16,380
SEASONAL EMPLOYEES UNDER GRANT 15,162 -15,162
01112000 Total 2.0 133,561 137,070 3,509

122
GENERAL FUND BUDGET
SMALL & MINORITY BUSINESS OFFICE PROGRAM HIGHLIGHTS
ACTUAL ACTUAL ESTIMATED
SERVICE INDICATORS 2008-2009 2009-2010 2010-2011
SMALL & MINORITY BUSINESS DEVELOPMENT OFFICE
Public Awareness Events 20 22 25
Attendance at Public Awareness Events 698 575 750
Total Number of people impacted by programming 825 700 925
New Businesses Registered 127 70 75
African American Businesses 74 50 50
Hispanic Businesses 23 10 25
Women Owned Businesses 30 17 15
Value of Contracts Awarded
Contracts Awarded for Physical Development Projects $30,951,449 $17,720,851 unknown
Prime: Minority & Women-Owned Businesses $14,641,468 $2,277,123 unknown
Subcontracts: Minority & Women-Owned Businesses $ 7,515,757 $4,587,825 unknown
Please note the Small & Minority Business Development Office is a new department, so service indicators reflect recent history only.
FY 2011-2012 GOALS
1) To increase the utilization of small, minority and women owned-businesses in construction
commodities, contractual, architectural and engineering services.
1) To continue our aggressive grassroots outreach efforts and participating in community events and
forums.
6 MONTH STATUS:
2) Hosting city-wide Business Expo and other professional development/education forums

6 MONTH STATUS: The 2011 Business Expo and Multicultural Marketplace was held on
February 25, 2011 and over 95 businesses participated to showcase their goods and services
3) Partnering with local organizations that provide capacity building workshops and professional
services to small/minority businesses.
6 MONTH STATUS: the first capacity building workshop was held on March 17th in partnership
with CTCIC. A scheduled has been confirmed thru June 2nd which totals 15 additional
workshops.
4) Working with developers to identify small/minority owned businesses to fulfill MBE requirements.
6 MONTH STATUS: Will meet with OPED department to discuss and identify potential
opportunities
123
GENERAL FUND BUDGET
SMALL & MINORITY BUSINESS OFFICE APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01112000 MINORITY BUSINESS RESOURCE OFF 123,875 179,760 179,310 186,061 6,301
52360 MEDICARE 840 1,937 1,937 1,959 22
52385 SOCIAL SECURITY
53605 MEMBERSHIP/REGISTRATION FEES 1,000 1,225 1,000 1,000 -225
53705 ADVERTISING SERVICES 5,900 4,000 4,000 4,000
53750 TRAVEL EXPENSES 1,375 1,375 1,375
54675 OFFICE SUPPLIES 3,979 9,000 9,000 9,000
55150 OFFICE EQUIPMENT 2,400 3,675 3,675 1,275
56170 OTHER MAINTENANCE & REPAIR S 1,500 -1,500

124
PUBLIC SAFETY DIVISIONS
POLICE DEPARTMENT
MISSION STATEMENT
The Bridgeport Police Department is dedicated to serving the community through the protection of life
and property and the prevention of crime. The police and the community are accountable to each
other and will work together for the purpose of ensuring the highest quality of life; to enforce the law,
maintain order, educate the public and provide public assistance with respect, dignity and equality
while maintaining the highest standards of professional ethics and integrity.
MAYOR
CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
POLICE INTERNAL
COMMISSION AFFAIRS
POLICE
DEPARTMENT

125
GENERAL FUND BUDGET
POLICE DEPARTMENT BUDGET DETAIL
Joseph Gaudett
Chief of Police
REVENUE SUMMARY
FY 2012 VARIANCE
ORG DESC
01250000 POLICE ADMINISTRATION -5,002,035 -6,749,265 -6,942,765 -6,705,850 -43,415
41362 JUNK DEALER PERMIT -2,500 -12,000 -2,500
41363 AUCTIONEER LICENSE -150 -150 -150
41364 OUTDOOR EXHIBITION LICENSE -350 -300 -300 -300
41365 ACCIDENT TOWERS LIST PERMIT -14,725 -35,000 -35,000 35,000
41366 REDEEMED VEHICLES SURCHARGE -17,725 -60,000 -80,000 -60,000
41367 ABANDONED VEHICLES SURCHARGE -42,436 -72,000 -72,000 -72,000
41372 ORDINANCE INFRACTIONS -2,758 -15,000 -15,000
41374 VEHICLE SURCHARGE -3,300 -25,000 -2,000 2,000
41380 POLICE DEPT TELEPHONE COMMISSI -881 -1,000 -1,000 -1,000
41512 RECLAIMED DOG -910 -35,415 -35,415 -1,000 -34,415
41538 COPIES -19,884 -35,000 -35,000 -10,000 -25,000
41593 PUBLIC HALL PERMIT -200 -1,000 -1,000 -1,000
41642 PERMITS -49,870 -50,000 -50,000 -50,000
41644 OUTSIDE OVERTIME REIMBURSEMENT -3,129,183 -4,000,000 -4,000,000 -4,948,000 948,000
41645 OUTSIDE OVERTIME SURCHARGE -394,092 -950,000 -950,000 -950,000
41646 TOWING FINES -106,545 -125,000 -125,000 -125,000
41647 VENDORANNUALREGISTRATIONFEES -12,740 -20,000 -20,000 -20,000
41648 HOUSINGAUTHORITYREIMB.POLICEOF -125,000
41649 POLICE REPORTS -244 -300 -300 -300
41650 PARKING VIOLATIONS -1,173,630 -1,350,000 -1,350,000 -1,350,000
41651 COMMERCIAL ALARMS 54% -19,454 -25,000 -25,000 -25,000
41652 RESIDENTIAL ALARMS 46% -1,296 -600 -600 -600
41653 ORDINANCE VIOLATIONS -11,814 -6,000 -2,000 -4,000

126
GENERAL FUND BUDGET
FY 2012 VARIANCE
ORG APPR
01250000 POLICE ADMINISTRATION 33,989,836 39,242,033 39,624,445 38,070,628 -1,171,405
1250PS POLICE PERSONAL SVCS 401,571 129,120 129,120 119,120 -10,000
2250TPS POLICE OTHER PERS SVCS -119,889 12,345,012 12,345,012 10,837,286 -1,507,726
3250FB POLICE FRINGE BENEFITS 14,148,477 7,285,234 7,285,234 8,079,334 794,100
4250EX POLICE OPER EXP 18,827,285 18,730,418 19,057,465 18,373,346 -357,072
6250SS POLICE SPEC SVCS 732,391 752,249 807,614 661,542 -90,707
01251000 PATROL 25,978,915 24,346,677 24,346,677 25,403,190 1,056,513
1250PS POLICE PERSONAL SVCS 15,002,808 15,887,150 15,887,150 16,926,994 1,039,844
2250TPS POLICE OTHER PERS SVCS 7,527,862 283,690 283,690 301,015 17,325
3250FB POLICE FRINGE BENEFITS 3,448,245 8,175,837 8,175,837 8,175,181 -656
01252000 DETECTIVE 5,772,435 5,662,879 5,662,879 5,820,655 157,776
1250PS POLICE PERSONAL SVCS 3,592,606 3,802,598 3,802,598 3,976,034 173,436
2250TPS POLICE OTHER PERS SVCS 1,420,621 80,625 80,625 87,000 6,375
3250FB POLICE FRINGE BENEFITS 759,208 1,779,656 1,779,656 1,757,621 -22,035
01253000 TRAFFIC 1,246,788 1,167,645 1,167,645 1,213,310 45,665
1250PS POLICE PERSONAL SVCS 755,884 792,145 792,145 832,562 40,417
2250TPS POLICE OTHER PERS SVCS 341,388 29,475 29,475 30,675 1,200
3250FB POLICE FRINGE BENEFITS 149,515 346,025 346,025 350,073 4,048
01254000 NARCOTICS & VICE 1,957,574 1,567,277 1,567,277 1,621,312 54,035
1250PS POLICE PERSONAL SVCS 1,039,445 996,266 996,266 1,048,821 52,555
2250TPS POLICE OTHER PERS SVCS 677,980 28,425 28,425 26,700 -1,725
01255000 TRAINING 118,378 90,297 90,297 93,579 3,282
2250TPS POLICE OTHER PERS SVCS 49,646 1,875 1,875 1,950 75
3250FB POLICE FRINGE BENEFITS 13,089 30,073 30,073 30,171 98
01256000 RECORDS 728,813 694,327 694,327 809,233 114,906
01257000 COMMUNICATIONS 825,086 877,605 877,605 800,239 -77,366
1250PS POLICE PERSONAL SVCS 460,201 603,900 603,900 565,392 -38,508
2250TPS POLICE OTHER PERS SVCS 262,405 10,800 10,800 10,950 150
3250FB POLICE FRINGE BENEFITS 102,480 262,905 262,905 223,897 -39,008
01258000 AUXILIARY SERVICES 3,998,999 4,164,832 4,164,832 4,178,886 14,054
1250PS POLICE PERSONAL SVCS 2,597,435 2,816,878 2,816,878 2,800,055 -16,823
2250TPS POLICE OTHER PERS SVCS 831,530 60,300 60,300 60,210 -90
3250FB POLICE FRINGE BENEFITS 570,033 1,287,654 1,287,654 1,318,621 30,967
01259000 POLICE UNASSIGNED 3,748,544 3,965,101 3,965,101 4,179,331 214,230
1250PS POLICE PERSONAL SVCS 2,537,125 2,773,221 2,773,221 2,927,627 154,406
3250FB POLICE FRINGE BENEFITS 526,251 1,141,353 1,141,353 1,191,352 49,999

127
GENERAL FUND BUDGET
PERSONNEL SUMMARY
FY 2011 FY 2012
192.0 POLICE OFFICER 11,060,818 11,738,433 677,615

41.0 POLICE SERGEANT 2,750,109 2,895,081 144,973
12.0 1.0 POLICE LIEUTENANT 907,246 1,050,804 143,558
8.0 POLICE CAPTAIN 678,218 747,746 69,528
9.0 DETENTION OFFICER PRE 6/09 318,744 326,709 7,965
4.0 1.0 DETENTION OFFICER 162,845 168,164 5,319
STABLE ASSISTANT 9,170 -9,170
01251000 Total 266.0 2.0 15,887,150 16,926,937 1,039,787
1.0 TYPIST I (35 HOURS) 36,194 36,194
45.0 1.0 POLICE DETECTIVE 3,052,009 3,190,362 138,353
5.0 POLICE SERGEANT 335,499 353,372 17,874
1.0 POLICE LIEUTENANT 77,164 81,275 4,111
1.0 POLICE CAPTAIN 88,741 93,468 4,728
1.0 POLICE DEPUTY CHIEF 102,052 107,490 5,437
1.0 ASSISTANT CHIEF OF POLICE 110,940 113,867 2,927
01252000 Total 55.0 1.0 3,802,598 3,976,028 173,430
1.0 TYPIST I 33,608 33,608
13.0 POLICE OFFICER 758,535 798,949 40,414
01253000 Total 14.0 792,143 832,557 40,414
11.0 POLICE OFFICER 638,192 676,033 37,841
2.0 POLICE DETECTIVE 131,873 138,898 7,025
1.0 POLICE SERGEANT 67,100 70,674 3,575
1.0 ADMINISTRATIVE SECRETARY 40,054 40,054
01254000 Total 17.0 996,264 1,048,817 52,553
1.0 POLICE OFFICER 58,349 61,458 3,109
01255000 Total 1.0 58,349 61,458 3,109
1.0 TYPIST I 33,608 33,608
10.0 TYPIST I (35 HOURS) 289,552 361,940 72,388
1.0 DATA ENTRY OPERATOR I (35 HOURS) 29,842 29,842
1.0 POLICE OFFICER 58,349 61,458 3,109
1.0 POLICE SERGEANT 67,100 70,674 3,575
01256000 Total 14.0 478,451 557,522 79,072

128
GENERAL FUND BUDGET
FY 2011 FY 2012
8.0 1.0 POLICE SERGEANT 603,898 565,396 -38,502

01257000 Total 8.0 1.0 603,898 565,396 -38,502
1.0 GARAGE CLERK 37,582 38,891 1,309
1.0 ADMINISTRATIVE ASSISTANT 31,849 32,845 996
1.0 STENOGRAPHER (35 HRS) 41,889 41,889
1.0 SPECIAL PROJECTS COORDINATOR 63,556 65,226 1,670
28.0 2.0 POLICE OFFICER 1,750,465 1,720,813 -29,652
2.0 POLICE SERGEANT 134,199 141,349 7,149
3.0 KENNELPERSON 89,025 98,173 9,148
1.0 MAINTAINER I (GRADE I) 32,035 33,660 1,625
1.0 2.0 ASSISTANT ANIMAL CONTROL OFFICER 107,146 73,424 -33,722
2.0 FLEET MECHANIC 104,878 110,198 5,320
1.0 EQUIPMENT MECHANIC FOREMAN 58,230 59,760 1,530
1.0 ANIMAL CONTROL OFFICER 50,728 52,061 1,333
1.0 STABLE ATTENDANT 32,039 32,315 276
1.0 VICTIM ASSISTANCE COORDINATOR 53,930 55,617 1,687
01258000 Total 48.0 4.0 2,816,879 2,800,046 -16,832
2.0 CONSTITUENT SERVICES 68,528 71,329 2,801
1.0 EXECUTIVE SECRETARY 61,817 61,082 -735
1.0 ADMIN ASST TO BPD DEP CHF 38,138 52,530 14,392
3.0 TYPIST I (35 HOURS) 108,582 108,582
1.0 ACCOUNTING CLERK II (35 HOURS) 47,859 47,859
2.0 PAYROLL CLERK (35 HOURS) 95,718 95,718
5.0 POLICE OFFICER 291,744 307,288 15,544
1.0 POLICE DETECTIVE 65,936 69,449 3,512
8.0 POLICE SERGEANT 536,798 565,396 28,598
2.0 POLICE CAPTAIN 173,614 186,936 13,322
3.0 POLICE DEPUTY CHIEF 301,389 317,447 16,058
1.0 CHIEF OF POLICE 124,787 126,023 1,236
4.0 1.0 PARKING ENFORCEMENT OFFICER 127,141 152,162 25,021
3.0 SPECIAL OFFICER 124,182 125,611 1,429
1.0 ALARM ADMINISTRATOR 36,327 37,463 1,136
SEASONAL EMPLOYEES UNDER GRANT 15,276 9,795 -5,481
1.0 UNIX DATA BASE ADMINISTRATOR 61,665 63,284 1,619
1.0 EXECUTIVE ASSISTANT TO THE CHIEF 48,643 49,920 1,277
01259000 Total 47.0 1.0 2,773,222 2,927,630 154,407

129
GENERAL FUND BUDGET
POLICE DEPARTMENT PROGRAM HIGHLIGHTS
POLICE DEPARTMENT
911 calls received in Comm. Center 49,254 51,437 50,144 50,000 117,573 120,000
Non-911 calls received in Comm. Center 211,059 210,329 191,665 200,000 122,891 200,000
Total dispatched calls 121,784 123,537 119,159 111,311 95,895 120,000
Number of calls that are top priority 30,962 33,896 32,084 30,190 37,440 35,000
Number of calls that are handled w/o dispatch 7,245 7,499 7,619 7,282
Average time from receipt of call to dispatch N/A N/A N/A N/A
VIOLENT CRIME INDICATORS
Violent Crimes Reported 1,472 1,628 1,556 1,599 1,543 1,447
Violent Crimes Cleared 462 569 538 510 498 435
Property Crimes Reported 6,596 6,995 6,638 5,449 5,601 4,609
Property Crimes Cleared 443 558 515 412 450 392
ARREST INDICATORS
Violent Crime Arrests (Adults) 363 450 437 419 414 423
Violent Crime Arrests (Juvenile) 116 126 109 108 81 82
Violent Crime Arrests (Total) 479 576 546 527 495 505
Property Crime Arrests (Adults) 359 436 442 377 425 396
Property Crime Arrests (Juvenile) 116 140 128 130 107 96
Property Crime Arrests (Total) 475 576 570 507 532 492
Drug Offenses (Adults) 869 975 1,121 962 810 817
Drug Offenses (Juvenile) 87 105 93 83 57 53
Drug Offenses (Total) 956 1,080 1,214 1,045 867 870
All Other Crimes (Adults) 3,699 4,041 3,856 3,559 3,045 3,371
All Other Crimes (Juvenile) 792 831 734 692 547 341
All Other Crimes (Total) 4,491 4,872 4,590 4,251 3,592 3,712
Total Arrests (Adult) 5,290 5,902 5,856 5,317 5,016 5,007
Total Arrests (Juvenile) 1,111 1,202 1,064 1,013 828 572
Total Arrests (Comprehensive) 6,401 7,104 6,920 6,330 5,844 5,579
TOTAL CRIME INDICATORS
Total Violent & Property Crimes Reported 8,068 8,623 8,194 7,048 7,144 6,056
Total Violent & Property Crimes Cleared 905 1,127 1,053 922 948 827
TRAFFIC INCIDENT INDICATORS
Total Traffic Fatalities 6 10 11 8 9 8
Number of Moving Violations Issued 8,255 8,095 10,376 15,678 14,669 15,100
Number of DUI arrests 41 34 34 37 34 34
POLICE INDICATORS
Complaints against sworn personnel 133 135 137 168 174 149
*Please note that due to the Heartbeat CAD reporting system still under development, we were not able to
retrieve all of the information that you’ve requested. We will be working with KTI to resolve these issues.*
FY 2011-2012 GOALS
1) Staffing: Identify/hire Public Information Officer (PIO); Identify/hire Crime Analyst; Identify/hire
forensic “ITS” analyst.
2) Install Dignitary Escort Protocol
3) Train all of Patrol Division in “Active Shooter”
4) Complete acquisition of ESU (Emergency Services Unit)/TNT (Tactical Narcotics Team)
Building-relocate TNT
5) Begin process of identifying viable options for Firing Range property
6) Examine Patrol sidearm options (Smith & Wesson DAO (double action only))
7) Install Area Commanders in accordance with PERF (Police Executive Research Forum)
recommendations; Affirm Patrol Lieutenants as “watch commanders”-PERF
8) Define workspace for Area Commanders/Lieutenants/Sergeants.
9) Move non-essential property to Annex River Street
10) Install department-wide “XP” to Windows 7 upgrade.
11) Clean property room office and move to previous location.

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GENERAL FUND BUDGET
12) Define positions for Captain of Professional Standards/Training.
13) Install Auxiliary/Support Captains (Administrative, Technology, etc…)
14) Install/affirm “SET” (Selective Enforcement Team) as a power shift.
15) Install additional Detective Bureau interview room.
16) Revamp Detective Bureau Computers (28 unit/stations).
17) Purchase License Plate Readers (LPR’s).
18) Enroll in “E-Citation” pilot program-Traffic Division.
19) Re-outfit Department with new vests utilizing JAG(Justice Assistance Grants)/BVP(bullet
proof vest) Programs.
20) Support formation of “Police Explorers” Post.
21) Publish “Five Year Strategy” for Police Department.
22) Finalize PERF (Police Executive Research Forum) Study.
23) Publish Switzer Associates recommendations.
24) Utilize City Web-Page to exhibit goals/accomplishments PERF/Switzer Studies.
25) Continue develop mid/upper managers via programs such as PERF-
MIP/FBINA/LEEDS/TEEX.
26) Civilianize property room and property room annex.
27) Harden building security (sally port booking/front entrance/electronic entry).

1) Hire and train 20 Police officers in accordance with Federal “COPS” Hiring Program (Salaries
and Benefits for 4 years for 20 Officers).
2) Facilitate the compliance with the Interim Modification to the Remedy Order (institutionalizing
“criteria and assessment based” specialized units and divisions, continue “fair and equitable”
discipline, increase all aspects of “recruitment and retention” and attract qualified minority and
female candidates).
3) Optimize Federal Grants to acquire needed equipment and Phase 3 of Police Car purchases
while considering “green alternatives” in all areas to include Charger MDS (increase of 2 mpg
vs. last year’s model), IdleRight Fuel Saver System, FlexFuel and Hybrid Units.
4) Apply and implement the recommendations provided by the PERF STUDY to the greatest
extent possible by creating and institutionalizing a five-year strategic plan for the Department.
5) Identify city owned property that will support infrastructure necessary to house TNT, ESU,
SCUBA operations and equipment.
6) Continue to monitor and manage overtime utilization

7) Continue reduction of take-home vehicles where appropriate

6 MONTH STATUS: Ongoing (policy affirming usage)
8) Identify funding to provide for “PHASE III” of fleet replacement (ARRA/JAG)

6MONTH STATUS: Ongoing
9) Continued promotions and career development to all Officers

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GENERAL FUND BUDGET
6MONTH STATUS: Ongoing
10) Establish a Quartermaster system to include consolidation of Homeland Security material

and equipment; install uniform dress code.
6 MONTH STATUS: Ongoing (establish contractual language through negotiations).
11) Continued training of managers/supervisors through PERF/FBINA/TEEX/NTOA (National

Tactical Officers Association) and Community Policing.
6 MONTH STATUS: 1 Lieutenant to attend FBINA (FBI National Academy), 2 Supervisors to
attend PERF (Police Executive Research Forum), 15 Supervisors to TEEX (Texas
Engineering Extension Service).
12) Continue to enhance Community Policing Initiatives to include: Citizen’s Police Academy,
Social Network participation, maintaining Police presence in Parks, utilizing foot patrols, and
other resources where appropriate (Segways, ATV’s, Bicycles, Horses).
13) Continue community outreach and Youth Initiatives through involvement with Explorers
POST, Young Adult Commissioners, RYASAP (Regional Youth Adult Substance Abuse
Project), Police Activities League, and social networks online.

1) Hired Permanent Chief of Police Joseph L. Gaudett, Jr.
2) Facilitated compliance with Interim Modification Order to vacate Remedy Order.
3) Hired and implemented recommendations of Switzer associates to institutionalize aspects of
recruitment and retention and attract qualified minority and female candidates.
4) Utilized Federal ARRA Grants to purchase, outfit, and deploy Phase II of fleet replacement
adhering to the most available green alternatives: flex fuel, idleright systems, MDS(multi-
cylinder displacement system), and hybrid units.
5) Entry level police examinations as well as promotional exams are in order and up to date.
6) Secured Federal JAG (Justice Assistance Grant) to support equipment necessary for Police
shooting Range in Bridgeport.
7) Completed recruitment drive that is currently identifying recruits for spring class.
8) Detention Officers have been hired and deployed.
9) Ten new ESU (Emergency Service Unit) Operators have been trained, equipped and
deployed.
10) Police/Fire ECOC (Emergency Communications & Operations Center) is consolidated and
replaced Police CAD/Fire ERS.
11) Provided training at PERF (Police Executive Research Forum) for 3 Managers, 2 RCMP
mounted officers, 1 sniper at Crosshairs.
12) Purchased and installed video system in booking area, Employee parking lot, training
academy (Newfield) Property Annex, and DB (detective bureau) interrogation room.
13) Department wide holster replacement program and handgun safety upgrades (extractor) is
complete.
14) Reduced sworn administrative positions to fortify patrol division and improve officer safety.
15) Promoted RFP to acquire city owned building to house Special Operations: ESU (Emergency
Service Unit), SCUBA, Traffic equipment/vehicles as well as TNT.

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GENERAL FUND BUDGET
POLICE DEPARTMENT APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01250000 POLICE ADMINISTRATION 33,989,836 39,242,033 39,624,445 38,070,628 -1,171,405
51000 FULL TIME EARNED PAY 308,069 -75,000 -75,000 -75,000
51099 CONTRACTED SALARIES 93,502 175,000 175,000 175,000
51106 REGULAR STRAIGHT OVERTIME -48,968 125,000 125,000 125,000
51108 REGULAR 1.5 OVERTIME PAY -64,548 1,859,000 1,859,000 1,859,000
51110 TEMP ACTING 1.5X OVERTIME 2,368 2,368 2,368
51112 OUTSIDE PAY 3,303,981 3,303,981 3,303,981
51114 OUTSIDE OVERTIME 1.5X PAY 105,757 105,757 105,757
51116 HOLIDAY 2X OVERTIME PAY -10,573 41,949 41,949 41,949
51122 SHIFT 2 - 1.5X OVERTIME 3,421,932 3,421,932 1,921,932 -1,500,000
51124 SHIFT 2 - 2X OVERTIME 29,302 29,302 29,302
51128 SHIFT 3 - 1.5X OVERTIME 1,859,082 1,859,082 1,859,082
51130 SHIFT 3 - 2X OVERTIME 23,408 23,408 23,408
51134 TEMP SHIFT 2 DIFFERENTIAL 395,485 395,485 395,485
51136 TEMP SHIFT 3 DIFFERENTIAL 119,930 119,930 119,930
51138 NORMAL STNDRD SHIFT DIFFER 66,680 66,680 66,680
51140 LONGEVITY PAY 4,200
51308 FT GRIEV/ARB AWARD PAY RETIREM 20,000 20,000 10,000 -10,000
51310 PERM SHIFT 2 DIFF PAY 8,504 8,504 4,252 -4,252
51318 PERSONAL DAY PAYOUT RETIREMENT 800,040 800,040 800,040
51320 COMP TIME PAYOUT RETIREMENT 3,141 3,141 3,141
51322 HOLIDAY PAYOUT RETIREMENT 114,960 114,960 114,960
51324 LONGEVITY RETIREMENT 57,545 57,545 57,545
52250 H& H MEDICAL - POLICE 1,254,000 1,138,400 1,138,400 1,346,000 207,600
52254 H & H INDEMNITY - POLICE 472,000 483,000 483,000 664,000 181,000
52274 WORKERS' COMP INDM - POLIC 869,000 822,600 822,600 1,265,000 442,400
52290 WORKERS' COMP MED - POLICE 1,485,000 1,686,900 1,686,900 1,650,000 -36,900
52360 MEDICARE 12
52508 POLICE RELIEF PENSION FUND 2,308,618
52512 NORMAL COST- PENSION PLAN 4,726,098 3,154,334 3,154,334 3,154,334
52917 HEALTH INSURANCE CITY SHARE 3,033,750
53050 PROPERTY RENTAL/LEASE 134,120 25,000 150,000 160,000 135,000
53200 PRINCIPAL & INTEREST DEBT SERV 1,572,572 1,542,606 1,542,606 1,044,797 -497,809
53201 PRIN / INTEREST PENSION A 15,436,795 15,437,327 15,437,327 15,437,984 657
53605 MEMBERSHIP/REGISTRATION FEES 2,365 2,735 3,000 1,500 -1,235
53610 TRAINING SERVICES 59,981 64,308 80,000 80,000 15,692
53705 ADVERTISING SERVICES 8,320 8,118 15,000 7,500 -618
53715 PAGING SERVICES
53720 TELEPHONE SERVICES 11,795 61,000 61,000 50,000 -11,000
53750 TRAVEL EXPENSES 435 1,826 1,826 913 -913
54010 AUTOMOTIVE PARTS 243,195 187,550 250,000 210,000 22,450
54020 COMPUTER PARTS 5,808 5,000 2,500 -3,308
54510 AGRICULTURAL SUPPLIES 608 608 304 -304
54515 ANIMAL SUPPLIES 50,428 45,719 60,000 60,000 14,281
54520 ANIMALS 11,600 10,310 10,310 10,000 -310
54525 VETERINARY SUPPLIES 345 743 743 372 -371
54530 AUTOMOTIVE SUPPLIES 11,822 9,830 9,830 9,830
54535 TIRES & TUBES 95,396 90,000 90,000 90,000

133
GENERAL FUND BUDGET
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
54540 BUILDING MATERIALS & SUPPLIE 1,123 8,701 8,701 8,701
54545 CLEANING SUPPLIES 2,576 2,667 2,667 2,667
54550 COMPUTER SOFTWARE
54555 COMPUTER SUPPLIES 5,916 2,700 9,000 9,000 6,300
54560 COMMUNICATION SUPPLIES 2,713 19,784 15,000 15,000 -4,784
54595 MEETING/WORKSHOP/CATERING FOOD 2,522 3,261 5,000 2,500 -761
54615 GASOLINE 657,206 630,000 630,000 630,000
54635 GASES AND EQUIPMENT 2,881 3,477 3,477 1,739 -1,738
54640 HARDWARE/TOOLS 15,992 10,800 16,000 8,000 -2,800
54645 LABORATORY SUPPLIES 500 500 250 -250
54655 LEATHER SUPPLIES 679 630 630 315 -315
54665 LAUNDRY SUPPLIES 305 305 153 -152
54670 MEDICAL SUPPLIES 2,434 1,579 2,500 2,500 921
54675 OFFICE SUPPLIES 52,185 44,362 60,000 60,000 15,638
54685 PERSONAL PRODUCTS 305 305 153 -152
54695 PHOTOGRAPHIC SUPPLIES 7,853 9,017 9,017 9,017
54700 PUBLICATIONS 2,664 7,700 10,000 10,000 2,300
54705 SUBSCRIPTIONS 733 1,000 1,000 500 -500
54720 PAPER AND PLASTIC SUPPLIES 1,195 1,500 1,500 750 -750
54745 UNIFORMS 45,000 117,540 125,000 62,500 -55,040
54755 TRAFFIC CONTROL PRODUCTS 525 1,200 6,000 3,000 1,800
55035 AUTOMOTIVE SHOP EQUIPMENT 14,242 9,411 9,411 9,411
55045 VEHICLES 23,359 20,000 20,000 20,000
55055 COMPUTER EQUIPMENT 9,736 55,135 80,000 60,000 4,865
55145 EQUIPMENT RENTAL/LEASE 425 425 213 -212
55150 OFFICE EQUIPMENT 12,447 12,419 15,000 7,500 -4,919
55160 PHOTOGRAPHIC EQUIPMENT 777 777 777
55175 PUBLIC SAFETY EQUIPMENT 196,636 137,165 150,000 150,000 12,835
55205 TRANSPORTATION EQUIPMENT 4,422 10,000 10,000 5,000 -5,000
55530 OFFICE FURNITURE 1,300 1,000 3,000 3,000 2,000
56030 VETERINARY SERVICES 110,682 141,623 80,000 80,000 -61,623
56035 TOWING SERVICES 13,260 10,837 10,837 5,419 -5,418
56045 BUILDING MAINTENANCE SERVICE 3,094 2,899 15,000 15,000 12,101
56065 COMMUNICATION EQ MAINT SVCS 95,231 96,200 96,200 96,200
56075 EDUCATIONAL SERVICES 60 225 225 225
56115 HUMAN SERVICES 28,956 24,800 30,000 15,000 -9,800
56130 LEGAL SERVICES 78,327 10,500 10,500 5,250 -5,250
56155 MEDICAL SERVICES 29,015 17,500 25,000 25,000 7,500
56170 OTHER MAINTENANCE & REPAIR S 15,212 21,867 16,367 16,367 -5,500
56180 OTHER SERVICES 53,299 55,000 55,000 55,000
56190 FILM PROCESSING SERVICES 1,166 5,980 6,980 3,490 -2,490
56200 PRINTING/GRAPHIC SERVICES 856 24,500 30,000 15,000 -9,500
56205 PUBLIC SAFETY SERVICES 2,180 2,405 2,405 1,203 -1,202
56215 REFUSE SERVICES 88 775 775 388 -387
56230 SPECIAL MASTER 17,942 35,000 75,000 75,000 40,000
56240 TRANSPORTATION SERVICES 87 2,000 2,000 1,000 -1,000
56245 TESTING SERVICES 36,160 32,500 32,500 32,000 -500
59005 VEHICLE MAINTENANCE SERVICES 100,505 83,813 100,000 100,000 16,187

134
GENERAL FUND BUDGET
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01251000 PATROL 25,978,915 24,346,677 24,346,677 25,403,190 1,056,513
51000 FULL TIME EARNED PAY 14,976,245 15,887,150 15,887,150 16,926,994 1,039,844
51100 PT TEMP/SEASONAL EARNED PA 3
51106 REGULAR STRAIGHT OVERTIME 1,901
51108 REGULAR 1.5 OVERTIME PAY 1,229,017
51112 OUTSIDE PAY 2,736,976
51114 OUTSIDE OVERTIME 1.5X PAY 191,537
51116 HOLIDAY 2X OVERTIME PAY
51122 SHIFT 2 - 1.5X OVERTIME 1,206,554
51128 SHIFT 3 - 1.5X OVERTIME 1,108,047
51134 TEMP SHIFT 2 DIFFERENTIAL 169,773
51138 NORMAL STNDRD SHIFT DIFFER 19,007 20,590 20,590 20,590
51140 LONGEVITY PAY 256,800 263,100 263,100 280,425 17,325
51308 FT GRIEV/ARB AWARD PAY RETIREM 7,700
51318 PERSONAL DAY PAYOUT RETIREMENT 347,839
51320 COMP TIME PAYOUT RETIREMENT 366
51322 HOLIDAY PAYOUT RETIREMENT 114,204
52360 MEDICARE 143,839 215,604 215,604 206,681 -8,923
52385 SOCIAL SECURITY 43 37,072 37,072 37,072
52399 UNIFORM ALLOWANCE 241,750 259,925 259,925 232,175 -27,750
52508 POLICE RELIEF PENSION FUND 1,289,445 3,877,129 3,877,129 3,477,834 -399,295
52917 HEALTH INSURANCE CITY SHARE 1,731,064 3,738,397 3,738,397 4,168,953 430,556
01252000 DETECTIVE 5,772,435 5,662,879 5,662,879 5,820,655 157,776

51108 REGULAR 1.5 OVERTIME PAY 441,251
51112 OUTSIDE PAY 62,622
51122 SHIFT 2 - 1.5X OVERTIME 491,315
51128 SHIFT 3 - 1.5X OVERTIME 175,346
51136 TEMP SHIFT 3 DIFFERENTIAL 168
51140 LONGEVITY PAY 80,625 80,625 87,000 6,375
52360 MEDICARE 27,605 42,144 42,144 40,457 -1,687
52399 UNIFORM ALLOWANCE 51,750 49,950 49,950 49,950
52504 MERF PENSION EMPLOYER CONT 5,991 3,552 3,552 4,126 574
52508 POLICE RELIEF PENSION FUND 308,342 904,965 904,965 793,567 -111,398

135
GENERAL FUND BUDGET
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01253000 TRAFFIC 1,246,788 1,167,645 1,167,645 1,213,310 45,665
51122 SHIFT 2 - 1.5X OVERTIME 78,796
51128 SHIFT 3 - 1.5X OVERTIME 7,252
51134 TEMP SHIFT 2 DIFFERENTIAL
51140 LONGEVITY PAY 29,475 29,475 30,675 1,200
52360 MEDICARE 1,407 2,274 2,274 2,159 -115
01254000 NARCOTICS & VICE 1,957,574 1,567,277 1,567,277 1,621,312 54,035

51000 FULL TIME EARNED PAY 1,039,445 996,266 996,266 1,048,821 52,555
51122 SHIFT 2 - 1.5X OVERTIME 276,599
51128 SHIFT 3 - 1.5X OVERTIME 120,371
51140 LONGEVITY PAY 28,425 28,425 26,700 -1,725
52360 MEDICARE 9,463 12,263 12,263 11,922 -341
52385 SOCIAL SECURITY 114 114 114
01255000 TRAINING 118,378 90,297 90,297 93,579 3,282

51112 OUTSIDE PAY
51114 OUTSIDE OVERTIME 1.5X PAY
51122 SHIFT 2 - 1.5X OVERTIME 21,740
51140 LONGEVITY PAY 1,875 1,875 1,950 75
52360 MEDICARE 18
52399 UNIFORM ALLOWANCE 925 925 925 925

136
GENERAL FUND BUDGET
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01256000 RECORDS 728,813 694,327 694,327 809,233 114,906
51112 OUTSIDE PAY 183
51116 HOLIDAY 2X OVERTIME PAY 8,949
51122 SHIFT 2 - 1.5X OVERTIME 25,284
51128 SHIFT 3 - 1.5X OVERTIME 21,508
51140 LONGEVITY PAY 12,375 12,375 17,850 5,475
52360 MEDICARE 3,196 5,673 5,673 5,856 183
01257000 COMMUNICATIONS 825,086 877,605 877,605 800,239 -77,366

51114 OUTSIDE OVERTIME 1.5X PAY 768
51122 SHIFT 2 - 1.5X OVERTIME 89,969
51128 SHIFT 3 - 1.5X OVERTIME 72,392
51140 LONGEVITY PAY 10,800 10,800 10,950 150
52360 MEDICARE 4,690 7,005 7,005 6,013 -992
52399 UNIFORM ALLOWANCE 5,550 8,325 8,325 7,400 -925
01258000 AUXILIARY SERVICES 3,998,999 4,164,832 4,164,832 4,178,886 14,054

51000 FULL TIME EARNED PAY 2,597,098 2,816,878 2,816,878 2,800,055 -16,823
51102 LONG TERM ACTING PAY 56
51106 REGULAR STRAIGHT OVERTIME
51110 TEMP ACTING 1.5X OVERTIME 156
51116 HOLIDAY 2X OVERTIME PAY 4,888
51122 SHIFT 2 - 1.5X OVERTIME 122,398
51128 SHIFT 3 - 1.5X OVERTIME 33,299
51140 LONGEVITY PAY 60,300 60,300 60,210 -90
51320 COMP TIME PAYOUT RETIREMENT
52360 MEDICARE 19,106 31,653 31,653 29,402 -2,251
52385 SOCIAL SECURITY 3,637 3,637 2,090 -1,547

137
GENERAL FUND BUDGET
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01259000 POLICE UNASSIGNED 3,748,544 3,965,101 3,965,101 4,179,331 214,230
51036 FT GRIEVANCE/ARB AWARD PAY 173,507 124,181 124,181 -124,181
51114 OUTSIDE OVERTIME 1.5X PAY 206
51116 HOLIDAY 2X OVERTIME PAY
51122 SHIFT 2 - 1.5X OVERTIME 322,643
51124 SHIFT 2 - 2X OVERTIME
51128 SHIFT 3 - 1.5X OVERTIME 39,464
51140 LONGEVITY PAY 1,513 48,525 48,525 58,350 9,825
52360 MEDICARE 21,482 30,357 30,357 31,478 1,121
52385 SOCIAL SECURITY 1,671 5,240 5,240 6,083 843
52399 UNIFORM ALLOWANCE 19,550 20,350 20,350 24,600 4,250
52920 HEALTH BENEFITS BUYOUT -601 -601 -601

138
FIRE DEPARTMENT
MISSION STATEMENT
We, the members of the Bridgeport Fire Department, are dedicated to serving the people of the City
of Bridgeport. We will safely provide the highest level of professional response to fire, medical,
environmental emergencies and disasters, either natural or manmade. We will create a safer
community through our extensive participation in Fire Prevention, Code Enforcement and education
for the public and department members. Our goal is to provide twenty-four (24) hour emergency
service for the protection of life and property within a four (4) minute response time frame.
MAYOR
CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
BOARD OF FIRE
COMMISSIONERS
FIRE
DEPARTMENT

139
GENERAL FUND BUDGET
FIRE DEPARTMENT BUDGET DETAIL
Brian Rooney
Fire Chief
REVENUE SUMMARY
FY 2012 VARIANCE
ORG DESC
01260000 FIRE DEPARTMENT ADMINISTRATION -205,012 -194,515 -203,515 -203,515 9,000
41359 ALARM REGISTRATION FEE -1,000 -1,000 -1,000
41538 COPIES -1,142 -1,500 -1,500 -1,500
41583 BLASTING PERMIT -210 -250 -250 -250
41584 CARNIVAL PERMIT -800 -800 -800
41585 DAY CARE PERMIT -900 -2,800 -2,800 -2,800
41586 DAY CARE - GROUP PERMIT -75 -75 -75
41587 DRY CLEANER PERMIT -2,700 -350 -350 -350
41588 FLAMMABLE LIQUID LICENSE -28,250 -33,000 -33,000 -33,000
41589 FOAM GENERATOR LICENSE -500 -500 -500
41590 GAS PIPE TEST PERMIT
41591 HOTEL PERMIT -400 -450 -450 -450
41592 LIQUOR PERMIT -15,700 -15,000 -15,000 -15,000
41593 PUBLIC HALL PERMIT -1,000 -450 -450 -450
41594 ROOMING HOUSE PERMIT -4,100 -5,000 -5,000 -5,000
41595 SITE ASSESSMENT PERMIT -1,077 -5,000 -5,000 -5,000
41596 TANKINSTALLATION-COMMERCIALPER -2,050 -1,000 -1,000 -1,000
41597 TANKINSTALLATION-RESIDENTIALPE -1,225 -2,500 -2,500 -2,500
41598 TRUCK - HAZMAT PERMIT -20,100 -14,000 -14,000 -14,000
41599 VENDOR PERMIT -681 -200 -200 -200
41600 96/17 HOOD SYSTEM PERMIT -7,100 -7,500 -7,500 -7,500
41601 CHARGE FOR TIME -47,466 -38,000 -44,000 -44,000 6,000
41603 FIREWATCH REIMBURSEMENT -70,850 -65,000 -68,000 -68,000 3,000
41604 FIRE HYDRANT USE PERMITS -60 -140 -140 -140

140
GENERAL FUND BUDGET
FY 2012 VARIANCE
ORG APPR
01260000 FIRE DEPARTMENT ADMINISTRATION 23,398,791 25,566,055 25,675,917 25,262,338 -303,717
1260PS FIRE DEPT PERSONAL SVCS 44,889
2260TPS FIRE DEPT OTHER PERS SVCS 89,625 4,953,524 4,953,524 4,453,524 -500,000
3260FB FIRE DEPT FRINGE BENEFITS 6,857,653 4,179,272 4,179,272 4,301,072 121,800
4260EX FIRE DEPT OPER EXP 15,911,702 15,935,471 16,016,026 16,076,324 140,853
6260SS FIRE DEPT SPEC SVCS 494,921 497,788 527,095 431,418 -66,370
01261000 FIRE ENGINE 1 1,520,699 1,450,352 1,450,352 1,440,598 -9,754

1260PS FIRE DEPT PERSONAL SVCS 1,031,868 920,951 920,951 958,137 37,186
2260TPS FIRE DEPT OTHER PERS SVCS 271,240 14,025 14,025 15,000 975
3260FB FIRE DEPT FRINGE BENEFITS 217,592 515,376 515,376 467,461 -47,915
01263000 FIRE LADDER 5 1,918,374 2,023,003 2,023,003 2,035,417 12,414

1260PS FIRE DEPT PERSONAL SVCS 1,292,823 1,277,674 1,277,674 1,329,275 51,601
2260TPS FIRE DEPT OTHER PERS SVCS 324,675 20,100 20,100 22,575 2,475
01264000 FIRE RESCUE 5 1,569,550 1,659,463 1,659,463 1,666,287 6,824

01265000 FIRE ENGINE 3 1,359,701 1,440,588 1,440,588 1,433,679 -6,909

1260PS FIRE DEPT PERSONAL SVCS 932,794 922,996 922,996 960,270 37,274
01266000 FIRE ENGINE 4 1,471,645 1,544,606 1,544,606 1,478,742 -65,864

1260PS FIRE DEPT PERSONAL SVCS 955,294 991,621 991,621 975,286 -16,335
01267000 FIRE ENGINE 7 1,346,836 1,489,443 1,489,443 1,485,873 -3,570

01268000 FIRE LADDER 11 1,798,209 1,898,326 1,898,326 1,819,754 -78,572

1260PS FIRE DEPT PERSONAL SVCS 1,147,325 1,163,987 1,163,987 1,157,879 -6,108

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GENERAL FUND BUDGET
FY 2012 VARIANCE
ORG APPR
01269000 FIRE ENGINE 6 1,338,241 1,447,555 1,447,555 1,436,440 -11,115
01270000 FIRE LADDER 6 1,560,750 1,729,877 1,729,877 1,719,158 -10,719

01271000 FIRE ENGINE 10 1,444,486 1,441,844 1,441,844 1,443,103 1,259

01272000 FIRE LADDER 10 1,901,861 2,061,266 2,061,266 1,972,096 -89,170

01273000 FIRE ENGINE 12 1,374,091 1,391,032 1,391,032 1,239,835 -151,197

1260PS FIRE DEPT PERSONAL SVCS 898,553 867,852 867,852 808,756 -59,096
2260TPS FIRE DEPT OTHER PERS SVCS 267,506 17,850 17,850 17,700 -150
01274000 FIRE ENGINE 15 1,385,943 1,445,919 1,445,919 1,438,795 -7,124

01275000 FIRE ENGINE 16 1,674,081 1,681,082 1,681,082 1,598,269 -82,813

1260PS FIRE DEPT PERSONAL SVCS 1,085,571 1,069,225 1,069,225 1,051,744 -17,481
01276000 FIRE UNASSIGNED 5,160,314 5,002,857 5,002,857 5,234,054 231,197

3260FB FIRE DEPT FRINGE BENEFITS 656,079 1,488,998 1,488,998 1,424,019 -64,979

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GENERAL FUND BUDGET
PERSONNEL SUMMARY
FY 2011 FY 2012
8.0 FIRE FIGHTER 426,843 444,076 17,233

4.0 PUMPER ENGINEER 234,192 243,648 9,456
3.0 FIRE LIEUTENANT 187,887 195,474 7,587
1.0 FIRE CAPTAIN 72,029 74,938 2,909
01261000 Total 16.0 920,951 958,136 37,185
19.0 FIRE FIGHTER 1,017,758 1,058,856 41,098
3.0 FIRE LIEUTENANT 187,887 195,474 7,587
1.0 FIRE CAPTAIN 72,029 74,938 2,909
01263000 Total 23.0 1,277,674 1,329,268 51,594
11.0 FIRE FIGHTER 599,082 623,277 24,195
4.0 PUMPER ENGINEER 234,192 243,648 9,456
3.0 FIRE LIEUTENANT 187,887 195,474 7,587
01264000 Total 18.0 1,021,161 1,062,399 41,238
8.0 FIRE FIGHTER 428,888 446,207 17,319
4.0 PUMPER ENGINEER 234,192 243,648 9,456
3.0 FIRE LIEUTENANT 187,887 195,474 7,587
1.0 FIRE CAPTAIN 72,029 74,938 2,909
01265000 Total 16.0 922,996 960,267 37,271
7.0 FIRE FIGHTER 425,484 386,003 -39,481
4.0 PUMPER ENGINEER 234,192 243,648 9,456
3.0 FIRE LIEUTENANT 187,887 195,474 7,587
2.0 FIRE CAPTAIN 144,058 150,159 6,101
01266000 Total 16.0 991,621 975,284 -16,337
8.0 FIRE FIGHTER 432,292 449,750 17,458
4.0 PUMPER ENGINEER 234,192 243,648 9,456
3.0 FIRE LIEUTENANT 187,887 195,721 7,834
1.0 FIRE CAPTAIN 72,029 74,938 2,909
01267000 Total 16.0 926,400 964,056 37,656
17.0 FIRE FIGHTER 966,700 952,618 -14,082
2.0 FIRE LIEUTENANT 125,258 130,316 5,058
1.0 FIRE CAPTAIN 72,029 74,938 2,909
01268000 Total 20.0 1,163,987 1,157,872 -6,116
8.0 FIRE FIGHTER 428,888 445,422 16,534
4.0 PUMPER ENGINEER 234,192 243,648 9,456
3.0 FIRE LIEUTENANT 187,887 195,721 7,834
1.0 FIRE CAPTAIN 72,029 74,938 2,909
01269000 Total 16.0 922,996 959,728 36,732
15.0 FIRE FIGHTER 799,910 832,210 32,300
3.0 FIRE LIEUTENANT 187,887 195,474 7,587
1.0 FIRE CAPTAIN 72,029 74,938 2,909
01270000 Total 19.0 1,059,826 1,102,622 42,796
8.0 FIRE FIGHTER 422,080 439,122 17,042
4.0 PUMPER ENGINEER 234,192 243,648 9,456
3.0 FIRE LIEUTENANT 187,887 195,474 7,587
1.0 FIRE CAPTAIN 72,029 74,938 2,909
01271000 Total 16.0 916,188 953,182 36,994

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GENERAL FUND BUDGET
FY 2011 FY 2012
17.0 FIRE FIGHTER 975,840 964,657 -11,183

1.0 PUMPER ENGINEER 58,548 60,912 2,364
3.0 FIRE LIEUTENANT 187,887 195,474 7,587
1.0 FIRE CAPTAIN 72,029 74,938 2,909
01272000 Total 22.0 1,294,304 1,295,981 1,677
9.0 FIRE FIGHTER 494,921 401,585 -93,337
2.0 PUMPER ENGINEER 117,096 121,824 4,728
1.0 FIRE LIEUTENANT 62,629 65,158 2,529
2.0 FIRE CAPTAIN 134,658 149,875 15,217
1.0 FIRE INSPECTOR 58,548 70,311 11,763
01273000 Total 15.0 867,852 808,753 -59,099
8.0 FIRE FIGHTER 432,292 449,750 17,458
4.0 PUMPER ENGINEER 234,192 243,648 9,456
3.0 FIRE LIEUTENANT 187,887 195,474 7,587
1.0 FIRE CAPTAIN 72,029 74,938 2,909
01274000 Total 16.0 926,400 963,809 37,409
6.0 FIRE FIGHTER 323,368 336,427 13,059
5.0 PUMPER ENGINEER 288,654 304,560 15,906
3.0 FIRE LIEUTENANT 187,887 195,474 7,587
1.0 FIRE CAPTAIN 72,029 74,938 2,909
1.0 FIRE EQUIPMENT MECHANIC 62,629 65,405 2,776
1.0 ASSISTANT SUPERINTENDENT OF MAINT. 72,029 74,938 2,909
01275000 Total 17.0 1,006,596 1,051,740 45,144
PAYROLL CLERK 44,440 -44,440
1.0 EXECUTIVE SECRETARY 62,127 63,759 1,632
2.0 FIRE FIGHTER 108,924 113,752 4,828
19.0 FIRE LIEUTENANT 1,136,722 1,239,483 102,761
3.0 FIRE CAPTAIN 206,687 225,664 18,977
9.0 FIRE ASSISTANT CHIEF 745,461 775,888 30,427
3.0 FIRE DEPUTY CHIEF 285,753 298,416 12,663
1.0 FIRE DEPUTY MARSHALL 77,429 92,988 15,559
1.0 FIRE CHIEF 124,787 128,543 3,756
FIRE EQUIPMENT MECHANIC
1.0 SUPERINTENDENT OF MAINTENANCE 62,629 86,174 23,545
2.0 FIRE SENIOR INSPECTOR 134,656 161,722 27,066
4.0 FIRE INSPECTOR 269,312 281,246 11,934
1.0 FIRE MARSHALL 89,042 99,472 10,430
1.0 CUSTODIAN I 33,125 33,125
1.0 DIRECTOR -EMERGENCY SERVICE 89,648 92,453 2,805
01276000 Total 50.0 3,497,438 3,722,134 224,696

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GENERAL FUND BUDGET
FIRE DEPARTMENT PROGRAM HIGHLIGHTS

FIRE DEPARTMENT
Number of Fire Stations 14 14 8 8 8 8
Number of First Responder Stations 14 14 8 8 8 8
Number of Ladder Trucks 4 4 4 4 4 4
Number of Standby/Reserve Trucks 0 1 1 1 1 1
Number of Pumper Trucks/Engines 9 9 9 9 9 9
Number of Standby Pumper Trucks/Engines 0 3 4 3 3 3
Minimum staffing per truck 4 4 4 4 4 4
Number of Quints/combination equipment 1 1 1 1 1 1
Number of budgeted employees 368 368 366 366 366 366
REVENUE
Firewatch $86,554 $98,492 $113,722 $38,086 $70,850 $68,880
Insurance Reimbursement $68,400 $33,025 $16,525 $22,683 $47,465 $44,314
Permits & Inspection fees $78,635 $71,704 $70,711 $65,973 $85,553 $74,515
Total Revenue Generated $233,589 $203,221 $200,958 $126,742 $203,868 $187,709
FIRE INCIDENTS
Residential Fire Incidents 160 173 237 246 245 248
Commercial/Industrial Fire Incidents 20 16 281 285 278 302
Fire Incidents involving Non-Structures 480 49 205 337 416 396
TOTAL FIRE INCIDENTS 660 238 651 868 694 698
Non-fire Incidents requiring response 9,779 1,684 9,200 9,520 11,261 14,438
False Alarms 1,790 1,800 1,475 1,947 2,062 2,350
Arson Incidents in structure 21 21 18 11 10 6
Total Arson Incidents in non-structure 41 N/A 3 25 19 8
TOTAL ARSON INCIDENTS 62 53 44 36 29 14
Arson Arrests 1 4 0 4 0 0
STAFF INJURY DETAIL
Personnel Deaths 0 0 0 0 0 2
Injuries with time lost 134 73 58 13 7 14
Injuries with no time lost 58 57 63 20 17 26
TOTAL INJURIES 192 130 121 33 24 40
RESPONSE TIME/EMS
Calls responded to within 4 minutes 98% N/A 62% 59% 41% 64%
Basic Life Support Responder Incidents 3,366 3,398 1,696 2,585 3,943 4,838
FIRE INSPECTIONS & PREVENTION
Residential Structures Inspected 2,552 1,528 1,362 1,246 433 250
Commercial Structures Inspected 785 417 883 1,605 476 532
Industrial Structures Inspected 66 0 46 72 97 154
Total Structures Inspected 9,058 1,945 2,291 2,923 1,006 936
Inspections carried out by fire supression staff 4,069 N/A N/A 4,149 1,877 1,066
Smoke detectors installed 5,800 4,847 4,662 4,794 5,885 5,198
FY 2011-2012 GOALS
1) Submit a Capital Budget Request for a new Rescue truck to replace a 1992 Pierce Rescue with
very high engine hours and mileage.
2) Submit a Capital Budget Request for a new 105’ midship mount tower ladder truck to replace a
1992 rebuilt Baker Tower ladder which is reaching the end of its useful service life as a reserve
ladder truck.
3) Continue training fire department members in the use of our new Fire Boat to ensure an adequate
number of firefighters sufficiently trained to man the boat when emergency responses are
necessary.
4) Conduct a Firefighter entrance examination in the spring of 2011 to establish a hiring list to replace
positions vacant due to retirements.
5) Conduct promotional examinations for the position of Assistant Fire Chief, Deputy Fire Marshal,
Senior Inspector and Assistant Superintendent of Maintenance.
6) Continue to promote and market our smoke alarm campaign Safe Asleep which is currently in the
last year of a five year grant through the Federal Government’s Centers for Disease Control, by
getting the message out to the residents of the City of Bridgeport as to the importance of working
smoke alarms.

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7) Actively seek funding opportunities from additional sources in the form of grants to sustain the
tremendously successful smoke alarm initiative.
8) Continue to implement and build upon the Ready Bridgeport initiative. The goal that we are trying
to achieve is 1% of our population to become trained volunteers in a specific area of emergency
operations.
9) Continue to grow the Reverse 911 database to achieve its full capacity for community alerting.
10) Continue to lead the region in emergency preparedness, prevention standards and homeland
security initiatives that strategically buy down risks associated with all types of hazards.
11) Continue to enhance the City Emergency Operations Center technology efforts, to ensure state of
the art technology when preparing for all types of hazards including terrorism.
12) Work with the City Council to adopt ordinances to ensure business and community emergency
prevention, preparedness, response and recovery.
13) Continue implementation of the City of Bridgeport Credentialing and building security program.
14) Work with the vulnerable population community to better enhance our preparedness efforts and to
provide useful links to various community services. This goal includes special needs, places of
worship, animal and educational as well as child/adult learning facilities comprehensive
preparedness and emergency planning for all hazards.

1) Submit a Capital Budget Request for two new Fire Pumper Engines to replace two older engines
that are nearing the end of their status as front line apparatus. Submit a Capital Budget Request
for one new 100’ ladder truck to replace a 1992 rebuilt Baker tower ladder which is rapidly
reaching the end of its useful service life as a reserve ladder truck. Submit a Capital Budget
Request for a purchase of a parcel of land in the North End that would be suitable for the
construction of a new Station 12 to replace the current station that is nearly 100 years old.
6 MONTH STATUS: The two new Fire Pumpers have gone out to bid and the bid has been
awarded to Pierce Manufacturing. The new Pumpers have been driven from the factory in
Appleton, Wisconsin to the Pierce dealership, Firematic Supply, in Rocky Hill, CT where they are
currently being fitted with much of the tools and equipment they will carry. Delivery to the
Bridgeport Fire Department is expected in February 2011. The new ladder truck and land
purchase never came to fruition for FY2009-2010 but will be attempted again in the future Capital
Budget Requests.
2) The Fire Department this spring is prepared to have our new 28’ Fireboat in service with a
sufficient number of qualified employees properly trained in the safe operation of the boat.
6 MONTH STATUS: Several Fire Companies have already been trained in the operation of the
new Fire Boat and are capable of responding to emergency calls when needed. During the spring
of 2011 a number of other firefighters will also be trained and qualified to operate the Fire Boat.
3) Conduct promotional examination for the positions of Fire Marshal, Senior Inspector, Assistant
Fire Chief, Superintendent of Maintenance and Assistant Superintendent of Maintenance.
6 MONTH STATUS: Promotional examinations have been conducted for the positions of Fire
Marshal and Superintendent of Maintenance. The Fire Assistant Chief Exam is scheduled for
February 2011. Senior Inspector, Inspector and Assistant Superintendent of Maintenance exams
have not been announced as of yet.
4) Develop and administer a Fire Department entrance examination in order to fill approximately 35
vacancies and bring the department to its full budgeted strength.
6 MONTH STATUS: A Firefighter entrance examination is scheduled for May 2011. After the final
hiring list has been established, a determination will be made as to how many new firefighters will
be hired.
5) Continue to market our Safe Asleep program, which is currently in the fourth year of the five year
grant, by getting the word out to the residents of the City of Bridgeport as to the importance of
working smoke alarms in their homes. The project to date has installed over 22,500 smoke
alarms in homes of Bridgeport residents.

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GENERAL FUND BUDGET
6 MONTH STATUS: The Safe Asleep Program is now in the last year of a five year Federal Grant
through the Centers for Disease Control. The project to date has installed over 28,000 smoke
alarms in homes of Bridgeport residents.
6) Continue implementation of Ready Bridgeport, a citywide preparedness initiative and trained

volunteer recruitment. Collaborating with NYC Office of Emergency Management and Ready.Gov
on this initiative.
6 MONTH STATUS: Ready Bridgeport was kicked off in September 2010. Right now
approximately 235 persons want to become trained volunteers in some capacity of emergency
operations. We are continuing to reach to all community groups and businesses to get involved.
We also have strengthened are collaboration with US Ready.Gov/FEMA-DHS and various
nationwide Ready programs.
7) Continue to work with our Specific Needs/Vulnerable Population, Red Cross, Social Services,
Health Department and other local agencies to ensure accountability, emergency preparedness,
emergency planning, and mass care availability for those residents with specific needs.
6 MONTH STATUS: We have been working with our Bridgeport Special Needs Coalition,
Disability Resource Center and other special needs agencies. We are coordinating a program to
engage these agencies along with other vulnerable population care sites.
8) Work with the Bridgeport Police Department Animal Control Officer to ensure proper animal
preparedness procedures and planning is in place in the event of an emergency or hazard.
6 MONTH STATUS: We are continuing to educate the community on pet preparedness initiatives
and ensuring that in an emergency or disaster pets are cared for.
9) Continue implementation of our City’s Reverse 911 Community Alerting program.

6 MONTH STATUS: We have begun to educate our community on staying informed when
emergencies occur and this initiative has been welcome with open arms by our citizens. We have
begun enhancing our database and making sure we have accurate contact information so we can
alert everyone accordingly. The system has more options that we have yet to implement and we
feel this is at this one more way to inform our citizens.
10) Continue to lead and support emergency management & homeland security (OEMHS ) initiatives,
grants and programs that will better prepare our city and region.
6 MONTH STATUS: Bridgeport OEMHS continues to be the lead in our region and our State by
advocating for comprehensive emergency management and homeland security regional
collaboration strategies so that we will not only be the most prepared community but also the
most prepared region in the State.
11) Enhance the City Emergency Operations Center technology efforts, to ensure state of the art
technology is utilized when preparing for all types of hazards including terrorism.
6 MONTH STATUS: We have continued to enhance the usage of GIS, social media, Pictometry,
web-based software, camera systems and other information sharing technologies. Purchases are
targeted utilizing grants and other funding streams to help minimize operational costs.
12) Work with the City Council to adopt ordinances to ensure business and community emergency
prevention, preparedness, response and recovery.
6 MONTH STATUS: We are continuing to find ways of engaging businesses and our
neighborhoods in adoption of emergency planning, preparedness and adequate insurance
coverage for all hazards.
13) Continue implementation of the City of Bridgeport Credentialing and building security program.
The Implementation of the Bridgeport Credentialing and Building Security Program is to continue
the initiatives to support Homeland Security Presidential Directive 7 Protection of Critical
Infrastructures and Key Resources. In 2004 Bridgeport OEMHS in conjunction with Police, Fire
and Public Facilities conducted security assessments of City Buildings to determine strengths and

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GENERAL FUND BUDGET
weaknesses as well as priorities of Continuity of Government Operations. One goal is to have all
city employees credentialed with uniformed Identification badges so that visitors can easily
identify city workers in the event assistance is required and first responders can identify those
persons working at a city building for accountability purposes in the event of emergencies. The
second goal was to begin securing the facilities to minimize any hazards that may occur with
video cameras and access control systems. For the purpose of security efficiency, the objective
is to have one access card for all city buildings, uniformed credentials and security cameras
migrated into one system, which will be located at our most secured site. Currently Fire
Headquarters, Police Head Quarters, Emergency Communications and Operations Center, Public
Health Department, Police Training Facility and City Hall were the first phase. Additional phases
will include City Hall Annex, McLevy Hall, Parks and Recreation, and other City sites.
6 MONTH STATUS: 90% of our employees are credentialed and provided access cards to allow
us to meet our federal and state standards. Security initiatives are continuing to advance and we
will be in a process within the next year in creating a system that will virtually protect critical areas
of our community.

1) The Fire Department applied for and was awarded a Federal Grant for four new Thermal Imaging
Cameras that will replace some of our older cameras that are in need of replacement and provide
for additional fire companies to now have a camera.
2) The Fire Department was also successful in obtaining a Federal Grant for 15,000 feet of Large
Diameter Hose and 8 intake valves. This hose will replace older supply hose that is nearing or
has reached its recommended service life and bring the department into compliance with NFPA
(National Fire Protection Association) recommendations.
3) Spare Engine #10 was sent out for a refurbishment consisting of a new engine, transmission,
water tank and rebuild of the fire pump. It is also scheduled to have body work done and to be re-
painted. This will become one of the department’s primary spare apparatus.
4) As of December 2010, The Fire Department’s Safe Asleep program has installed approximately
28,000 smoke alarms in homes that otherwise did not have working smoke alarms. This has had
a huge impact on fire safety both in reducing the number of fire fatalities as well as mitigating
property loss.
5) The new boat launching ramp behind Fire Headquarters has been completed in December 2010.
This ramp was damaged by a Nor’Easter storm in 2007. A Grant from FEMA (Federal Emergency
Management Agency) provided funding for 75% of the cost for repairs. The total cost of the
project was $325,000. This ramp is used by fire personnel to launch our inflatable Zodiac Rescue
boat for emergency responses in Bridgeport harbor and the Pequonnock River.
6) There is a boat dock expansion project that is due to be completed in the spring of 2011 at the
Water Street Ferry terminal. The project involves installing a number of finger docks which will
allow the department’s Fire Boat to be docked in this central location along with the Police and
Harbor Master’s boats. Currently, the Fire Boat is docked at Captain’s Cove which causes an
increase in response times to Bridgeport Harbor.

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GENERAL FUND BUDGET
FIRE DEPARTMENT APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01260000 FIRE DEPARTMENT ADMINISTRATION 23,398,791 25,566,055 25,675,917 25,262,338 -303,717
51000 FULL TIME EARNED PAY 44,889
51108 REGULAR 1.5 OVERTIME PAY -4,405 3,100,000 3,100,000 2,600,000 -500,000
51110 TEMP ACTING 1.5X OVERTIME 3,800 3,800 3,800
51118 STAND-BY PAY 104,700 104,700 104,700
51122 SHIFT 2 - 1.5X OVERTIME 70,000 70,000 70,000
51126 FIREWATCH OVERTIME 80,000 80,000 80,000
51134 TEMP SHIFT 2 DIFFERENTIAL 105 387,846 387,846 387,846
51138 NORMAL STNDRD SHIFT DIFFER 1,428 1,428 1,428
51140 LONGEVITY PAY
51141 EMT CERTIFICATE PAY 93,925
51318 PERSONAL DAY PAYOUT RETIREMENT 1,130,250 1,130,250 1,130,250
51322 HOLIDAY PAYOUT RETIREMENT 35,000 35,000 35,000
51324 LONGEVITY RETIREMENT 35,000 35,000 35,000
52252 H& H MEDICAL - FIRE 711,000 719,400 719,400 745,000 25,600
52256 H & H INDEMNITY FIRE 682,000 759,000 759,000 845,000 86,000
52268 WORKERS' COMP INDM - FIRE 549,000 575,100 575,100 575,500 400
52284 WORKERS' COMP MED - FIRE 850,000 760,200 760,200 770,000 9,800
52360 MEDICARE 2
52510 FIRE PENSION FUND 1,795,280
52514 NORMAL COST- PENSION PLAN 1,365,572 1,365,572 1,365,572
52917 HEALTH INSURANCE CITY SHARE 2,270,372
53200 PRINCIPAL & INTEREST DEBT SERV 372,228 380,643 380,643 517,590 136,947
53201 PRIN / INTEREST PENSION A 14,831,430 14,831,942 14,831,942 14,832,573 631
53435 PROPERTY INSURANCE 4,436 8,998 8,998 4,499 -4,499
53715 PAGING SERVICES 2,787 3,500 3,500 3,500
53720 TELEPHONE SERVICES 63,980 65,638 65,638 65,638
53750 TRAVEL EXPENSES 21 21 11 -10
54010 AUTOMOTIVE PARTS 79,598 78,095 82,095 82,095 4,000
54020 COMPUTER PARTS 173 223 223 223
54025 ROADWAY PARTS 85 135 68 -17
54505 ARTS & CRAFT SUPPLIES 15 15 8 -7
54530 AUTOMOTIVE SUPPLIES 5,155 4,176 5,000 2,500 -1,676
54535 TIRES & TUBES 20,919 25,100 25,100 15,000 -10,100
54550 COMPUTER SOFTWARE 9,365 4,857 7,767 3,884 -973
54560 COMMUNICATION SUPPLIES 44,497 24,088 20,813 20,000 -4,088
54570 ELECTRONIC SUPPLIES 419 427 427 214 -213
54580 SCHOOL SUPPLIES 13 13 7 -6
54595 MEETING/WORKSHOP/CATERING FOOD 1,250 3,204 1,354 1,354 -1,850
54600 FOOD SERVICE SUPPLIES 31 31 16 -15
54610 DIESEL 73,850 74,000 80,000 80,000 6,000
54615 GASOLINE 33,847 47,552 58,000 58,000 10,448
54630 OTHER FUELS 275 275 138 -137

149
GENERAL FUND BUDGET
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
54635 GASES AND EQUIPMENT 5,147 5,002 3,802 3,802 -1,200
54640 HARDWARE/TOOLS 8,541 14,734 15,934 10,000 -4,734
54650 LANDSCAPING SUPPLIES 15 15 8 -7
54665 LAUNDRY SUPPLIES 172 172 86 -86
54670 MEDICAL SUPPLIES 2,705 2,955 2,955 2,000 -955
54675 OFFICE SUPPLIES 13,053 13,137 13,137 10,000 -3,137
54680 OTHER SUPPLIES 1,815 3,239 3,239 1,620 -1,619
54695 PHOTOGRAPHIC SUPPLIES 142 315 315 315
54700 PUBLICATIONS 2,555 2,750 2,750 2,750
54705 SUBSCRIPTIONS 919 1,149 1,149 575 -574
54720 PAPER AND PLASTIC SUPPLIES 100 100 50 -50
54740 TEXTILE SUPPLIES 2,155 1,000 1,000 500 -500
54745 UNIFORMS 8,335 13,500 13,500 13,500
54750 TRANSPORTATION SUPPLIES 309 405 405 203 -202
54755 TRAFFIC CONTROL PRODUCTS 185 500 500 250 -250
54770 SALE OF SURPLUS/OBSOLETE ITE 110 900 450 340
55050 CLEANING EQUIPMENT 273 650 2,500 2,500 1,850
55055 COMPUTER EQUIPMENT 20,710 10,301 10,000 5,000 -5,301
55075 SCHOOL EQUIPMENT 47 90 90 45 -45
55080 ELECTRICAL EQUIPMENT 2,252 2,374 2,374 2,374
55095 FOOD SERVICE EQUIPMENT 3,683 1,134 1,134 1,134
55110 HVAC EQUIPMENT 650 650 325 -325
55120 LANDSCAPING EQUIPMENT 625 625 313 -312
55135 MEDICAL EQUIPMENT 16,369 4,663 4,663 4,663
55150 OFFICE EQUIPMENT 7,913 2,921 8,671 4,336 1,415
55160 PHOTOGRAPHIC EQUIPMENT 1,659 225 225 113 -112
55175 PUBLIC SAFETY EQUIPMENT 156,302 212,370 253,620 233,620 21,250
55190 ROADWAY EQUIPMENT 165 600 300 135
55205 TRANSPORTATION EQUIPMENT 561 862 862 431 -431
55210 TESTING EQUIPMENT 309 312 312 156 -156
55215 WELDING EQUIPMENT 4,411 500 500 250 -250
55510 OTHER FURNITURE 3,155 2,180 4,000 2,000 -180
55530 OFFICE FURNITURE 22,199 1,725 5,000 5,000 3,275
56035 TOWING SERVICES 1,156 3,525 3,525 1,763 -1,762
56060 CONSTRUCTION SERVICES 51,524 66,495 66,495 33,248 -33,247
56065 COMMUNICATION EQ MAINT SVCS 12,263 13,500 13,500 13,500
56115 HUMAN SERVICES 3,099 11,309 11,309 7,000 -4,309
56140 LAUNDRY SERVICES 4,493 7,900 7,900 5,000 -2,900
56155 MEDICAL SERVICES 10,875 24,500 24,500 20,000 -4,500
56180 OTHER SERVICES 275 4,800 1,475 738 -4,062
56190 FILM PROCESSING SERVICES 387 964 964 482 -482
56205 PUBLIC SAFETY SERVICES 118,983 122,662 124,162 124,162 1,500
56215 REFUSE SERVICES 105 15 15 8 -7
56245 TESTING SERVICES 6,598 3,800 3,800 3,000 -800
56250 TRAVEL SERVICES 55 650 650 325 -325
59005 VEHICLE MAINTENANCE SERVICES 162,439 170,520 176,278 125,000 -45,520

150
GENERAL FUND BUDGET
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01261000 FIRE ENGINE 1 1,520,699 1,450,352 1,450,352 1,440,598 -9,754
51000 FULL TIME EARNED PAY 1,031,868 920,951 920,951 958,137 37,186
51126 FIREWATCH OVERTIME 1,139
51140 LONGEVITY PAY 14,025 14,025 15,000 975
51141 EMT CERTIFICATE PAY
51322 HOLIDAY PAYOUT RETIREMENT
52360 MEDICARE 7,455 12,156 12,156 12,062 -94
52510 FIRE PENSION FUND 81,873 227,651 227,651 222,827 -4,824
01263000 FIRE LADDER 5 1,918,374 2,023,003 2,023,003 2,035,417 12,414

51140 LONGEVITY PAY 20,100 20,100 22,575 2,475
52360 MEDICARE 11,586 20,060 20,060 17,847 -2,213
52385 SOCIAL SECURITY 2,686 2,686 2,686
01264000 FIRE RESCUE 5 1,569,550 1,659,463 1,659,463 1,666,287 6,824

51126 FIREWATCH OVERTIME 222
51140 LONGEVITY PAY 24,075 24,075 27,000 2,925
51322 HOLIDAY PAYOUT RETIREMENT 597
52360 MEDICARE 8,903 15,280 15,280 13,237 -2,043
52385 SOCIAL SECURITY 2,686 2,686 2,686
01265000 FIRE ENGINE 3 1,359,701 1,440,588 1,440,588 1,433,679 -6,909

51140 LONGEVITY PAY 19,200 19,200 20,550 1,350
52360 MEDICARE 6,935 12,853 12,853 11,223 -1,630
52385 SOCIAL SECURITY 2,686 2,686 2,686

151
GENERAL FUND BUDGET
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01266000 FIRE ENGINE 4 1,471,645 1,544,606 1,544,606 1,478,742 -65,864
51140 LONGEVITY PAY 18,000 18,000 19,875 1,875
51322 HOLIDAY PAYOUT RETIREMENT
52360 MEDICARE 8,158 13,037 13,037 11,806 -1,231
52385 SOCIAL SECURITY 2,640 2,640
01267000 FIRE ENGINE 7 1,346,836 1,489,443 1,489,443 1,485,873 -3,570

51118 STAND-BY PAY 315
51140 LONGEVITY PAY 15,825 15,825 18,975 3,150
52360 MEDICARE 8,267 14,073 14,073 12,897 -1,176
01268000 FIRE LADDER 11 1,798,209 1,898,326 1,898,326 1,819,754 -78,572

51140 LONGEVITY PAY 19,350 19,350 23,850 4,500
52360 MEDICARE 10,649 16,808 16,808 15,172 -1,636
01269000 FIRE ENGINE 6 1,338,241 1,447,555 1,447,555 1,436,440 -11,115

51140 LONGEVITY PAY 16,950 16,950 19,500 2,550
52360 MEDICARE 7,591 12,935 12,935 12,031 -904

152
GENERAL FUND BUDGET
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01270000 FIRE LADDER 6 1,560,750 1,729,877 1,729,877 1,719,158 -10,719
51140 LONGEVITY PAY 17,625 17,625 20,025 2,400
52360 MEDICARE 9,427 16,110 16,110 14,654 -1,456
01271000 FIRE ENGINE 10 1,444,486 1,441,844 1,441,844 1,443,103 1,259

51140 LONGEVITY PAY 18,150 18,150 20,550 2,400
52360 MEDICARE 8,418 12,185 12,185 11,251 -934
01272000 FIRE LADDER 10 1,901,861 2,061,266 2,061,266 1,972,096 -89,170

51140 LONGEVITY PAY 26,025 26,025 28,050 2,025
52360 MEDICARE 11,347 18,888 18,888 17,327 -1,561
01273000 FIRE ENGINE 12 1,374,091 1,391,032 1,391,032 1,239,835 -151,197

51036 FT GRIEVANCE/ARB AWARD PAY
51118 STAND-BY PAY 1,680
51140 LONGEVITY PAY 17,850 17,850 17,700 -150
52360 MEDICARE 8,332 13,857 13,857 11,483 -2,374
52385 SOCIAL SECURITY 2,686 2,686 2,640 -46

153
GENERAL FUND BUDGET
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01274000 FIRE ENGINE 15 1,385,943 1,445,919 1,445,919 1,438,795 -7,124
51140 LONGEVITY PAY 21,000 21,000 22,125 1,125
52360 MEDICARE 7,762 13,867 13,867 12,323 -1,544
52385 SOCIAL SECURITY 2,686 2,686 2,686
01275000 FIRE ENGINE 16 1,674,081 1,681,082 1,681,082 1,598,269 -82,813

51140 LONGEVITY PAY 19,875 19,875 22,950 3,075
52360 MEDICARE 10,009 16,825 16,825 13,437 -3,388
52385 SOCIAL SECURITY 2,686 2,686 2,686
01276000 FIRE UNASSIGNED 5,160,314 5,002,857 5,002,857 5,234,054 231,197

51110 TEMP ACTING 1.5X OVERTIME 1,885
51140 LONGEVITY PAY 3,150 79,050 79,050 87,900 8,850
52360 MEDICARE 23,729 43,893 43,893 33,628 -10,265
52385 SOCIAL SECURITY 737 8,277 8,277 8,277
52510 FIRE PENSION FUND 253,618 633,339 633,339 644,597 11,258

154
WEIGHTS & MEASURES
BUDGET DETAIL
Robert DeLucia
Manager
REVENUE SUMMARY
FY 2012 VARIANCE
ORG DESC
01285000 WEIGHTS & MEASURES -74,260 -76,000 -76,000 -76,000
41252 ANNUALCOMMERCIALSSCALECERTIFIC -74,260 -76,000 -76,000 -76,000
FY 2012 VARIANCE
ORG APPR
01285000 WEIGHTS & MEASURES 79,977 126,546 126,546 135,805 9,259
1285PS WEIGHTS & MEASURES PERSONAL SVCS 66,401 110,003 110,003 111,801 1,798
2285TPS WEIGHTS & MEASURES OTHER PERS SVCS 2,123
3285FB WEIGHTS & MEASURES FRNG BENE 11,289 16,077 16,077 23,538 7,461
4285EX WEIGHTS & MEASURES OPER EXP 164 466 466 466
PERSONNEL SUMMARY
FY 2011 FY 2012
1.0 SEALER OF WEIGHTS AND MEASURES 57,633 59,147 1,514

1.0 DEPUTY SEALER WEIGHTS AND MEAS 52,370 52,654 284
01285000 Total 2.0 110,003 111,801 1,798
PROGRAM SUMMARY
The Department of Weights & Measures protects the public consumer by maintaining &
monitoring all scales, gas pump meters, oil truck meters, taxi cab meters, measured materials,
and cords of wood; by randomly selecting and testing packages for weight accuracy; and by
enforcing laws and regulations regarding weights & measures; by investigating consumer
complaints, and by issuing licenses in accordance with Connecticut State Statutes.

155
GENERAL FUND BUDGET
WEIGHTS & MEASURES APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01285000 WEIGHTS & MEASURES 79,977 126,546 126,546 135,805 9,259
52360 MEDICARE 591 1,595 1,595 1,594 -1
52385 SOCIAL SECURITY 676 3,247 3,247 3,247
54675 OFFICE SUPPLIES 164 466 466 466

156
PUBLIC SAFETY COMMUNICATIONS
MISSION STATEMENT
The Bridgeport Public Safety Communications 911 Center is committed to answering 911 calls and non-
emergency calls with professionalism, integrity and compassion while efficiently dispatching police, fire
and emergency medical services. Customer service is essential to our success, so we treat each caller
with empathy and respect. As first responders and we provide the vital link between public safety staff
and citizens in need of assistance. We strive to provide the highest degree of professionalism while
providing service to citizens and public safety personnel.
MAYOR
CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
PUBLIC SAFETY
COMMUNICATIONS
CENTER

157
GENERAL FUND BUDGET
PUBLIC SAFETY COMMUNICATIONS BUDGET SUMMARY
Doree Price
Manager
REVENUE SUMMARY
Not Applicable
FY 2012 VARIANCE
ORG APPR
01290000 EMERGENCY OPERATIONS CENTER 3,418,278 4,418,433 4,459,492 4,445,312 26,879
1290PS EOC PERSONAL SVCS 1,703,883 2,386,429 2,386,429 2,379,081 -7,348
2290TPS EOC OTHER PERS SVCS 936,284 787,037 787,037 764,937 -22,100
3290FB EOC FRINGE BENEFITS 605,995 774,156 774,156 839,924 65,768
4290EX EOC OPER EXP 172,116 248,611 298,970 248,470 -141
6290SS EOC SPEC SVCS 222,200 212,900 212,900 -9,300
PERSONNEL SUMMARY
FY 2011 FY 2012
1.0 DIRECTOR OF PUBLIC SAFETY COMM 109,711 112,593 2,882

26.0 4.0 TELECOMMUNICATIONS OPERATOR 1,082,960 1,071,346 -11,615
10.0 6.0 PUB SAFETY TCO 469,760 452,275 -17,484
1.0 PUB SAFETY COMM.BUDGET ANALYST 66,542 70,321 3,779
1.0 PROJECT MANAGER PUB SAFETY 77,410 79,444 2,034
9.0 PUBLIC SAFETY COMMUNICATIONS SPEC. 516,870 529,295 12,425
1.0 PUB SAFETY COMMUNICATIONS TRAINER 62,188 63,822 1,634
01290000 Total 49.0 10.0 2,385,442 2,379,096 -6,346

158
GENERAL FUND BUDGET
PUBLIC SAFETY COMMUNICATIONS PROGRAM HIGHLIGHTS
FY 2011-2012 GOALS
1) We will continue to host training classes and regional meetings at the Center in order to bring
other agencies here to afford them the opportunity to observe the Center’s operations and gain a
better understanding of the services we provide to the City of Bridgeport and demonstrate those
services we can provide regionally.
2) We will establish a Safety Committee whose primary responsibilities will be to identify and report
any hazardous conditions not only within the Center, but in the building so these can be
addressed expeditiously to avoid any injuries.
3) We will establish an After Action Review Committee to include members of the Fire Department,
Police Department, Public Safety Communications (PSC) Training Officer and PSC Supervisors
to review and evaluate critical incidents.
4) With the assistance of the police and fire departments, this Center would like to implement the
NIMS (National Incident Management System) standard of plain language. This will be possible
once the police transfer to the digital radio system which is expected to occur this year.
5) We will continue to cross train all employees on police and fire dispatch responsibilities to
increase the flexibility in the Center regarding scheduling and overtime needs. This will afford
more flexibility during major incidents.
6) The Center will explore the idea of implementing a process whereby personnel can assist the
Supervisors in a formal position of Lead Dispatcher, provided there are funds to do so and
training would be provided for this new role. This would establish a career path for many of the
staff members who are committed and dedicated to Public Safety for the City.
7) We will work on developing improvement within the CAD system to accommodate the police and
fire department needs such as GPS locators, generating file numbers efficiently for the field units,
improve unit assignments and/or districts within the system. This will be coordinated with the CAD
vendor.
8) The Project Manager will continue to ensure the systems necessary to provide public safety
services to the citizens of Bridgeport and to the field units are maintained and are operating
optimally which includes replacement of equipment at end of life cycle.
9) The Public Safety Communications Center (PSC) will continue to monitor Operational and
Overtime expenditures in an effort to keep the expenses at a minimum. The Director of Public
Safety, in conjunction with the PSC Budget Policy Analyst, will develop and implement a program
to meet periodically and review the YTD budget status. Implementation of such policy will help
control costs by continually keeping the PSC Department aware of the funds available for
Operational and Overtime expenditures. Periodic monitoring of the department budget will help
avoid unexpected shortages in the budget, barring unusual and unexpected circumstances.
10) The PSC Department’s Office Supply purchases process will include comparative pricing for
supplies using the various CITY Vendors providing this service. Comparative pricing will provide
the Department with the most cost effective vendor for Office Supply purchases. The GOAL is to
reduce and control the amount of expenditures for General Supplies and apply the savings to
essential expenditures, such as Utilities where inflation costs are expected.
11) In an effort to support the Mayor’s BGreen Initiative, the PSC Department will continue to
purchase paper and office supplies that are environmentally friendly. In FY 2011, 56.5% the
Department’s copy paper purchased was recycled paper. This BGreen Initiative effort will
continue in FY 2012 for all paper and office supplies provided it is accomplished using the
comparative pricing method. Additionally, the Department will provide information to staff on how
they can contribute to the BGreen Initiative by turning off unused lights, ensuring windows and
doors are closed to avoid heat/cooling loss, and reduce water waste. Their contributions are
essential in helping the environment and providing cost savings to the Department.

1) We will continue to host Public Safety certification classes offered by APCO (Association of
Public-Safety Communications Officials), NENA (National Emergency Number Association),
PowerPhone and other nationally recognized organizations. The classes offer excellent training
for our employees to enhance their skills and abilities of both police and fire communications. It
also enhances professionalism of the center in order to provide an improved service to the local

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GENERAL FUND BUDGET
departments and the citizens of Bridgeport. The classes are offered regionally as well and are
attended by members of surrounding public safety communication centers, which affords
Bridgeport the opportunity of becoming a centralized training location for Telecommunicators in
the region.
6 MONTH STATUS: This is ongoing.
2) The new consolidated center is expected to open during the second quarter of 2010. The center
will provide dispatching services for the police and fire departments. All personnel will be cross
trained and will process calls for police, fire and EMS. This consolidation will reduce the number
of telephone transfers required to process a 911 call and afford the citizens of Bridgeport, its
visitors and field personnel an efficient and comprehensive service.
6 MONTH STATUS: The Center was successfully consolidated on April 29th, 2010. Dispatching
services for the police and fire departments are processed at the Center. The Center has handled
numerous events since the April opening including the tornado, several snow storms, structure
fires and critical police events. The consolidation did reduce the number of telephone transfers
necessary to process a 911 call and affords the citizens of Bridgeport and the field units a
comprehensive service.
 The center received 117,573 911 calls
 The center received 122,891 non 911 calls, but emergency calls on the 7 digit line
 Total calls received in the Center = 240,464
3) Implementation of the first release of the Heartbeat CAD (Computer Aided Dispatch) system. This
is a new, customized CAD system being developed by KT International as part of a consortium
with Hartford and New Britain. The CAD is critical to any Public Safety Answering Point. There
will be further development of the CAD system to include a scheduling module, Locution
interface, RMS (Records Management System) interface and others which will be completed in
2010.
6 MONTH STATUS: Bridgeport opened the new Center with the first release of the Heartbeat
CAD system. We are still in the process of working with Hartford and New Britain along with KT
International to finalize the system and its functionality. This product is expected to be finalized in
the 3rd quarter of 2011. The finalized system is expected to include Locution, Scheduling
Program, Tow data base and RMS capability.
4) Training of all personnel on the new CAD and Motorola radio systems will take place in
March/April of 2010 and will continue as the CAD system is further developed. There will also be
ongoing training of new personnel.
6 MONTH STATUS: The initial systems training was completed prior to the opening of the Center
and is ongoing as the CAD system is developed and the protocols are modified.
5) Emergency Medical Dispatch training will begin in 2010 as well. All Telecommunicators will
become certified in this protocol which will allow us to provide another service to the citizens of
Bridgeport and its visitors during emergency situations.
6 MONTH STATUS: Emergency Medical Dispatch training was not completed in 2010 but is
expected to be completed by the end of 2011 provided that the staffing needs of the center are
able to be established. Due to the numerous changes and the extensive training that was already
required of the Telecommunicators, it was decided that it was in the best interest of the Center to
postpone the implementation of EMD.
6) Once the center is operational, committees will be developed to evaluate the systems, policies
and procedures, enhancements and to provide constructive feedback from all departments for the
overall improvement of the system and to recognize those employees who demonstrate
exemplary performance.
6 MONTH STATUS: The Director and Training Officer meet regularly with the Assistant Chief of
the Fire Department and with their Safety Committee when requested. We also meet monthly
with the Police Department Captains to review protocols and exchange information. The Director
also attends the Police Department’s staff meetings on a regular basis.

160
GENERAL FUND BUDGET
7) A Certified Training Officers (CTO) program will be further developed once the center is
operational. Those employees performing CTO responsibilities will be required to complete a
formal certification program to ensure consistency and effective training of all personnel.
8) The Office of Statewide Emergency Telecommunications will provide all Public Safety Answering
Points (PSAP) with a new Emergency Notification System. This system will be implemented in
2010; personnel are currently training on this system. The system will allow the Public Safety
Communications Department to communicate critical information to the citizens and/or to notify
the citizens quickly and efficiently of an emergency situation so they are aware of any dangerous
or potentially hazardous situation. It will also allow us to solicit assistance from the citizens as
well.

1) Staff members were able to attend the following educational programs:
Powerphone – Advanced Fire Service Dispatch
Powerphone – Protecting Law Enforcement Responders
Powerphone - Shooting
APCO – Communications Center Supervisor Certification
Office of Statewide Emergency Telecommunications – Public Safety Telecommunicator
Certification
Skillpath – Excelling as a Manager and Supervisor in the Work Place and Diversity in the
Work Place.
National Incident Management System (NIMS) – 100, 200 and 700 certifications.
Berkley Administrators – Worker’s Compensation Training
Motorola, Inc. – Technical radio/console training
2) A Certified Training Officers program has been selected by the Training Officer and staff
members will be attending this program by the 3rd quarter of the 2011. This will enhance their
training skills and afford them the opportunity to assist their peers as they continue to learn and
progress in the Center.
3) With the assistance of the KT International who developed the CAD system, we were able to
develop a first release of a status screen to be utilized by the Police Department to assist them
unit location and call volume status.
4) This Department began to assist with the 2005 COPS grant in order to facilitate the processing of
payments and to work more closely with the steering committee to ensure all aspects of the grant
are being met.
5) The Department has worked closely with the police and fire departments to provide new hires
with an opportunity to ride with the field personnel to gain more exposure to field experience.
6) Once operational we received feedback from the field personnel and the Telecommunicators of
how to reconfigure the Center to allow for easier transition of information between the call taker
and dispatcher and to eliminate noise levels in the room. The center was reconfigured at no cost
to the City.
7) The Center appointed one Supervisor as the Validations Supervisor to ensure the NCIC (National
Crime Information Center) validation process was efficient and adhered to by all personnel. The
Supervisor implemented a structured process and has involved other personnel as well.
8) The Project Manager implemented a computer security policy to safeguard the critical computers
used to perform public safety functions against any threat of breach or data compromise. The
Project Manager also implemented a local backup for CAD data so in the event the main server is
compromised we are able to access data from this backup server.

161
GENERAL FUND BUDGET
PUBLIC SAFETY COMMUNICATIONS APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01290000 EMERGENCY OPERATIONS CENTER 3,418,278 4,418,433 4,459,492 4,445,312 26,879
51006 FULL TIME SICK PAY 8
51034 FT BONUS - CONTRACTUAL PAY 652
51116 HOLIDAY 2X OVERTIME PAY 34,460 16,000 16,000 16,000
51122 SHIFT 2 - 1.5X OVERTIME 274,948 100,000 100,000 100,000
51124 SHIFT 2 - 2X OVERTIME 29,607 60,000 60,000 60,000
51128 SHIFT 3 - 1.5X OVERTIME 148,465 26,000 26,000 26,000
51130 SHIFT 3 - 2X OVERTIME 21,226 40,000 40,000 40,000
51134 TEMP SHIFT 2 DIFFERENTIAL 3,881 4,000 4,000 4,000
51140 LONGEVITY PAY 1,181 31,650 31,650 29,550 -2,100
51308 FT GRIEV/ARB AWARD PAY RETIREM 400 1,000 1,000 -1,000
52360 MEDICARE 20,826 35,667 35,667 32,950 -2,717
52385 SOCIAL SECURITY 11,722 49,740 49,740 26,194 -23,546
52399 UNIFORM ALLOWANCE 8,556 7,800 7,800 7,200 -600
52920 HEALTH BENEFITS BUYOUT 2,000
53110 WATER UTILITY 3,115 4,000 4,000 4,000
53120 SEWER USER FEES 121 2,000 2,000 2,000
53130 ELECTRIC UTILITY SERVICES 84,143 99,000 107,000 107,000 8,000
53140 GAS UTILITY SERVICES 6,639 3,092 3,000 3,000 -92
53605 MEMBERSHIP/REGISTRATION FEES 926 1,000 2,500 2,500 1,500
53705 ADVERTISING SERVICES 1,000 1,000 500 -500
53720 TELEPHONE SERVICES 7,678 14,000 10,000 10,000 -4,000
53725 TELEVISION SERVICES 1,200 1,200 1,200
54020 COMPUTER PARTS 4,387 3,000 3,000 3,000
54545 CLEANING SUPPLIES 293 2,700 2,700 2,700
54550 COMPUTER SOFTWARE 3,666 7,388 12,000 12,000 4,612
54555 COMPUTER SUPPLIES 721 1,061 1,100 1,100 39
54560 COMMUNICATION SUPPLIES 1,916 1,000 4,000 4,000 3,000
54595 MEETING/WORKSHOP/CATERING FOOD 1,579 1,600 4,100 4,100 2,500
54610 DIESEL 151 5,720 5,720 5,720
54675 OFFICE SUPPLIES 8,050 14,150 14,150 14,150
54700 PUBLICATIONS 1,800 1,500 1,500 1,500
54705 SUBSCRIPTIONS 1,000 1,000 1,000
54720 PAPER AND PLASTIC SUPPLIES 2,000 3,000 3,000 1,000
54725 POSTAGE 2,000 2,500 2,500 500
54745 UNIFORMS 925 2,400 2,400 2,400
55055 COMPUTER EQUIPMENT 23,311 6,700 10,000 10,000 3,300
55080 ELECTRICAL EQUIPMENT 461 500 500 500
55175 PUBLIC SAFETY EQUIPMENT 3,650 1,500 1,500 1,500
56045 BUILDING MAINTENANCE SERVICE 56,100 28,800 28,800 -27,300
56065 COMMUNICATION EQ MAINT SVCS 166,100 148,500 148,500 -17,600
56170 OTHER MAINTENANCE & REPAIR S 11,600 11,600 11,600
56175 OFFICE EQUIPMENT MAINT SRVCS 6,500 6,500 6,500
56180 OTHER SERVICES 17,500 17,500 17,500

162
PUBLIC FACILITIES DIVISIONS
PUBLIC FACILITIES ADMINISTRATION
MISSION STATEMENT
The Mission of Public Facilities Administration is to plan, organize, staff, direct and manage all units
of the Public Facilities Department under its jurisdiction as prescribed in the City Charter. In this
capacity, Public Facilities advises the Mayor, City Council and all boards, commissions and
departments in matters relating to Public Facilities and infrastructure. The Public Facilities
Department is comprised of fourteen divisions: Roadway, Sanitation/Recycling, Transfer Station,
Municipal Garage, Facilities Maintenance, Parks, Recreation, Golf Course, Engineering, Airport,
Harbormaster, Zoo, Construction Management Services and Public Facilities Administration. The
Administration division provides payroll, personnel, budgeting, financial, purchasing, administrative,
capital, construction, permits, organizational, supervisory and management services for all of the rest
of the Department.
CITY
MAYOR
COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
AIRPORT
PARK BOARD
COMMISSION
PUBLIC FACILITIES
ADMINISTRATION

163
GENERAL FUND BUDGET
PUBLIC FACILITIES ADMIN. BUDGET DETAIL
Charlie Carroll
Manager
REVENUE SUMMARY
FY 2012 VARIANCE
ORG DESC
01300000 PUBLIC FACILITIES ADMINISTRATION -1,100,589 -799,200 -799,200 -799,200
41538 COPIES 100 -1,000 -1,000 -1,000
41654 CONTRACTORS' STREET LICENSE -5,900 -6,500 -6,500 -6,500
41655 CONTRACTORS' SIDEWALK LICENSE -6,000 -8,400 -8,400 -8,400
41656 STREET EXCAVATING PERMITS -97,600 -80,000 -80,000 -80,000
41657 SIDEWALK EXCAVATING PERMITS -6,750 -6,500 -6,500 -6,500
41658 CONTRACTORS' DUMP LICENSES -10,600 -18,000 -18,000 -18,000
41662 SIDEWALK OCCUPANCY PERMITS -3,255 -3,000 -3,000 -3,000
41664 PARKING METER COLLECTIONS -434,479 -440,000 -440,000 -440,000
41666 SALE OF SCRAP METAL -191,295 -175,000 -175,000 -175,000
41667 OCCUPANCY PERMIT FINES -35 -500 -500 -500
41668 SIDEWALKEXCAVATINGPERMITFINES -1,100 -1,500 -1,500 -1,500
41669 STREET EXCAVATING PERMIT FINES -850 -1,500 -1,500 -1,500
41670 COMMERCIAL DUMPING TIP FEES -60,721 -57,000 -57,000 -57,000
41673 SIDEWALK REPAIR FEE -300 -300 -300
45172 CRRA HOST COMMUNITY REVENUE -282,104
FY 2012 VARIANCE
ORG APPR
01300000 PUBLIC FACILITIES ADMINISTRATION 11,309,194 11,958,174 11,958,174 13,492,661 1,534,487
1300PS PUBLIC FACILITIES PERSONAL SVCS 1,123,879 1,160,847 1,160,847 1,200,819 39,972
2300TPS PUBLIC FACILITIES OTHER PERS SVCS 20,723 18,850 18,850 19,875 1,025
3300FB PUBLIC FACILITIES FRINGE BENEFITS 1,744,741 1,933,712 1,933,712 1,882,148 -51,564
4300EX PUBLIC FACILITIES OPER EXP 8,417,542 8,844,765 8,844,765 10,389,819 1,545,054
6300SS PUBLIC FACILITIES SPEC SVCS 2,309
PERSONNEL SUMMARY
FY 2011 FY 2012
2.0 DEPUTY DIRECTOR OF PUBLIC FAC 219,422 225,186 5,764

1.0 DIRECTOR OF PUBLIC FACILITIES 119,932 123,082 3,150
1.0 SENIOR OFFICE MANAGER 70,052 73,747 3,695
1.0 ACCOUNTANT 71,779 73,665 1,886
1.0 BUDGET/POLICY ANALYST 72,774 74,686 1,912
1.0 PERMIT SUPERVISOR 72,752 77,972 5,220
1.0 MAINTAINER V 45,617 47,931 2,314
1.0 UTILITIES MANAGER (40 HRS) 87,225 89,516 2,291
1.0 ILLEGAL DUMPING COORDINATOR 48,728 50,252 1,524
0.5 DIRECTOR CONSTRUCTION ADMINISTRATOR 48,295 48,592 297
1.0 OFFICE COORDINATOR 47,054 47,575 521
1.0 PAYROLL COMPENSATION PROCESSOR 54,695 54,695
01300000 Total 15.5 1,160,847 1,200,819 39,972

164
GENERAL FUND BUDGET
PUBLIC FACILITIES ADMIN. PROGRAM HIGHLIGHTS

PUBLIC FACILITIES ADMINISTRATION
Total Worker's Comp Claims $1,357,000 $1,441,256 $1,405,938 $1,456,281 $1,487,968 $1,666,523
Indemnity $495,000 $501,320 $564,978 $626,574 $ 632.971 $708,928
Medical and Expenses $862,000 $939,936 $745,046 $829,707 $854,996 $957,595
Sick Time Hours 7,726 7,947 8,392 7,607 7,502 8,977
Capital Improvement Projects 101 83 72 32 78 89
Calls Received (est.) 25,000 25,000 27,200 27,000 26,500 27,000
PAYROLL & PURCHASING
Amount of Payroll Processed $6,438,366 $6,622,739 $6,805,576 $6,687,889 $6,887,233 $7,453,463
F/T Employees entered in P/R 144 141 140 138 130 119
Number Requisitions 7,798 8,107 8,586 8,800 6,650 6,650
Vendors 550 550 310 326 300 300
FY 2011-2012 GOALS
1) Continue trends in reduced expenditure levels, reduced energy consumption and increased
productivity.
2) Continue to reduce refuse tonnage and increase recycling, thereby continuing to reduce expenses.
3) Continue to save more than $450k per year (compared to 2008 contract) by providing condo refuse
and recycling services directly.
4) Continue to save more than $300k per year (compared to FY08) on streetlight electric utility
expense.
5) Identify method to reduce $1.5M fire hydrant capacity expense.
6) Continue to assist in consolidation of City properties, reducing utility and maintenance costs, while
generating opportunities for economic development and increasing the property tax base.
7) Continue improvements to City facilities, including buildings, parks and streets.
8) Procure new rollout carts for Recycling in anticipation of implementing Single Stream in summer
2011.
9) Continue to upgrade vehicle and equipment fleet.
10) Move Municipal Garage from existing facility at Asylum Street to 990 Housatonic to improve vehicle
maintenance and longevity while improving worker productivity and efficiency.
11) Purchase or build wash bay for trucks at 990 Housatonic to improve vehicle maintenance and
longevity of equipment, reducing expenses in both short-term and long-term.
12) Continue to examine, adjust and balance Sanitation and Recycling routes to improve efficiency and
reduce payroll, fuel and vehicle costs.
13) In conjunction with the Mayor’s Office, the Chief Administrator’s Office and the City’s Sustainability
Program:
a) Support and expand the Mayor’s Conservation Corps’ canvassing efforts, recycling bin and rain
barrel distributions and overall citizen outreach program to help increase recycling, divert storm-
runoff, save energy and spend less.
b) Support efforts to re-develop closed landfill at Seaside Park into a Green Energy Park,
potentially with solar panel or wind farm.
c) Complete energy-saving retrofits at Burroughs Memorial Library with funding from Energy
Improvement Block Grant (ARRA) and UI’s Energy Conservation Fund, or other funding once
secured.
d) Continue to work with Education Department on energy efficiency and recycling in City schools.
e) Perform detailed study of potential to turn sludge from the WPCA’s Treatment Plant into
resource-sharing energy opportunity using funds from Energy Improvement Block Grant
(ARRA). Instead of trucking sludge to New Haven for incineration, it might instead be converted
into a biomass energy source utilizing a combination of different utilities’ by-products. The

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nearby RESCO waste-to-energy plant generates excess heat which the Treatment Plant could
use to convert sludge to a biomass energy source, while in turn the Treatment Plant puts out
grey water which the RESCO plant could utilize for cooling instead of the potable water it uses.
f) Promote recycling in private, commercial, industrial sectors, helping to increase tonnages at
local Intermediate Processing Center.
g) Re-establish access to Pleasure Beach and initiate rehabilitation efforts there.
h) Initiate major renovation of Knowlton and Washington Parks.

1) Continue trends in reduced expenditure levels, reduced energy consumption and increased
productivity. Departmental Request for FY11 Budget was $345,201 below FY10 Adopted Budget
(factoring out Medicare, insurance-benefit and collective-bargaining expenses, as not under direct
administration of department). FY10 Request represented 1.2% reduction from FY10 and 5.7%
reduction from FY09. FY10 Adopted Budget is 4.5% less than FY09 Adopted Budget.
6 MONTH STATUS: Meeting goal. Achieving 6% reduction (573,600 kwh) in overall electric
energy consumption across Streetlight, Traffic Light and Public Facilities accounts in first six
months of FY11 compared to same months FY10, saving $89k. The Public Facilities buildings are
contributing at the highest rate, with savings of 9.3%.
The above builds on an electricity consumption history already decreasing significantly over last
three years. FY10 electricity consumption down by 1% from FY09 and almost 5% from FY08. If
FY11 finishes as projected, will have decreased electricity consumption by 10% over only three
years!
Electricity consumption reductions, combined with careful lock-in of favorable rates has combined
to reduce FY11 projected expense by $728k from FY08 level. If FY08 expense levels had
remained unchanged, City would have spent almost $1.36M more by end of FY11!
Natural gas consumption down 1.6% at Maintenance accounts locations for first six months of
FY11 compared to same months FY10, avoiding $2,500 additional expense. FY10 consumption
down from FY09 almost 8% across all accounts, saving more than $142k. Consumption for FY10
compared to FY08 down only 2.5%, but favorable rates helped reduce FY10 total expense by
almost $255k compared to FY08!
If Gas Utility expense from FY08 had remained unchanged, and we continued to spend same
amounts for FY09, FY10 and projected FY11, we’d be spending $688k more than we are!
Combining electricity and gas utilities, City has avoided spending a total of almost $2.05
Million over three years compared to FY08 levels!
2) Continue to reduce refuse tonnage and increase recycling, thereby continuing to reduce
expenses. (See Sanitation and Recycling section for details on reductions in refuse, increases in
recycling and reductions in expenses.)
6 MONTH STATUS: Meeting goal. Tip fee expenses for calendar years 2008, 2009 and 2010
combined are a total of $2M less than the total tip fee expenses for the previous three-year
period.
3) Continue to save more than $450k per year (compared to 2008 contract) by providing condo
refuse and recycling services directly.
6 MONTH STATUS: Meeting goal. Providing refuse and recycling services directly to condo
residents continues to save more than $450k per year while increasing satisfaction.

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4) Continue to save more than $300k per year (compared to FY08) on streetlight electric utility
expense.
6 MONTH STATUS: Meeting goal. Streetlight changeovers continue to save more than $300k
per year compared to FY08 levels. Overall reductions in electric utility consumption avoided $2M
in expenses over last three years (see #1 above).
5) Identify method to reduce $1.5M fire hydrant capacity expense.

6 MONTH STATUS: Goal is much larger than Public Facilities’ ability to meet. Must be part of
coordinated effort through Mayor’s Office, City Council and State delegation to achieve rule
changes effecting rate structure administered by DPUC.
6) Continue to assist in consolidation of City properties, reducing utility and maintenance costs,
while generating opportunities for economic development and increasing the property tax base.
6 MONTH STATUS: Meeting goal. Already re-located: Housing, Environmental Health and Lead
Prevention. Vital Statistics, Registrar of Voters and Probate Court expected to be re-located
summer 2011.
7) Continue improvements to City facilities, including buildings, parks and streets.

6 MONTH STATUS: Meeting goal -- numerous locations complete; long list of capital
improvements, renovations and rebuilds. For summer of 2011, currently planning re-
establishment of access to Pleasure Beach, major improvements to Knowlton and Washington
Parks, waterfront improvements, major downtown streetscape, lighting and signage
improvements, more than $3M in re-paving citywide fall 2010 and again spring/summer 2011 and
much more.
8) Procure new large rollout carts for Recycling in anticipation of implementing Single Stream in
second half of FY11.
6 MONTH STATUS: Meeting goal. Expect bid April 2011, distribution of rollout carts summer
2011 with full implementation of Single Stream recycling August 1, 2011.
9) Upgrade vehicle and equipment fleet, including replacing six snowplows which must be retired at
end of current season.
6 MONTH STATUS: Partially meeting goal. See Garage for detailed description of purchases and
rebuilds completed during summer 2010 and plans for 2011.
10) Move Municipal Garage from existing facility at Asylum Street to 990 Housatonic to improve
vehicle maintenance and longevity while improving worker productivity and efficiency.
6 MONTH STATUS: Multi-year ongoing effort. All vehicles stored at new garage facility and
layout re-designed to improve efficiency and accountability. New garage doors and partial roof
repairs expected complete April 2011.
11) Purchase or build wash bay for trucks at 990 Housatonic to improve vehicle maintenance and
longevity of equipment, reducing expenses in both short-term and long-term.
6 MONTH STATUS: Not yet done. Part of multi-year project of improvements to facilitate full
move of Vehicle Maintenance into this location.
12) Utilize new Accu-brine Machine purchased and installed in FY10 to improve winter road
conditions, enhance snow and ice removal, reduce salt and sand consumption, thereby also
reducing sand needing to be swept or washing into drains or watercourses, all combining to
reduce expenses.
6 MONTH STATUS Goal met, but also continuing. Brine machine installed and operational
summer 2010 and utilized heavily during record-breaking winter 2010-2011. Will expand number
of trucks capable of spreading brine pre-storm during FY12.
13) Reconfigure snow routes to improve efficiency and reduce payroll, fuel and vehicle costs.
6 MONTH STATUS: Not meeting goal. Limited resources.

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14) Continue to examine, adjust and balance Sanitation and Recycling routes to improve efficiency
and reduce payroll, fuel and vehicle costs.
6 MONTH STATUS: See Sanitation and Recycling section. Already examining sanitation routes
for balance, need and efficiency. Will implement Single Stream recycling summer 2011 and
analyze feasibility of re-distributing routes and/or increasing frequency of recycling pickups.
15) Examine feasibility of expanding recycling to every week pickup.

6 MONTH STATUS: Implementing Single Stream recycling summer 2011, will generate data and
analysis.
16) Continue to secure capital funding to facilitate City operating Transfer Station directly, reducing
expenses.
6 MONTH STATUS: Not meeting goal.
17) Administer demolition of Congress Street Bridge.

18) Complete re-paving Capitol and Iranistan Avenue areas, administering use of American Recovery
and Reinvestment Act (ARRA) funds.
6 MONTH STATUS: Project complete, although still some follow-up items active.
19) Install splash-pad Water Park at Luis Marin School.

6 MONTH STATUS: Splash-pad installed.
20) Continue expanding Mucci Memorial Green, adding additional panels, completing World War II,
Korean War, Vietnam War and Operation Iraqi Freedom Monuments.
21) In conjunction with the Mayor’s Office, the Chief Administrator’s Office and the City’s
Sustainability Program:
a) Support and expand the Mayor’s Conservation Corps’ canvassing efforts, recycling bin and rain
barrel distributions, home energy efficiency audits, weatherization and overall citizen outreach
program to help increase recycling, divert storm-runoff, save energy and spend less. The Corps’
campaign, coordinated with the our Sanitation/Recycling division and the cooperation of our
residents, helped the City collect more recycling bins on curbside routes during the first six
months of FY10 than in any six-month period in more than ten years. More households in
Bridgeport are recycling than ever before. The rain barrel program has also been very popular,
with more than 900 applications generated and 500 distributed through Feb 2010.
6 MONTH STATUS: Meeting goal(s). Working with Mayor’s Conservation Corps, received
requests for and distributed approximately 4000 recycling bins over 18 months; there are more
recycling bins being picked up on the City’s forty recycling routes than ever before. Procured,
assembled and distributed several hundred more rain barrels. Continued through FY10 and FY11
to be only town in 13-member group to increase recycling tonnages each of past two years.
b) Support efforts to re-develop closed landfill at Seaside Park into a Green Energy Park, potentially
with solar panel or wind farm.
6 MONTH STATUS: Meeting goal – multi-year, ongoing effort; early stages. Simultaneously
pursuing potential buyers for electricity that would be generated, consulting with DPUC regarding
jurisdiction of potential new power lines and pursuing funding for project from state agencies and
elsewhere.
c) Begin energy-saving retrofits at Burroughs Memorial Library with funding from Energy
Improvement Block Grant (ARRA) and UI’s Energy Conservation Fund, or other funding once
secured. 6 MONTH STATUS: Meeting goal. Work expected complete spring/summer 2011.
d) Continue to work with Education Department on energy efficiency and recycling in City schools.
6 MONTH STATUS: Ongoing, multi-year effort. Conducted several shared programs and events;
currently working to establish feasibility of solar panel installation on select locations.

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e) Perform detailed study of potential to turn sludge from the WPCA’s Treatment Plant into
resource-sharing energy opportunity using funds from Energy Improvement Block Grant (ARRA).
Instead of trucking sludge to New Haven for incineration, it might instead be converted into a
biomass energy source utilizing a combination of different utilities’ by-products. The nearby
RESCO waste-to-energy plant generates excess heat which the Treatment Plant could use to
convert sludge to a biomass energy source, while in turn the Treatment Plant puts out gray water
which the RESCO plant could utilize for cooling instead of the potable water it uses.
6 MONTH STATUS: Ongoing, multi-year effort. Winter-spring 2011: meeting with key participants
(exploring on-site location and providing gray water cooling to RESCO) to plan and prepare RFP
while also pursuing funding through Connecticut Clean Energy Fund. Potential to generate
750Kw clean energy while staying cash neutral to City yet provide significant reduction to carbon
footprint.
f) Promote recycling in private, commercial, industrial sectors, helping to increase tonnages at local
Intermediate Processing Center, thereby increasing opportunity for City to receive money back
through SWEROC contract.
6 MONTH STATUS: Partially meeting goal – establishing new program with Downtown Special
Services District to increase private business recycling.
g) Help develop Green Infrastructure Program, including EPA-grant funded Green Landscaper
Training and Low Impact Development Design, Adopt a Tree, bikeways, Boston Avenue Dog
Walk Park and more.
6 MONTH STATUS: Partially meeting goal. Tree programs implemented and more ongoing. Bike
paths and dog parks planned – locations being finalized spring/summer 2011.

1) Total electricity consumption (kwh) at top five buildings down 6.5% from FY09 to FY10, avoiding
more than $124k in expenses. That follows a decrease from FY08 to FY09 also of 6.5%, and that
trend continues through first half of FY12. Total electric utility expenses for all Public Facilities
accounts down more than $287k from FY09 to FY10, a 6% decrease.
2) Gas Utility consumption down almost 8% from fy09 to fy10, saving more than $142k.
3) Streetlight electric utility expense down more than $300k from FY07 levels. See Facilities
Maintenance section for more detailed discussion.
4) Refuse tonnage down more than 7000 tons from FY07 levels each of last three years and
continuing. Recycling tonnages growing while almost all surrounding towns’ declining and
industry-wide weights decreasing. Only town in 13-member recycling group to increase their
tonnage each of past two years. Collecting more recycling bins than ever. Using Toter rollout
carts to reduce water-weight and provide aesthetic benefits to neighborhoods. Lower tip fee and
minimum commitment rates negotiated in previous year(s). All factors combining to reduce tip fee
and minimum commitment expense by $2M total over calendar years 2008, 2009 and 2010. (See
Sanitation and Recycling section for details on reductions in refuse, increases in recycling and
reductions in expenses.)
5) Saving more than $500k per year compared to 2008 contract-services by providing condo refuse
and recycling services directly.
6) Reduction of open Sanitation routes, in part due to use of rollout carts and automated lifters,
continues to reduce straight overtime expense: $14k below FY10 at same time and $100k below
FY09.
7) Administered major Seaside Park cleanup from March 2010 storm, qualifying for FEMA
reimbursements.
8) Administered major citywide cleanup from June 24, 2010 tornado. Damage to numerous City-
owned locations, some work remaining to be completed spring 2011. Inexplicably, FEMA
reimbursed zero dollars.
9) Continuing to administer GPS installations on vehicles throughout fleet, helping to decrease fuel
consumption and improve productivity. Also utilizing new RTA software to track repair history and
improve accountability for parts and payroll expenses.
10) Responding to record-breaking winter of 2010-2011. Converted almost entirely to treated salt,
improving effectiveness while saving fuel and manpower costs of snow/ice removal. Also

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purchased new Accu-brine machine and installed in PF garage, further contributing to better
winter road conditions while reducing costs per storm.
11) Revenue for Parks stickers and checkpoints doubled over three years due to Director’s improved
management of collection methods and enhanced cooperation from Police Department for
improved security. Collections have grown from $149,358 in FY07, to $184,185 in FY08, to
$235,618 in FY09, to $298,643 in FY10.
12) Multi-year improvements at Golf Course, along with First Tee Program, improved management
and Director’s efforts drove revenues for FY10 year-end past the $1.7M mark for the second year
in a row, finishing at $1,772,948.
13) The Anti-Blight Initiative continues to administer enforcement for unlawful deposits and other
violations and provides removal within five days in 95% of instances. Numbers of violations, fines
and collections, organized by calendar year below:
CALENDAR YEAR 2005 2006 2007 2008 2009 2010

Notice of Violations and Citations 880 965 1257 1,070 869 713
Total Amount of Fines $122,300 $119,700 $158,700 $127,800 $118,100 $84,800
Total Amount Collected $14,000 $10,300 $13,600 $12,900 $11,900 $7,800
Percentage Collected 12% 9% 9% 10% 10% 9%
14) The Graffiti Removal Program provides a sophisticated process for color-matching homes and
buildings which have been vandalized, as well as using high-pressure wash for removal from natural
surfaces. The swift removal of graffiti contributes to a higher quality of life, improves the visual landscape
and contributes to lower crime rates. The chart below illustrates the Public Facilities Department’s efforts
for calendar 2010.
City Property
Private
Property Parks Municipal BOE Total
January 46 0 4 0 50
February 75 0 1 1 77
March 197 5 1 0 203
April 299 8 0 4 311
May 184 25 2 1 212
June 226 26 8 1 261
July 265 5 9 0 279
August 450 8 5 2 465
September 211 6 10 0 227
October 295 4 1 0 300
November 126 3 1 0 130
December 55 2 0 0 57

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PUBLIC FACILITIES ADMIN. APPROPRIATION SUPPLEMENT
FY 2011 FY 2012 MAYOR

ORG Desc
OBJ Desc FY 2010 ACTUAL CURRENT FY 2012 REQUEST PROPOSED
01300000 PUBLIC FACILITIES ADMINISTRATION 11,309,194 11,958,174 11,958,174 13,492,661
51000 FULL TIME EARNED PAY 1,123,879 1,160,847 1,160,847 1,200,819
51108 REGULAR 1.5 OVERTIME PAY 276 0 0 0
51140 LONGEVITY PAY 0 18,850 18,850 19,875
51156 UNUSED VACATION TIME PAYOU 20,447 0 0 0
52154 LIFE INSURANCE CIVIL SERVICE 41 0 0 0
52276 WORKERS' COMP INDM - PUB F 695,000 715,000 715,000 600,000
52292 WORKERS' COMP MED - PUB FA 817,000 955,100 955,100 985,000
52360 MEDICARE 5,842 11,940 11,940 11,668
52504 MERF PENSION EMPLOYER CONT 91,234 112,071 112,071 136,895
52917 HEALTH INSURANCE CITY SHARE 135,625 139,601 139,601 148,585
53200 PRINCIPAL & INTEREST DEBT SERV 8,412,598 8,839,775 8,839,775 10,384,829
54555 COMPUTER SUPPLIES 214 276 276 276
54675 OFFICE SUPPLIES 4,461 4,454 4,544 4,544
54705 SUBSCRIPTIONS 269 260 170 170
56130 LEGAL SERVICES 2,309 0 0 0

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172
MUNICIPAL GARAGE
MISSION STATEMENT
The Municipal Garage has some responsibility for all City Vehicles. The entire fleet is registered
through the Garage while maintenance is divided. The Garage maintains all City vehicles except for
those utilized by the Police and Fire departments. The Garage schedules and performs routine
maintenance to assure fleet safety, performs extensive repairs in-house, supervises repairs
performed by outside vendors and maintains an inventory of parts to service vehicles and equipment.
We operate within all State and Federal Standards.
The Garage performs these functions, totaling more than 3,000 repairs annually on more than 500
vehicles and pieces of equipment, with one foreman, five mechanics, one welder, one servicer, one
inventory-keeper and one clerk.
MAYOR CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
PUBLIC FACILITIES
ADMINISTRATION
MUNICIPAL
GARAGE

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MUNICIPAL GARAGE BUDGET DETAIL
Andy Kennedy
Manager
REVENUE SUMMARY
Not Applicable
FY 2012 VARIANCE
ORG APPR
01305000 MUNICIPAL GARAGE 1,960,063 1,973,814 2,107,081 2,187,279 213,465
1305PS MUNICIPAL GARAGE PERSONAL SVCS 415,729 454,669 454,669 513,948 59,279
2305TPS MUNICIPAL GARAGE OTHER PERS SVCS 151,269 79,785 79,785 79,820 35
3305FB MUNICIPAL GARAGE FRINGE BENEFITS 169,754 177,235 177,235 213,119 35,884
4305EX MUNICIPAL GARAGE OPER EXP 1,031,073 1,025,246 1,167,242 1,152,242 126,996
6305SS MUNICIPAL GARAGE SPEC SVCS 192,237 236,879 228,150 228,150 -8,729
PERSONNEL SUMMARY
FY 2011 FY 2012
1.0 GARAGE CLERK 37,582 38,891 1,309

1.0 STOREKEEPER 32,884 32,884
5.0 FLEET MECHANIC 237,252 267,394 30,142
1.0 AUTOMOTIVE SERVICER 33,002 36,411 3,409
1.0 SUPERVISOR OF FLEET OPERATIONS 64,442 88,434 23,992
1.0 WELDER 49,507 49,933 426
01305000 Total 10.0 454,668 513,947 59,278

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MUNICIPAL GARAGE PROGRAM HIGHLIGHTS
ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED

SERVICE INDICATORS 2006-2007 2007-2008 2008-2009 2009-2010 2010-2011
MUNICIPAL GARAGE
Solid Waste Packers 22 24 26 26 27
Light Vehicles 126 135 153 153 153
Of these, # assigned to Departments 126 135 153 153 153
Of these, # using alternative fuel 7 12 14 15 20*
Medium & Heavy Duty Vehicles 59 73 89 89 90*
Heavy Duty Vehicles (vans, trucks & truck tractors) 65 63 104 98 94*
Heavy Equipment Regular & Reserve 25 19 11 11 11
Light Equipment # of pieces 206 210 192 192 192
Total: all vehicles & equipment maintained by garage 519 524 742 737 536
FLEET REPAIRS
Scheduled Maintenance 274 680 336 704 750
Unscheduled Maintenance 2,850 2,884 2,685 3,142 3300
Annual Checks 36 47 21 42 50
TOTAL WORK ORDERS: 3,160 3,611 3,042 3,888 4,100
*one hybrid truck, four conversions
*one payloader
*one sweeper, four truck conversions
FY 2011-2012 GOALS
1) Move into new Fleet Maintenance Garage with efficient work-flow design, replacing current
old, poorly designed, too-small facility without enough bay doors.
2) Build new vehicle-washing facility to reduce rust and corrosion on vehicles, reducing
component wear or failure, extending useful life and improving the appearance of the fleet.
3) Continue providing driver training to improve skills and increase responsible operation, and to
reduce accidents, downtime and expenses.
4) Continue training supervisors for optimal Fleet Management practices -- assignment by
supervisors of appropriate equipment for task at hand to improve maintenance, increase
accountability, reduce downtime and expenses.
5) Continue to enforce accountability for load and weight abuse, holding drivers and supervisors
accountable for overloading equipment which causes increased wear and breakdowns.
6) Continue using, updating and customizing the new computerized vehicle repair information
system to compile data on the repairs and cost per vehicle, preventive maintenance
scheduling and parts inventory.
7) Continue to use synthetic lubricants and oil analysis program. This program results in
extended drain intervals that reduce parts and labor costs.
8) Continue and increase the tire-recapping program and continue installing Tire-Track ID’s.
9) Purchase new snowplow vehicles with sand/salt spreader equipment, replacing trucks that are
over 25 years old.
10) Continue to expand tire inflation with nitrogen in City vehicles.
11) Continue tire surveys, reducing tire wear, saving fuel and reducing flats.
12) Continue to research new vehicle technologies and schedule training classes to familiarize
mechanics with latest technologies.
13) Continue component failure analyses, thereby improving operations and reducing downtime.
14) To Reduce petroleum use by promoting smarter driving practices, idle reduction, fuel-efficient
vehicles, and increase sustainability efforts with new advanced technologies.

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GENERAL FUND BUDGET
1) Move into new a Fleet Maintenance Garage with efficient work-flow design. Our current
Facility is old, poorly designed, too small, without enough bay doors.
6 MONTH STATUS: Ongoing, multi-year project. Improvements to new garage facility have
been numerous, including completion of soil remediation, roof and door repairs, boiler
installation. All vehicles now stored indoors on-site, greatly reducing vandalism from old
location.
2) Build new vehicle-washing facility to reduce rust and corrosion on vehicles, reducing
component wear or failure, extending useful life and improving the appearance of the fleet.
6 MONTH STATUS: Not yet accomplished, part of ongoing multi-year project.
3) Provide driver training to improve skills and increase responsible operation, and to reduce
accidents, downtime and expenses.
6 MONTH STATUS: Partially meeting goal, ongoing effort. Driver training performed.
Measures of responsible operation, accidents, downtime and expenses still developing.
4) Train supervisors for optimal Fleet Management practices, i.e., assignment by supervisors of
appropriate equipment for task at hand to improve maintenance, increase accountability,
reduce downtime and expenses.
6 MONTH STATUS: Working on daily basis
5) Enforce accountability for load and weight abuse, holding drivers and supervisors
accountable for overloading equipment which causes increased wear and breakdowns.
6 MONTH STATUS: Meeting goal.
6) Continue using, updating and customizing the new computerized vehicle repair information
system to compile data on the repairs and cost per vehicle, preventive maintenance
scheduling, and parts inventory.
7) Continue to use synthetic lubricants and oil analysis program. This program results in
extended drain intervals that reduce parts and labor costs. More than half of fleet now on
synthetics.
6 MONTH STATUS: Meeting goal. Enables extended intervals between oil changes – double
for gas engines and triple for diesel. Estimate avoiding consuming additional 300 oil filters
over last year (approx $3k), and 2000 gals of oil ($28k), plus saved approx 250 hrs of labor
($6k), for a total estimated savings of one year = $37k. Also helps reduce fuel consumption,
exhaust emissions and waste oil generation.
8) Continue and increase the tire-recapping program and continue installing Tire-Track ID’s.
6 MONTH STATUS: Meeting goal. Re-capped tires cost 50-70% less than new tires, can
have longer tread than new, and saves additionally by deferring disposal as well as benefiting
environment. Currently have tagged more than 500 tires with computerized id’s. Recently
recapped more than 100 truck tires, with a cost savings of $230 per tire (new cost $368 and
recapped cost $138) for a total of $23k.
9) Purchase 5 new snowplow vehicles with sand/salt spreader equipment. These will replace
trucks that are over 25 years old.
6 MONTH STATUS: In process of purchasing two through capital replacement program.
10) Continue to expand tire inflation with nitrogen in City vehicles.
6 MONTH STATUS: Meeting goal. Purchased Nitrogen Generator two years ago and have
been removing air and replacing with nitrogen. Now in 80 vehicles citywide. Tire pressures
maintain up to 40% longer, improving fuel and tire economy.
11) Continue tire surveys, reducing tire wear, saving fuel and reducing flats.
12) Continue to research new vehicle technologies and schedule training classes to familiarize
mechanics with latest technologies.
13) Purchase a new Electric Hybrid box truck and remove old diesel truck from service
permanently. This will save fuel and reduce diesel emissions.
6 MONTH STATUS: Accomplished
14) Continue component failure analyses, thereby improving operations and reducing downtime.
6 MONTH STATUS: Accomplished

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GENERAL FUND BUDGET
FY 2010 and 2011 ADDITIONAL ACCOMPLISHMENTS
(1) Eight older out of service Mack & Ford snow trucks were rebuilt & overhauled into like-new
front-line plow/dump trucks. The rotted, worn out bodies, frames, spreaders, plow hitches,
plows, wiring and hydraulic lines were removed, the chassis power washed, painted, re-
plumed, rewired and new hydraulic lines installed. The complete trucks were refurbished front
to back with new springs, brakes, tires, steering and rebuilt rear ends. Then chassis were
then sent out for new spreaders, dump bodies, hitches and plows. This saved the City from
renting eight very expensive trucks with equipment during this record-breaking winter (2010-
11). These complete rebuilt trucks will last another 5-7 years at ¼ the cost of what 8 new
truck purchases would have been. The savings from not needing to rent was $70k+ and the
savings from new truck purchases $1.5M. This project took 6 months working on and off in-
between the daily workload. (picture of finished truck below)
(2) Continuous improvement of equipment purchases through research and experience.

Purchased new Volvo wheel loader with Caretrack, a web-based system that helps locate,
track and provide detailed vehicle information to improve maintenance decision-making and
increase productivity. We get reports on how each machine is used, including engine load,
brake use and differential locks. Better control -- we always know where the machine is and
how used. Purchase also allowed removal from service one older high mileage/ high
maintenance/higher pollution wheel loader, in turn reducing operating costs.
(3) Purchased one new Elgin Pelican 3-wheel street sweeper with added auto-lube system,
providing more dependable lubrication of all points on equipment, saving labor costs through
automation. The new Pelican allows us to remove from service an older, higher
maintenance/mileage/pollution sweeper, reducing maintenance costs while also being more
maneuverable, economical, durable and safer.
(4) Purchased three new Heavy Duty F-550 Mason dump trucks with complete snow fighting
packages. The trucks are equipped 9’ power angling snow plows, self contained gas powered
material spreaders, load cover tarps and heavy duty tow packages. The snow equipment is
quick mount and in minutes we are able to remove. These trucks performed excellent this
winter with all the heavy snow and will be used all year. Purchase allowed us to remove from
service three older high mileage/maintenance/pollution Mason Dumps and in turn will help
reduce operating costs.
(5) Purchased three new heavy duty pickup trucks with snow fighting equipment. These trucks
are equipped with 8’ plows and 8’ beds, allowing us to remove from service three older high
mileage/ high maintenance pickups, in turn helping to reduce operating costs.
(6) Purchased new cargo van with shelving, cabinets and security alarm system for the ITS
department, allowing removal from service an older high mileage/maintenance/pollution van,

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also helping to reduce operating costs. The ITS Department benefits from this vehicle as they
now work more efficiently as well.
(7) Purchased a new cargo van with aerial lift bucket, shelving, cabinets and security alarm for
the Facilities Maintenance division. This new aerial lift will be operated by radio control
requiring less maintenance with fewer moving parts, and allowed us to remove from service
an older high mileage/maintenance/pollution aerial van, helping to reduce operating costs
while helping the electricians and the Facilities Maintenance division work more efficiently.
(8) Purchased three new Tennant ATLV litter collection vehicles, which were upgraded with
green paint, power lift arms and slope indicators for added safety and to aid the operator.
This purchase allowed us to remove from service older high mileage/high
maintenance/pollution ATLV vehicles, helping to reduce operating costs.
(9) Purchased a new enclosed-cab Mad Vac litter collection vehicle, enabling almost year-round
litter collection. This is the first enclosed-cab Mad Vac for the City, and allowed us to remove
from service an older high mileage/maintenance/pollution Mad Vac, helping to reduce
operating costs.
(10) In process of purchasing two new extra heavy duty tandem axle cab & chassis trucks, 10’
snow plows, 13’ dump bodies with spreader, snow plow hitch and central hydraulic system.
These trucks will have a larger body capacity than the current snow fleet, which should help
save on fuel from going back and forth to the sand shed. Also this will allow the driver more
time in the section to plow more efficiently.
(11)In the process of purchasing two tri-axle Dump trucks. These trucks will have 17’ bodies that
will be used year round. These trucks will have a larger body capacity than the current dump
truck fleet, which should save fuel by reducing travel to/from the work site or Transfer Station.
In some cases this will eliminate the need for two trucks with two drivers as well as providing
the driver more time at the work site. This purchase will allow us to remove from service older
high mileage/maintenance/pollution dump trucks, helping to reduce operating costs.
(12)Purchased one new rear load 25 yd Sanitation truck in anticipation of Single Stream
recycling. The new truck is fully equipped with twin rear cart lifters, power winch cable, and
rear camera with color monitor for safe operation. This truck also is equipped with a
snowplow hitch.
(13) Purchased two 1000 gal brine tanks, self-contained with pump, sprayers and frame
assembly. Installed one unit on an older Mack with dump body temporally. We used it to treat
the roads before any snow fell this winter. We are currently working on the second truck and
removing the dump body and stripping the frame rails. We will be mounting directly to the
frame rails both tanks on both trucks permanently. This will give us two dedicated brine
trucks, saving thousands of dollars from having to purchase two new cabs and chassis
trucks.
(14)Fabricated in-house two heavy-duty gantries for lifting sand spreaders, plows and all other
heavy objects that require multiple lift points. These gantry units are complete with lift chains,
hooks, D-rings and extendable booms and lock bolts. They take two minutes to hook up to
the wheel loader or tow motor, and enable us to remove a sander from a truck while lifting
from four points equally and safely, improving maneuverability of heavy equipment, reducing
damage. The cost in-house was $3k for time and material; to purchase new would be $11k.
Reduces operating costs and equipment down time.
(15) Initiated extensive plan to seek lost funds through vehicle accident insurance claims that lay
dormant. So far collected $4k.
(16) Sold 25 pieces of old surplus equipment through Purchasing, using online bidding system.
Benefits include reduced air pollution from high emission old vehicles taken off the road.
(17) Retrofitted two rear load Sanitation trucks with computerized equipment for the pilot rewards
program for Recycling. Dismounted and remounted cab equipment to facilitate installation of
needed equipment, also welded fabricated brackets to the rear for antenna mounting,
allowing rewards-service to read cart information as they are being dumped.
(18) In process of utilizing $342k of federal EERE grant money administered by the Connecticut
Clean Cities Future Fuels Project to convert three newer International dump trucks and one
crane/dump truck from diesel power to clean-burning compressed natural gas, with first truck
scheduled to be done by April 1, 2011.

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GENERAL FUND BUDGET
(19) Purchased new shop equipment that improves efficiency, morale, and allows for professional
repairs done safely.
(a) New drill press for welding/fabrication shop requires much less effort by shop personnel.
Instead of being forced to apply his body weight to the drill to generate force, the operator can
use the leverage of the drill press. The working stock can also be clamped directly to the table of
the drill press, so it cannot shift while the spindle is being lowered. It adjustable table, permitting
perfect drilling of angled holes. No belts to replace which reduces maintenance. Shop personnel
can work on a large piece of stock without having to keep moving it around on the table. The arm
can also swing out of the way to make it easier to get the large stock onto the table and clamped
into place.
(b) New rim clamp tire machine allows us to mount all tires under 21” faster with no need to
send out, reducing down time and external labor costs.
(20) Hired April 2010 new ASE-certified professional Fleet Mechanic with over 25 years
experience in the repair of heavy equipment and trucks. The new Mechanic has been an
excellent addition to the professional hard working crew of the City of Bridgeport Municipal
Garage.
(21) All mechanics attended 8-hr training seminar December 2010. This training helped us
become more efficient and diagnose problems right the first time, including specialized training on
Powerstroke systems operation, subsystem strategies and operating systems; how to diagnose
and repair the most common fault codes, electronic engine control system components,
troubleshooting, IDS diagnostics, Technical Service Bulletin Info, high pressure oil rail check
valve testing and much more. The result of this extensive training on this very complex equipment
is lower operating cost and less down time.
(22) With all the heavy snow this winter, from December 1st to February 9th (about 11 weeks) we
performed 950 repairs here at the garage. The bulk quantity of the repairs were: snow plows 177,
sanders 72, preventative maintenance 133, lighting 95, hydraulic systems 48, brakes 50, cooling
system 26, exhaust 10, cranking system 23, and much more. We have a stringent vehicle
maintenance program. Everyone in the Fleet Division realizes the value of identifying problems
and making repairs in our shop versus having an outside vendor complete. Minimizing
unscheduled repairs leads to reduced down time and lower costs, and helps us provide better
customer service.

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GENERAL FUND BUDGET
MUNICIPAL GARAGE APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01305000 MUNICIPAL GARAGE 1,960,063 1,973,814 2,107,081 2,187,279 213,465
51004 FULL TIME VACATION PAY 726
51104 TEMPORARY ACTING 2X OVERTI 8
51110 TEMP ACTING 1.5X OVERTIME 54 300 300 -300
51134 TEMP SHIFT 2 DIFFERENTIAL 53 100 100 -100
51138 NORMAL STNDRD SHIFT DIFFER 588
51140 LONGEVITY PAY 5,785 5,785 6,220 435
52360 MEDICARE 3,545 5,715 5,715 5,928 213
52385 SOCIAL SECURITY 1,049 2,046 2,046 2,046
53610 TRAINING SERVICES 225 1,425 1,425 1,425
54010 AUTOMOTIVE PARTS 332,330 292,368 298,898 283,898 -8,470
54025 ROADWAY PARTS 92,965 93,000 125,000 125,000 32,000
54530 AUTOMOTIVE SUPPLIES 44,193 37,900 33,900 33,900 -4,000
54535 TIRES & TUBES 37,557 28,700 37,000 37,000 8,300
54560 COMMUNICATION SUPPLIES 1,500 1,500 1,500
54610 DIESEL 315,690 323,000 387,566 387,566 64,566
54615 GASOLINE 136,805 149,400 175,000 175,000 25,600
54625 NATURAL GAS 1,802 5,550 5,550 5,550
54635 GASES AND EQUIPMENT 4,477 6,463 6,463 6,463
54640 HARDWARE/TOOLS 5,035 9,900 13,900 13,900 4,000
54670 MEDICAL SUPPLIES 634 1,200 1,200 1,200
54675 OFFICE SUPPLIES 446 475 475 475
54745 UNIFORMS 891 920 920 920
54750 TRANSPORTATION SUPPLIES 220 500 500 500
55145 EQUIPMENT RENTAL/LEASE 850 950 950 950
55155 OFFICE EQUIPMENT RENTAL/LEAS 2,229 3,650 3,400 3,400 -250
55160 PHOTOGRAPHIC EQUIPMENT 400 500 500 100
55175 PUBLIC SAFETY EQUIPMENT 150 150 150
55190 ROADWAY EQUIPMENT 34,779 40,000 45,000 45,000 5,000
55215 WELDING EQUIPMENT 1,000 1,000 1,000
55530 OFFICE FURNITURE 337 337 337 337
56015 AGRIC/HEAVY EQ MAINT SRVCS 350 350 350
56035 TOWING SERVICES 5,109 4,300 5,200 5,200 900
56065 COMMUNICATION EQ MAINT SVCS 200 200 200
56140 LAUNDRY SERVICES 6,115 5,000 5,000 5,000
56225 SECURITY SERVICES 4,100 9,000 9,000 9,000
59005 VEHICLE MAINTENANCE SERVICES 153,450 178,300 159,000 159,000 -19,300

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FACILITIES MAINTENANCE
MISSION STATEMENT
The Facilities Maintenance Division is centrally involved in a wide range of functions: keeping the
physical condition of all City Buildings (with the exception of Education Buildings) properly repaired
and maintained, including heating and air conditioning, electrical, plumbing, carpentry, painting and
masonry; providing custodial services for all City properties; administering utility consumption, rate
purchases and energy efficiency programs throughout the City, including streetlights, traffic and
decorative lights; maintaining all traffic signals and decorative lighting; assisting in evictions and
capital projects; providing venues and decorations for numerous special events and programs.
The Facilities Maintenance Division provides operational and maintenance service and repairs for
more than four dozen locations and all traffic and decorative lights with nine tradesmen (two
plumbers, four electricians, one painter, one carpenter and one mason) and one maintainer; provides
custodial services for fifteen locations and numerous special events with nineteen budgeted positions;
devotes two maintainers daily to assisting with evictions; all with support and management provided
by Administration.
MAYOR CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
PUBLIC FACILITIES
ADMINISTRATION
BUILDING
MAINTENANCE

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GENERAL FUND BUDGET
FACILITIES MAINTENANCE BUDGET DETAIL
John Tristine
Manager
REVENUE SUMMARY
FY 2012 VARIANCE
ORG DESC
01310000 FACILITIES MAINTENANCE -535
41512 RECLAIMED DOG -535
FY 2012 VARIANCE
ORG APPR
01310000 FACILITIES MAINTENANCE 10,789,970 10,379,206 10,659,619 10,554,421 175,215
1310PS MAINTENANCE PERSONAL SERVICES 1,334,222 1,421,834 1,421,834 1,453,694 31,860
2310TPS MAINTENANCE OTHER PERS SERVICE 214,848 124,257 124,257 122,707 -1,550
3310FB MAINTENANCE FRINGE BENEFITS 463,623 510,395 510,395 542,277 31,882
4310EX MAINTENANCE OPER EXP 8,331,738 7,993,464 8,193,687 8,079,687 86,223
6310SS MAINTENANCE SPEC SVCS 445,538 329,256 409,446 356,056 26,800
PERSONNEL SUMMARY
FY 2011 FY 2012

1.0 MAINTAINER I (GRADE II) 32,948 36,124 3,177
SEASONAL MAINTAINER I GRADE I 32,000 40,000 8,000
1.0 MAINTAINER II 36,899 38,771 1,872
1.0 MAINTAINER V 48,429 47,931 -498
1.0 CARPENTER 60,320 60,320
4.0 ELECTRICIAN 287,456 289,536 2,080
1.0 MASON 66,768 67,454 686
1.0 PAINTER 64,002 64,626 624
2.0 PLUMBER 162,531 167,939 5,408
2.0 JANITRESS 57,390 60,301 2,911
5.0 1.0 CUSTODIAN I 198,750 197,852 -898
1.0 CUSTODIAN III 34,892 34,892
2.0 CUSTODIAN IV 97,800 100,370 2,570
5.0 1.0 SERVICE ASSISTANT 184,258 185,874 1,616
01310000 Total 29.0 2.0 1,421,833 1,453,694 31,862

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GENERAL FUND BUDGET
FACILITIES MAINTENANCE UTILITY DETAIL
FY06-07 FY06-07 FY07-08 FY07-08 FY08-09 FY08-09 FY09-10 FY09-10 FY11 PROJ
ELECTRIC UTILITY
DETAIL $ kwh $ kwh $ Kwh $ Kwh $
Street Lights (approx

10,700) and Deco Lights $ 2,456,901 8,144,361 $ 2,579,659 7,516,574 $ 2,189,489 6,467,358 $ 2,193,080 6,516,717 $ 2,166,595
Traffic Lights (1603 total
count fy09) $ 100,630 436,982 $ 113,870 423,676 $ 112,235 439,559 $ 121,976 437,536 $ 115,674
Christmas Lights $ 2,495 14,765 $ 2,582 11,753 $ 2,632 11,427 $ 951 9,479 $ 2,900
Subtotal $ 2,560,026 8,596,108 $ 2,696,111 7,952,003 $ 2,304,355 6,918,344 $ 2,316,007 6,963,732 $ 2,285,169
Average dollars per kwh $ 0.2978 $ 0.3390 $ 0.3331 $ 0.3326 $ 0.3279
Parks -- buildings, lights,
courts, fields, irrigation,
bathhouses/restrooms,
concessions, fountains (52
total) $ 182,065 793,351 $ 196,252 957,019 $ 201,012 797,641 $ 197,513 815,356 $ 196,287
All Other Buildings

(Education not included) $ 1,415,878 9,340,260 $ 1,713,812 10,296,485 $ 1,874,903 10,473,158 $ 1,656,621 10,505,926 $ 1,450,275
Number of locations 39 42 44 44 44
Average dollars per kwh $ 0.1516 $ 0.1664 $ 0.1790 $ 0.1577 $ 0.1509
subtotal -- all above $ 4,157,968 18,729,719 $ 4,606,175 19,205,507 $ 4,380,270 18,189,143 $ 4,170,141 18,285,014 $3,931,731
Sample group -- City Hall,
Annex, Police HQ, Fire HQ,
Health $ 779,421 5,334,834 $ 937,864 5,790,957 $ 943,823 5,415,831 $ 819,564 5,374,616 $ 814,879
Airport – All Electric $ 105,487 658,959 $ 105,014 593,126 $ 149,432 817,649 $ 91,750 550,042 $ 58,000
Zoo and Carousel -- All
Electric $ 129,308 832,985 $ 143,491 841,364 $ 150,576 837,839 $ 132,652 807,946 $ 134,384
Golf Course -- All Electric $ 33,778 185,785 $ 49,257 247,290 $ 51,426 267,458 $ 50,149 290,102 $ 51,574
Subtotal $ 268,573 1,677,729 $ 297,762 1,681,780 $ 351,434 1,922,946 $ 274,371 1,648,090 $ 243,958
Average dollars per kwh $ 0.1601 $ 0.1771 $ 0.1828 $ 0.1665 $ .1609
TOTAL ALL ELECTRIC
UTILITY $ 4,426,541 20,407,448 $ 4,903,937 20,887,287 $ 4,731,704 20,112,089 $ 4,444,512 19,933,104 $4,175,689
Education Dept Electric

Utility (General Fund
expenses included for
comparison only) $ 3,315,248 $ 3,989,260 $ 4,715,789 $ 4,580,665
GAS
UTILITY
DETAIL $ CCF $ CCF $ CCF $ CCF $
Facilities
Maintenance
group $ 1,017,427 545,777 $ 1,014,710 578,984 $ 962,728 635,566 $ 837,022 579,869 $ 756,888
Parks $ 26,223 14,302 $ 28,164 15,954 $ 24,716 16,009 $ 21,386 13,921 $ 21,185
Airport $ 91,645 49,062 $ 74,302 42,498 $ 21,738 14,400 $ 21,293 14,851 $ 36,000
Zoo and
Carousel $ 129,260 65,601 $ 117,574 65,998 $ 116,010 74,957 $ 108,520 71,629 $ 108,980
Golf Course $ 28,951 17,734 $ 36,483 23,669 $ 33,442 26,582 $ 28,290 28,689 $ 27,020
Total Gas
Utility
Expense $ 1,293,506 692,476 $ 1,271,233 727,103 $ 1,158,634 767,514 $ 1,016,511 708,959 $ 914,073

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GENERAL FUND BUDGET
FACILITIES MAINTENANCE UTILITY DETAIL
WATER
UTILITY
DETAIL $ CCF $ CCF $ CCF $ CCF $
Hydrant
Capacity $ 1,457,267 capacity $ 1,446,356 capacity $ 1,477,545 capacity $ 1,502,451 capacity $1,508,254
Municipal
buildings $ 56,784 9,920 $ 75,226 10,079 $ 94,502 11,342 $ 93,743 10,761 $ 91,737
Parks --
offices,
irrigation,
bathhouses,
concessions $ 33,555 5,174 $ 47,984 24,566 $ 63,482 15,795 $ 54,242 11,501 $ 72,319
Subtotal $1,547,606 15,094 $ 1,569,566 34,645 $ 1,635,529 27,137 $ 1,650,436 22,262 $1,672,310
Airport – All $ 20,068 $ 21,122 $ 20,550 $ 27,695 $ 20,000

Zoo and
Carousel --
All $ 29,047 7,338 $ 26,120 6,080 $ 40,312 7,937 $ 32,046 7,789 $ 41,676
Golf Course
-- All $ 31,929 24,692 $ 85,857 52,161 $ 88,379 26,108 $ 77,934 38,523 $ 93,874
Total Water
Utility
Expense $ 1,628,650 47,124 $ 1,702,665 92,886 $ 1,784,770 61,182 $ 1,788,111 68,574 $1,827,860
Hydrant
capacity as
% of Total 89% 85% 83% 84% 83%

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GENERAL FUND BUDGET
FACILITIES MAINTENANCE PROGRAM HIGHLIGHTS

FACILITIES MAINTENANCE
Facilities maintained 48 47 48 49 49
Est. square footage maintained (all) 1,423,609 1,170,916 1,185,916 1,255,916 1,255,916
Total employees assigned to buildings 33 33 33-29 28 28
Total regular hours of employee labor maintenance & repair 68,640 68,640 60,320 51,240 51,240
Hrs paid custodial maintenance only for admin./office facilities 33,483 33,715 34,560 28,400 28,400
Sq ft administrative/office facilities maintained per custodial FTE 10,420 10,420 21,536 24,766 24,766
SERVICE REQUESTS
Emergency Work: repair/maintenance 485 514 450 500 450
Emergency Work: custodial 2,786 2,804 3,010 2,980 3,105
RESPONSE TIME:
Emergency Work: repair/maintenance 30 min 30 min 40 min 40 min 40 min
Emergency Work: custodial 15 min 15 min 20 min 30 min 40 min
Non-Emergency Work: repair/maintenance 2,469 2,474 2,328 2,800 3,027
Non-Emergency Work: custodial 9,087 9,104 10,112 10,007 11,098
% completed within 48 hrs of request 100 100 100 100 100
FY 2011-2012 GOALS
1. Continue to drive down utility consumption and expenses across all City accounts.
2. Continue upgrade of deco lights to LED. 475 planned for Fairfield Ave, McLevy Park, Broad
St, Madison Ave, Park Ave, and State St.
3. Implement energy conservation measures in Burroughs Library, City Hall and Public Facilities
Vehicle Storage Barn identified in audits.
4. Install solar voltaic array on City Hall and Public Facilities Storage Barn.
5. Conduct pilot program with UI for placing LED lights on UI-owned streetlights.
6. Enroll the Emergency Communication and Operation Center in ISO New England Load
Response Program.
7. Identify and remove from service streetlights no longer meeting City needs, contributing to
reductions in consumption and expenses.
8. Monitor energy markets for most favorable commodity rate pricing, locking in when optimal.
9. Continue utility bill audits to identify billing errors and high usage trends requiring
investigation and corrective action.
10. Continue consolidation of City offices into City Hall Annex, completing re-location of McLevy
Hall offices.
11. Upgrade 14 additional traffic light intersections to LED, decreasing electric consumption and
expense.
12. Identify means of reducing expense for fire hydrant capacity, which is currently over $1.5M
and heading to $1.6M, representing approximately 85% of all water utility expense. Fire
hydrant capacity costs roughly six times the total water utility expense for all other locations
and uses combined (all buildings, all parks, all irrigation, no Education).
13. Continue numbering of decorative light poles and develop decorative light maintenance
record system.
14. Install more light sensors throughout City buildings.
15. Install in buildings (where have not already done so) computerized energy management
system to control and monitor HVAC and lighting, reducing utility consumption and expense
while providing easier access for changing settings.

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GENERAL FUND BUDGET
16. Link the energy management systems into one network, all to facilitate energy and expense
savings.
17. Continue to replace all boilers over twenty years old with higher efficiency, lower power units.
18. Replace all HVAC units over twenty years old with higher efficiency or alternate power units.
19. Replace roofs over twenty years old.
20. Generate a database of asbestos or other hazardous material information for all buildings to
improve safety during construction and repair projects as well as to improve advance cost
estimates for those jobs.
21. Conduct air tests within City buildings to check for mold or other airborne contaminants,
improving health environment, leading to reduced illnesses and increased productivity.
22. Improve reporting, communication and coordination between Police, City Attorney and
Facilities Maintenance regarding accidents, property damage, insurance collections and
overall tracking of liabilities owed City.

1) Continue to drive down utility consumption and expense across all City accounts.
6 MONTH STATUS: Meeting goal. Achieving 6% reduction (573,600 kwh) in overall electric
energy consumption across Streetlight, Traffic Light and Public Facilities accounts in first six
months of FY11 compared to same months FY10, saving $89k. The Public Facilities
buildings are contributing at the highest rate, with savings of 9.3%.
The above builds on an electricity consumption history already decreasing significantly over
last three years. FY10 electricity consumption down by 1% from FY09 and almost 5% from
FY08. If FY11 finishes as projected, will have decreased electricity consumption by 10% over
only three years!
Electricty consumption reductions, combined with careful lock-in of favorable rates has
combined to reduce current-year projected expense by $728k from FY08 level. If FY08
expense levels had remained unchanged, City would have spent almost $1.36M more by end
of FY11!
Natural gas consumption down 1.6% at Maintenance accounts locations for first six months
of FY11 compared to same months FY10, avoiding $2,500 additional expense. FY10
consumption down from FY09 almost 8% across all accounts, saving more than $142k.
Consumption for FY10 compared to FY08 down only 2.5%, but favorable rates helped reduce
FY10 total expense by almost $255k compared to FY08!
If Gas Utility expense from FY08 had remained unchanged, and we continued to spend same
amounts for FY09, FY10 and projected FY11, we’d be spending $688k more than we are!
So combining electricity and gas utilities, City has avoided spending a total of almost
$2.05 million over three years compared to FY08 levels remaining unchanged!
2) Identify and remove from service streetlights no longer meeting City needs, contributing to
reductions in consumption and expenses.
6 MONTH STATUS: Ongoing, multi-year effort, contributing to expense savings described
above. In last six months, approximately twenty missing lights identified, helping saving
approx $13k.
3) Improve inventory control and analysis of streetlights to improve reconciliation of

disagreements with UI as to presence, functionality or other issues. Also need to reduce
maintenance charge imposed by UI and examine feasibility of metering. Of all UI territory,
20% of all streetlights are in Bridgeport.
6 MONTH STATUS: Continuously identifying missing and damaged lights. UI maintenance
fees are DPUC rate structured approved.

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GENERAL FUND BUDGET
4) Monitor energy markets for most favorable commodity rate pricing, locking in when optimal.
6 MONTH STATUS: Electrical generation locked in for FY 12 at rate that is approximately
28% per kwh less than UI’s generation rate, resulting in savings of $567k (as compared to
using UI’s generation rate). Similar savings for BoE and WPCA also in process. Currently
evaluating natural gas markets for locking in prices for FY 12.
5) Identify means of reducing expense for fire hydrant capacity, which was just under $1.5M in
FY09 and is expected to be over $1.5M in each of FY10 and FY11, representing
approximately 85% of all water utility expense. Fire hydrant capacity costs roughly six times
the total water utility expense for all other locations and uses combined (all buildings, all
parks, all irrigation, no Education).
6 MONTH STATUS: Goal is much larger than Public Facilities’ ability to meet. Must be part of
coordinated effort through Mayor’s Office, City Council and State delegation to achieve rule
changes effecting rate structure administered by DPUC.
6) Continue utility bill audits to identify billing errors and high usage trends requiring
investigation and corrective action.
6 MONTH STATUS: Meeting goal – ongoing, continuous vigilance. More than $30k in errors
identified and corrected this year.
7) Continue participation in ISO New England Load Response Program. Load response
programs compensate large electricity users for reducing consumption when market prices or
demand are highest and system reliability is at risk.
6 MONTH STATUS: Meeting goal. Enrolled City Hall and Fire HQ in 3 yr program.
Participation in Load Response Program earned $23,540 back from UI in FY10.
8) Upgrade 14 additional traffic light intersections to LED, decreasing electric consumption and
expense.
6 MONTH STATUS: Meeting goal – multi-year effort. Seventeen completed FY10 and project
fourteen additional by year-end FY11.
9) Begin replacement of decorative light bulbs to LED.

6 MONTH STATUS: Meeting goal – multi-year effort. Completed St Mary’s by the Sea -- 115
lights; Downtown lower Main Street -- 10 lights completed; two locations resulting in 33%
reduction in kilowatt-hours. Other locations throughout city – 130 changeovers. Major project
planned for summer 2011 which expect to be partially funded through reimbursement
program with UI -- 475 planned for Fairfield Ave, McLevy Park, Broad St, Madison Ave, Park
Ave, and State St. locations.
10) Complete the numbering of decorative light poles and develop decorative light maintenance
record system.
6 MONTH STATUS: Progress slow so far due to manpower assigned to other necessary
projects. In process now to start with approximately 225 lights.
11) Install more light sensors throughout City buildings.

6 MONTH STATUS: Meeting goal. Installed approx dozen in Annex this year and continuing
to install motion sensors in Annex first floor while performing remodeling. Performing
preliminary audit on City Hall and PF truck barn for additional installations.
12) Install in buildings (where have not already done so) computerized energy management
system to control and monitor HVAC and lighting, reducing utility consumption and expense
while providing easier access for changing settings.
6 MONTH STATUS: Multi-year effort, but progress this year almost none; manpower
performing other functions.

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GENERAL FUND BUDGET
13) Link the energy management systems into one network, all to facilitate energy and expense
savings.
6 MONTH STATUS: Tied in Police, Zoo, EOC, North End Library to single energy
management computer controlled by Facilities Manager. Can now look at and adjust settings
from single computer, including identification of broken units, read room temps, check if
dampers are open, and conduct other operational-efficiency controls.
14) Continue to replace all boilers over twenty years old with higher efficiency, lower power units.
6 MONTH STATUS: Engine 3-4 starting April 2011. Engine 7-11 expected to start June 2011.
Main Library replacement of chillers and air handlers expected to start May 2011 using
American Recovery and Reinvestment Act (ARRA) funding.
15) Replace all HVAC units over twenty years old with higher efficiency or alternate power units.
6 MONTH STATUS: Partially meeting goal – ongoing, multi-year effort dependent on capital
funding. Engine 3-4 -- four units starting April 2011.
16) Replace roofs over twenty years old.

6 MONTH STATUS: Partially meeting goal – ongoing, multi-year effort dependent on capital
funding. Engine 12 and Engine 7-11 both starting June 2011. Repairs performed over past 6-
9 months (at least partially due to June 24, 2010 tornado): Klein, 990 Housatonic, Health,
Engine 6, Police HQ, Newfield Training Academy, Newfield Park restroom, West Side Police
precinct and others. Beardsley Park restrooms to start June 2011.
17) Generate a database of asbestos or other hazardous material information for all buildings to
improve safety during construction and repair projects as well as to improve advance cost
estimates for those jobs.
6 MONTH STATUS: Partially meeting goal. Complete for: Police Dept, Health Dept, 990
Housatonic Public Facilites Garage, Newfield Training Academy, Engines 3-4 and 7-11.
18) Conduct air tests within City buildings to check for mold or other airborne contaminants,
improving health environment, leading to reduced illnesses and increased productivity.
19) Improve reporting, communication and coordination between Police, City Attorney and
Facilities Maintenance regarding accidents, property damage, insurance collections and
overall tracking of liabilities owed City. (Replaced three traffic light cabinets and three deco
light cabinets in first seven months of FY10 alone, due to automobile accidents. Repayment
for damages very low compared to expenses for repairs and replacements.)
6 MONTH STATUS: Partially meeting goal. New paralegal in City Attorney’s Office making
progress.
1. Performed electrical rate analysis and adjustment of rate plan to yield $69k savings.
2. Favorably negotiated and resolved UI back charge for North End Senior Center.
3. Achieve savings by personally turning off lights during tours of buildings/offices.
4. Selected vendor and conducted numerous meetings and analyses to identify strategic
locations energy performance contracting.
5. Financial grade energy audit performed on Burroughs Library.
6. General energy audit performed on City Hall and PF vehicle storage barn.
7. Hosted two energy efficient lighting sales open to employees and public.

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GENERAL FUND BUDGET
8. Numerous building improvements throughout year at dozens of locations, including Public
Facilities Garage, City Hall Annex, Engine 7-11, Engine 3-4, Engine 15, Parks Dept, Golf
Course, Zoo, EOC, Police HQ, Raphola Taylor, Klein Memorial, eviction warehouse, Seaside
Park bathrooms, City Hall, veterans’ memorial, Veterans Fountain, Animal Shelter, Bluefish
Stadium, Arena, Airport, Congress St bridge and much more.
9. Identified urgent need and then supervised replacement of major water main at Airport,
helping to reduce water consumption there by an estimated 20%.
10. Relocated Housing Code, Lead Prevention and Environmental Health from Health Dept
building to City Hall Annex, continuing Mayor’s initiative of consolidating offices, increasing
efficiency and reducing expenses.
11. Performed and/or contracted emergency repairs due to June 24, 2010 tornado, including roof
work and hvac service at Newfield Training Academy, Newfield Park restrooms, Ike Center,
Health Center, and elsewhere.
12. Procured new Christmas lighting downtown, including 50% re-imbursement from DSSD.

189
GENERAL FUND BUDGET
FACILITIES MAINTENANCE APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01310000 FACILITIES MAINTENANCE 10,789,970 10,379,206 10,659,619 10,554,421 175,215
51122 SHIFT 2 - 1.5X OVERTIME 11,951 6,700 6,700 6,700
51124 SHIFT 2 - 2X OVERTIME 409 475 475 475
51128 SHIFT 3 - 1.5X OVERTIME 120
51134 TEMP SHIFT 2 DIFFERENTIAL 1,738 3,300 3,300 -3,300
51136 TEMP SHIFT 3 DIFFERENTIAL 273 100 100 -100
51140 LONGEVITY PAY 1,125 19,305 19,305 21,455 2,150
52360 MEDICARE 9,512 17,536 17,536 16,402 -1,134
52385 SOCIAL SECURITY 355 1,984 1,984 1,984
53110 WATER UTILITY 1,726,742 1,666,533 1,760,361 1,730,361 63,828
53120 SEWER USER FEES 62,518 68,000 79,077 79,077 11,077
53130 ELECTRIC UTILITY SERVICES 4,165,958 4,280,000 4,280,000 4,280,000
53140 GAS UTILITY SERVICES 860,481 1,031,000 1,031,000 1,031,000
53150 HONEYWELL CONSERVATION 22,549 30,000
53435 PROPERTY INSURANCE 383,123 388,000 439,000 400,000 12,000
53705 ADVERTISING SERVICES 450 1,650 1,650 1,650
53715 PAGING SERVICES 1,783 2,400 2,400 2,400
53725 TELEVISION SERVICES 1,032 1,465 1,465 1,465
53905 EMP TUITION AND/OR TRAVEL REIM 734
54540 BUILDING MATERIALS & SUPPLIE 84,544 77,848 97,915 97,915 20,067
54545 CLEANING SUPPLIES 26,503 38,876 39,376 39,376 500
54560 COMMUNICATION SUPPLIES 75,626 3,820 3,820 3,820
54585 ELECTRICAL SUPPLIES 630 900 900 900
54605 FURNISHINGS 345 870 5,000 5,000 4,130
54620 HEATING OIL 70,747 55,000 40,000 40,000 -15,000
54635 GASES AND EQUIPMENT 30 150 150 150
54640 HARDWARE/TOOLS 22,430 29,500 29,500 29,500
54670 MEDICAL SUPPLIES 2,747 1,400 1,400 1,400
54675 OFFICE SUPPLIES 1,593 1,553 1,553 1,553
54680 OTHER SUPPLIES 8,261 8,209 8,209 8,209
54695 PHOTOGRAPHIC SUPPLIES 90 90 90
54700 PUBLICATIONS -299 270 270 270
54715 PLUMBING SUPPLIES 37,534 33,826 23,826 23,826 -10,000
54745 UNIFORMS 1,087 900 900 900

190
GENERAL FUND BUDGET
FACILITIES MAINTENANCE APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
54755 TRAFFIC CONTROL PRODUCTS 47,426 39,636 39,636 39,636
54780 DECORATIVE LIGHTING SUPPLIES 59,784 57,087 57,087 57,087
55045 VEHICLES 306,716
55050 CLEANING EQUIPMENT 3,683 3,150 3,150 3,150
55080 ELECTRICAL EQUIPMENT 45,355 36,750 45,000 45,000 8,250
55105 HOUSEHOLD APPLIANCES 89 10 10 10
55110 HVAC EQUIPMENT 53,293 54,629 61,000 46,000 -8,629
55145 EQUIPMENT RENTAL/LEASE 58,808 54,200 54,200 54,200
55150 OFFICE EQUIPMENT 85 442 442 442
55175 PUBLIC SAFETY EQUIPMENT 785 1,520 1,520 1,520
55190 ROADWAY EQUIPMENT 60,359 1,500 1,500 1,500
55220 WATER/SEWER EQUIPMENT 83,410
55530 OFFICE FURNITURE 3,488 2,350 2,350 2,350
56010 ENGINEERING SERVICES 6,400 1,600 1,600 1,600
56055 COMPUTER SERVICES 7,000 7,000 7,000
56060 CONSTRUCTION SERVICES -500 -500 -500
56125 LANDSCAPING SERVICES 32,760 3,557 3,057 3,057 -500
56165 MANAGEMENT SERVICES 13,537 9,300 15,000 10,000 700
56180 OTHER SERVICES 45,878 41,650 41,650 41,650
56185 PUBLIC FACILITIES SERVICES 173 465 465 465
56225 SECURITY SERVICES 51,361 57,327 68,327 62,327 5,000

191
GENERAL FUND BUDGET

192
ROADWAY MAINTENANCE
MISSION STATEMENT
The Roadway Maintenance division of Public Facilities maintains the City’s 829 lane-miles of roads
and streets. This maintenance includes street sweeping, pothole repair, asphalt patching, the
collection of illegally dumped trash, evaluation of road conditions, re-paving, maintenance of all traffic
signs and street markings, snow removal from street and parking lots, and barricading streets when
assisting Police or Fire Departments during emergencies or during special events such as parades
and festivals. In addition, the Roadway division conducts programs providing leaf collection and
removal, Christmas tree disposal, cutting and removal of brush from City lots and abandoned
buildings in coordination with the anti-blight initiative, sidewalk and curb repair, cleaning of catch
basins and removal of downed trees during storms. The division also provides extensive backup
manpower for Sanitation, Recycling and Transfer Station as well as assisting Maintenance with
evictions and Parks with various projects.
Roadway performs these functions with 45 full-time positions: four foremen, one administrative
assistant and 40 maintainers; and approximately 10-15 seasonal part-timers.
MAYOR CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
PUBLIC FACILITIES
ADMINISTRATION
ROADWAY
MAINTENANCE
193
GENERAL FUND BUDGET
ROADWAY MAINTENANCE BUDGET DETAIL
Robert Kennedy
Manager
REVENUE SUMMARY
Not Applicable
FY 2012 VARIANCE
ORG APPR
01320000 ROADWAY MANAGEMENT 2,907,443 3,292,386 3,447,386 3,542,136 249,750
1320PS ROADWAY PERSONAL SVCS 1,605,195 1,923,164 1,923,164 2,019,451 96,287
2320TPS ROADWAY OTHER PERS SERVICE 212,787 185,475 185,475 182,390 -3,085
3320FB ROADWAY FRINGE BENEFITS 528,672 586,871 586,871 650,919 64,048
4320EX ROADWAY OPER EXP 475,969 507,581 628,581 587,581 80,000
6320SS ROADWAY SPEC SVCS 84,819 89,295 123,295 101,795 12,500
PERSONNEL SUMMARY
FY 2011 FY 2012

8.0 2.0 MAINTAINER I (GRADE I) 273,743 296,458 22,715
SEASONAL MAINTAINER I GRADE II 291,361 309,361 18,000
15.0 4.0 MAINTAINER II 649,709 681,365 31,656
1.0 2.0 MAINTAINER III 101,307 106,438 5,132
6.0 1.0 MAINTAINER IV 288,121 302,729 14,608
2.0 2.0 PUBLIC WORKS FOREMAN II 215,149 216,366 1,217
1.0 PUBLIC WORKS TRAFFIC FOREMAN 55,346 56,800 1,454
01320000 Total 34.0 11.0 1,923,154 2,019,451 96,297

194
GENERAL FUND BUDGET
ROADWAY MAINTENANCE PROGRAM HIGHLIGHTS

ROADWAY
HIGHWAY & ROAD MAINTENANCE
Paved lane miles responsible for 829 829 829 829
Road Rehabilitation Expenditures (1) $1,218,199 $1,011,128 $2,470,235 $257,910
Percentage of Rehabilitation Expenditures Contracted out 90% 75% 91% 0%
Road Rehabilitation Expenditures per paved lane mile $1,469 $1,220 $2,980 $311
Road Rehabilitation Expenditures per capita $8.73 $7.33 $18.13 $1.89
Pothole Repair Expenditures $48,771 $118,145 $77,650 $82,360.59
Number of potholes repaired 6,074 7,736 9,420 14,688
Potholes repaired per lane mile 7 9 11 18
Average response time to pothole complaints 2 days 2 days 2 days 2 days
Site Patching 143 447 732
Paved Miles Assessed for Condition 7 2 18.1 0
Percentage of Paved Miles Assessed for Condition (2) 0.84% 0.24% 2.18% 0.00%
STREET SWEEPING
Linear miles swept 9,530 8,869 9,662 8,429
O & M Expenditures on Street Sweeping (3) $374,243 $479,713 $385,356 $323,501
Operating cost per linear mile swept $39.27 $54.09 $39.88 $38.38
Operating and Maintenance Expenditures per capita $2.68 $3.48 $2.83 $2.37
TRAFFIC SIGNAL & SIGN MAINTENANCE
Total Number of Traffic Signal devices 1,552 1,552 1,552 1,552
Total Number of Traffic Signal repairs 530 490 310 325
Traffic Signal Replacements 15 6 2 1
Traffic Signal Expenditures $53,016 $187,496 $124,152 $262,308
Average response time (in days) to traffic signal repair 0.5 0.5 0.5 0.5
Average response time (in working days) to complete replacement 2 2 2 2
Number of Traffic Signs Replaced 430 532 673 444
Number of Traffic Signs Repaired 727 910 1,023 703
Number of Traffic Signs Installed (new installations) 127 107 179 81
Number of Stop Signs Installed (new installations) 24 20 30 1
Number of Handicap Signs Installed 37 27 44 15
Number of Handicap Signs Removed 15 0 0 10
Number of Neighborhood Watch Signs Installed 0 0 15 0
Number of Street Signs Replaced 50 14 18 42
Number of Street Signs Repaired 233 216 287 280
Number of Street Signs Installed 13 9 6 29
Number of Special Signs Manufactured 39 68 59 65
Number of Special Signs Installed 39 68 65 31
Number of Barricades Delivered 1,840 1,505 1,540 1,885
Number of Portable Stop Signs Delivered 158 197 203 160
Number of Intersections Painted (crosswalks, stopbars) 46 30 42 660
Number of Streets Center Lined 21 30 50 22
Number of Miles Center Lined 15 10 10 10
ILLEGAL DUMPING
Number of Sites Illegal Dump Picked Up 3,094 4,190 3,343
Tons of Illegal Bulk Picked Up 1,586 832 837
Tons of Illegal Dump Pick Up - Metal 598 111 83
Number of Illegal Dump Picked Up - Tires 887 481 671
Tons of Leaves Picked Up 1,589 1,889 1,706
(1) Actual 2007-2008 column includes Capital Budget allocation for re-paving in the amount of $2,242,192.
(2) Road Condition Assessments are conducted by an outside vendor. In 2001, 100% of paved line miles were assessed,
assessments since then have been of lane miles re-paved the previous year.
(3) O & M = Operations and Maintenance Expenditures.
FY 2011-2012 GOALS

1) To improve coordination with other City departments to provide enhanced parking regulation
enforcement in order to execute plan for systematically cleaning each district on continuous
basis, including increased street sweeping in each section of the City.
6 MONTH STATUS:
2) To reduce overall age of sweeper fleet by purchasing new equipment through capital funding.
6 MONTH STATUS:
195
GENERAL FUND BUDGET
3) To purchase new Mad-Vac for cleaning sidewalks.
6 MONTH STATUS:
4) To continue utilization of GPS system to improve accountability, performance and efficiency

of fleet and crews.
6 MONTH STATUS:
5) To continue to improve response time for pothole repair from 48hrs to 24hrs.
6 MONTH STATUS:
6) To continue training employees in safe operation of all mechanical equipment and use of
personal protective equipment.
6 MONTH STATUS:
ACTUAL ACTUAL ACTUAL ESTIMATED ACTUAL ESTIMATED

SNOW & ICE REMOVAL
Paved Miles Responsible for 829 829 829 829
Calendar Days snow & ice removal occurred 12 14 17 26
Number of Snow Events during the fiscal year 11 13 8 13
Number of lane miles treated per event (estimated) 9,936 48,911 48,911 54,714
Number of Hours paid for snow & ice removal 5,234 6,142 6,032 9,083
O & M Expenditures for snow & ice control $374,294 $442,945 $464,151 $861,484
Expenditures per mile lane plowed or treated $37.67 $9.06 $9.49 $15.75
Expenditures per capita $2.68 $3.21 $3.41 $6.32
FY 2011-2012 GOALS

1) To expand existing snow routes from 22 routes to 30 routes, treating roads sooner or more
frequently, and reducing manpower costs due to work practice overtime.
6 MONTH STATUS:
2) To purchase additional snow equipment to replace equipment that is over 15 years old.
6 MONTH STATUS:
3) To continue training employees in safe operation of snow removal and operating snow
equipment.
6 MONTH STATUS:

196
GENERAL FUND BUDGET
4) To utilize Accu-Brine machine bought in FY10 more fully, to systematically treat our main
roads, hills, and around hospitals and emergency buildings. Roads can be treated with brine
24 to 48 hours prior to a snow/sleet/ice storm and then reduce the need for salt, sand and
plowing during the storm.
6 MONTH STATUS:

197
GENERAL FUND BUDGET
ROADWAY MAINTENANCE APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01320000 ROADWAY MANAGEMENT 2,907,443 3,292,386 3,447,386 3,542,136 249,750
51024 FT SNOW DAY PAY 185
51110 TEMP ACTING 1.5X OVERTIME 2,201 1,600 1,600 -1,600
51111 SNOW REMOVAL OVERTIME 82,708 100,000 100,000 100,000
51138 NORMAL STNDRD SHIFT DIFFER 1,959
51140 LONGEVITY PAY 900 22,875 22,875 21,390 -1,485
52360 MEDICARE 11,381 22,613 22,613 18,627 -3,986
52385 SOCIAL SECURITY 6,475 9,684 9,684 6,372 -3,312
53605 MEMBERSHIP/REGISTRATION FEES 5,000 5,000 5,000
53705 ADVERTISING SERVICES 260 450 450 450
54025 ROADWAY PARTS 38,378 39,029 39,029 39,029
54630 OTHER FUELS 436 900 900 900
54640 HARDWARE/TOOLS 4,879 8,932 8,932 8,932
54650 LANDSCAPING SUPPLIES 8,609 7,288 7,288 7,288
54670 MEDICAL SUPPLIES 1,359 500 500 500
54675 OFFICE SUPPLIES 1,859 3,400 3,400 3,400
54680 OTHER SUPPLIES 250 1,100 1,100 1,100
54705 SUBSCRIPTIONS 853 950 950 950
54735 ROADWAY SUPPLIES 360,955 368,438 489,438 448,438 80,000
54745 UNIFORMS 8,553 7,000 7,000 7,000
54755 TRAFFIC CONTROL PRODUCTS 43,523 45,000 45,000 45,000
55145 EQUIPMENT RENTAL/LEASE 10,000 10,000 10,000
55160 PHOTOGRAPHIC EQUIPMENT 500 500 500
56045 BUILDING MAINTENANCE SERVICE 7,000
56125 LANDSCAPING SERVICES 925 1,000 1,000 1,000
56180 OTHER SERVICES 4,774 9,000 12,000 9,000
56185 PUBLIC FACILITIES SERVICES 30,069 46,500 75,000 56,500 10,000
56205 PUBLIC SAFETY SERVICES 2,714 2,295 2,295 2,295
56220 ROADWAY SERVICES 2,500 2,500 2,500
59005 VEHICLE MAINTENANCE SERVICES 12,931
198
SANITATION & RECYCLING
MISSION STATEMENT
Sanitation Division provides weekly curbside collection of all general household solid waste in the City
in compliance with all applicable City, State and Federal health, environmental and safety regulations.
The Recycling Division removes recyclable materials from the solid waste stream through collection
and transportation to a regional intermediate processing center as prescribed by City ordinance.
Recycling provides bi-weekly curbside household recycling collection of glass, metal food containers,
newspapers, HDPE & PETE plastics while also providing recycling of tires, white metal goods and
batteries through the Transfer Station. In addition, Recycling removes and processes leaves and tree
trimmings for composting and use in City landscaping projects. All services are provided with strict
adherence to all applicable Environmental Protection Agency & Department of Environmental
Protection regulations.
The Sanitation/Recycling Division accomplishes these tasks with 34 total full-time positions: one
manager, one foreman, two supervisors and 30 maintainers (22 assigned to Sanitation, 8 assigned to
Recycling). There are twelve daily sanitation routes and four daily recycling routes.
MAYOR CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
PUBLIC FACILITIES
ADMINISTRATION
SANITATION

199
GENERAL FUND BUDGET
SANITATION / RECYCLING BUDGET DETAIL
Charlie Carroll
Manager
REVENUE SUMMARY
FY 2012 VARIANCE
ORG DESC
01325000 SANITATION & RECYCLING -9,200 -20,000 -20,000 -20,000
41285 PF ENFORCEMENT FINES -9,200 -20,000 -20,000 -20,000
41406 CURBSIDE ADVERTISING
FY 2012 VARIANCE
ORG APPR
01325000 SANITATION & RECYCLING 5,084,752 5,179,518 5,423,694 5,340,854 161,336
1325PS SANITATION PERSONAL SVCS 1,360,210 1,438,731 1,438,731 1,446,692 7,961
2325TPS SANITATION OTHER PERS SERVICES 397,051 328,957 328,957 327,377 -1,580
3325FB SANITATION FRINGE BENEFITS 568,338 605,765 605,765 656,544 50,779
4325EX SANITATION OPER EXP 2,676,540 2,726,665 2,831,841 2,811,841 85,176
6325SS SANITATION SPEC SVCS 82,613 79,400 218,400 98,400 19,000
PERSONNEL SUMMARY
FY 2011 FY 2012
28.0 2.0 MAINTAINER III 1,210,871 1,212,580 1,709

2.0 SANITATION SUPERVISOR 113,392 116,370 2,978
1.0 PUBLIC WORKS FOREMAN II 55,070 56,800 1,730
1.0 MANAGER OF SANITATION RECYCLING 59,394 60,954 1,560
01325000 Total 32.0 2.0 1,438,727 1,446,704 7,977

200
GENERAL FUND BUDGET
SANITATION/RECYCLING PROGRAM HIGHLIGHTS
SERVICE INDICATORS FY 05-06 FY 06-07 FY 07-08 FY 08-09 FY 09-10 FY 10-11
SANITATION
Residential Refuse Collection
Accounts 40,322 40,374 40,374 40,374 40,374 40,374
Non-residential Refuse
Collection Accounts 18 18 19 20 20 20
Curbside Pickup 34,750 34,750 34,750 34,750 33,330 33,330
Backdoor / Other (FY09 six
months only) 18 18 19 5624 7044 7044
Refuse Collection Accounts by
contract (FY09 for six months
only) 5,572 5,624 5,624 5,624 0 0
Pickups per week 1 1 1 1 1 1
Average collection per vehicle
(cubic yards) 25 25 25 25 25 25
Staff per truck 2 2 2 2 2 2
# of accounts per hour of
collection 130 130 150 150 150 150
Tons -- residential routes 44,662 43,137 41,310 40,903 40,108 39,681
Tons -- residential/municipal
through T Station 18,193 20,584 15,274 14,533 16,516 16,330
Tons -- Total Residential Refuse 62,855 63,721 56,584 55,436 56,624 56,011
Tons -- Schools Refuse 2,752 2,521 2,297 2,370 2,255 2,325
Tons -- Commercial Refuse 2,853 818 911 738 876 1,250
Tons -- Total Refuse 68,460 67,060 59,792 58,543 59,756 59,586
Tipping fee per ton (Residential /
Commercial) $61.83 / 66 $65.67/ 70 $71.61/76 $75.34/80 $63.00 $ 64.09
Total Tip Fees Paid to CRRA $4,244,773 $4,404,992 $4,285,695 $4,060,437 $3,764,620 $ 3,818,840
Minimum Commitment Charges
paid to CRRA $880,000 $880,000 $550,000 $1,017,500 $0 $0
Total Paid to CRRA $5,124,773 $5,284,992 $4,835,695 $5,077,937 $3,764,620 $3,818,840
YARD WASTE COLLECTION
Accounts 34,750 34,750 34,750 34,750 33,330 33,330
Leaves -- loose collection, tons na na na 832 859 859

Leaves -- brown bag, tons 997 1,589 1,175 1,706 1,666 1,666
Leaves -- Transfer Station, tons 671 728 709 621 727 750
Leaves -- Total Tons 1,668 2,317 1,884 3,159 3,252 3,275
Yard Waste / Brush -- curbside
and T Station na na na na 2,194 2,000
Leaves and Yard Waste -- Total
Tons 1,581 1,500 2,626 3,596 5,446 5,666
Leaves and Yard waste -- Tons
Composted 1,581 1,500 2,626 3,596 5,446 5,666
SATISFACTION INFORMATION
Total Complaints about refuse
collection 300 290 270 400 230 348

201
GENERAL FUND BUDGET
SANITATION / RECYCLING PROGRAM HIGHLIGHTS
SANITATION FY 2011-2012 GOALS

1) To procure and distribute approximately 25,000 64gal rollout carts for implementation of
Single Stream recycling.
2) To continue to reduce refuse tonnages and tip fee expense while increasing recycling.
3) To continue to execute comprehensive plan for enforcement over contaminated stops.

Sanitation will continue to coordinate with Recycling Foreman and Supervisors to enhance
recycling compliance by improving separation from refuse stream.
4) To re-evaluate all refuse and recycling routes to ensure balance required by collective
bargaining agreement (12 tons/per route) as well as to improve efficiency, reduce costs and
eventually to shift from refuse routes to recycling routes.
5) To continue to conduct and improve public outreach programs to increase participation in

recycling, driving refuse tonnages down, avoiding expenses.
6) To continue safety training to sustain progress in prevention of work-related injuries,

reduction of open routes and related overtime, and reduction in the number and expense of
Workers’ Compensation Claims & overtime expenses.
7) To improve and expand employee training on equipment to improve safety, reduce

equipment damage due to improper operation, to decrease absenteeism due to injury and reduce
expense from damage.
SANITATION FY 2010-2011 GOAL STATUS

1) To continue to reduce refuse tonnages and tip fee expense while increasing recycling. We
will complete and execute a comprehensive plan for enforcement over contaminated stops.
Sanitation will coordinate with Recycling Foreman and Supervisors to enhance recycling
compliance by improving separation from refuse stream.
6 MONTH STATUS: Meeting goal – ongoing effort. Residential/municipal refuse tonnages
down 600 tons through same period last year, avoiding more than $38k in tip fees. Recycling
tonnages increased by 2.2% over first six months of fiscal year. Created warning stickers for
violations for refuse loads containing recycling or other violations, issuing 6000 of those in
FY10 and on pace to issue another 6000 in FY11.
2) To re-evaluate all refuse and recycling routes to ensure balance required by collective
bargaining agreement (12 tons/per route) as well as to improve efficiency and reduce costs.
6 MONTH STATUS: Partially meeting goal — ongoing effort. Will be re-examining and re-
evaluating routes as part of implementation of Single Stream recycling this summer, with
long-term goal of replacing sanitation routes with recycling routes. Currently initiating
requirement for operators to dump after every route rather than continue onto next route,
thereby enabling better recording of each route’s tons.
3) To continue to drive down refuse tonnages and tip fee expenses while increasing recycling,
improving public outreach programs, and increasing frequency and volume of recycling. We
will continue to provide information about recycling availability and benefits, and issue
reminders to separate recycling from trash and to reduce water weight in trash.
6 MONTH STATUS: Meeting goal(s). Initiated rewards pilot program on four recycling routes,
conducting repeated, multi-faceted, multi-location outreach program on recycling benefits, as
well as direct mail. Also, when stop is cited for contamination, Recycling Foreman visits
resident and provides information about the citation, compliance, expense-avoidance and
benefits of recycling.

202
GENERAL FUND BUDGET
4) To continue safety training to sustain progress in prevention of work-related injuries,

reduction of open routes and related overtime, and reduction in the number and expense of
Workers’ Compensation Claims & overtime expenses. We will introduce a safety guide
specific to hazards of sanitation/recycling curb-side collection and implement this through
monthly safety meetings.
6 MONTH STATUS: Meeting goal. Among safety training conducted over past year:
defensive driving, bending/lifting, blood-borne pathogens, winter preparedness and others.
Also increased attention to personal protective equipment, including spikes for shoes in
winter. Combined with use of rollout carts and automated lifters citywide, efforts have helped
achieve zero lost-time claims in excess of one week during either FY10 or FY11.
5) Continue to expand employee training on equipment to improve safety, reduce equipment

damage due to improper operation and to decrease absenteeism due to injury.
6 MONTH STATUS: Not meeting goal. Equipment damage and accidents still too frequent
and costly. Need to increase and enhance training to reduce it.
6) To continue to work with Mayor’s Office to assist in providing Single Stream recycling to
Bridgeport residents during fiscal year 2011.
6 MONTH STATUS: Meeting goal. Single Stream recycling will be available citywide summer
2011.
SANITATION FY 2010-2011 ADDITIONAL ACCOMPLISHMENTS

1) Contributed major role to record-breaking snowfall removal through winter 2010-2011 while
maintaining regular routes as best as possible.
2) Distributed 4800 64gal recycling rollout carts for use in recycling rewards program.
3) Spent $2M less over calendar years 2008-2010 on disposal fees as compared to three
previous years due to improved solid waste agreement, solid waste reduction, enhanced
enforcement, increased education and recycling improvements.

203
GENERAL FUND BUDGET

FY 05-06 FY 06-07 FY 07-08 FY 08-09 2009-2010 2010-2011
RECYCLING SERVICES
Residential Accounts, curbside 34,750 34,750 34,750 34,750 33,330 33,330

Residential Accounts,
condominium routes 5,572 5,624 5,624 5,624 7,044 7,044
Non- Residential Accounts 18 18 19 20 20 20
Total Accounts 40,340 40,392 40,393 40,394 40,394 40,394
Bins collected, curbside --
monthly average 30,950 31,509 31,154 32,300 33,302 33,527
Tons -- Residential, curbside,
per year 2,438 2,111 2,291 2,249 2,461 2475
Tons -- Total Residential 2,438 2,111 2,291 2,249 2,461 2,475
Tons recycled as % of total tons
-- curbside only 5.2% 4.7% 5.3% 5.4% 6.1% 6.1%
Tons -- Cardboard 380 347 319 344 376 390
Tons -- Paper 62 51 57 54 26 38
Tons -- Commingled na na na 103 122 110
Tons -- Scrap Metal 2,773 2,600 1,611 1,352 1,039 800
Tons -- Total residential and
other non-yard waste 5,653 5,109 4,278 4,101 4,025 3,813
Tons Recycled as % of Total
Tons -- all non-yard waste 7.6% 7.1% 6.7% 6.5% 6.3% 6.0%
Tons -- Total Yard Waste
Composted (from above) 1,581 1,500 2,626 3,596 5,446 5,666
Tons -- Tires 123 123 93 95 132 120
Tons Recycled -- Total ALL
Types Above Combined 7,357 6,732 6,997 7,792 9,603 9,599
Tons -- ALL Types Above 9.7% 9.1% 10.5% 11.7% 13.8% 13.9%
Tons -- Total Recycling
Delivered to IPC/SWEROC 3,378 2,992 3,055 3,128 3,194 3,180
Tons Recycled (SWEROC) as %

of Total Tons (MSW+Recycling)
delivered to CRRA/SWEROC 4.7% 4.3% 4.9% 5.1% 5.1% 5.1%

Tons (MSW+Recycling)
delivered to CRRA/SWEROC
FOR ALL SWEROC TOWNS
COMBINED (19 towns through
Dec 2008, now 13 towns) 9.9% 10.1% 11.4% 10.8% 10.8% 10.8%
SATISFACTION INFORMATION
Total Complaints about recycling
collection 150 145 135 150 812* 1347*
*almost all were requests for bins

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GENERAL FUND BUDGET
RECYCLING FY 2011-2012 GOALS

1) To implement Single Stream recycling citywide summer 2011, including public information
campaign about increased list of acceptable items, greatly improved convenience and benefits both
environmentally and economically.
2) To procure and distribute 64gal rollout carts to resident households for use in Single Stream
recycling. Single Stream recycling will allow expanded list of accepted items to be thrown all into
same container, with no need to separate paper from plastics or cardboard. Additional numbered
plastic containers as well as screw-top paper containers will become accepted. Recycling tonnages
should increase, potentially by 30% or more, thereby avoiding expense for disposal.
3) Utilizing Single Stream recycling, perform routes with rear-loader trucks (same as Sanitation)
equipped with automatic cart-lifters, thereby continuing to reduce worker compensation costs as well
as improving vehicle maintenance efficiency.
4) Examine potential for shifting routes from Sanitation to Recycling if tonnages warrant.
RECYCLING FY 2010-2011 GOAL STATUS
1) To continue to work with the Mayor’s Office and CRRA (Connecticut Resources Recovery
Authority) to provide Single Stream recycling to households during second half of fiscal year
2011, eliminating need to separate recycling by types, reducing burden to households,
expanding types accepted and greatly increasing tonnage.
6 MONTH STATUS: Meeting goal. Single Stream recycling to be available citywide mid-2011.
2) To continue multi-faceted outreach effort to improve residents’ information and participation.

6 MONTH STATUS: Meeting goal – ongoing effort. Initiated rewards pilot program on four
recycling routes, conducting repeated, multi-faceted, multi-location outreach program on
recycling benefits, as well as direct mail. Coordinated Mayor’s Conservation Corp canvassing
of thousands of homes, providing recycling information, soliciting requests for additional bins
and rain barrels.
3) To continue to reduce refuse tonnages and increase recycling tonnages, thereby reducing tip
fee expenses. The goal for curbside recycling route tonnages is to increase fiscal year 2011
by 15% over fiscal year 2010, which is projecting at 15% increase over fiscal year 2009.
6 MONTH STATUS: Partially meeting goal. Recycling tonnages through first six months of
fiscal year up 2.2% from same time last year. Curbside/residential recycling tonnages for
FY10 finished 9.4% above FY09, but continuing that rate of growth in weight so far in FY11
has been very challenging. Industry-wide, recycling tonnages are down not only due to the
recession, but also from fewer newspapers and magazines in circulation, lighter weight
containers, smaller packaging, increased use of thinner plastics, plastics replacing glass,
deposits on water bottles and many efforts by manufacturers, shippers and retailers to save
costs and shelf-space by reducing the size and weight of packaging.
Bridgeport was one of only three municipalities in 13-town coalition (SWEROC) to increase
recycling tonnages for FY10. Through first six months of FY11, Bridgeport is one of only two
towns to show increases. For Bridgeport’s tonnages to be climbing at a time when many
factors are combining to drive down the weight of recycling speaks to the continued efforts of
departmental staff, the direction and leadership of the Mayor’s Office, along with the
increased cooperation of our residents. It also suggests that we had and likely continue to
have much room to grow.

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GENERAL FUND BUDGET
Diversion of solid waste from the refuse stream to the recycling stream continues to defy any
direct, dependent relationship. Refuse tonnages (isolating curbside collection only)
decreased 1000 tons from FY09 to FY10, but recycling tonnages increased only 212 tons.
From FY08 to FY09, refuse tonnages decreased 1887 tons while recycling tons actually
decreased 42 tons. Through the first six months of FY11, curbside-only refuse tons have
dropped 486 tons, but recycling tonnage is up only 27 tons.
4) To continue to increase the number of bins collected per month by 15%.

6 MONTH STATUS: Partially meeting goal — ongoing effort. Participation in recycling has
never been higher. Together with the Mayor’s Conservation Corps, distributed approximately
4000 new recycling bins were distributed over approx 14 months. Curbside routes in FY10
collected almost 400k bins over course of year, an increase of 12k over previous year
(approx 3%). That progress continues, as almost 5k more bins have been collected in first
half of FY11 as compared to FY10.
5) To work with Mayor’s Office to identify and explore new sources of untapped potential:
private commercial generators.
6 MONTH STATUS: Partially meeting goal – ongoing effort. Working with Downtown Special
Services District to improve recycling through downtown merchants.
RECYCLING FY 2010-2011 ADDITIONAL ACCOMPLISHMENTS

1) Contributed major role to record-breaking snowfall removal through winter 2010-2011 while
maintaining regular routes as best as possible.
2) Distributed approximately 4800 64gal recycling rollout carts to four routes for pilot rewards
program, fully cataloging distribution.

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GENERAL FUND BUDGET
SANITATION/RECYCLING APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01325000 SANITATION & RECYCLING 5,084,752 5,179,518 5,423,694 5,340,854 161,336
51024 FT SNOW DAY PAY 1,784
51104 TEMPORARY ACTING 2X OVERTI 1,333 1,600 1,600 1,600
51134 TEMP SHIFT 2 DIFFERENTIAL 45 200 200 200
51140 LONGEVITY PAY 28,165 28,165 27,185 -980
52360 MEDICARE 11,001 17,313 17,313 15,925 -1,388
52385 SOCIAL SECURITY
53735 COMMERCIAL TIPPING FEE 28,675 35,000 52,284 52,284 17,284
53745 MUNICIPAL TIPPING FEES 2,515,236 2,619,640 2,682,532 2,682,532 62,892
54010 AUTOMOTIVE PARTS 69,145
54545 CLEANING SUPPLIES 1,690 360 360 360
54640 HARDWARE/TOOLS 31,999 30,000 35,000 35,000 5,000
54675 OFFICE SUPPLIES 484 746 746 746
54745 UNIFORMS 12,092 12,694 12,694 12,694
54775 RECYCLING SUPPLIES 16,993 20,000 40,000 20,000
55160 PHOTOGRAPHIC EQUIPMENT 2,500 2,500 2,500
56045 BUILDING MAINTENANCE SERVICE 11,540
56125 LANDSCAPING SERVICES 5,340
56165 MANAGEMENT SERVICES 1,682
56180 OTHER SERVICES 4,778
56210 RECYCLING SERVICES 25,000 41,000 180,000 60,000 19,000
56215 REFUSE SERVICES 14,200 14,200 14,200
59005 VEHICLE MAINTENANCE SERVICES 14,200 -14,200

207
GENERAL FUND BUDGET

208
TRANSFER STATION
MISSION STATEMENT
The Transfer Station is owned and operated by the City of Bridgeport to provide for its residents and
permitted small businesses safe, environmentally responsible access to refuse disposal and recycling
services. The City provides the site itself, management of the site, a Weigh Master, a roll-off truck
with driver employed by the City to provide for refuse disposal and recycling.
MAYOR CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
PUBLIC FACILITIES
ADMINISTRATION
SANITATION
TRANSFER
STATION

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GENERAL FUND BUDGET
TRANSFER STATION BUDGET DETAIL
Anthony DePrimo
Manager
REVENUE SUMMARY
Not Applicable
FY 2012 VARIANCE
ORG APPR
01330000 TRANSFER STATIONS 1,820,057 1,796,079 1,980,777 1,882,223 86,144
1330PS TRANSFER STATIONS PERSONAL SVCS 38,169 39,602 39,602 41,610 2,008
2330TPS TRANSFER STATION OTHER PERS SV 13,150 24,420 24,420 24,320 -100
3330FB TRANSFER STATION FRNGE BENEF 21,142 22,179 22,179 25,176 2,997
4330EX TRANSFER STATIONS OPER EXP 73,060 77,640 77,640 77,640
6330SS TRANSFER STATION SPEC SVCS 1,674,536 1,632,238 1,816,936 1,713,477 81,239
PERSONNEL SUMMARY
FY 2011 FY 2012
1.0 MAINTAINER III 39,602 41,610 2,009

01330000 Total 1.0 39,602 41,610 2,009

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GENERAL FUND BUDGET
TRANSFER STATION PROGRAM HIGHLIGHTS
TRANSFER STATION
Tons -- Residential / Municipal 18,193 20,548 15,274 14,533 16,516 16,330
Tipping fee per ton -- Residential* $61.83 $65.67 $71.61 $75.34/$63 $63.00 $64.09
Tons – Commercial 282 234 239 507 414 474
Tipping fee per ton -- Commercial* $66.00 $70.00 $76.00 $80/$63 $63.00 $64.09
FY 2011-2012 GOALS
1) Implement electronic waste recycling program, removing unwanted televisions, computers,
printers, amplifiers, receivers, tape players, speakers, headphones and other equipment from
the waste stream, thereby avoiding disposal and tip fee costs while reducing incineration of
toxic materials.
2) Enter into partnership with Salvation Army to reduce amount of bulk trash moving through
Transfer Station. Salvation Army will take usable furniture, including sofas, chairs, dressers,
and other household furnishings at no cost to City. They will supply their own container and
their own manpower. This effort should reduce tip fee expenses as well as illegal dumping
and its related costs throughout city.

1) Dramatically reduce cost of Transfer Station operations through contract re-negotiation, bid
process, direct City operation or other means.
2) Enter into partnership with Salvation Army to reduce amount of bulk trash moving through
Transfer Station. Salvation Army will take usable furniture, including sofas, chairs, dressers,
and other household furnishings at no cost to City. They will supply their own container and
their own manpower. This effort should reduce tip fee expenses as well as illegal dumping
and its related costs throughout city.
6 MONTH STATUS: Efforts ongoing, program not yet implemented.
ADDITIONAL TRANSFER STATION INFORMATION
Listed below are accepted items, their associated disposal fees when applicable (or historical
averages), and a typical monthly tonnage:
 Municipal Solid Waste (bulk, furniture, house-hold trash): $64.09/ton, 1,376 tons/month.
 Leaves: processed at compost site-in-house: 61 tons/month.
 Brush: processed at compost site-in-house: 183 tons/month.
 Tires: $12.50/yard, usually $500.00/load, 3-4 loads delivered per month.
 Scrap Metal: $100/gross-lg-ton: 87 tons/month—revenue from sale deposited to General
Fund, rates vary with market.
 Waste Oil: $6,000 fee; 187 gal/month.
 Antifreeze: 99 gal/month.
 Small amounts of aggregated construction and demolition material: .75/ton, processed by

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GENERAL FUND BUDGET
TRANSFER STATION PROGRAM HIGHLIGHTS
City personnel to offset costs: 5 tons per month.
 Small amounts of construction and demolition material: $80.00/ton,17 tons/month.
 Cardboard: I.P.C., 31 tons per month; no charge: offset tip fee at burn plant.
 Mixed Paper: (2 tons per month; I.P.C, no-charge: offset tip fee at burn plant.
 Magazines: I.P.C. no-charge: included-with paper: off set tip fee at burn plant.
 Newspaper and co-mingled glass, plastic, metal #1 and 2; I.P.C. no-charge: 10 tons/month,
offset tip fee at burn plant.
The facility is open to Bridgeport residents and small business owners/haulers with permits, year-
round, with the following hours of operation:
Spring/Summer/Fall Winter
April 1 through October 31
Hours November
Hours1 -March 31
Monday-Friday Monday-Friday
7 AM-3:30 PM 7 AM-2:30 PM Monday-Friday
Saturday Saturday
7 AM-2:30 PM 7 AM-NOON
Closed on the following holidays
New Year'sfollowingholidays:holidays:
Day, Martin Luther King Day, Good Friday
Memorial Day, Independence Day, Labor Day, Thanksgiving Day and Christmas Day

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GENERAL FUND BUDGET
TRANSFER STATION APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01330000 TRANSFER STATIONS 1,820,057 1,796,079 1,980,777 1,882,223 86,144
51106 REGULAR STRAIGHT OVERTIME 151 200 200 200
51110 TEMP ACTING 1.5X OVERTIME 100 100 -100
51124 SHIFT 2 - 2X OVERTIME 9
51140 LONGEVITY PAY 1,120 1,120 1,120
51156 UNUSED VACATION TIME PAYOU 731
52360 MEDICARE 367 590 590 567 -23
53730 CASH FOR TRASH 13,500 13,500 13,500 13,500
54540 BUILDING MATERIALS & SUPPLIE 644 2,000 2,000 2,000
54640 HARDWARE/TOOLS 20 720 720 720
54670 MEDICAL SUPPLIES 160 750 750 750
54675 OFFICE SUPPLIES 466 466 466
54680 OTHER SUPPLIES 125 1,812 1,812 1,812
54745 UNIFORMS 99 184 184 184
54770 SALE OF SURPLUS/OBSOLETE ITE 20,900 20,000 20,000 20,000
55155 OFFICE EQUIPMENT RENTAL/LEAS 775 1,090 1,090 1,090
55165 PARKS EQUIPMENT 25,103
56080 ENVIRONMENTAL SERVICES 13,016 17,500 57,500 17,500
56125 LANDSCAPING SERVICES 4,485 1,000 630 630 -370
56140 LAUNDRY SERVICES 503 747 747 747
56180 OTHER SERVICES 2,120 5,130 5,500 5,500 370
56210 RECYCLING SERVICES 3,000 3,000 3,000
56215 REFUSE SERVICES 1,613,476 1,591,575 1,736,273 1,672,814 81,239

213
GENERAL FUND BUDGET

214
D. FAIRCHILD WHEELER GOLF COURSE
MISSION STATEMENT
The D. Fairchild Wheeler Golf Course is operated for the enjoyment of Bridgeport residents and
visitors and dedicated to providing an excellent golf experience for all. The golf course staff strives to
maintain and achieve optimal course conditions on all 36 holes and to provide excellent customer
service. Additionally, in conjunction with the Professional Golf Association’s First Tee Program, the
course and staff are actively reaching out to extend increased golfing opportunities to the local
community.
MAYOR CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
PUBLIC FACILITIES
ADMINISTRATION
PARK BOARD
PARKS
ADMINISTRATION
D. FAIRCHILD
WHEELER
GOLF COURSE
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GENERAL FUND BUDGET
FAIRCHILD WHEELER G.C. BUDGET DETAIL
Charles Carroll
Manager
REVENUE SUMMARY
Contained in Parks
FY 2012 VARIANCE
ORG APPR
01331000 FAIRCHILD WHEELER GOLF COURSE 1,229,797 1,323,048 1,339,300 1,327,843 4,795
1331PS FAIRCHILD WHEELER PERSONAL SVCS 513,493 538,837 538,837 543,283 4,446
2331TPS FAIRCHILD WHEELER OTHER PERS SVC 48,875 50,000 50,000 50,000
3331FB FAIRCHILD WHEELER FRINGE BENEFITS 47,291 50,556 50,556 49,653 -903
4331EX FAIRCHILD WHEELER OPER EXP 561,577 635,055 635,007 635,007 -48
6331SS FAIRCHILD WHEELER SPEC SVCS 58,560 48,600 64,900 49,900 1,300
PERSONNEL SUMMARY
SEASONAL GOLF COURSE EMPLOYEES 364,270 364,270

1.0 ASSISTANT GREENS KEEPER 54,607 57,600 2,993
1.0 GREENSKEEPER 73,093 75,013 1,920
1.0 GOLF COURSE MANAGER 46,867 46,400 -467
01331000 Total 3.0 538,836 543,283 4,447
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GENERAL FUND BUDGET
FAIRCHILD WHEELER G.C. PROGRAM HIGHLIGHTS

D. FAIRCHILD WHEELER GOLF COURSE
Rounds played 53,375 45,007 49,708 53,706 60,069 62,000
Golf Course Acreage 320 320 320 320 320 320
Tournaments and Outings Played (1) 12 12 42 54 60 65
Driving Range Rounds played 8,170 4,500 9,900 11,838 15,406 17,900
Number of Holes 36 36 36 36 36 36
MAINTENANCE ACTIVITIES
Irrigation Inspections 5 5 228 225 221 221
Fertilization Total 12 12 6 8 10 10
Aeration Total 2 2 3 5 4 4
Integrated Pest Management (IPM) Inspections 225 221 221
Plant Protection Applications Total 25 28 28
Masonry Work/Cart Paths Repaired 2 6 36 2 5 5
Number of Carts 120 120 120
EDUCATIONAL PROGRAMS
Golf Lessons 60 60 60 60 60 60
The First Tee Fairchild Wheeler Program
Number of Programs 24 24 27 29 28 28
Youth Participation at Fairchild Wheeler N/A N/A N/A N/A 1,427 1,500
REVENUES & EXPENDITURES
Golf Course Revenues $1,442,903 $1,217,038 $1,570,883 $1,716,744 $1,820,798 $1,700,000
F. Wheeler Restaurant Revenue $50,000 $25,000 $52,875 $50,125 $50,000 $50,000
Combined Golf Course Revenues $1,492,903 $1,242,038 $1,623,758 $1,762,406 $1,870,798 $1,900,000
Revenue per round $27.97 $27.60 $32.67 $32.82 $31.15 $30.65
(1) groups of 15-40 persons
FY 2011-2012 GOALS
1) To increase rounds to 62,000 and continue to increase the # of Tournament/Outings/Events.
To this end we need to maintain the momentum and progress we’ve made improving the
course conditions. We also aim to retain all new and long-standing
Tournaments/Outing/Events partnerships.
2) To continue the strong partnership with the First Tee Program at Fairchild Wheeler and to
increase Bridgeport youth involvement in the sport of golf. The construction of a new building
to facilitate First Tee programs at the driving range is being planned through the generous
donation of J.J. Henry and the Henry House foundation. To continue the promotion, youth
engagement and success of the First Tee Program at Fairchild Wheeler as the flagship
model of First Tee’s nationally recognized program and chapter consisting of 6 locations in
the tri-state area.
3) To continue to grow our relationship with Sacred Heart University (I.E. – Alumni Association
Golf Outing/ Faculty and Student leagues).
4) To continue to increase advertising, visibility and accessibility of D. Fairchild Wheeler Golf
Course through Internet, print and radio media. By increasing our web presence, integrating
social media, and linking with Bridgeport’s current web site, awareness about the course will
increase. To establish a Facebook page and Twitter page to update our customers with
current course conditions and specials. To expand our advertising through trade.
5) To improve customer service at Fairchild Wheeler while maintaining professional
accommodations and proper golf course etiquette. To schedule part time employee work at
Fairchild Wheeler Golf Course based on weekly peak golf times and seasonal trends as a

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GENERAL FUND BUDGET
means of minimizing expenditures. To address Pace of Play issues. This will allow us to
accommodate more golfers during peak hours as well as improve experience for golfers.
Adjusting tee intervals and strategic use of our rangers. To expand our morning leagues.
6) To utilize environmentally sound techniques to improve drainage, grounds and overall
landscape while preserving and protecting the natural habitat and wetlands that make the golf
course a unique and special destination.
7) To improve and enhance the property with special attention to the welcome area and main
clubhouse, cart paths, bunkers, tee boxes, grass lengths, and signage.

1) To increase player rounds to 60,000 and to hold more events, tournaments and outings.
6 MONTH STATUS: FY 2009-2010 we did reach 60,000 rounds. This increase is a result of
continued momentum in improving the overall reputation of the golf course. This has been
mainly driven by improving the conditions of the golf courses (New Bunkers/ Drainage/
Irrigation).
 Fairchild Wheeler continues to keep pricing lower than nearest competitor as well as
incentivizing off peak times with discounts (I.E. 2 player special/4 player special).
Increase focus on attracting more Tournaments/Outings/Events.
 Continue to book Tee Times online through our website
www.fairchildwheelergolf.com
 Entered into partnership with golfnow.com to sell unused tee times at a discounted
rate.
2) To continue the strong partnership with the First Tee Program at Fairchild Wheeler and to
increase Bridgeport youth involvement in the sport of golf.
6 MONTH STATUS: Over 1500 youth participated in the First Tee Program. Groups from
local community recreation centers, Bridgeport schools and Fairfield county youth ranging
from ages 7 through 17 utilized Fairchild Wheeler Golf Course to learn the sport of golf, team
building, discipline, leadership skills and work ethic on and off the fairways.
The First Tee at Fairchild Wheeler continues to grow and represent the largest
number of participants in the North East Section of all seven First Tee facilities. The
construction of a new building to facilitate First Tee programs at the driving range is being
planned through the generous donation of J.J. Henry and the Henry House foundation.
3) To assess and phase-in the completion of the remaining prioritized areas of improvement
outlined in the Master Plan. To monitor and measure how these improvements in landscape
design and safety impact the future playability and sustainability of the golf course. As a
component of this exercise, to revisit the Master Plan to evaluate the construction of bunkers
and drainage repairs on the Red course.
6 MONTH STATUS: A main strength of the Fairchild Wheeler Golf Course Greens keeper
crew is its ability to implement Master Plan recommendations for improvements in-house
without the markup of outside contractors and extra capital dollars. 90% of Fairchild Wheeler
capital construction projects were performed on an in-house basis. In keeping with the spirit
of the Master Plan our staff has designed and built many course improvements in the past 6
to 12 months. Staff has carried out these construction projects efficiently, interfacing golf
course resources and coordinating work with Public Facilities and Parks Maintenance while
recycling and reusing supplies. We enjoy this work, and we continually improve the finished
product.
4) To increase advertising, visibility and accessibility of D. Fairchild Wheeler Golf Course

through Internet, print and radio media.
6 MONTH STATUS: www.fairchildwheelergolf.com is fully operational and has increased the
quality of customer service with updated information regarding course conditions, online
booking of Tee Times, advertisement of daily specials and promotion of all of the Fairchild
Wheeler amenities such as the Vazzy’s Catering Facility online through our website
www.fairchildwheelergolf.com.

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GENERAL FUND BUDGET
 Entered into partnership with golfnow.com to sell unused tee times at a discounted
rate.
 We have expanded our relationship with WICC/WEBE and maintain healthy business
relationships with WICC/WEBE and CT POST.
WICC has delivered deals on Half-Price Business of the Day Radio Promotions. We’ve also
expanded relationships with CT Golfer to include links to our site from theirs.
5) To improve customer service at Fairchild Wheeler while maintaining professional

accommodations and proper golf course etiquette. To schedule part time employee work at
Fairchild Wheeler Golf Course based on weekly peak golf times and seasonal trends as a
means of minimizing expenditures.
6 MONTH STATUS: We have fully implemented our dress code and have received positive
feedback from our constituents. We continue to professionalize golf staff and increased
efficiency and customer service through better scheduling, practices and training.
We have positioned competent part time help for peak season volume, including
seasonal work for retirees, high school and college students and First Tee Kids. Our mission
to be the cleanest and nicest course in the area is reinforced on a daily basis to our
employees.
For the first time last year we held a popular weekday morning league and also
serviced other leagues and networks of players on late-afternoons Monday through
Thursday. Greenskeeping staff also supervised local Bridgeport youth employed by the
Workplace Summer Work program.
6) To utilize environmentally sound techniques to improve drainage, grounds and overall

landscape while preserving and protecting the natural habitat and wetlands that make the golf
course a unique and special destination.
6 MONTH STATUS: Greens keeper staff has painstakingly re-marked all protected wetlands
areas to remain in compliance with the town of Fairfield. We have also maintained and
unclogged drainage ditches along the course property, which aids in flood control for the local
neighborhood.
7) To improve and enhance the property with special attention to the welcome area and main
clubhouse, cart paths, bunkers, tee boxes, grass lengths, and signage.
6 MONTH STATUS: To complement the restriping and paving of the parking lot and entrance
road, so far this fiscal year has been an active period for course renovations. Several major
improvements involving tee box enhancements, drainage repairs, irrigation upgrades have
been completed on both the Black and Red Course, augmented by Public Facilities Roadway
Maintenance assistance widening and repairing cart paths and cart pickup/drop off areas and
Parks Department help building a new scoreboard, positioning traffic horses and planters and
cleaning driving range.
1. Tripled the size of the Red Tee box on 1st hole of the Black Course
2. Built a brand new Red Tee box on the 2nd hole of the Black course
3. Built a brand new Red Tee box on the 4th hole of the Black course
4. Built a brand new Red Tee box on the 8th hole of the Red course
5. Began doubling the size of the White Tee box on the 9th hole of the Red Course;
scheduled for completion in the Spring of 2011
6. Began expansion of the Tee box on the 3rd hole of the Black Course; scheduled for
completion in the Spring of 2011
7. Began doubling the size of the Tee box on the 12th hole of the Red Course;
scheduled for completion in the Fall of 2011
8. Finished an extensive in-house drainage project on #1 Black fairway; finally
eliminating the biggest eye-sore on the property and increasing playability during wet
periods, potentially increasing revenue.
9. Completed smaller, but important, drainage projects on #17 Black, #13 Black, #18
Red, #2 Red, #9 Red.

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GENERAL FUND BUDGET
10. Cut and filled 11th Red fairway to aid in surface drainage. Subsurface drainage
project scheduled to begin July 2011. Topsoil and fill from this project will be used in
future construction.
11. Began extension of fairways on #16 Black and # 10 Red; scheduled for completion
Fall 2011.
12. Built 2 new bridges to cross London’s Brook on the 16th Black hole.
13. The City of Bridgeport’s Roadway paving crew fixed or enlarged cart paths on #4
Red, #12 Black, #12 Red, #10 Red, and in the parking area outside the cart barn.
14. The carpenters from the Parks Department built a new scoreboard outside the
clubhouse
Projects #1 through # 7 used recycled supplies and materials found on the golf course;
whether it was topsoil or fill, the tees were constructed with very, very little cost to the golfer
or taxpayer. One of the two bridges constructed were made from scrap metal found at the
Parks Complex, and pressure treated wood recycled from an older, previously removed
bridge.
8) To expand the cart barn to facilitate all 120 carts and as a long-term goal, to establish an
electric fleet to replace gas-powered golf carts in 2011.
6 MONTH STATUS: At the end of the term of the current lease with the current golf cart
provider the feasibility of an electric fleet at Fairchild Wheeler Golf Course will be evaluated
for its cost savings and energy benefits. Electric cart deployments at similar facilities will be
researched for its effect on the pace of the course, player satisfaction, operations and
increased revenue. Preliminary planning for strategic action will be conducted in fiscal year
2012.

220
GENERAL FUND BUDGET
FAIRCHILD WHEELER G.C. APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01331000 FAIRCHILD WHEELER GOLF COURSE 1,229,797 1,323,048 1,339,300 1,327,843 4,795
51100 PT TEMP/SEASONAL EARNED PA 337,049 364,270 364,270 364,270
52360 MEDICARE 3,585 7,814 7,814 2,507 -5,307
52385 SOCIAL SECURITY 9,362 6,622 6,622 6,622
53110 WATER UTILITY 77,934 99,000 99,000 99,000
53120 SEWER USER FEES 1,975 3,200 3,200 3,200
53130 ELECTRIC UTILITY SERVICES 50,149 55,940 55,940 55,940
53140 GAS UTILITY SERVICES 28,290 38,000 38,000 38,000
53605 MEMBERSHIP/REGISTRATION FEES 160 1,000 1,000 1,000
54010 AUTOMOTIVE PARTS 1,919 2,000 2,000 2,000
54530 AUTOMOTIVE SUPPLIES 449
54535 TIRES & TUBES 620 800 800 800
54560 COMMUNICATION SUPPLIES 436 500 500 500
54610 DIESEL 9,458 15,000 15,000 15,000
54615 GASOLINE 25,003 31,000 31,000 31,000
54635 GASES AND EQUIPMENT 1,000 1,000 1,000
54640 HARDWARE/TOOLS 4,524 4,500 4,500 4,500
54650 LANDSCAPING SUPPLIES 177,332 156,500 156,452 156,452 -48
54675 OFFICE SUPPLIES 227 1,200 1,200 1,200
54710 PARKS SUPPLIES 7,275 20,500 20,500 20,500
54735 ROADWAY SUPPLIES 5,939 6,200 6,200 6,200
54745 UNIFORMS 2,805 2,800 2,800 2,800
55040 VEHICLE RENTAL/LEASE 104,362 122,265 122,265 122,265
55055 COMPUTER EQUIPMENT 130 500 500 500
55120 LANDSCAPING EQUIPMENT 4,578 7,500 7,500 7,500
55195 SPORTING EQUIPMENT 4,102 16,915 16,915 16,915
56045 BUILDING MAINTENANCE SERVICE 2,832 3,300 3,300 3,300
56125 LANDSCAPING SERVICES 7,251 7,110 10,610 10,610 3,500
56175 OFFICE EQUIPMENT MAINT SRVCS 500 500 500
56180 OTHER SERVICES 1,490 1,850 1,850 1,850
59005 VEHICLE MAINTENANCE SERVICES 300 500 500 500
221
GENERAL FUND BUDGET

222
BEARDSLEY ZOO
MISSION STATEMENT
Connecticut's Beardsley Zoo is dedicated to acquainting a diverse public to the delicate balance that
exists between living things and their environment. Animal exhibits, plantings, graphics, and Zoo
programs are presented in such a manner as to give the visitor a sense of awareness and concern for
the intricate beauty and fragility of our planet. This mission is achieved by a formal master plan
comprised of the following goals:
Education: Achieved through staff involvement and training, outreach and in-house formal
programs, workshops, lectures, docent volunteers, natural animal exhibits, informational and
interpretive graphics, and research utilizing staff, universities and other zoological facilities.
Conservation: Achieved through participation in endangered species programs such as

AZA’s Species Survival Program and additionally through professional animal and veterinary
care and a comprehensive animal management policy.
Recreation: Achieved through state-of-the-art exhibit design, well-run visitor services and by
maximizing the natural and park-like setting with formal and informal landscaping.
MAYOR CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
PUBLIC FACILITIES
ADMINISTRATION
PARKS
ADMINISTRATION
BEARDSLEY
ZOOLOGICAL
GARDENS

223
GENERAL FUND BUDGET
BEARDSLEY ZOO BUDGET DETAIL
Greg Dancho
Manager
REVENUE SUMMARY
FY 2012 VARIANCE
ORG DESC
01341000 BEARDSLEY ZOO/CAROUSEL -355,000
44268 STATE OF CT ZOO SUBSIDY -355,000
FY 2012 VARIANCE
ORG APPR
01341000 BEARDSLEY ZOO / CAROUSEL 1,289,785 1,407,851 1,423,050 1,467,878 60,027
1341PS ZOO PERSONAL SVCS 596,158 636,838 636,838 662,855 26,017
2341TPS ZOO OTHER PERS SVCS 57,789 70,865 70,865 71,295 430
3341FB ZOO FRINGE BENEFITS 182,721 206,828 206,828 225,209 18,381
4341EX ZOO OPER EXP 400,329 439,240 454,739 454,739 15,499
6341SS ZOO SPEC SVCS 52,787 54,080 53,780 53,780 -300
PERSONNEL SUMMARY
FY 2011 FY 2012
SEASONAL MAINTAINER I GRADE I 85,000 85,000

7.0 1.0 ZOO KEEPER 283,963 299,981 16,018
2.0 SENIOR ZOOKEEPER 98,837 103,122 4,285
1.0 GREENHOUSEMAN 40,733 42,799 2,067
1.0 ZOO MANAGER 72,821 75,013 2,192
1.0 ZOO CURATOR 55,481 56,938 1,457
01341000 Total 12.0 1.0 636,835 662,853 26,018

224
GENERAL FUND BUDGET
BEARDSLEY ZOO PROGRAM HIGHLIGHTS
ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL

SERVICE INDICATORS 2005 2006 2007 2008 2009 2010
ZOO PROGRAM INFORMATION
Zoo Attendance Calendar Year 230,111 225,737 220,419 243,842 265,000
Attendance Growth -2% -2% 10% 8%
Education Program Attendance 17,677 12,427 11,470 15,801 16,210
Education Program Growth -42% -8% 27% 3%
Birthday Party & Rental Attendance 10,663 14,273 13,660 20,450 21,052
Party & Rental Growth 25% -4% 33% 3%
Summer Camp Program Participants 240 250 265 282 285
FACILITY INFORMATION
Combined area of facility in square feet (1) 33 acres 33 acres 33 acres 33 acres 33 acres
(1) The facility encompasses 55 acres, 25 of these acres are not used in the park.
Please note that Zoo Service Indicators are based on calendar year attendance rather than fiscal year attendance.
FY 2011-2012 GOALS
1) This year the Connecticut Zoological Society has looked inward to its board and has
renovated its committee structure. One committee that has been formed is the Education and
Visitor Experience Committee. One of the charges of this group is to standardize our training
of all full and part time staff along with volunteers. Our goal is to become even more of a
facility friendly organization. More programs and interactive displays will be added to the
grounds along with small animal exhibits that will bring our collection numbers up.
6 MONTH STATUS:
2) A new eagle exhibit will open this spring with three eagles being selected for the exhibit: 2
from Alaska and 1 from Florida.
6 MONTH STATUS:
3) We will continue to enhance our sculpture garden from a local artist Kim Kuzina.
6 MONTH STATUS:
4) Our education department will again create a “show” for our visitors, this year focusing on the
Wildlife of the World. We will dovetail that program into our marketing plan.
6 MONTH STATUS:
5) A staff focus group has put the beginning touches on that plan which will be rolled out this
spring. We know that we will not be able to build a major exhibit with the existing economy
but we can look at bringing new animals that will not tax our operational expense. Small
exhibits are planned along the walkway from the front gate into the Zoo and a replacement
for our Andean Condor is in the works with The Association of Zoos & Aquariums (AZA).
Also all empty exhibits will be filled for the summer season.
6 MONTH STATUS:
225
GENERAL FUND BUDGET
BEARDSLEY ZOO PROGRAM HIGHLIGHTS
6) The Zoo needs to have a great relationship with its guest as they are our best marketing plan
through word of mouth. To that end we are standardizing a customer service training program
for all staff and volunteers. This program will be held this spring and recorded for use
throughout the season.
6 MONTH STATUS:
7) As always, we look to increase our visitation and we have been fortunate to have brought
more visitors to the Zoo year after year—this year attendance increased 8%. We have an
AZA Species Survival recommendation to breed our Amur Tigers this year. You cannot count
your cubs before they are born, but we will put together a plan for marketing and education in
case of that lucky event. This year being the Asian Year of the Tiger would help that effort!
6 MONTH STATUS:
8) We are again focusing on our Andean Bear exhibit with the aim of fundraising to move the
bears to a new location. We are hopeful that private funding can be secured and perhaps
bond funding can be investigated.
6 MONTH STATUS:
9) This is the last year that the People’s United Bank Foundation will fund our graphics program.
The New World Tropics is the last area for a graphic makeover and enhancements will be
complete this spring/summer. We will also be adding interpretive graphics throughout the
grounds that will be informative and offer better photo opportunities.
6 MONTH STATUS:
10) This year, we will institute a Teacher Appreciation Day with free admission to the zoo for area
school teachers. We will inform teachers about our educational programs and show them
how they can use the Zoo for their Mastery programs.
6 MONTH STATUS:
226
GENERAL FUND BUDGET
BEARDSLEY ZOO APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01341000 BEARDSLEY ZOO / CAROUSEL 1,289,785 1,407,851 1,423,050 1,467,878 60,027
51140 LONGEVITY PAY 13,865 13,865 14,295 430
51306 PERSONAL DAY PAY OUT 3,227
52360 MEDICARE 2,844 6,295 6,295 4,994 -1,301
52385 SOCIAL SECURITY 1,781 7,052 7,052 1,872 -5,180
53110 WATER UTILITY 32,046 42,000 43,760 43,760 1,760
53120 SEWER USER FEES 10,614 11,800 12,239 12,239 439
53610 TRAINING SERVICES 300 300 300 300
54010 AUTOMOTIVE PARTS 200 200 200
54515 ANIMAL SUPPLIES 78,831 80,000 80,000 80,000
54540 BUILDING MATERIALS & SUPPLIE 5,020 4,440 5,200 5,200 760
54640 HARDWARE/TOOLS 2,989 3,200 3,200 3,200
54650 LANDSCAPING SUPPLIES 3,074 2,550 2,550 2,550
54675 OFFICE SUPPLIES 150 150 150
54715 PLUMBING SUPPLIES 404 2,990 2,990 2,990
54745 UNIFORMS 1,162 3,800 3,800 3,800
54765 WATER/SEWER SUPPLIES
55055 COMPUTER EQUIPMENT 300 300 300
55080 ELECTRICAL EQUIPMENT 350 350 350
55110 HVAC EQUIPMENT 2,227 3,360 2,300 2,300 -1,060
56030 VETERINARY SERVICES 26,125 27,000 27,000 27,000
56125 LANDSCAPING SERVICES 2,300 2,300 2,300
56155 MEDICAL SERVICES 3,062 3,500 3,500 3,500
56170 OTHER MAINTENANCE & REPAIR S 1,610 1,121 1,637 1,637 516
56225 SECURITY SERVICES 11,170 9,816 9,000 9,000 -816
227
GENERAL FUND BUDGET
BEARDSLEY ZOO APPROPRIATION SUPPLEMENT
228
RECREATION PROGRAMS
MISSION STATEMENT
The mission of the Recreation division is to improve the quality of life of the City's residents through
recreational programs. Our objectives are to maintain exceptional facilities and to provide creative,
healthy, fun programs for all our residents, but with particular focus on youth and seniors.
MAYOR CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
PUBLIC FACILITIES
ADMINISTRATION
PARK BOARD
PARKS
ADMINISTRATION
RECREATION
DEPARTMENT

229
GENERAL FUND BUDGET
RECREATION PROGRAMS BUDGET DETAIL
Luann Conine
Manager
REVENUE SUMMARY
FY 2012 VARIANCE
ORG DESC
01350000 RECREATION -69,270 -62,000 -67,000 -67,000 5,000
41675 BALLFIELD RENTAL -14,250 -12,000 -12,000 -12,000
41676 SEASIDE PARK RENTAL -55,020 -50,000 -55,000 -55,000 5,000
FY 2012 VARIANCE
ORG APPR
01350000 RECREATION 812,871 875,256 875,256 876,234 978
1350PS RECREATION PERSONAL SVCS 524,120 566,460 566,460 569,636 3,176
2350TPS RECREATION OTHER PERS SERVIC 120,976 125,900 125,900 125,975 75
3350FB RECREATION FRINGE BENEFITS 50,772 59,721 59,721 57,448 -2,273
4350EX RECREATION OPER EXP 101,015 105,058 105,058 105,058
6350SS RECREATION SPEC SVCS 15,989 18,117 18,117 18,117
PERSONNEL SUMMARY
FY 2011 FY 2012
LIFEGUARD 396,460 396,460

2.0 RECREATION COORDINATOR 84,747 87,399 2,652
1.0 RECREATION SUPERINTENDENT 85,253 85,777 524
01350000 Total 3.0 566,461 569,636 3,176

230
GENERAL FUND BUDGET
RECREATION PROGRAMS PROGRAM HIGHLIGHTS

RECREATION
RECREATION FACILITIES
Number of Night Recreation Sites 8 9 10 6 6 6
Number of Programs at other facilities (5) 5 5 4 5 5 5
Number of Recreation/Community Centers 0 0 10 6 6 6
Total seasonal staff (2) 88 88 103 96 110 100
AQUATICS PROGRAMS
Swimming Pools Open 2 2 2 2 2 2
Lifeguard Swim Academy Participants 0 0 20 28 22 25
Certified Lifeguards at Pools and Beaches 32 32 33 42 45 45
Swimming Program Participants 600 600 800 900 1,000 1,000
Senior Swimming Nights Offered 28 42 42 0 0 0
RECREATION PROGRAMS
Number of Night Recreation Sites 8 9 10 6 6 6
Night Recreation Program Participants (4) 1,000 2,096 2,400 1,500 1,750 1,850
Average daily visitors at all Recreation centers 575 650 1,025 900 900 950
Senior Program Participants 750 750 1,335 1,200 1,250 1,300
Adult Program Participants 225 225 825 500 750 800
Basketball League Participants 120 189 200 150 150 180
Softball League Participants 0 81 125 165 180 180
Total Recreation Program Participants 2,095 3,341 4,885 3,515 4,080 4,310
Percentage of Recreation Programs that are free 89% 93% 83% 83% 85% 85%
Indoor Soccer Nights at Blackham 0 36 36 12 36 36
Arts and Crafts projects, youth and young adults 516 625 625 300 450 500
Movie Nights at Night Recreation 12 104 40 12 15 20
Movie afternoons as Senior programs 0 30 30 15 15 15
Senior Leisure Trips 5 8 12 10 12 12
SUMMER CAMP PROGRAMS
Summer Camp Locations 2 2 3 2 2 2
Summer Camp Program Participants (6) 400 400 500 500 500 500
Swimming, Basketball and Field Trips, Night Rec 22 30 25 12 30 30
PARTICIPANT INFORMATION
Total Youth Population (ages 6-18) in Bridgeport 10,501 10,501 10,501 10,501 10,501 10,501
Night Recreation Program Participants (4)* 1,000 2,096 2,400 1,500 1,750 1,850
Summer Camp Program Participants (6) 400 400 500 500 500 500
Percentage of Bridgeport Youth impacted by programming 13% 24% 28% 19% 11% 12%
Total Adult Population (18-65) in Bridgeport 96,130 96,130 96,130 96,130 96,130 96,130
Adult Program Participants 225 225 825 500 750 800
Percentage of Bridgeport Adults impacted by programming 0.23% 0.23% 0.86% 0.52% 0.78% 0.83%
Total Senior Population (65+) in Bridgeport 13,942 13,942 13,942 13,942 13,942 13,942
Senior Program Participants 750 750 1,335 1,200 1,250 1,300
Percentage of Bridgeport Seniors impacted by programming 5% 5% 10% 9% 9% 9%
Parks & Beach Visitors 22,600 25,000 30,000 35,000 37,500 38,500
Total Bridgeport residents impacted by programming** 24,975 28,471 35,060 38,700 41,750 42,950
Percentage of Bridgeport residents impacted by programs 21% 24% 29% 32% 35% 36%
REVENUES
Seaside Park Rental Revenues $5,000 $350 $41,000 $55,020 $60,000
Ballfield Rental $2,500 $475 $750 $10,210 $14,250 $15,000
Recreation Revenues $7,500 $825 $41,750 $69,270 $75,000
(1) summer camps/pools, senior events/programs, adult softball league & night recreation programs (2) summer camps/pool staff
& night recreation staff (3) summer lifeguards & night recreation pool lifeguards (4) a decrease in the number of participants in
programming in the estimated column is a result of a programming freeze instituted as a result of the budget crisis (5) Night
Recreation Programs and Senior Events are commonly held in facilities not owned or operated by the Recreation Department
*Some overlap, many night recreation sites also allow young adults to play basketball and participate in sports.
** Total Bridgeport population estimates based on information from the US Census Bureau

231
GENERAL FUND BUDGET
RECREATION PROGRAMS PROGRAM HIGHLIGHTS
FY 2011-2012 GOALS
1) To provide recreation programs for youth, adults, and senior citizens in the Park City.
2) To develop new and innovative activities to engage children, youth, and young adults in
educational, health conscious, and environmentally-friendly activities.
3) To expand opportunities for youth to support and reinforce good behavior. To expand the
Annual Night Recreation Basketball Tournament and reinforce the principles of
sportsmanship and teamwork that the program inspires.
4) To provide exceptional support to youth and young adults who are entering the job field in
Recreation and related areas. To continue the Lifeguard Swim Academy for the fifth
consecutive year in 2012. The Lifeguard Academy trains youth and adults to staff our pools
and beaches and provide water safety instruction, lifesaving skills, and other important life
skills.
5) To expand upon the recreational activities offered to Adults and Senior Citizens in Bridgeport
and to provide a progressive and varied assortment of fitness classes and other health
related activities. To facilitate Senior Leisure and Healthy Lifestyle Programs that will include
an outdoor recreation component, leisure excursions, and health and fitness enrichment
classes.
6) To expand and continue the success of the Parks and Recreation Adult Softball League.
7) To continue to provide outstanding leadership and staff support at Seaside and Beardsley
Parks during the summer peak season most notably with lifeguard and checkpoint staffing.
8) To continue to foster relationships with other municipal departments and community
organizations in an effort to deliver an assortment of activities to all Bridgeport residents.
9) To provide comprehensive up-to-date web content on the City website detailing news and
information about departmental programs.

1) To provide Recreational Programs for youths, adults, and senior citizens in the Park City.
6 MONTH STATUS: All city residents are eligible to participate in the programs offered by the
Recreation Department. Our first-come, first-served registration for two 5-week summer
camps enrolled over 175 children in 2010. Family Swim nights were offered for six weeks in
July and August, 2010 at JFK East Side / High Horizons Elementary School Pool and
Blackham School Pool, and city residents took the opportunity to cool off. The Night
Recreation program started in November 2010 and concluded in April 2011 at six schools
throughout the city. This program provides physical exercise activities and arts and crafts
programming to over 2,100 children and young adults. The Recreation Department has
continued its partnership with the Department on Aging, as well as other senior community
centers to bring senior citizens from all neighborhoods of the City together. Celebratory
events at the Holy Trinity Greek Orthodox Church and the Mayor’s Annual Senior Picnic at
Seaside Park served cumulatively over 1,300 Bridgeport Seniors who enjoyed the company
and delicious food at these events. The Parks and Recreation Department Softball League
promoted health and fitness by inviting local adult teams to compete. The league expanded
to 12 teams. For city residents and visitors to Seaside Park, the Recreation Department
facilitated Seaside Park Lifeguard Safety to ensure the safety of thousands of visitors
throughout the summer. In addition, athletic field usage and small event permit requests were
processed by the Parks and Recreation office staff throughout the year.
2) To develop new and innovative activities to engage children, youth and young adults in
educational, health conscious, and environmentally-friendly activities.
 To maintain the current structure of Night Recreation Programming while and
continuing to attract more Bridgeport youth & young adults to participate.
 6 MONTH STATUS: The Night Recreation program for children and adults for the
2010-2011 season took place at 6 recreation sites at Blackham, Cesar Batalla,
Geraldine Johnson, JFK-Eastside, Longfellow, and Luis Marin Schools. Participant
numbers all sites improved from the previous year.

232
GENERAL FUND BUDGET
RECREATION PROGRAMS APPROPRIATION SUPPLEMENT
 To enhance the experience for children ages 5-14 at Seaside Park Summer Day
Camp and Veteran’s / Puglio Park Tennis camp and continue to provide these
affordable and organized programs to working families in Bridgeport.
6 MONTH STATUS: The 2010 Seaside Park Summer Camp was a tremendous
success as the number of campers increased. The camp staff coordinated all the
daily activities including trips to the Beardsley Zoo, Bridgeport / Port Jefferson Ferry,
Nutmeg Bowl as well as two exciting new trips to Bounce U and Lake Quassy
Amusement Park. The 2010 Tennis Camp enjoyed the gorgeous location at
Veteran’s / Puglio Park which provides a great facility and more exciting environment,
and the tennis campers also took part in a variety of field trips.
 To expand Safety Awareness and Fitness / Health Initiatives to be implemented at

Night Recreation School Sites.
6 MONTH STATUS: The Night Recreation Staff is trained in safety awareness and
informed of the proper procedures to ensure the participants in the program are in a
safe environment. Fitness programs are coordinated daily at all the sites to promote
physical exercise for youths and adults including the addition of the Nintendo Wii
Game System that participants used for physical fitness activities.
3) To expand opportunities for youth to support and reinforce good behavior including field trips.
To expand the Annual Night Recreation Basketball Tournament and support the
sportsmanship and teamwork that the event inspires.
6 MONTH STATUS: The Night Recreation Basketball Tournament named in memory of
Jackie Lindsay Sr. took place in March/April 2011 and included 4 sites with two divisions of 8-
12 year olds and 13-14 year olds. Over 100 youths participated in the tournament.
4) To provide exceptional support to youth and young adults who are entering the job field in
Recreation and related areas. To continue the Lifeguard Academy for the fourth consecutive
year in 2011. The Lifeguard Academy trains Bridgeport youth to staff our pools and beaches,
and provides water safety instruction, lifesaving skills, and other important life skills.
6 MONTH STATUS: The Lifeguard Swim Academy took place in March/April 2011 with 16
registered applicants. The Swim Academy is a program for applicants to train and build
endurance to become proficient in all lifeguard skills and receive their required certifications.
The Department supports and sustains this community of certified lifeguards with attention to
maintaining their practice and skill set as required by the American Red Cross.
5) To expand upon the recreational activities offered to Adults and Senior Citizens in Bridgeport
and to provide a progressive and varied assortment of fitness classes and other health
related activities. To facilitate Senior Leisure and Healthy Lifestyle Programs that will include
an outdoor recreation, leisure excursions, health/fitness, arts and enrichment classes.
6 MONTH STATUS: The Recreation Department coordinated various activities for adults and
senior citizens. The Senior Picnic at Seaside Parks in September 2010 served over 400
seniors. The Halloween Dinner at the Holy Trinity Greek Orthodox Church served over 275
seniors. Zumba fitness instruction is a weekly class offered at Black Rock Senior Center,
Eisenhower Senior Center, and Holy Trinity Greek Orthodox Church for Recycled Teenagers
Group with an instructor provided by the Recreation Department. The Night Recreation
Program offers supervised athletic activities for adults at the six night recreation centers and
swimming nights for adults and families at the Blackham School Pool.
6) To expand and continue the success of the Parks and Recreation Adult Softball League.
6 MONTH STATUS: The Parks and Recreation Department Adult Softball League at Seaside
Park increased to 12 teams for the Summer 2010 season. The league included an 11 game
schedule for each team and a double-elimination playoff tournament. The Boricuas won the
regular season championship and The Chosen Few won the playoff tournament. Over 200
adults participated in the league.

233
GENERAL FUND BUDGET
7) To continue to provide outstanding leadership and staff support at Seaside and Beardsley
Parks during the summer peak season most notably with lifeguard and checkpoint staffing.
6 MONTH STATUS: Recreation staffed and supervised lifeguards and checkpoint attendants
seven days a week from Memorial Day Weekend to Labor Day Weekend in 2010 at Seaside
and Beardsley Park.
8) To continue to foster relationships with other municipal departments and community

organizations in an effort to deliver an assortment of activities to all Bridgeport residents.
6 MONTH STATUS: Other municipal departments have joined the Recreation Department at
various events to support city-provided recreation functions. The Department on Aging has
partnered with the Recreation Department to coordinate various programs and activities for
senior citizens. The Department of Public Facilities and Board of Education have provided
assistance for many recreation activities and events such as the Bridgeport Baseball Classic
featuring local high school teams at Veterans Memorial Park and Harbor Yard.
9) To provide comprehensive up-to-date web content on the City website detailing news and
information about departmental programs.
6 MONTH STATUS: The Recreation Department continues to update the website regularly to
include new information for the public including recent photos and up-to-date information on
all offerings from the Parks and Recreation Department.

234
GENERAL FUND BUDGET
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01350000 RECREATION 812,871 875,256 875,256 876,234 978
51122 SHIFT 2 - 1.5X OVERTIME 48,000 48,000 48,000 48,000
51140 LONGEVITY PAY 900 900 975 75
52360 MEDICARE 2,642 8,226 8,226 2,382 -5,844
52385 SOCIAL SECURITY 4,746 6,622 6,622 6,622
53720 TELEPHONE SERVICES 500 500 500
54505 ARTS & CRAFT SUPPLIES 2,741 4,824 4,824 4,824
54545 CLEANING SUPPLIES 480 500 500 500
54560 COMMUNICATION SUPPLIES 1,453 600 600 600
54580 SCHOOL SUPPLIES 989 1,000 1,000 1,000
54615 GASOLINE 1,500 1,500 1,500
54675 OFFICE SUPPLIES 1,434 3,768 3,768 3,768
54710 PARKS SUPPLIES 1,997
54725 POSTAGE 204 204 204
54730 PRINTING SUPPLIES 431 800 800 800
54745 UNIFORMS 12,653 10,900 10,900 10,900
55045 VEHICLES 3,995
55165 PARKS EQUIPMENT 24,158 20,233 20,233 20,233
55195 SPORTING EQUIPMENT 14,640 14,000 14,000 14,000
56180 OTHER SERVICES 5,490 6,710 6,710 6,710
56250 TRAVEL SERVICES 8,007 8,000 8,000 8,000
59015 PRINTING SERVICES 410 1,007 1,007 1,007

235
GENERAL FUND BUDGET

236
PARKS ADMINISTRATION & MAINTENANCE
MISSION STATEMENT
The mission of the Parks Department is to provide well-maintained, enjoyable park grounds and
facilities to enhance the quality of life for City residents and visitors; to preserve and protect open
spaces; to provide opportunities for active and passive recreation; and to maintain the landscapes,
structures, streams, and woodlands that exist within these areas. In addition, it is our goal to monitor
and replace playgrounds that are deteriorated and/or fail to meet ADA standards in order to provide a
safe and aesthetically pleasing recreational environment.
MAYOR CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
PUBLIC FACILITIES
ADMINISTRATION
PARK BOARD
PARKS
ADMINISTRATION &
MAINTENANCE

237
GENERAL FUND BUDGET
PARKS ADMINISTRATION BUDGET DETAIL
Charles Carroll
Manager
REVENUE SUMMARY
FY 2012 VARIANCE
ORG DESC
01355000 PARKS ADMINISTRATION -2,382,991 -2,374,005 -2,380,356 -2,440,356 66,351
41316 T-MOBILE RENT KENNEDY STADIUM -36,000 -36,000 -36,000 -36,000
41326 WONDERLAND BOND DEBT SERVICE -65,106 -65,106 -65,106
41623 SEASIDEANDBEARDSLEYCHECKPOINT -281,427 -242,649 -280,000 -280,000 37,351
41624 KENNEDY STADIUM RENTAL -3,700 -1,000 -10,000 -10,000 9,000
41625 PARK STICKERS -17,216 -110,000 -20,000 -80,000 -30,000
41626 90ACRESFLEAMARKETSPACERENTAL -4,500 -2,250 -2,250 -2,250
41629 WONDERLAND OF ICE - RENT -79,000 -72,000 -72,000 -72,000
41630 % OF PROFIT -125,000 -75,000 -75,000 -75,000
41632 CITY CONCESSIONS -8,000 -8,000 -8,000
41633 APARTMENT RENTAL -2,700 -1,500 -1,500 -1,500
41635 FAIRCHILDWHEELERGOLFCOURSEREVE -1,772,948 -1,700,000 -1,750,000 -1,750,000 50,000
45341 W.I.C.C ANNUAL LEASE -10,500 -10,500 -10,500 -10,500
45342 FAIRCHILDWHEELERRESTAURANTREVE -50,000 -50,000 -50,000 -50,000
41635 FAIRCHILDWHEELERGOLFCOURSEREVE 24,976
FY 2012 VARIANCE
ORG APPR
01355000 PARKS ADMINISTRATION 239,854 376,805 376,805 368,480 -8,325

1355PS PARKS ADMIN PERSONAL SVCS 190,038 301,128 301,128 300,098 -1,030
2355TPS PARKS ADMIN OTHER PERS SVCS 7,078 8,250 8,250 9,000 750
3355FB PARKS ADMIN FRINGE BENEFITS 40,721 64,433 64,433 56,388 -8,045
4355EX PARKS ADMIN OPER EXP 2,017 2,994 2,994 2,994
PERSONNEL SUMMARY
FY 2011 FY 2012
1.0 DIRECTOR OF PARKS & RECREATION 110,267 110,267

1.0 PAYROLL CLERK (40 HOURS) 54,696 54,696
1.0 SPECIAL PROJECTS COORDINATOR 71,267 65,226 -6,041
01355000 Total 3.0 1.0 301,128 300,098 -1,030

238
GENERAL FUND BUDGET
PARKS ADMINISTRATION PROGRAM HIGHLIGHTS
PARKS
Developed Acreage 1,200 1,127 1,127 1,127 1,127 1,127
Undeveloped Acreage (1) 150 202.5 202.5 202.5 202.5 202.5
Golf Course Acreage (36 holes) 320 320 320 320 320 320
Total Park Acreage 1,350 1,330 1,330 1,330 1,330 1,330
Park Acreage per 1,000 residents 9.7 9.6 9.6 9.6 9.6 9.6
Number of Parks 47 45 45 45 45 45
Number of Esplanades Maintained (37,006 linear feet) 17 17 17 17 17 17
Number of Playgrounds 19 19 19 19 19 19
Number of Tennis Courts 24 24 24 24 24 24
Basketball Courts 11 11 11 11 11 11
Baseball/Softball Fields 25 25 25 25 25 25
Football and/or Soccer Fields 17 17 17 17 17 17
Total Acreage of Athletic Fields 74 74 74 74 74 74
Bocce Courts 0 1 1 1 1 1
Ice Skating Facilities 1 1 1 1 1 1
Horseshoe Lanes 12 12 12 12 12 12
Beaches 3 3 3 3 3 3
Beach Acreage 20 20 20 20 20 20
Miles of Walking, Hiking & Bicycle Trails 8 8 8 8 8 8
Parks Stickers Issued (2) 22,000 19,000 21,849 23,000 25,500 26,000
Revenue from Parks Stickers $91,017 $105,427 $114,550 $120,000 $17,215 $18,000
Checkpoint Revenues Beardsley & Seaside Park $43,326 $43,931 $69,635 $70,000 $281,427 $285,000
PARK MAINTENANCE
Est. Irrigation Operation Inspections/Repairs/Pipe work 3,500 3,756 3,800 3,800 3,800 3,800
Garbage cans emptied, One Armed Bandit (21 locations) 265 275 300 300 300 300
Grass effectively mowed and maintained (acres) 1,400 1,400 1,800 1,800 1,800 1,800
Baseball/Softball Fields maintained 29 29 29 29 29 29
Football and/or Soccer Fields maintained 26 26 26 26 26 26
Playgrounds Inspected, including swingsets N/A 19 19 19 19 19
Bathrooms Cleaned & maintained (including port-o-lets) 24 27 31 31 31 31
Parks Maintenance Full Time Equivalents 59 59 59 59 59 59
TREE & LANDSCAPE MAINTENANCE
Total Trees in Bridgeport Parks 20,000 20,000 20,000 20,000 20,000 20000
Tree Maintenance Work* (3) 400 615 1,430 1,430 1,430 1800
Percentage of trees maintained 2% 3% 7% 7% 7% 9%
Outsourced Tree Maintenance Jobs 500 500 650 650 675 675
Tree Maintenance Expenditures $238,770 $242,459 $253,624 $253,624 $272,000 $272,000
Percentage of Trees Pruned 1.80% 1.60% 1.60% 1.60% 2.00% 2%
Tree Pruning Expenditures $18,750 $62,200 $88,800 $88,800 $60,000 $60,000
Cost per tree pruned $54 $197 $273 $250 $150 $150
Trees Planted* N/A 120 150 150 200 400
EVENT SUPPORT
Large Events (4) 92 62 146 150 150 160
Small Activity Permits Issued (5) N/A 306 375 400 325 350
Senior Citizen Resident Stickers Issued 712 1,100 750 1000 1200 1250
Non-Resident Day Passes Sold (Beardsley & Seaside) N/A N/A 5,002 5,000 5,200 5,500
Food Concessions Open at Seaside Park 1 1 1 1 2 2
Revenues from Seaside Park Rental $5,000 $350 $40,100 $45,000 $55,020 $60,000
TOTAL REVENUES
Revenue from Parks Stickers $91,017 $105,427 $114,550 $120,000 $17,215 $18,000
Revenues from Seaside Park Rental $5,000 $350 $40,100 $45,000 $55,020 $60,000
Checkpoint Revenues Beardsley & Seaside Park $43,326 $43,931 $69,635 $70,000 $281,427 $285,000
Other Rental, Lease, and Profit Sharing Revenues $143,938 $152,053 $123,225 $150,000 $144,400 $144,700
Golf Course Revenues $1,442,903 $1,217,038 $1,570,883 $1,716,744 $1,820,798 $1,850,000
(1) Elton Rogers, Fairchild Memorial, Svirha and a portion of Veteran's Memorial Park. (2) Sold at Checkpoints, Lupe's
Drugstore, City Hall & Parks Office. Total stickers issued, resident and non-resident. (3) Any Tree Maintenance, Pruning, Take
down, Limb pickup and Stump Removal done by the Parks and Recreation Department (4) Events at all Parks including
Kennedy Stadium. (5) Showers, field trips, filming, fishing, picnics, weddings and rallies

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GENERAL FUND BUDGET
FY 2011-2012 GOALS
1) To continue to deliver extensive services to City residents and visitors throughout our 45
beautiful parks and to support a healthier lifestyle by providing recreational havens for all city
residents.
 Park Master Plan - comprehensive plan to improve all parks in the City; Enhance
existing resources of the Park City; Expand the city’s open space inventory; Ensure
that all residents live within a 15-minute walk from a park or open space by 2020.
Complete and deliver results as part of BGreen sustainability plan in 2011.
 Pleasure Beach Master Plan and Feasibility Study - conduct an all-inclusive planning
process coordinated with multiple environmental regulatory and local agencies,
departments and community residents while protecting the existing environmental
habitats and preparing for the restoration of public access.
 Washington and Knowlton Park - Initiate enhancements and renovations to both East
Side parks. Establish Knowlton Park as the first thrust of the City’s plan to recapture
riverfront and create an accessible recreational haven for the East Side while
stabilizing and supporting neighborhood economic development.
2) To continue to provide support services annually for large and small events, recreational
activities, volunteer cleanups and beautification service projects and community gatherings.
3) To continue to enhance and maintain park system and augment services in areas
experiencing increased resident and visitor usage. To continue to provide quality ball field
preparation for 37 athletic fields and daily cleaning and maintenance to Parks and Recreation
facilities.
4) To continue to work closely with the Board of Parks Commissioners on projects and initiatives
that prioritize the delivery of outstanding results to City residents and visitors who enjoy the
parks, recreation programs and D. Fairchild Wheeler Golf Course.
 Board of Park Commissioners to play active role in community outreach, engagement
and visioning contained in citywide Park Master Planning Process as well as the
Pleasure Beach Master Planning Process.
 Board of Park Commissioners to continue to support the Park & Recreation
Department in daily operations, capital construction projects and improvements to
resident services.
5) To continue to improve Seaside Park, the beautiful Long Island Sound waterfront recreational
area. To monitor existing resources at the park through daily assessments. To balance
development and increased usage with sustainable initiatives and maintenance activities to
protect its natural green spaces.
6) To continue improvements to the natural resources found at Beardsley Park while enhancing
accessibility to its picturesque landscapes and protecting the Pequonnock River Watershed
by applying best practice models as an outcome of the City’s Stormwater Management plan.
Where applicable, deploy Pequonnock River Initiative priorities, goals and action items to
subwatersheds (Islandbrook, Johnson Creek, Yellow Mill River, Lewis Gut and other water
bodies).
7) To continue to expand and expedite citywide playground, fence and signage repairs and
improvements. To promote the utilization of the parks as an essential public space for the
neighborhood and community. To promote park appreciation among City residents.
 To continue to work with CitiStat to respond effectively and efficiently to constituent
requests via the QALert system.
 To engage Kaboom in a community service playground building project in the fall of
2011 if selected and awarded the opportunity.

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GENERAL FUND BUDGET
 To conduct extensive public outreach during the Park Master Planning process and
reinvigorate park users to continue to enjoy, celebrate and utilize the City’s parks. To
strengthen connectivity of all parks to neighborhoods, downtown and all park users.
8) To provide updated information and press releases about the Parks and Recreation
Department, program information and special events and workshops on the City Website.
9) To effectively maintain and protect the urban tree canopy in the Park City through proper tree
care and maintenance practices and the implementation of citywide street tree plantings that
encourage community residents and neighborhoods to be engaged in local environmental
stewardship.
 To implement the BGreen 2020 Urban Forest Effects Model Study America the
Beautiful Grant Program provided by the CTDEP and US Forest Service as the first
step in developing an urban forest management plan.
 To benchmark tree planting goals leading to the fulfillment of the milestone of
planting 2,012 trees by the spring of 2012. To organize and gather neighborhood
support, shared resources and volunteer groups to achieve this goal.
 To continue effective tree maintenance and stump removal while also fielding
constituent requests via the Qalert system.
 To continue to work closely with OEMHS and Emergency personnel to be prepared
to respond in the event of a severe storm event.
10) To continue to work closely with all departments of the City of Bridgeport to improve services
to the residents and all who visit the largest municipality in the State of Connecticut. To
conduct and develop strong relationships with all agencies, neighborhood groups,
organizations and entities that are partners, contribute and support Bridgeport’s urban
renewal and revitalization.

1) To continue to deliver extensive services to City residents and visitors throughout our 45
beautiful parks and to support a healthier lifestyle by providing recreational havens for all city
residents.
6 MONTH STATUS:
The Parks and Recreation Department has worked hard to make improvements to the park
system every year by maintaining parks, adding, renovating and/or upgrading recreational
amenities and public park facilities, and responding effectively to severe weather events.
2) To provide support services annually for large and small events, recreational activities and
community gatherings.
6 MONTH STATUS: Over 325 small events and 150 large events are expected to be
supported by the Parks and Recreation Department by the end of the year. Close
coordination with Parks and Recreation Administration, staff, the Board of Park
Commissioners and Parks Maintenance and the event organizers and individual residents
has been strong throughout the year.
3) To continue to provide quality ball field preparation for 37 athletic fields and daily cleaning
and maintenance to Parks and Recreation facilities. This goal also includes the renovation
and enhancement of existing park facilities scheduled for completion in 2010 such as
Ellsworth Park, Luis Marin Water Splash pad, Newfield Park, Veteran’s Memorial Park Trails
and other public park improvements.
6 MONTH STATUS:
Ellsworth Park: Construction Management Services conducted multiple bids to stay within
budget and has broken ground on Ellsworth Park in 2010. The project is expected to be
completed during spring/early summer 2011. The Parks Board of Commissioners has
allocated 65K to build a splash pad feature as part of the playground renovations. The
existing playground has been removed and stored to be reinstalled into another park.

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GENERAL FUND BUDGET
Luis Marin Water Splashpad: Construction and majority of Site Work has been completed
in the fall of 2010. Final preparations include fencing to be installed along Boston Avenue;
building enhancements including mural paintings involving local children; and signage
development in advance of opening in early summer 2011.
Newfield Park: Following the tornado of June 24, 2010 the roof of the restroom building had
been completely torn off. A more durable steel roof has been installed and updated bathroom
fixtures are planned for the spring of 2011. Materials have been received for walking paths,
picnic areas. Installment is scheduled weather permitting for late winter/early spring 2011.
Veteran’s Memorial Park Trails: Solar Nature Trail behind Discovery Museum completed in
summer 2010. Final enhancements are needed to provide access via Park Avenue entrance
and rear road to Discovery Magnet Science School upon completion of school site work.
Existing trails were enhanced by volunteer groups during cleanup and invasive species
removal in summer 2010 as well as from volunteers from Bridgeport Disc Golf, who were
approved to build a disc golf course by the Board of Park Commissioners in August of 2010.
4) To continue to work closely with the Board of Parks Commissioners on projects and initiatives
that prioritize the delivery of outstanding results to City residents and visitors who enjoy the
parks, recreation programs and D. Fairchild Wheeler Golf Course.
6 MONTH STATUS:
The Board of Park Commissioners first priority is to service the City and its residents. The
Board of Park Commissioners reviewed all major events held in the Bridgeport Park System,
providing advice and recommendations in order to permit each event to be held safely,
securely and with the most positive results. In addition, the Luis Marin Splashpad project,
Seaside Park Diamond #1 Improvements were coordinated with Parks Board support.
Ellsworth Park improvements have integrated a water play feature into their renovations
through the Board of Park Commissioner efforts. The Board of Park Commissioners has
supported D. Fairchild Wheeler Golf Course has increased rounds of golf and the number of
tournaments.
5) To continue to improve Seaside Park, the beautiful Long Island Sound waterfront recreational
area. To monitor existing resources at the park through daily assessments. To balance
development and increased usage with sustainable initiatives and maintenance activities to
protect its natural green spaces. To assess West Beach and Area leading to Fayerweather
Lighthouse, to shape existing picnic areas to accommodate park visitors, to implement
sidewalk repairs where needed, and to explore other conservation and public service
opportunities at Bridgeport’s premier leisure destination.
6 MONTH STATUS:
Following the March 2010 Storm a variety of improvements were necessary to rebuild from
the damage inflicted on Seaside Park and St. Mary’s. Sidewalk and Rock wall reconstruction,
widespread curb repairs, beach sand restoration, fishing pier refurbishment, reseeding of
disturbed lawn areas, tree pruning and removal and other park repairs were done during the
weeks and months following the storm. Additionally, West Beach picnic areas were
refurbished, new picnic tables and grills installed and West Beach Bathhouse planters were
filled with salt tolerant perennials.
6) To continue improvements to the natural resources found at Beardsley Park while enhancing
accessibility to its picturesque landscapes and protecting the Pequonnock River Watershed.
6 MONTH STATUS:
PRI Initiative: Public Facilities began grant implementation on a 319 CTDEP grant. Working
with Fuss & O’Neill, Save the Sound, non-profit groups, businesses and an array of local
agencies, City departments and outside organizations, the City established strong
partnerships with the town of Trumbull and Monroe on this multifaceted BGreen Initiative. The
Pequonnock Watershed protection plan is in the final stages of development by the firm and
is expected to be completed in May following a series of public workshops being held.

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GENERAL FUND BUDGET
7) To continue to expand and expedite citywide playground, fence and signage repairs and
improvements. To promote the utilization of the parks as an essential public space for the
neighborhood and community. To promote park appreciation among City residents.
6 MONTH STATUS:
 William Barnum Park Improvements: trees, plantings, a swingset, benches, and a
new half court were built in the summer and fall of 2010.
 Newfield Park Improvements: Horseshoe pits were repaired. Restroom roof fixed.
 Public Park improvements are planned for James Brown Waterview Park, McGovern
Park, Johnson Oak Park and Svirha Park in the spring and early summer of 2011.
 Tree Planting Program and Glenwood Park Court Improvements as part of the PY36
Community Development Block Grant Program to be completed in phases this year.
8) To revise and update the Parks and Recreation Department information on the City Website
to better service City residents.
6 MONTH STATUS:
Overhauled site content to reflect departmental offerings and provide information regarding
new developments. Future planning efforts are expected to be updated on the calendar to
encourage public participation in public meetings, workshops, and events.
9) To effectively maintain and protect the urban tree canopy in the Park City through proper tree
care and maintenance practices and the implementation of citywide street tree plantings that
encourage community residents and neighborhoods to be engaged in local environmental
stewardship.
6 MONTH STATUS:
 Community Development Block Grant Tree Planting Program: City has planted over
350 trees in the past year and aim to increase planting through renewed efforts
identified in Mayor Bill Finch’s BGreen 2020 Sustainability initiative to plant 2,012
trees by 2012.
 Urban Forest Effects Model America the Beautiful Grant Program planning has
started.
 QAlert: Tornado response and FEMA Emergency documentation
 St. Mary’s by the Sea Tree vandalism damage is being monitored for recovery and
the healing of the wounds. Tree conditions have been routinely inspected and will be
continued to be monitored in springtime 2011.
 Planted trees as part of the Greening of the Boston Post Road program, CDBG
Adopt-A-Tree Planting Program, Tree City USA arbor day celebration, and various
park improvement projects.

243
GENERAL FUND BUDGET
PARKS ADMINISTRATION APPROPRIATION SUPPLEMENT
FY 2011 FY 2012
SENIOR CHECKPOINT ATTENDANT 89,432 89,432

2.0 MAINTAINER IV 85,003 89,314 4,311
1.0 GOLF COURSE SUPERINTENDENT 68,929 70,739 1,810
1.0 MANAGER OF ROADWAY AND PARKS 69,992 72,099 2,107
1.0 PLUMBER 75,546 78,250 2,704
1.0 1.0 JANITRESS 63,012 57,070 -5,942
SERVICE ASSISTANT 30,979 -30,979
1.0 ANTI BLIGHT TECHNICIAN 38,984 40,203 1,219
01356000 Total 15.0 1.0 1,239,171 1,230,351 -8,820

244
GENERAL FUND BUDGET
PARKS MAINTENANCE BUDGET DETAIL
Charles Carroll
Manager
REVENUE SUMMARY
Not Applicable
FY 2012 VARIANCE
ORG APPR
01356000 PARKS MAINTENANCE SERVICES 2,310,454 2,330,172 2,342,591 2,340,016 9,844

1356PS PARKS MAINTENANCE PERSONAL SVCS 1,211,895 1,239,173 1,239,173 1,230,350 -8,823
2356TPS PARKS MAINTENANCE OTHER PERS SVCS 169,403 143,345 143,345 143,120 -225
3356FB PARKS MAINTENANCE FRINGE BENEFITS 244,149 268,009 268,009 274,482 6,473
4356EX PARKS MAINTENANCE OPER EXP 404,907 393,133 405,544 405,544 12,411
6356SS PARKS MAINTENANCE SPEC SVCS 280,100 286,512 286,520 286,520 8
PERSONNEL SUMMARY
FY 2011 FY 2012
SENIOR CHECKPOINT ATTENDANT 89,432 89,432

2.0 MAINTAINER IV 85,003 89,314 4,311
1.0 GOLF COURSE SUPERINTENDENT 68,929 70,739 1,810
1.0 MANAGER OF ROADWAY AND PARKS 69,992 72,099 2,107
1.0 PLUMBER 75,546 78,250 2,704
1.0 1.0 JANITRESS 63,012 57,070 -5,942
SERVICE ASSISTANT 30,979 -30,979
1.0 ANTI BLIGHT TECHNICIAN 38,984 40,203 1,219
01356000 Total 15.0 1.0 1,239,171 1,230,351 -8,820

245
GENERAL FUND BUDGET
PARKS MAINTENANCE APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01356000 PARKS MAINTENANCE SERVICES 2,310,454 2,330,172 2,342,591 2,340,016 9,844
51024 FT SNOW DAY PAY 508
51104 TEMPORARY ACTING 2X OVERTI 30 50 50 50
51122 SHIFT 2 - 1.5X OVERTIME 108 1,000 1,000 1,000
51124 SHIFT 2 - 2X OVERTIME 1,000 1,000 1,000
51128 SHIFT 3 - 1.5X OVERTIME 1,000 1,000 1,000
51140 LONGEVITY PAY 15,645 15,645 15,570 -75
52360 MEDICARE 8,077 16,338 16,338 7,700 -8,638
52385 SOCIAL SECURITY 11,906 12,167 12,167 12,167
52399 UNIFORM ALLOWANCE 4,400 4,400 -4,400
53905 EMP TUITION AND/OR TRAVEL REIM 2,000 2,000 2,000
54005 AGRICULTURAL PARTS 2,414 1,481 1,481 1,481
54010 AUTOMOTIVE PARTS 4,646 7,285 7,685 7,685 400
54025 ROADWAY PARTS 6,510 5,675 5,675 5,675
54030 PERMITS 555 555 555
54530 AUTOMOTIVE SUPPLIES 2,757 1,200 1,200 1,200
54535 TIRES & TUBES 8,580 9,504 9,504 9,504
54540 BUILDING MATERIALS & SUPPLIE 39,129 37,085 27,585 27,585 -9,500
54545 CLEANING SUPPLIES 11,259 9,900 16,000 16,000 6,100
54560 COMMUNICATION SUPPLIES 87 1,000 1,000 1,000
54570 ELECTRONIC SUPPLIES 149 200 200 200
54585 ELECTRICAL SUPPLIES 295 400 400 400
54610 DIESEL 28,818 44,000 35,000 35,000 -9,000
54615 GASOLINE 26,389 41,000 50,000 50,000 9,000
54620 HEATING OIL 7,070 7,550 4,050 4,050 -3,500
54635 GASES AND EQUIPMENT 53 799 799 799
54640 HARDWARE/TOOLS 20,372 17,190 18,490 18,490 1,300
54650 LANDSCAPING SUPPLIES 165,499 134,800 148,233 148,233 13,433
54680 OTHER SUPPLIES 590 40 40 40
54690 PUBLIC FACILITIES SUPPLIES 3,100 750 750 750
54700 PUBLICATIONS 180 180 180
54710 PARKS SUPPLIES 11,824 11,886 11,886 11,886
54715 PLUMBING SUPPLIES 9,117 8,317 8,317 8,317
54720 PAPER AND PLASTIC SUPPLIES 7,355 6,300 10,000 10,000 3,700
54735 ROADWAY SUPPLIES 1,604 935 935 935
54745 UNIFORMS 4,875 3,622 4,500 4,500 878
55020 AGRICULTURAL EQUIPMENT 71 556 556 556
55035 AUTOMOTIVE SHOP EQUIPMENT 59 3,372 250 250 -3,122
55050 CLEANING EQUIPMENT 500 500 500
55055 COMPUTER EQUIPMENT 1,205 -1,205
55120 LANDSCAPING EQUIPMENT 19,680 15,400 15,400 15,400
55150 OFFICE EQUIPMENT 400 497 497 497
55175 PUBLIC SAFETY EQUIPMENT 1,119 500 2,500 2,500 2,000
55190 ROADWAY EQUIPMENT 2,663 3,073 5,000 5,000 1,927
55215 WELDING EQUIPMENT 150 200 200 200
56125 LANDSCAPING SERVICES 218,566 228,377 228,385 228,385 8
56180 OTHER SERVICES 2,584 3,183 3,183 3,183
56185 PUBLIC FACILITIES SERVICES 6,730 6,735 6,735 6,735
56215 REFUSE SERVICES 571 2,000 2,000 2,000

246
DEPARTMENT ON AGING PROGRAMS
MISSION STATEMENT
To ensure that all Bridgeport Seniors will be able to reach their full potential by providing opportunities
for socialization, employment, volunteerism, information and referral services. To increase awareness
of available nutrition, health, transportation, chore service/handyman service, exercise (including
swim aerobics), and social services available to Bridgeport’s active senior population.
MAYOR CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
DEPARTMENT
ON AGING
247
GENERAL FUND BUDGET
DEPARTMENT ON AGING PROGRAM HIGHLIGHTS
Rosemarie Hoyt
Manager
REVENUE SUMMARY
Not Applicable
FY 2012 VARIANCE
ORG APPR
01351000 DEPT ON AGING 327,846 359,415 359,415 369,925 10,510
1351PS DEPT ON AGING PERSONAL SVCS 240,603 256,008 256,008 258,338 2,330
2351TPS DEPT ON AGING OTHER PERS SVCS 2,304 6,750 6,750 7,050 300
3351FB DEPT ON AGING FRINGE BENEFITS 81,984 90,124 90,124 98,004 7,880
4351EX DEPT ON AGING OPER EXP 2,955 2,553 2,553 2,553
6351SS DEPT ON AGING SPEC SVCS 100 100 100
7351SC DEPT ON AGING SUPP CONT 3,880 3,880 3,880
PERSONNEL SUMMARY
FY 2012 VARIANCE
ORG APPR
01351000 DEPT ON AGING 327,846 359,415 359,415 369,925 10,510
1351PS DEPT ON AGING PERSONAL SVCS 240,603 256,008 256,008 258,338 2,330
2351TPS DEPT ON AGING OTHER PERS SVCS 2,304 6,750 6,750 7,050 300
3351FB DEPT ON AGING FRINGE BENEFITS 81,984 90,124 90,124 98,004 7,880
4351EX DEPT ON AGING OPER EXP 2,955 2,553 2,553 2,553
6351SS DEPT ON AGING SPEC SVCS 100 100 100
7351SC DEPT ON AGING SUPP CONT 3,880 3,880 3,880
248
GENERAL FUND BUDGET
DEPARTMENT ON AGING PROGRAM HIGHLIGHTS
DEPARTMENT ON AGING
Volunteer Placements 149 197 215 215 215 215
Meals Provided 11,350 8,247 8,924 9,075 9,075 10,050
Health Services-approx. units incl. Outreach (1) 4,080 640 380 380 380 380
Transportation Provided (2) 285 400 760 750 750 760
Chore Program Visits (units) (3) 1,556 750 1,030 650 350 0
Recreation unduplicated (4) 120 190 650 450 450 650
Social Services and Referrals 4,238 5,200 6,150 4,590 4,590 5,250
Senior Activity Excursions & luncheons: Units 14,860 18,000 18,000 18,000 18,000 18,000
Total Seniors Served FY 36,638 33,624 36,109 34,110 34,110 36,155
(1) We have not had a full-time nurse in some time. The Health Department sends a nurse only twice a month now to
the Eisenhower Center and once a month to the Black Rock Senior Center.
(2) Transportation provided includes trips to and from shopping centers.
(3) The CHORE Program was only for a few months and was not renewed for the next fiscal year.
(4) This includes swimming, exercise w/ equipment, ceramics, bingo, line dancing, arts & crafts, cards, billiards.
FY 2011-2012 GOALS
1) Our goals remain the same: to provide more services, recreation and seniors to participate in
the programming we provide. It is essential for mental & physical well-being of seniors that they
get out of the house & socialize with others.
2) We continue to strive to provide varied nutrition, health, transportation and recreational
opportunities to Bridgeport’s senior population.
3) Our swimming pool has a new furnace that keeps the water at a very comfortable 86 degrees.
Swimming is great exercise for seniors, and it is great for easing aches & pains, particularly
arthritis. We are also blessed with a very caring and energetic lifeguard who jumps in the pool
with swimmers and leads them in swim aerobics.

1) Our goals remain to provide more and more services and recreation for our seniors to give them
reason to get dressed and leave their homes for participate in all that we provide.
6 MONTH STATUS: We continue to provide varied and interesting recreation and service to
Bridgeport’s senior population.

1) College students come to the Eisenhower Center to instruct seniors on computer use and
internet access, where they can find information of use to them, particularly Medicare
information and the like.
2) The Wii Video Game system remains popular at all three senior centers. Visitors challenge
each other and have a great deal of fun. They are also able to watch movies every day. We
are also in the process of setting up an arts class. A teacher from adult education has agreed
to visit and instruct at our three senior centers in the art of drawing and painting. We are
planning a wonderful trip to New York to see The Jersey Boys (on Broadway) and to have
lunch in New York.
249
GENERAL FUND BUDGET
DEPARTMENT ON AGING APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01351000 DEPT ON AGING 327,846 359,415 359,415 369,925 10,510
51140 LONGEVITY PAY 6,750 6,750 7,050 300
52360 MEDICARE 1,493 2,796 2,796 2,510 -286
52385 SOCIAL SECURITY 838 259 259 259
53905 EMP TUITION AND/OR TRAVEL REIM 146
54555 COMPUTER SUPPLIES
54675 OFFICE SUPPLIES 979 1,214 1,214 1,214
54765 WATER/SEWER SUPPLIES 332 150 150 150
55010 ARTS & CRAFT EQUIPMENT 899 450 450 450
55155 OFFICE EQUIPMENT RENTAL/LEAS 600 739 739 739
56170 OTHER MAINTENANCE & REPAIR S 100 100 100
59500 SUPPORTIVE CONTRIBUTIONS 3,880 3,880 3,880
250
SIKORSKY AIRPORT
MISSION STATEMENT
The Mission of the Sikorsky Memorial Airport is to operate effectively in accordance with the
regulations of the Federal Aviation Administration (FAR Part 139). Our objectives include maximizing
the airport’s economic & public service value to the City and the region, and providing a safe and
secure aviation facility for the general and aviation public.
MAYOR CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
PUBLIC FACILITIES
ADMINISTRATION
AIRPORT
COMMISSION
SIKORSKY
AIRPORT

251
GENERAL FUND BUDGET
SIKORSKY AIRPORT BUDGET DETAIL
John Ricci
Manager
REVENUE SUMMARY
FY 2012 VARIANCE
ORG DESC
01375000 AIRPORT -758,062 -922,115 -928,200 -928,200 6,085
41273 AIRPORT FINANCE CHARGES -8
41501 PARKING FEES -3,500
41502 TRANSIENT REVENUE -50,355 -54,015 -48,200 -48,200 -5,815
41503 SECURITY BADGES -330 -200 -200 -200
41504 TIE DOWN -56,198 -95,940 -95,940 -95,940
41505 T-HANGARS -65,000 -67,200 -67,200 -67,200
41506 HANGER RENTALS -242,917 -267,000 -267,000 -267,000
41507 ANNUAL BASE RENT -169,397 -239,660 -275,660 -275,660 36,000
41508 OPERATING CERTIFICATE FEE -1,100 -1,200 -1,200 -1,200
41509 % OF GROSS -75,150 -90,400 -74,600 -74,600 -15,800
41510 FUEL FLOWAGE FEE -85,103 -106,500 -98,200 -98,200 -8,300
41511 CAR RENTAL % OF GROSS -9,004
FY 2012 VARIANCE
ORG APPR
01375000 AIRPORT 1,129,055 1,087,274 1,154,607 1,095,991 8,717

1375PS AIRPORT PERSONAL SVCS 540,753 637,368 637,368 607,171 -30,197
2375TPS AIRPORT OTHER PERS SVCS 78,303 52,960 52,960 54,230 1,270
3375FB AIRPORT FRINGE BENEFITS 153,041 190,597 190,597 160,908 -29,689
4375EX AIRPORT OPER EXP 292,332 165,601 224,027 224,027 58,426
6375SS AIRPORT SPEC SVCS 64,626 40,748 49,655 49,655 8,907
PERSONNEL SUMMARY
FY 2011 FY 2012
1.0 TYPIST II (35 HOURS) 38,724 38,724

1.0 ACCOUNTING CLERK II (35 HOURS) 47,859 47,859
1.0 AIRPORT SERVICEMAN I 28,651 30,104 1,453
2.0 1.0 AIRPORT SERVICEMAN II 106,083 102,895 -3,188
3.0 1.0 AIRPORT CERTIFICATION SPECIALIST 192,287 159,575 -32,712
1.0 SUPERINTENDENT OF OPERATIONS 71,853 73,741 1,888
1.0 AIRPORT MANAGER 89,952 92,315 2,363
2.0 SERVICE ASSISTANT 61,958 61,958
01375000 Total 12.0 2.0 637,368 607,171 -30,197

252
GENERAL FUND BUDGET
SIKORSKY AIRPORT PROGRAM HIGHLIGHTS
SIKORSKY AIRPORT
Arriving Flights Annually 77,486 83,261 71,237 66,210 66,277 64,000
Helicopter flights 8,320 9,400 2,561 1,400 2,421 1,800
Aircrafts housed on the field 261 250 217 200 205 198
Percentage Local Flights 50 50 50 50 50 50
Percentage Single Engine Aircraft 50 50 50 50 50 50
Percentage Multiengine Aircraft 50 50 50 50 50 50
Percentage Military Aircraft 2 2 2 2 2 2
Tower operations 77,486 83,261 71,237 67,610 69,682 65,000
Last FAA Certification Inspection 12/3/2005 12/3/2005 3/3/2008 7/10/2009 11/18/2010
Airport Improvement Program (federal funding) $150,000 $0 $715,000 $436,000 $410,000 600,000
Discretionary Funding, FAA (federal funding) 0 0 0 0 0 0
(1) If runway reconstruction occurs, we anticipate being eligible for Airport Improvement Program funds.
FY 2010-2011 GOALS
1) Complete preliminary design for RW 6-24.
2) Obtain approval for relocation of Main Street, Stratford Route 113.
3) Negotiate Phase II of New Hangar and Office Complex.
4) Continue to complete T-Hangar Project on South Ramp
5) Complete sale of 5.6 acres of surplus land now under negotiations.

1) Complete sale of former Flight Service Station Building.
6 MONTH STATUS:
2) Finalize settlement agreement between US Army, Atlantic Aviation, Hollywood East

Developers and the City of Bridgeport from which the Airport will acquire property to provide
right of way for Main St., Stratford relocation needed for Runway 6-24 reconstruction and
safety improvement project.
6 MONTH STATUS:
3) Transfer by lease to Atlantic Aviation as part of the settlement agreement property on East
Ramp for demolition of antiquated Hangar & Office Buildings and redevelopment.
6 MONTH STATUS:
4) Submit plans for approval to State of Connecticut and the Town of Stratford for relocation of
Main Street, Stratford and the safety improvement project.
6 MONTH STATUS:
5) Complete Phase I of the New Hangar and Office Building Complex and develop plans for
Phase II.
6 MONTH STATUS:
6) Continue to complete T-hangar Project on South Ramp.

6 MONTH STATUS:

253
GENERAL FUND BUDGET
SIKORSKY AIRPORT APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01375000 AIRPORT 1,129,055 1,087,274 1,154,607 1,095,991 8,717
51122 SHIFT 2 - 1.5X OVERTIME 22,522 10,000 10,000 10,000
51124 SHIFT 2 - 2X OVERTIME 3,126 5,010 5,010 5,010
51128 SHIFT 3 - 1.5X OVERTIME 6,168 6,000 6,000 6,000
51130 SHIFT 3 - 2X OVERTIME 443 1,000 1,000 1,000
51140 LONGEVITY PAY 1,062 8,920 8,920 10,190 1,270
52360 MEDICARE 3,721 7,555 7,555 7,288 -267
52385 SOCIAL SECURITY 806 1,776 1,776 1,872 96
53110 WATER UTILITY 27,695 14,000 21,000 21,000 7,000
53120 SEWER USER FEES 5,840 6,000 10,000 10,000 4,000
53420 LIABILITY INSURANCE 34,925 22,100 38,000 38,000 15,900
53610 TRAINING SERVICES 236 236 236
53905 EMP TUITION AND/OR TRAVEL REIM 75 75 75
54005 AGRICULTURAL PARTS 71 450 450 450
54010 AUTOMOTIVE PARTS 3,974 4,774 5,000 5,000 226
54025 ROADWAY PARTS 642 500 500 500
54030 PERMITS 459 1,459 1,480 1,480 21
54535 TIRES & TUBES 1,295 6,400 2,500 2,500 -3,900
54555 COMPUTER SUPPLIES 1,079 900 900 900
54560 COMMUNICATION SUPPLIES 822 87 887 887 800
54585 ELECTRICAL SUPPLIES 1,258 1,375 1,375 1,375
54615 GASOLINE 14,833 18,000 20,000 20,000 2,000
54635 GASES AND EQUIPMENT 6 1,900 1,900 1,900
54640 HARDWARE/TOOLS 1,179 900 900 900
54650 LANDSCAPING SUPPLIES 6,304 9,350 11,350 11,350 2,000
54670 MEDICAL SUPPLIES 348 350 350 350
54675 OFFICE SUPPLIES 2,164 1,248 2,248 2,248 1,000
54680 OTHER SUPPLIES 145 250 250 250
54700 PUBLICATIONS 65 65 65
54715 PLUMBING SUPPLIES 100 100 100
54735 ROADWAY SUPPLIES 2,395 1,400 3,000 3,000 1,600
54745 UNIFORMS 580 400 400 400
54755 TRAFFIC CONTROL PRODUCTS 5,291 900 1,400 1,400 500
55045 VEHICLES 47,490
55080 ELECTRICAL EQUIPMENT 550 600 600 600
55120 LANDSCAPING EQUIPMENT 299 350 350 350
55145 EQUIPMENT RENTAL/LEASE 290 700 700 700
55175 PUBLIC SAFETY EQUIPMENT 1,192 1,000 1,000 1,000
55190 ROADWAY EQUIPMENT 2,102 900 2,900 2,900 2,000
55205 TRANSPORTATION EQUIPMENT 7,178 15,498 11,477 11,477 -4,021
55215 WELDING EQUIPMENT 75 75 75
56035 TOWING SERVICES 159 750 750 750
56060 CONSTRUCTION SERVICES 75 75 75
56065 COMMUNICATION EQ MAINT SVCS 2,459 4,750 3,200 3,200 -1,550
56080 ENVIRONMENTAL SERVICES 975 1,550 1,550 1,550
56130 LEGAL SERVICES 24,055 1,000 1,000 1,000
56140 LAUNDRY SERVICES 2,242 2,343 4,200 4,200 1,857
56180 OTHER SERVICES 840 1,750 1,750 1,750
56215 REFUSE SERVICES 5,216 5,251 5,251 5,251
59010 MAILING SERVICES 162 300 300 300

254
ENGINEERING DEPARTMENT
MISSION STATEMENT
To provide engineering services to the City of Bridgeport’s Departments and Commissions and to
provide the public with a safe and efficient traffic system by making recommendations, administering
public improvement projects, providing technical data, assistance, survey, design, preparation and
maintenance of City record maps.
MAYOR CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
PUBLIC FACILITIES
ADMINISTRATION
CITY
ENGINEERING

255
GENERAL FUND BUDGET
ENGINEERING BUDGET DETAIL
John Urquidi
Manager
REVENUE SUMMARY
FY 2012 VARIANCE
ORG DESC
01385000 ENGINEERING -2,801 -4,600 -4,000 -4,000 -600
41546 MAP SALES -2,801 -4,600 -4,000 -4,000 -600
FY 2012 VARIANCE
ORG APPR
01385000 ENGINEERING 388,843 529,412 532,799 543,955 14,543

1385PS ENGINEERING PERSONAL SVCS 299,389 414,336 414,336 421,897 7,561
2385TPS ENGINEERING OTHER PERS SVCS 1,301 3,675 3,675 1,950 -1,725
3385FB ENGINEERING FRINGE BENEFITS 80,027 102,153 102,153 107,473 5,320
4385EX ENGINEERING OPER EXP 4,661 6,068 9,455 9,455 3,387
6385SS ENGINEERING SPEC SVCS 3,465 3,180 3,180 3,180
PERSONNEL SUMMARY
FY 2011 FY 2012
1.0 CITY ENGINEER 107,708 115,400 7,692

1.0 EXECUTIVE SECRETARY 62,127 52,279 -9,848
1.0 ENGINEERING SUPERVISOR 75,000 82,782 7,782
1.0 ENGINEERING AID III 44,272 47,106 2,834
1.0 ENGINEERING AIDE IV 55,855 52,776 -3,079
1.0 CIVIL ENGINEER I 69,374 71,554 2,180
01385000 Total 5.0 1.0 414,336 421,897 7,561

256
GENERAL FUND BUDGET
ENGINEERING PROGRAM HIGHLIGHTS
ENGINEERING
Building permit applications received 182 619/163 686/145 495/112 375/73 425/100
Maps received for review 81 126 85 38 60 70
Record maps completed or revised 5 96 82 73 89 75
TRAFFIC SIGNAL CONTROL
Average age 5 4 3 5 6 6
Average replacement cost/ intersection $170,000 $170,000 $170,000 $320,000 $320,000 $320,000
Designs/modifications completed 19 17 4 15 4 16
Streets where traffic counted 56 36 38 22 10 35
Intersection improvement designs 14 14 11 8 16 20
VALUE OF CONTRACTS
Engineering $840,000 $865,000 $2,375,000 $2,650,000 $3,476,800 $4,100,000
Construction $5,550,000 $6,761,038 $4,900,000 $9,900,000 $14,100,000
SURVEY CONTROL POINTS
Number replaced 28 33/97 36/113 18/36 13/65 60*
Number referenced 52 34 38 49 21 0*
Survey and work requests 117 161 244 163 115 120
REQUESTS/ WRITTEN RESPONSES
From City Council 29 23 35 25 9 15
From Planning, Zoning, ZBA 389 280 261 194 156 180
From Public 83 12 91 56 94 100
From Board of Police Commissioners 96 115 0 70 56 70
From Other 10 13 245 103 157 175
Counter Service 4,000 4,310 3,706 3,422 3,619 3600
Special committee reports completed 0 6 6 2 0 12
Number of active projects 8 7 6 5 5 7
Number of permits obtained 2 2 1 2 36 25
Number of RFP's/RFQ's 4 2 3 0 2 3
* - Replaced by outside consultant and paid through City funds due to lack of Survey crew in this department
FY 2011-2012 GOALS
1) To propose, initiate, secure funding, administer and manage public improvement projects that
will enhance the City's environment, reduce flooding and improve safety by repairing or
replacing the City's infrastructure, specifically the construction of Downtown Paving to include
John Street, Lafayette Boulevard, North Frontage Road and Water Street. Design of the
project is currently being done in-house in the Engineering Department and funding will be
obligated shortly. Construction is slated to begin in the second half of 2011. We are in
discussion with the State Department of Transportation (DOT) for additional funding sources
for paving projects through federally funded programs.
2) To modernize the traffic signal surveillance system with state of the art technology. Design
will begin for 20 new state of the art intersections on Main Street to replace the antiquated
system. Construction is slated to begin in 2012. Engineering will oversee all construction
activities and make field decisions based on design.
3) Seek alternative funding for design of the replacement of the Capitol Avenue and Arctic
Street Bridges.
4) To maintain engineering maps, records and survey monument system, to aid and promote
development in the City.
5) To provide technical assistance and data to City Departments, Commissions, Boards,
residents and businesses of the City, and to respond efficiently to citizen requests and
complaints to enhance the quality of life and aid in development.
6) Continue design goals to replace Congress Street Bridge. Final design has been put on hold
during the demolition project. Final Design for bridge replacement is approximately 90%
complete. Permitting will be required for the construction of the new bridge.

257
GENERAL FUND BUDGET
7) Secure Federal funding for new sidewalks to replace the dangerous and unsafe conditions
present on Iranistan Avenue. This proposal will be submitted through the GBRPA (Greater
Bridgeport Regional Planning Agency).
8) AutoCAD and GIS based training for engineering staff as demand for technical assistance
from other departments and increase in number of projects administered has increased.

1) To propose, initiate, secure funding, administer and manage public improvement projects that
will enhance the City's environment, reduce flooding and improve safety by repairing or
replacing the City's infrastructure, specifically the construction of two major roadway projects
for the rehabilitation of Iranistan Avenue and Capitol Avenue. Design of the project is
currently being done in-house in the Engineering Department and funding will be obligated
shortly. Construction is slated to begin in the second half of 2010. We are in discussion with
the State Department of Transportation (DOT) for additional funding sources for paving
projects through federally funded programs.
6 MONTH STATUS: Project was designed in house by this department and began
construction in September 2010. This department has been involved in all project oversight
from design, bidding, contracts and construction. Currently the construction is in winter shut
down operations and will resume in late March 2011. Project will be completed in the spring
of 2011.
2) To modernize the traffic signal surveillance system with state of the art technology. Design
has been completed for 14 new state of the art intersections. Construction is slated to begin
in the fall of 2010. Engineering will oversee all construction activities and make field
decisions based on design.
6 MONTH STATUS: Project has begun construction and is currently in winter shut down
operations. This department has been involved in all project oversight from design, bidding,
contracts and construction. Project will resume construction in the spring 2011 and likely be
completed with construction activities in the fall of 2011. Inspection and testing will
continually be done by Engineering after construction is completed.
3) Seek alternative funding for design of the replacement of the Capitol Avenue and Arctic
Street Bridges.
6 MONTH STATUS: All funding avenues to date have not been eligible. We will continue
to work with GBRPA and DOT to find an applicable funding source.
4) Secure Federal funding for the upgrade of Main Street’s traffic signal system. Install state of
the art system complete with video traffic detectors and ID capable emergency vehicle
preemption equipment. This proposal will be submitted through the GBRPA (Greater
Bridgeport Regional Planning Agency).
6 MONTH STATUS: Funding has been accepted through the GBPRA MPO. The funds for
the design phase will come out of the STP (Surface Transportation Program) Urban fund.
Consultant proposal will be requested through Purchasing once a scope of work is initiated.
Engineering will administer the RFQ process for hiring a design consultant. Design will begin
in the Summer/Fall of 2011.
5) To maintain engineering maps, records and survey monument system, to aid and promote
development in the City.
6) To provide technical assistance and data to City Departments, Commissions, Boards,

residents and businesses of the City, and to respond efficiently to citizen requests and
complaints to enhance the quality of life and aid in development.
6 MONTH STATUS: Ongoing. The lack of Survey Staff has severely hindered the quality
and timeliness of responses to these requests from other departments.

258
GENERAL FUND BUDGET
7) Continue design goals to replace Congress Street Bridge. Final design has been put on hold
during the demolition project. Final Design for bridge replacement is approximately 90%
complete. Permitting will be required for the construction of the new bridge.
6 MONTH STATUS: Overall design was put on hold to move forward with Demolition of
bridge through ARRA funding. See Additional Accomplishments.
8) Evaluate the new FEMA (Federal Emergency Management Agency) Flood Insurance Rate
Maps (FIRM) and revise ordinances to reflect new FEMA minimum requirements. The new
FIRM maps will be GIS based.
6 MONTH STATUS: Ordinances have been revised and approved through City Council.
FIRM maps are on file and being used by staff in the office.
9) AutoCAD and GIS based training for engineering staff as demand for technical assistance
from other departments and increase in number of projects administered has increased.
6 MONTH STATUS: A request was made for additional training dollars in last year’s budget
but denied.

1) The city received $1.6 million dollars in ARRA funding for the first phase of demolition of the
Congress Street Bridge. All permits were in place by the spring of 2010 and demolition took
place in the summer of 2010. The project was a success at the local level in removing a City
eyesore and marking progress in the possible reconstruction on the long closed bridge. It
was also a success at the State DOT level as it marked the first successful ARRA project to
be completed and closed out in the State of Connecticut.
2) We are in the ongoing process of addressing traffic signal operations and daily monitoring of
computerized signals and fine tuning according to traffic demands thus decreasing vehicle
stop time and promoting cleaner air in the City.

259
GENERAL FUND BUDGET
ENGINEERING APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01385000 ENGINEERING 388,843 529,412 532,799 543,955 14,543
51140 LONGEVITY PAY 3,675 3,675 1,950 -1,725
52360 MEDICARE 1,804 5,226 5,226 5,926 700
54555 COMPUTER SUPPLIES 81 250 700 700 450
54640 HARDWARE/TOOLS 457 325 325 325
54675 OFFICE SUPPLIES 2,429 2,058 2,500 2,500 442
54705 SUBSCRIPTIONS 34 150 150 150
55015 ENGINEERING EQUIPMENT 1,145 800 800 800
55155 OFFICE EQUIPMENT RENTAL/LEAS 280 280 280
59005 VEHICLE MAINTENANCE SERVICES 7 180 180 180

260
HARBOR MASTER
MISSION STATEMENT
The Harbormaster is responsible for the safe & efficient operation of Bridgeport's harbors and
navigable waters. The Harbormaster works to ensure that all Homeland Security Directives, as they
pertain to port security, are implemented.
MAYOR CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
PUBLIC FACILITIES
ADMINISTRATION
HARBORMASTER

261
GENERAL FUND BUDGET
HARBOR MASTER BUDGET DETAIL
Robert A. Scinto
Manager
REVENUE SUMMARY
Not Applicable
FY 2012 VARIANCE
ORG APPR
01390000 HARBOR MASTER 72,966 76,562 76,562 79,759 3,197

1390PS HARBOR MASTER PERSONAL SVCS 66,020 68,143 68,143 69,933 1,790
3390FB HARBOR MASTER FRINGE BENEFIT 6,946 8,419 8,419 9,826 1,407
PERSONNEL SUMMARY
FY 2011 FY 2012
1.0 HARBORMASTER 68,143 69,933 1,790

01390000 Total 1.0 68,143 69,933 1,790

262
GENERAL FUND BUDGET
HARBOR MASTER PROGRAM HIGHLIGHTS
HARBORMASTER
Coastline patrolled (miles) 17 17 17 17 17
Area patrolled (sq. miles) 30 30 30 30 30
No. of staff hours 1,825 1,825 1,825 1,925 1,925
Harbormaster fleet (1) 7 7 7 5 5
Boats moored 1,640 1,640 1,640 1,680 1740 *
Mooring applications processed 137 204 210 216 230
Approved 137 204 210 216 230
New 29 37 20 57 40
Denied 0 0 0 0 0
REGULATORY ACTIVITIES
Inspections/Mooring tackle(2) 168 204 20 216 40
Safety checks (3) 20 20 30 25 30
Passed 15 20 25 25 23
Failed 5 5 5 0 5
Warnings 10 20 10 0 0
MARITIME ACTIVITIES
General assistance 22 25 25 27 25
Navigational hazard assistance 20 27 40 32 40
Call backs 24 24 30 12 20
Marine assisted requests 25 25 30 32 35
Vessels in distress 20 20 20 17 25
Search and rescue 10 10 20 12 15
Pump outs 266 250 300 330 350
Assistance to other agencies 17 27 40 33 40
Educating public to achieve “Boating Certif” 102 83 115 122 130
HOMELAND SECURITY (4)
Facility Security Officer No. of staff hours 208 100 300 ** **
Conduct required Security Drills/Exercises 4 4 4 ** **
Administer Facility Security Plan 200 200 260 ** **
Bridgeport Port Security Committee meetings 2 2 12 4 4
Area Maritime Security Committee meetings 4 4 2 4 4
Supervise installation of port security systems 5 10 4 5 10
 Mooring Inspections are being conducted every other year, which leads to fluctuation in these numbers. For FY 11-
12, only new moorings will be inspected
 The number of boats moored has increased and will continue to increase as marinas are developed on the Yellow
Mill River and Steel Point. I am currently marketing the underutilized mooring field in Johnson Creek, which I feel will
be very attractive to the yacht club members currently on a slip waiting list at the East End Yacht Club and
Miamogue Yacht Club. Of course, this field will also be available to the general public who can access their vessels
from public access sites and possibly by water taxi.
 There are no hours, drills, or Security plan administration in this department since the Facility Security officer duties
are now the responsibility of the Port Jefferson Ferry Co.
FY 2011-2012 GOALS
1) Attend training modules to hone my security skills.
2) Update the charting and configuration of the city’s mooring fields.
3) Update the GPS coordinate mapping of the mooring fields with aerial view.
4) Continue to provide safe and efficient operation of Bridgeport’s harbors through oversight,
proper planning and education.
5) To secure funds to remove an abandoned 25’x40’ wooden barge, circa early 1900’s, from the
head of Johnson Creek.
6) The permit and bid process has been completed for the Water Street floating dock expansion
and will be completed by the end of the fiscal year.

263
GENERAL FUND BUDGET
HARBOR MASTER PROGRAM HIGHLIGHTS
7) To install a floating dock at the Seaside Park boat launch to assist boaters with launching
their vessels safely.
8) To have “Dock and Harbor” fees increased by the City Ordinance Committee from $30 to $50
for barges and ships from $100 to $150.
9) I am going to lobby the state delegation to increase the mooring fee ceiling from $200 to
$300.

1) Increased number of patrol hours.
6 MONTH STATUS: Increased by 15%.
2) Attend training modules to hone my Port Security skills.

6 MONTH STATUS: Attended Region 1 Port Security meetings along with Area Long Island
sound Maritime meetings
3) Complete the charting and reconfiguring of the city’s mooring fields.

6 MONTH STATUS: Reconfiguration has allowed an additional 60 vessels to be permitted a
location in the fields bringing our total to 210. Actively market and promote the under-utilized
mooring field in Johnson Creek which could accommodate 20 vessels.
4) Complete the GPS coordinate mapping of the Harbor’s mooring fields.

6 MONTH STATUS: Arial view of Black Rock Harbor with GPS location showing vessel and
owner name has been completed and will require annual update.
5) Continue to provide safety and efficient operation of Bridgeport’s harbor though oversight and
proper planning.
6 MONTH STATUS: I have educated and certified 122 people to operate a vessel.
6) Complete the update of the 42’ boat including an exterior paint job.
6 MONTH STATUS: This has been accomplished, with the help of Lt. R. Christy and
Assistant Harbor Master A. Palumbo, all new exterior paint, vinyl graphics and new safety
equipment including life rings, rescue throw bags and heavy-duty towline.

1) I have been working very closely with the Region one municipalities and stakeholders from
Greenwich to New London to collaborate on how best to apply for available port security
grants. This is continuing.
2) Through marketing, advertising and a little help from a poor economy, I have been able to
increase the total mooring permits from 204 to 216.
3) I, with the approval of the Bridgeport Harbor Management Commission, instituted four new
rules to the “Mooring Rules and Regulations”:
 No vessel shall be moored in the waters of the city of Bridgeport, Connecticut on or after December 1 of
the current permit year nor shall any vessel be moored before March 15 of the following year.
 Proof of liability insurance, of no less than $300,000.00 of coverage, will be required and submitted
along with every mooring renewal and new application. Each policy will list the Bridgeport Harbor
Management Commission as a certificate holder therefore ensuring the city of a lapsed policy.
Coverage which expires after March 15th, or before December 1, will be renewed along with proof of
renewed coverage submitted to the Harbormaster’s Office.
 The use of nylon, 3 strand twisted line is an acceptable alternative for upper line tackle providing that it’s
strength ratings meet or exceed the requirements for G30 grade steel chain tackle based upon mooring
anchor needs.
 The use of Helix moorings is permitted in Bridgeport waters but mooring and tackle inspection must be
performed and certified by a qualified, knowledgeable diver if mooring anchor is not removed for
inspection by the Harbormaster. Such diver shall prepare a written certification for presentation to the
Harbormaster.
 Removal of the mooring from the water for inspection by the Harbormaster shall occur at an interval of
every three (3) years.

264
GENERAL FUND BUDGET
HARBOR MASTER APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01390000 HARBOR MASTER 72,966 76,562 76,562 79,759 3,197
52360 MEDICARE 493 988 988 1,014 26
52917 HEALTH INSURANCE CITY SHARE 1,302 957 957 840 -117

265
GENERAL FUND BUDGET

266
PLANNING & ECONOMIC DEVELOPMENT DIVISIONS
OFFICE OF PLANNING &
ECONOMIC DEVELOPMENT
MISSION STATEMENT
Our mission is to assist in the revitalizing and development of the city of Bridgeport in order to create
jobs, expand the tax base, foster public/private partnerships and improve the City’s overall
importance and image in the region. We implement the administration’s development policies,
programs, and projects.
Our staff is involved in planning and policy activities, transportation, business development, deal
making, marketing, business finance, incentive programs and environmental matters. In addition we
deliver general customer service to other City departments, the business sector and residential
communities. We work with State and Federal agencies to secure funding for large-scale long term
public infrastructure improvements along the City’s transportation corridors, waterfront and within the
Central Business District.
MAYOR CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
OFFICE OF
PLANNING &
ECONOMIC
DEVELOPMENT
ECONOMIC
DEVELOPMENT
DEPARTMENT

267
GENERAL FUND BUDGET
OPED BUDGET DETAIL
Donald Eversley
Manager
REVENUE SUMMARY
FY 2012 VARIANCE
ORG DESC
01450000 OPED ADMINISTRATION -520,901 -1,145,500 -1,145,500 -645,500 -500,000
41318 1057 CONNECTICUT AVENUE RENT -422
41638 CONGRESS PLAZA RENT -6,018
41641 PARKING REVENUES -72,168 -778,000 -778,000 -278,000 -500,000
45138 ANNUAL RENT -75,000 -72,500 -72,500 -72,500
45140 ANNUAL PILOT -276,040 -250,000 -250,000 -250,000
45327 LAMAR -55,460 -45,000 -45,000 -45,000
45328 JP MORGAN CHASE RENT -35,793
FY 2012 VARIANCE
ORG APPR
01450000 OPED ADMINISTRATION 11,531,633 12,085,435 12,088,796 11,412,927 -672,508

1450PS OPED PERSONAL SVCS 1,113,566 1,361,532 1,361,532 1,365,983 4,451
2450TPS OPED ADM OTHER PERS SERVICES 15,765 12,525 12,525 15,375 2,850
3450FB OPED ADM FRINGE BENEFITS 260,813 323,244 323,244 366,673 43,429
4450EX OPED ADM OPER EXP 9,831,232 10,009,401 10,008,144 9,324,380 -685,021
6450SS OPED ADM SPEC SVCS 166,540 272,673 278,351 235,516 -37,158
7450SC OPED ADM SUPPORTVE CONTRIBUTI 143,716 106,059 105,000 105,000 -1,059
PERSONNEL SUMMARY
FY 2011 FY 2012

1.0 DESIGN REVIEW COORDINATOR 65,000 68,289 3,289
1.0 DIRECTOR OF LAND USE & CONSTRUCTION 105,473 82,719 -22,754
1.0 DEPUTY DIRECTOR - OPED 109,711 112,593 2,882
1.0 DIRECTOR OFFICE OF NEIGHBORHOO 80,601 82,719 2,118
1.0 CONDEMNATION/ANTI-BLIGHT SPECIALIST 41,000 41,000
1.0 PLANNER 2 53,221 54,885 1,664
1.0 DIRECTOR - OPED 119,932 123,082 3,150
1.0 PLANNING DIRECTOR 92,344 92,912 568
2.0 PLANNER 3 128,998 130,274 1,276
1.0 RELOCATION COORDINATOR 48,991 50,523 1,532
1.0 EXECUTIVE ASSISTANT 51,495 57,081 5,586
1.0 SEASONAL EMPLOYEES UNDER GRANT 38,539 38,016 -523
3.0 SR. ECONOMIC DEVELOPMENT ASSOC 200,779 202,765 1,986
1.0 DEPUTY DIR OF NEIGHBORHOOD REV 84,962 85,484 522
01450000 Total 19.5 1,334,187 1,338,586 4,398

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OPED PROGRAM HIGHLIGHTS
OFFICE OF PLANNING & ECONOMIC DEVELOPMENT
ASSISTANCE
Blight Citations Issued
Blight fines imposed
Condemned properties demolished
Seven- year Enterprise Zone tax deferrals processed
Urban Jobs tax abatements (5 yr) processed
Other tax incentives or pilots for development projects approved by C.C.
$ Value of proceeds; OPED managed property sales (city-owned)
Number of property sale transactions managed by OPED
Number of grant funded projects managed
Number of Developer RFPs/RFQ administered
Number of New companies opened in or relocated to Bridgeport, resulting from staff assistance
Number of Existing companies expanded, resulting from staff assistance
Number of Brownfields undergoing assessment (diagnosis) under OPED’s direction
Number of Brownfields undergoing some form of remediation under OPED’s direction
Number of Brownfields undergoing redevelopment (new building construction)
ENTERPRISE ZONES
Enterprise Zone packages negotiated N/A N/A 18 10 12 15
Firms assisted N/A N/A 21 47 22 30
Packages administered - ongoing N/A N/A 140 115 41 70
URBAN JOBS
Urban Job packages negotiated N/A N/A 12 10 12 15
Total number of jobs under Urban Job program N/A N/A 125 633 500 500
GRANT ADMINISTRATION
Grants administered - Total # N/A N/A 19 21 6 7
Grant applications submitted N/A N/A 4 3 2 0
MEETINGS
Anti Blight Commission Meetings 12 12 22 2 11 11
Condemnation Board Meeting 12 12 24 0 11 11
Bridgeport Redevelopment Agency Meetings 12 12 10 2 2 1
Housing Site Development Agency Meetings 12 12 14 0 0 0
Bridgeport Port Authority Meetings 12 12 25 2 14 12
School Building Committee Meetings 12 12 6 0 0 0
B-EGIS Policy Committee Meetings 12 12 9 2 0 0
BEDCO Meetings 12 12 10 7 7 5
Community Capital Fund Meetings 12 12 30 16 15 16
Master Plan N/A N/A 22 0 4 0
Zoning Rewrite N/A N/A 8 10 7 0
Regional CEDS (Comprehensive Economic Development Strategy) 12 0 3 2
Note:
Master Plan and Zoning rewrite meetings were discontinued in calendar 2009.
FY 2011-2012 GOALS
1) Initiate construction of infrastructure utilizing the TIGER II Grant from FHWA (Federal Highway
Administration) on the Steel Point Peninsula.
2) Finalize Transfer Agreement with Connecticut DOT (Department of Transportation) for Commuter
Garage & Train Station.
3) Finalize FTA (Federal Transit Administration) Funding for Downtown Connectivity and ITC
Improvements.
4) Finalize STP funding for Downtown Paving Program.
5) Initiate Feasibility Study for Black Rock / Ash Creek to Black Rock Train Station Pedestrian
Bridge, subject to funding.
6) Initiate Downtown Lafayette Circle Feasibility Study (Lafayette Blvd reconfiguration), subject to
funding.
7) Initiate NEPA (National Environmental Policy Act) review for Seaview Ave Transitway.
8) Initiate Feasibility Study for PT Barnum Train Station – Barnum Ave, subject to funding.
9) Initiate Downtown Enhancements in concert with Connecticut DOT and the FTA (Federal Transit
Administration).
10) Facilitate Bridgeport Landing Development’s substantial completion of 150,000 square foot retail
development in Upland Phase I by June 30, 2012.
11) Facilitate ongoing groundwater monitoring of Voluntary Cleanup (environmental) sites in West
End. (Dari-Farms and Went Field).
12) Begin Remediation and Transfer Sell State-Clinton Redevelopment Site; Transfer portion of
former Bryant Site to Dari Farms for parking expansion.

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13) Gain DECD (Department of Economic and Community Development) approval for infrastructure
investments to support private investment in West End; complete improvements prior to June 30,
2012.
14) Negotiate and execute acquisition agreements for Knowlton Street properties essential to
Pequonnock River Park plans; complete acquisitions; complete initial park improvements prior to
June 30, 2012.
15) Fund new façades (approx. $200,000) on 6 properties, 12 storefronts, on East Main St.
16) Fund sign and awning improvements (approx. $100,000) City-wide on 28 properties
17) Finance 1-8 businesses (total $80,000) through Revolving Loan Fund (CDBG award).
18) Secure Connecticut DEP (Department of Environmental Protection) and US EPA (Environmental
Protection Agency) commitments for funding and other involvement in City-wide riverfront
recapture efforts.
19) Formal adoption of Pequonnock River Watershed Improvement Plan.
20) Facilitate initiation of NY-CT Sustainable Communities TOD (Transit Oriented Development)
Planning effort on Seaview Avenue corridor.
21) Structure and initiate implementation of $1.6 Million NSP (Neighborhood Stabilization Program) III
Program, soliciting proposals & projects.
22) Complete $3 Million in existing NSP (Neighborhood Stabilization Program) 1 development
projects.
23) Complete City-funded development of MOVE Yacht Club Site on Waterview Ave.
24) Facilitate completion of Urban Green Builders Phase III, or terminate development rights.
25) RFP Downtown North urban renewal properties for development proposals.
26) Complete Request for Proposals Process for Downtown North, identify one or more new
Preferred Developer(s).
27) Complete transfer of Crescent Avenue property to United Illuminating for new East Side
Substation in accordance with 2006 settlement.
28) Facilitate establishment of new grocery store in the Arcade Hotel.
29) Obtain approval for new downtown senior center and redevelopment of Eisenhower building.
Assuming necessary approvals have been obtained; have construction of new senior center
facility completed prior to June 30, 2012.
30) Identify developer, obtain necessary approvals, and complete disposition of Black Rock Bank
building.
31) Facilitate completion of Clinton Commons project by POKO Partners and Alpha Community
Center.
32) Facilitate the beginning of construction of Seaview Plaza development project.
33) Continue demolition of vacant structures on Revere Street, recruiting retail development for the
Stratford Avenue frontage and working with the Bridgeport Public Library on feasibility analysis for
an expanded and renovated East End Branch at the Smith Foundation Building.
34) Assist 10 or more new companies via startup or relocation.

1) Sale of property and new construction by Bridgeport Landing Development (BLD) to commence
on Steel Point.
6 MONTH STATUS: Contractual conditions for sale of a portion of Steel Point to BLD are
currently being addressed. Negotiation of Interlocal District currently in progress. We anticipate
the possible sale of some portion of Steel Point property by June 30, 2011.
2) Construction of Bloom Shellfish relocation site (building and other improvements) to be

completed.
6 MONTH STATUS: Currently re-designing required site work to be compatible with BLD’s retail
tenant plans. Public bid process anticipated for March- April, pending reprogramming of Capital
funds.

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3) New construction to commence by Simon Konover Inc. at former CarTech site, retail
development.
6 MONTH STATUS: Land Development Agreement between SKI and Bridgeport Port Authority
negotiated by City staff for the development of the Seaview Plaza Project, agreement awaiting
execution. Subject to SKI securing a tenant and financing, construction may commence in Fall
2011.
4) Disposition of Waltersville School to qualified developer.

6 MONTH STATUS: Request for Proposal process completed. Preferred Developer candidate
recommended to City Council. Building access provided to Preferred Developer candidate for
extensive due diligence.
5) Disposition of 80 Hastings Street to qualified private entity that will assume environmental
responsibility.
6 MONTH STATUS: Environmental investigations completed; Remedial Action Plan and cost
estimate ($600-800,000) completed with EPA funding. Conducted Request for Proposals with
one respondent. We are presently evaluating capabilities of multiple parties to assume
responsibility for remediation and redevelopment.
6) Facilitate completion of construction of 333 State Street project with Carlson Group.
6 MONTH STATUS: Construction is underway, completion of construction anticipated prior to
June 30, 2011. Occupancy of apartments anticipated June-July, 2011. Commercial tenants for
the ground floor are anticipated by September 2011.
7) Facilitate closing of a minimum of two EPA brownfield cleanup loans.

6 MONTH STATUS: Currently working on financing structure for Seaview Plaza project.
Discussing potential loan structures with parties interested in 80 Hastings property.
8) Initiate remediation and development for Remgrit property.

6 MONTH STATUS: We compelled the current owner, via condemnation order, to commence
demolition of certain portions of Remgrit property.
9) Facilitate continued commercial leasing in Arcade Hotel, Citytrust and other Downtown projects.
6 MONTH STATUS: Working with private property owners, we provided various forms of
assistance that led to approximately ten (10) new retail or office leases in Downtown Bridgeport;
at Bijou Square, the Arcade Hotel, 779 Main Street (Casey Family Services) and 144 Golden Hill
Street. We also successfully advocated for State of Connecticut financial assistance that will lead
to new grocery store in the Arcade Hotel during calendar year 2011.
10) Initiate anti-blight measures and development at the Stratford/Central/Newfield Ave site.
6 MONTH STATUS: Multiple properties targeted for demolition through the condemnation
process. Two properties prioritized for Spring 2011 demolition.
11) Initiate retail plaza development at the State Street/Hubbell site on the West Side.
6 MONTH STATUS: Held multiple meetings with shopping center developers regarding potential
projects and tenants. Provided property’s purchase option holder with leads and financing advice.
12) Serve/assist 50-100 homebuyers under Neighborhood Stabilization Program (NSP).

6 MONTH STATUS: Restructured program for more efficient use of resources. Acquired, funded
or facilitated the acquisition of approximately thirty (30) foreclosed properties, for rehabilitation or
new construction by affordable housing developers. As of 12/31/10 approximately $3 Million of
acquisition and rehabilitation activities funded and completed. Five (5) single family homes have
been completed, of which three (3) have been sold to NSP eligible and trained owner occupants.
Twenty-two (22) housing units currently undergoing development with Spring-Summer 2011
completion anticipated for approximately fifteen (15) of these. NSP funding has enabled the City
to demolish five (5) condemned and/or foreclosed properties that were beyond repair. We

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successfully negotiated with CT DECD (Department of Economic and Community Development)
for use of NSP program revenues for open space development on Knowlton Street/Pequonnock
River parcels, including the clearing of blighted structures and redevelopment of a 40,000 square
foot industrial warehouse.
13) Facilitate beginning of construction of West End Fuel Cell project.

6 MONTH STATUS: Working with Fuel Cell Energy, Inc. affiliate on securing financing for this
DPUC (Department of Public Utility Control) approved project. We provided advocacy for the
project to US Department of Energy and other potential investors. Discussions on-going related to
financing, site maintenance and site planning.
14) Complete Seaview Avenue Industrial park project, in collaboration with BEDCO.
6 MONTH STATUS: Project nearing completion with new infrastructure construction to occur in
Spring 2011; currently working with CT DECD (Department of Economic and Community
Development) to reprogram other funding to complete project. Facilitated acquisition of a one
acre parcel by Sampson Associates, a building material recycling company planning to construct
a 9-14,000 square foot facility, invest approximately $1 Million in plant and equipment, and create
20-60 jobs.
15) Continue environmental remediation of Chrome, Pacelli and Trashmore sites; identify sources of
funding. Achieve community consensus on and initiate redevelopment of the sites.
6 MONTH STATUS: Closeout of initial $600,000 in US EPA grants currently in process. Provided
briefing for legislative delegation regarding funding needs for project. Staff is continuing to
explore other sources of funding.
16) Finalize Transfer Agreement with Connecticut DOT (Department of Transportation) for Commuter
Garage.
6 MONTH STATUS: Agreement anticipated to be finalized by June 30, 2011.

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OPED APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01450000 OPED ADMINISTRATION 11,531,633 12,085,435 12,088,796 11,412,927 -672,508
51099 CONTRACTED SALARIES 40,584 27,398 27,398 27,398
51140 LONGEVITY PAY 12,525 12,525 15,375 2,850
52360 MEDICARE 7,942 17,935 17,935 17,359 -576
52385 SOCIAL SECURITY 4,901 16,565 16,565 5,966 -10,599
53050 PROPERTY RENTAL/LEASE 80,000 80,000 80,000 40,000 -40,000
53200 PRINCIPAL & INTEREST DEBT SERV 9,698,218 9,874,857 9,874,857 9,248,335 -626,522
53610 TRAINING SERVICES 974 2,000 3,000 1,500 -500
53715 PAGING SERVICES 325 -325
53720 TELEPHONE SERVICES 1,496 1,880 1,880 940 -940
53750 TRAVEL EXPENSES 2,246 5,854 1,854 1,854 -4,000
53905 EMP TUITION AND/OR TRAVEL REIM 2,353 3,353 3,353 1,676 -1,677
54555 COMPUTER SUPPLIES 619 100 100 50 -50
54640 HARDWARE/TOOLS 601 597 150 150 -447
54675 OFFICE SUPPLIES 10,844 4,553 5,000 2,500 -2,053
54705 SUBSCRIPTIONS 943 2,000 2,000 2,000
55055 COMPUTER EQUIPMENT 2,838 1,000 1,000 500 -500
55155 OFFICE EQUIPMENT RENTAL/LEAS 11,724 13,742 13,000 13,000 -742
55160 PHOTOGRAPHIC EQUIPMENT 151 150 150 75 -75
55530 OFFICE FURNITURE 367
56010 ENGINEERING SERVICES 22,247 65,000 60,000 30,000 -35,000
56085 FOOD SERVICES 7,395 7,000 7,000 3,500 -3,500
56095 APPRAISAL SERVICES 7,000 10,000 10,000 3,000
56110 FINANCIAL SERVICES 12,061 9,922 7,000 7,000 -2,922
56130 LEGAL SERVICES 3,650 7,000 7,000 3,500 -3,500
56160 MARKETING SERVICES 94,724 142,678 142,678 142,678
56165 MANAGEMENT SERVICES 8,941 25,000 25,000 16,059
56180 OTHER SERVICES 19,074 17,459 10,000 10,000 -7,459
56190 FILM PROCESSING SERVICES 125 125 63 -62
56250 TRAVEL SERVICES 1,543 621 3,621 811 190
59010 MAILING SERVICES 300 300 150 -150
59015 PRINTING SERVICES 8 500 500 250 -250

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GENERAL FUND BUDGET

274
PLANNING DEPARTMENT
MISSION STATEMENT
To guide the development of the City, through recommendations regarding land use policies, the
design of projects, and the siting of projects in pursuit of an optimal balance of economic and social
objectives. To assist the Office of Planning & Economic Development with growing the City’s tax base
and provide the framework to build an economically vibrant and dynamic Bridgeport.
The Planning Department works with the development community to guide them through the City’s
regulatory processes, neighborhood and redevelopment plans, and other siting issues associated
with their investment opportunities. Through the coordination of proposed projects with the larger
streetscape, neighborhood and citywide issues, the department seeks to balance the development
project plans with those of the City in order to maintain the character and livability of City and its
neighborhoods.
Strengthen the City’s attractiveness as a place to live, work, and recreate by creating and maintaining
the City’s Master Plan of Conservation & Development that sets forth the vision of the city for its
foreseeable future. Developing the information delivery systems necessary for the privately funded
economic development delivery systems to be able to provide excellent customer service to the real
estate development community, city neighborhoods, and the residents of Bridgeport.
Provide the City of Bridgeport with research and siting analysis for its public projects such as schools,
parks, public access to the waterfront, streetscape projects, etc.
MAYOR CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
OFFICE OF
PLANNING &
ECONOMIC
DEVELOPMENT
PLANNING
DEPARTMENT

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PLANNING DEPARTMENT PROGRAM HIGHLIGHTS
ACTUAL ACTUAL ACTUAL ESTIMATED
SERVICE INDICATORS 2007-2008 2008-2009 2009-2010 2010-2011
PLANNING
City Planning Assistance Provided (in hours) N/A N/A 1,680 1,500
Developer Assistance Provided (in hours) N/A N/A 840 700
Neighborhood Revitalization Zones Planned N/A N/A 4 5
Land Use/Building Assistance Provided (in hours) N/A N/A 250 350
PROJECT MANAGEMENT
Projects Managed/Supported (in hours) N/A N/A 2,130 1,850
New Projects N/A N/A 25 15
Predevelopment N/A N/A 30 25
CITY PLANNING
Master Plan (in hours) N/A N/A 910 100
Zoning Rewrite (in hours) N/A N/A 1,370 1,400
Downtown Implementation Task Force (in hours) N/A N/A 50 50
FY 2011-2012 GOALS
1) While the current economic climate within the city of Bridgeport, state of Connecticut, and the
nation is slowly showing signs of a resurgence; the department is seeing a noticeable increase in
development and redevelopment interest in the city and as a result, an increase in the number of
inquiries by consultants, developers, and property owners. These inquiries are in the form of
office visits, letters, e-mails, and phone calls that arrive on a daily basis and seek information on
land use, zoning, application processing data, and siting issues.
2) For 2011-2012, the Department of City Planning expects to continue to be an information and
processing resource for governmental agencies, consultants, property owners, other city
departments, people within the development community and the general public. Many calls
received do not pertain directly to the department’s mission however; all of these calls are
redirected to the appropriate location and not ended until the caller is satisfied. Our goal is to
continue to be responsive in a timely manner to questions, inquiries, and processing requests
from any and all sources in a manner befitting the professionalism of the staff and the City of
Bridgeport.
3) The Planning Department completed its mission with regards to the creation of the 2010 new
Zoning Regulations which became effective in January 2010. We are aware of several
amendments to these Regulations are needed and continue to monitor with the Zoning Office
areas where they can be further improved and/or clarified. There are several elements of both
the Master Plan of Conservation & Development and the new Zoning Regulations that will require
the drafting of new City Ordinances such as the Housing Overlay Zone and the Payment in Lieu
of Parking (PILOP). It is the goal of the Planning Department to bring these items to the City
Council in 2011 or at the latest, in 2012.
4) The Bridgeport Enterprise Geographic Information System (B EGIS) will need to have its base
maps updated as there have been new subdivisions established, city streets accepted or
abandoned, and other changes to the face of the city made since the 2005 aerial photographs
were last taken. The work plan for the GIS Program calls for a new set of aerial photos and maps
updated every five (5) years in order to keep the system “fresh” however; economic
considerations being as they are, a partial updating of the areas where change has occurred will
be done at this time. The City’s Emergency Services Departments rely upon the GIS Program to
serve its new Computer Automated Dispatch System functioning accurately and having the
system’s maps accurately reflect the city’s current street grid is critical for timely emergency
services responses. It is the goal of the Planning Department to do a partial updating of these
items in 2011-2012 in order to keep the city’s base maps as current as possible.
The GIS Program has not seen any new layers added in recent years. The Planning Department
is preparing to add two (2) new layers during the 2011-2012 time periods:
(1) a Historic District layer and (2) the new Zoning Map layer. It is the goal of the Planning
Department to have these layers operational by the summer of 2011.
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GENERAL FUND BUDGET
5) During 2010, the Planning Department in conjunction with the Downtown Business Community
planned out and implemented the highly successful “Downtown Thursdays” and “ArtsFest”
events. It is the goal of the Planning Department, again in 2011-2012, to work with the Downtown
Business Community to support and grow these special events.
6) Working in conjunction with the Greater Bridgeport Regional Planning Agency (GBRPA) who
recently completed a Downtown Parking Study for the City, the Planning Department will be
drafting a Downtown Parking Plan with the objective of improving the parking capacity within
downtown Bridgeport. Along with this Plan, the City is looking at the potential for acquiring new,
state-of-the-art parking meters that will accept coins as well as credit, and possibly, debit cards
for payment. Additionally, these new meters will have the technology to provide the City with
operational and usage data through a wireless network linkage. It is the goal of the Planning
Department to have both the Downtown Parking Plan and the parking meter implementation
projects completed during 2011-2012.
7) The Planning Department continues to assist the Economic Development staff with their support
and assistance of potential development projects. Working in tandem with the City’s deal
makers, the Department provides assistance with property research, regulatory processing,
organizational tasks, mapping, etc. in support of enhancing the City’s tax base. It is the goal of
the Planning Department to be able to respond as needed to any requests for assistance within
its domain in an accurate and timely manner.
8) The 2010 U.S. Census was conducted on April 1, 2010 and the Planning Department is
monitoring the U.S. Commerce Department’s schedule for the release of the new census data.
Having worked as one of several City departments with the Census Bureau to organize the
Bridgeport census program, the Planning Department was disappointed when the city’s
participation rate dropped from 64% in 2000 to 61% in 2010. While this was not atypical for major
cities throughout the country, Bridgeport’s effort lacked nothing. It is the goal of the Planning
Department to be prepared to receive the new Census data as it is disseminated and organize it
into usable information.
9) The Department continues to assist the developers of the Bridgeport Landing Development
(SteelPoint) project with its regulatory and site development activities. In 2010, the 48-acre
redevelopment site received its Planned Development District (PDD) designation from the
Planning & Zoning Commission – the first such PDD in the city of Bridgeport. The next step will
be an application for the first phase of the project and its Detailed Development Plan (DDP) which
is expected to be filed during 2011-2012. It is the Planning Department goal to assist the
developer as needed with this application.
10) The Department is prepared to advance the next Neighborhood Revitalization Zone (NRZ) Plan
for the Mill Hill neighborhood once the CDBG (Community Development Block Grant) contract
has been fully executed. Most of the base data has been assembled and the Request For
proposals (RFP) should be published by this spring. It is the goal of the Planning Department to
complete this Plan during the 2011-2012 fiscal years.
11) It is the overall goal of the Planning Department to be able to weather the City’s fiscal crisis
without the loss of any current staff as there is no capacity to absorb the workloads should the
Department lose any staff. Any further reductions in staff will impact the Department’s ability to
serve the public and other City departments. The present staff is comprised of professional,
highly capable, accommodating, individuals who are knowledgeable about the city, their fields,
and about Bridgeport’s land use policies. It is an on-going goal of the Planning Department to
have the City’s GIS Coordinator reassigned to this Department for the betterment of the B EGIS
Program and as called for in the City’s Code of Ordinances. Without this professional in a
nurturing environment, the GIS Program is not able to reach its full potential.
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GENERAL FUND BUDGET
1) With the current economic climate within the city of Bridgeport, state of Connecticut, and the
nation beginning to show signs of a slow economic resurgence; the Department expects to see a
slight increase in development and redevelopment interest in the city and as a resultant, a slight
increase in the number of inquiries by consultants, developers, property owners, etc. In spite of
the economic climate, the Department continues to receive visits, letters, e-mails, and phone calls
from the public seeking information, assistance, application processing questions, etc.
6 MONTH STATUS: While the national and local economies continue to grow at a snail’s pace,
there has been a noticeable increase in requests for information and other contacts from within
the development community. Most projects associated with these inquiries would involve projects
that would be considered “singles” verses “doubles, triples, etc.” however; it is representative of
the fact that there is interest in the city. OPED’s Economic Development reports on the specifics
of these projects in their budget book submission.
2) For 2010 – 2011, the Department of City Planning expects to continue to be an information and
processing resource for governmental agencies, consultants, other city departments, people
within the development community, and the general public. Our goal is to be able to continue to
be responsive in a timely manner to question, requests, inquiries, and processing requests from
any and all sources in a manner befitting the staff as professionals and the City of Bridgeport.
6 MONTH STATUS: The Department continues to respond to a wide variety of data, research,
and mapping requests from various sources.
3) Specifically, the Department will be finalizing the printing of the Zoning Regulation in late FY
2009-10 and together with the Master Plan of Conservation & Development that was adopted in
late FY 2007-08, we will begin implementing the various elements of these land use documents.
The establishment of several ordinances necessary to implement the Storm Water Management
Plan (ordinance completed in 2008); Housing Incentive Overlay Zone; and Village District
elements of the Master Plan and Zoning Regulations will need to be drafted and advanced
through the City Council.
6 MONTH STATUS: The Department is currently working on the Incentive Housing Zone Plan
with the Regional Plan Association (RPA) that will lead to the adoption of the Housing Incentive
Overlay Zone. Already in place is the Storm Water Management Plan and its associated City
Ordinance that is being implemented through the Office of the City Engineer since 2008. The
Payment in Lieu of Parking (PILOP) program as called for in the City’s land use documents is
being addressed as a part of an overall Downtown Parking Plan that the Department is currently
working on. With the completion of this Plan, an ordinance will be prepared for consideration by
the City Council.
4) The Bridgeport Enterprise Geographic Information System (B EGIS) has become the premier
program of its kind within the state of Connecticut. The GIS staff has been transferred to the
Information Technology Services (ITS) Department. The Planning Dept. is seeking to develop
several new informational layers during FY 2009-10 including the addition of a “Historic
Properties” layer. The “Pictometry” layer has been completed. Since the GIS staff has been
transfer to ITS, there have been no improvements or layers added to the system. Internal data
layers associated with the Police, Fire, City Stat, Health, Housing & Community, OPED, WPCA,
BOE, GBTA, and Public Facilities have been only partially developed. During the first half of FY
2009-10, the City’s GIS web site recorded over 40,000 hits on the B EGIS site alone. It is the
goal of the Department to continue developing more data layers and pursue the return of the GIS
staff to the Planning Department in order to continue developing this critical tool in conjunction
with the needs of the city.
6 MONTH STATUS: The Department has not been successful as yet with bringing the GIS
Program back into the Planning Department, where it is authorized to be located by City
Ordinance. Staff continues to assemble the supporting data needed to create new layers and
have tried to add these layers to the system with limited success. As previously mentioned, the
“Historic Properties” and “Zoning Map” have their respective databases in place but, the staff has
had only limited success with adding the layers to the program. The man-hours devoted to these
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GENERAL FUND BUDGET
tasks make the effort inefficient however; the City’s investment in this program is extensive and
the Department is committed to making it successful.
5) The Department continues to assist the Economic Development staff with their support and
assistance of potential development projects. Working in tandem with the City’s deal makers, the
Department provides assistance with property research, regulatory processing, organizational
tasks, etc. in support of enhancing the City’s tax base. It is the goal of the Department to be able
to respond as needed to any requests for assistance within its domain in an accurate and timely
manner.
6 MONTH STATUS: The Department continues to respond to a wide variety of data, research,
and mapping requests from various sources. Often times, this assistance takes the form of
preliminary siting mapping and research, regulatory impacts analysis, and alternative options
issues.
6) The 2010 U.S. Census program is well underway and the Department is gearing up to respond to
the needs of the Census Bureau. The City’s GIS Program has made this process easier. The
accuracy of this count is critical to the City in terms of revenue sharing, political representation,
and grant awards therefore; it is critical that this City provide all of the assistance that it possibly
can to the Federal government in this regard. Although we are concerned about our ability to be
responsive, the Department’s goal is to do its best to provide the U.S. Census Bureau with its
very best effort.
6 MONTH STATUS: The 2010 Census was taken on April 1, 2010 and the preliminary numbers
indicate that the Nation’s 2010 population was 308,745,538; Connecticut’s population for 2010
was 3,574,097 which is an increase of 4.9%; and the City’s population will not be released until
the spring of 2011. Bridgeport’s participation rate for the 2010 Census was 61%; down from 64%
in 2000. The Department is monitoring the data release schedule established by the Census
Bureau and expects to obtain the first set of City data during February-March 2011. It has been
established that the state will not lose any Congressional representation as a result of the census.
7) The Department continues to assist the developers of the Bridgeport Landing Development
(SteelPoint) project with its regulatory processing and site development activities. There are
changes happening with the project from the Economic Development side of the OPED
operations which necessitated a redesign of the project and the renegotiation of the existing
agreements mainly due to the downturn in the economy however; the developer is planning to
approach the City’s regulatory boards and commissions in late FY 2009-10 for the necessary land
use approvals. It remains the goal of the Department to provide the necessary assistance to
advance the project and get a “shovel in the ground” as soon as possible.
6 MONTH STATUS: The Bridgeport Landing Development (BLD) has received its approval of the
City’s first Planned Development District (PDD) designation and it actively marketing the site.
The Department is expecting the BLD team to submit their first phase’s Detail Development Plan
(DDP) application during FY 2011-12 and will be available to assist as requested.
8) Members of the Department continue to work with the Neighborhood Revitalization Zone (NRZ)
planning processes. During FY 2009-10, work on NRZ Plans for the East Side, South End, West
Side, and Black Rock neighborhoods were nearing completion. Upon completion of the planning
process, the Plans are turned over to the Office of Neighborhood Revitalization (ONR) for
implementation. The goal of this Department for FY 2010-11 is to complete the planning process
for the existing neighborhoods with these Plans.
6 MONTH STATUS: The NRZ Plans for the East Side, South End, West Side, and Black Rock
neighborhoods were completed and turned over to the Office of Neighborhood Revitalization
(ONR) for implementation during this time period. The Department has drafted the process,
scope, and outline for the next NRZ neighborhood’s planning project for the Mill Hill area of the
city and it awaiting the signoff of the CDBG contract for this next Plan.
9) The Planning Department is seeing a slight increase in development interest in the city based
upon the number and variety of inquiries received. With the new Zoning Regulation becoming
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effective on January 1, 2010, there are several new zoning classifications and processes
contained within them that are geared towards streamlining the regulatory process. The
downtown Bridgeport neighborhood has a form-based zoning concept and incentive packages
that allow for greater densities and include streetscape design standards and reduced parking
requirements.
6 MONTH STATUS: The Department continues to see a slight increase in development increase
in the city. There have been several inquires on the new form-based zoning code for the
downtown area and regarding the new Office–Retail (OR) zone that combined two (2) prior
Zoning classifications.
10) It is the overall goal of the Department of City Planning to be able to survive the City’s fiscal crisis
without losing any additional staff as there is no capacity to absorb the tasks of any of the current
staff. The department was fortunate that it has been able to replace a vacant position recently
with a qualified planner. Any further reductions will substantially impact the Department’s ability
to achieve the goals established above.
6 MONTH STATUS: The Department has been able to maintain its current staffing level during
this period and thus, is on track for achieving its goals.
280
LAND USE & CONSTRUCTION REVIEW
Land Use & Construction Review is responsible for overseeing the land use and regulatory
operational function of the City of Bridgeport, including the Building Department and the Planning and
Zoning Department. We organize and manage the Design Review Meetings; conduct implementation
and management of the One-Stop Permitting Process, including permit tracking; provide information
on operations to city leadership in the form of reports, charts, etc. Review applications to land use
board and commission for compliance with adopted regulations. Exercise personnel management
and budgetary oversight of both the Building and Zoning Departments. Reports to the Mayor on
matters of policy. Reports to the Office of Planning and Economic Development on matters of
personnel and departmental operations.
MISSION STATEMENT
To promote economic (physical) development by maintaining an efficient internal regulatory system

that is responsive to the ever-changing demands of our customers.
MAYOR CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
OFFICE OF
PLANNING &
ECONOMIC
DEVELOPMENT
LAND USE &

CONSTRUCTION
REVIEW
INLAND HISTORIC
WETLANDS DISTRICT

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GENERAL FUND BUDGET
LUCR PROGRAM HIGHLIGHTS
LAND USE CONSTRUCTION REVIEW
Zoning Staff Reports 28 0 0 43 138
Inland Wetland applications received 15 10 11 8 12
Average processing time (working days) 60 days 60 days 60 days 60 days 60 days
Complaints received 10 15 15 5 10
Average response time (working days) 4 days 4 days 4 days 4 days 4 days
Average resolution time (working days) 15 days 15 days 15 days 15 days 15 days
HISTORIC DISTRICT ACTIVITY
Historic district applications received 45 30 20 16 35
Complaints heard 5 10 10 5 8
Enforcement actions 0 0 0 3 3
Certificates issued 36 30 18 16 35
Demolition delay order 41 43 30 30 33
Information requests 156 100 90 85 85
Information requests filled 156 100 90 50 65
Meetings 35 23 37 22 25
Note: The hiring freeze has resulted in an absence of Zoning Staff Reports in recent years.
FY 2011-2012 GOALS
1) Continue the push to fill all vacancies on all commissions and boards.
2) Provide reports to historic district commissions.
3) Amend zoning regulations as deemed necessary.
4) Hold at least two training sessions for all commissioners.
5) Develop an automatic property alert system for buyers of historic properties.
6) Manually review monthly property transfers and alert buyers regarding historic property
requirements.
7) Develop an effective enforcement mechanism for historic violations.
8) Make corrections to our historic property data.
9) Re-distribute corrected historic property data.
10) Work with the Connecticut Historical Commission to assist with historic property correction.
11) Develop a more systematic way of recording information requests and complaints.

1) Hire a design review analyst.
6 MONTH STATUS: Complete. Design review analyst hired in spring of 2010. He is currently
performing duties and responsibilities s required.
2) Provide staff reports to historic commissions.

6 MONTH STATUS: Incomplete. This item is incomplete because the number and type of
applications and the number of meetings were down substantially from the previous year, thus
decreasing the need for staff reports.
3) Institute over-the-counter design review. The analyst hired will perform reviews to make sure that
they meet design standards which would improve the aesthetic quality of projects.
6 MONTH STATUS: Complete. See item #1 above. The design analyst is reviewing over the
counter applications as the need arises.
4) In conjunction with the Chief Administrative Officer, continue to implement Permitting Software.
6 MONTH STATUS: Project Discontinued. After careful review and analysis by OPM, ITS and the
City Attorney’s office, this item was discontinued because the cost associated with continuing the
project far out-weighed the anticipated benefits.

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LUCR PROGRAM HIGHLIGHTS
5) Continue with commission and staff training.
6 MONTH STATUS: Several Sessions held. Training is ongoing. The enormity and complexity of
changes to zoning laws due to court decisions and legislative changes; the addition of new
members makes continuous training necessary in order keep commissioners up to date regarding
changes that impact their decisions.
6) Amend Wetlands Regulations.

6 MONTH STATUS: Complete. Because of numerous changes to state environmental laws
regarding inland wetlands, our regulations had to be amended to address changes to state laws.
This item was completed in the when the Inland Wetlands Agency adopted changes to the
wetlands’ regulations as required by the State DEP
7) Identify and recommend changes to zoning regulations.

6 MONTH STATUS: Complete. Ongoing. The item was completed when in January of 2010,
when the Planning & Zoning Commission adopted a new set of zoning and subdivisions
regulations. Making changes to the zoning regulations is an ongoing process because the
Planning and Zoning Commission is always looking to make improvements to help spur
development.
8) Push to fill all vacancies on both historic district commissions.

6 MONTH STATUS: One appointment was made. Still more to go. This is an ongoing item at
least until all vacancies on both historic commissions have been filled.

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GENERAL FUND BUDGET
OFFICE OF PLANNING & ECONOMIC DEVELOPMENT

BUILDING DEPARTMENT
MISSION STATEMENT
The Building Department issues permits and inspects work done to all buildings and other structures.
Permits include building, electrical, plumbing, heating, air conditioning, fire protection sprinklers and
extinguishing systems, refrigeration, demolition and signs. Applications for permits are reviewed for
conformance to all applicable laws, codes and ordinances. A permit constitutes permission to
proceed with the approved work. The purpose of permits and inspections is to ensure public safety,
health and welfare insofar as they are affected by building construction, through structural strength,
adequate exit facilities, fire safety, light and ventilation and sanitary equipment. The Building
Department function is to secure safety to life and property from hazards incident to the design,
erection, repair, removal, demolition or planned occupancy of buildings, structures or premises.
MAYOR CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
OFFICE OF
PLANNING &
ECONOMIC
DEVELOPMENT
BUILDING
DEPARTMENT

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GENERAL FUND BUDGET
BUILDING DEPARTMENT BUDGET DETAIL
Peter Paajanen
Manager
REVENUE SUMMARY
FY 2012 VARIANCE
ORG DESC
01455000 BUILDING DEPARTMENT -1,952,319 -1,904,000 -1,929,000 -1,929,000 25,000
41405 STATE PERMIT FEES -1,415 -1,415
41524 SIGN LICENSE -3,920 -3,000 -3,000 -3,000
41525 SIGN / LICENSE RENEWAL PERMIT -14,340 -10,000 -10,000 -10,000
41526 RESIDENTIALADDITIONSANDALTERAT -315,644 -198,586 -200,000 -200,000 1,415
41527 NON-RESIDENTIALADDITIONSANDALT -832,158 -400,000 -600,000 -600,000 200,000
41528 NEWSINGLEFAMILYHOUSEPERMITS -18,050 -30,000 -20,000 -20,000 -10,000
41529 TWO-UNIT HOUSING PERMITS -5,738 -45,000 -30,000 -30,000 -15,000
41530 THREEORMORE-UNITSHOUSINGPERMIT -138,500 -150,000 -150,000 -150,000
41531 POOL,TENTS,GARAGES-OTHERBUILDI -6,475 -5,000 -5,000 -5,000
41532 NEW-NON RESIDENTIAL -2,925 -500,000 -350,000 -350,000 -150,000
41533 ELECTRICAL PERMITS -211,456 -175,000 -175,000 -175,000
41534 PLUMBING PERMITS -115,679 -120,000 -120,000 -120,000
41535 HEATING PERMITS -142,828 -150,000 -150,000 -150,000
41536 AIR CONDITIONING PERMITS -30,005 -40,000 -40,000 -40,000
41537 DEMOLITION PERMITS -27,660 -10,000 -10,000 -10,000
41538 COPIES -403 -500 -500 -500
41539 REFRIGERATION PERMITS -12,575 -3,500 -3,500 -3,500
41540 CERTIFICATE OF OCCUPANCY -57,130 -50,000 -50,000 -50,000
44386 FIRE PROTECTION -14,710 -10,000 -10,000 -10,000
44387 VENTILATION -2,125 -2,000 -2,000 -2,000
FY 2012 VARIANCE
ORG APPR
01455000 BUILDING DEPARTMENT 1,172,157 1,263,119 1,263,258 1,277,381 14,262

1455PS BUILDING DEPT PERSONAL SVCS 922,291 989,483 989,483 1,002,851 13,368
2455TPS BUILDING DEPT OTHER PERS SVCS 19,552 9,825 9,825 7,125 -2,700
3455FB BUILDING DEPT FRINGE BENEFIT 221,826 255,185 255,185 260,740 5,555
4455EX BUILDING DEPT OPER EXP 6,282 6,381 6,520 4,420 -1,961
6455SS BUILDING DEPT SPEC SVCS 2,206 2,245 2,245 2,245
PERSONNEL SUMMARY
FY 2011 FY 2012
1.0 BUILDING OFFICIAL 97,654 100,219 2,565

1.0 MINI COMPUTER OPERATOR (35 HOURS) 46,255 41,407 -4,848
1.0 ADMINISTRATIVE SPECIALIST 60,301 62,110 1,809
1.0 DEPUTY BUILDING OFFICIAL (40 HOURS) 86,366 88,635 2,269
2.0 1.0 ELECTRICAL INSPECTOR (40 HRS) 233,099 234,559 1,460
2.0 PLAN REVIEWER (40 HRS) 154,573 160,774 6,201
2.0 MECHANICAL INSPECTOR (40 HRS) 156,659 161,176 4,517
1.0 1.0 ASSISTANT BUILDING INSPECTOR 154,573 153,971 -602
01455000 Total 10.0 3.0 989,481 1,002,851 13,370

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GENERAL FUND BUDGET
BUILDING DEPARTMENT PROGRAM HIGHLIGHTS
ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED ESTIMATED

SERVICE INDICATORS 2007-2008 2008-2009 2009-2010 2010-2011* 2010-2011 2011-2012
BUILDING DEPARTMENT
PERMITS ISSUED
Residential new 36 27 18 4 11 indeterminable
Residential alterations 295 223 342 186 350 indeterminable
Commercial new 6 12 2 3 4 indeterminable
Commercial alterations 128 170 164 99 160 indeterminable
Demolition permits 24 33 34 14 25 indeterminable
All other permits (incl. municipal/institutional) 1,917 2,104 1,933 975 1,900 indeterminable
Total of all building permits 561 546 555 316 525 550
Total of all permits 2,478 2,683 2,522 1,291 2,425 2,500
PERMIT VALUES AND REVENUES
Total value of work $131,211,499 $173,761,841 $80,959,003 $25,311,597 $60,000,000 $75,000,000
Total of permit fees $3,343,306 $1,872,299 $2,042,840 $732,178 $1,400,000 $1,874,000
INSPECTIONS
Inspections 7,448 8,402 7,913 3,608 7,000 8,000
CERTIFICATE OF OCCUPANCY
Number 347 data unavailable 401 148 350 400
Value of work $93,898,932 data unavailable $113,485,953 $43,840,020 indeterminable indeterminable
*ACTUAL 2010-2011 represents statistics through 12/31/2010.
1
Number of inspections varies per permit (typical minimum number below, excluding future additional
required):
Electrical service change: 1 inspection
Heating system replacement: 1 inspection
Deck addition: 1 footing inspection; 1 framing/final inspection. Total: 2 inspections.
Building renovation (plaster removed): 1 Existing framing inspection; 1 rough electrical inspection; 1
rough plumbing inspection; 1 rough heating inspection; 1 insulation inspection; 1 final building
inspection; 1 final electrical inspection; 1 final plumbing inspection; 1 final heating inspection. Total: 9
inspections.
New Single family dwelling: 2 footing inspections (perimeter walls plus interior column piers and/or
porch/deck footings); 1 foundation inspection; 1 concrete slab inspection; 1 framing inspection; 1 wind
resistant connector inspection; 1 electrical service inspection; 1 electrical rough inspection; 1
plumbing rough inspection; 1 heating rough inspection; 1 insulation inspection; 1 gypsum board
inspection; 1 final building inspection; 1 final electrical inspection; 1 final plumbing inspection; 1 final
heating inspection. Total: 16 inspections.
Large projects require more numerous inspections of all phases of work. As an example, a school
may require daily inspections of footings for four to five weeks. Continuous framing and trade
inspections are needed as the construction is completed for those phases of work. Multiple days for
each type of inspection are allocated for final inspections.

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GENERAL FUND BUDGET
FY 2011-2012 GOALS
1) Protect the health, safety and welfare of the public. This will be achieved through the
enforcement of applicable laws and codes to provide safe, energy efficient, accessible
buildings in the city of Bridgeport.
2) Improve the turnaround time between calls for inspections and appointments.
3) Continue to seek ways to shorten the plan review process times.
4) Continue to reduce open permit backlogs and issue certificates of occupancy.

1) Protect the health, safety and welfare of the public. This will be achieved through the
enforcement of applicable laws and codes to provide safe, energy efficient, accessible
buildings in the city of Bridgeport.
6 MONTH STATUS: Continuing diligent plan review and inspections contribute to the goal.
Active enforcement of violations also serves to protect the public.
2) With current staffing, we can continue the Building Code requirements for additional
inspections not previously performed.
6 MONTH STATUS: Attrition by retirement of an assistant building inspector has increased
scheduled times for the added inspections.
3) Increase the number of certificates of occupancy issued for completed permitted work.
Certificates are currently being issued at a ratio of approximately eighty percent of the
number of building permits issued per year. Customers are not requesting the required final
inspections causing a continuing backlog.
6 MONTH STATUS: Attrition by retirement of an assistant building inspector, an electrical
inspector and a vacancy in one of two clerical positions has reduced the ability to perform the
necessary functions to generate additional certificates.
4) Improve turnaround times from date of permit application to completion of plan review by
reviewing methods and procedures and implementing possible changes that improve times.
6 MONTH STATUS: The Building Department initiated a “to-do” system of processing simple
permits at the end of each week. The plan review staff is creating a series of “cook books”
with examples of how to provide critical information for various common constructions, such
as decks, additions and new one family dwellings.

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GENERAL FUND BUDGET
State Building Code – Connecticut Supplement 29-252-1d (effective December 31, 2005, amended
August 1, 2009)
101.1.1 Statutes. In accordance with the provisions of sections 29-252a and 29-253 of the
Connecticut General Statutes, respectively, this code shall be the building code for all towns, cities
and boroughs and all state agencies.
109.3. Required inspections. The building official, upon notification, shall make the inspections set
forth in Sections 109.3.1 through 109.3.10.
109.3.1 Footing and foundation inspection. Footing and foundation inspections shall be made after
excavations for footings are complete and any required reinforcing steel is in place. For concrete
foundations, any required forms shall be in place prior to inspection. Materials for the foundation shall
be on the job, except where concrete is ready mixed in accordance with ASTM C 94, the concrete
need not be on the job. (Foundation is new inspection requirement)
109.3.2 Concrete slab and under-floor inspection. Concrete slab and under-floor inspections shall
be made after in-slab or under-floor reinforcing steel and building service equipment, conduit, piping
accessories and other ancillary equipment items are in place, but before any concrete is placed or
floor sheathing installed, including the subfloor. (Concrete slab is new inspection requirement)
109.3.3 Lowest floor elevation. In flood hazard areas, upon placement of the lowest floor, including
the basement and prior to further vertical construction the elevation certification required in Section
1612.5 shall be submitted to the building official.
109.3.4 Frame inspection. Framing inspections shall be made after the roof deck or sheathing, all
framing, fireblocking and bracing are in place and pipes, chimneys and vents to be concealed are
complete and the rough electrical, plumbing, heating wires, pipes and ducts are approved.
109.3.5 Lath and gypsum board inspection. Lath and gypsum board inspections shall be made
after lathing and gypsum board, interior and exterior, is in place, but before any plastering is applied
or gypsum board joints and fasteners are taped and finished. (New inspection requirement)
Exception: Gypsum board that is not part of a fire-resistance-rated assembly.
109.3.6 Fire-resistant penetrations. Protection of joints and penetrations in fire-resistance-rated
assemblies shall not be concealed from view until inspected and approved.
109.3.7 Energy efficiency inspections. Inspections shall be made to determine compliance with
Chapter 13 and shall include, but not be limited to, inspections for: envelope insulation R and U
values, fenestration U value, duct system R value, and HVAC and water-heating equipment
efficiency.
109.3.8 Other inspections. In addition to the inspections specified above, the building official is
authorized to make or require other inspections of any construction work to ascertain compliance with
the provisions of this code and other laws that are enforced by the department of building safety.
109.3.8.1 Electrical inspections. Required electrical inspections shall include installations of
temporary services prior to activation; installation of underground piping and conductors after
trenches are excavated and bedded and before backfill is put in place; rough inspections of installed
wiring and components after the roof, framing, fireblocking and bracing are complete and prior to
concealment; and final inspection after all work required by the permit is complete.
109.3.9 Special inspections. For special inspections, see Section 1704.
109.3.10 Final inspection. The final inspection shall be made after all work required by the building
permit is completed.
109.5 Inspection requests. It shall be the duty of the holder of the building permit or their duly
authorized agent to notify the building official when work is ready for inspection. It shall be the duty of
the permit holder to provide access to and means for inspections of such work that are required by
this code.

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GENERAL FUND BUDGET
BUILDING DEPARTMENT APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01455000 BUILDING DEPARTMENT 1,172,157 1,263,119 1,263,258 1,277,381 14,262
51000 FULL TIME EARNED PAY 922,291 989,483 989,483 1,002,851 13,368
51140 LONGEVITY PAY 1,150 9,825 9,825 7,125 -2,700
52360 MEDICARE 5,775 11,884 11,884 12,022 138
54675 OFFICE SUPPLIES 4,416 3,361 3,500 1,750 -1,611
54700 PUBLICATIONS 555 325 325 325
55055 COMPUTER EQUIPMENT 250 250 125 -125
55080 ELECTRICAL EQUIPMENT 450 450 225 -225

290
ZONING BOARD OF APPEALS
MISSION STATEMENT
To promote the health, safety, and community standards of the City through the enforcement of the
Zoning Regulations.
CITY
MAYOR
COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
ZONING
ZONING
BOARD OF
COMMISSION
APPEALS
ZONING

291
GENERAL FUND BUDGET
ZONING BOARD of APPEALS BUDGET DETAIL
Dennis Buckley
Zoning Administrator
REVENUE SUMMARY
FY 2012 VARIANCE
ORG DESC
01456000 ZBA -35,283 -35,000 -35,000 -35,000
41253 PUBLIC HEARING FEES -35,283 -35,000 -35,000 -35,000
FY 2012 VARIANCE
ORG APPR
01456000 ZONING, BOARD OF APPEALS 81,366 88,960 88,960 65,703 -23,257

1456PS ZONING BD OF APPEALS PERSONAL SVCS 44,423 41,882 41,882 41,882
2456TPS ZONING BD OF APPEALS OTHER PERS SVCS 1,575 1,575 -1,575
3456FB ZONING BD OF APPEALS FRINGE BENEFITS 18,934 22,104 22,104 12,121 -9,983
4456EX ZONING BD OF APPEALS OPER EXP 16,946 21,949 21,949 10,975 -10,974
6456SS ZONING BD OF APPEALS SPEC SVCS 1,063 1,450 1,450 725 -725
PERSONNEL SUMMARY
FY 2011 FY 2012

01456000 Total 1.0 41,882 41,882

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GENERAL FUND BUDGET
ZONING BOARD of APPEALS PROGRAM HIGHLIGHTS

ZONING BOARD OF APPEALS
Meetings held 12 17 6 12 12 12
Scheduled meetings vs. meetings held 12 12 6 12 13 13
Applications received* 200 215 131 182 105 90
Applications heard 197 153 187 262 107 90
Applications granted (incl. conditional) 159 114 98 137 57 97
Applications denied 38 38 51 66 41 63
Avg. length of time from received to complete 60 days 60 days 35 days 35 days 35 days 35 days
Applications withdrawn 3 1 6 9 5 6
OTHER: Deferred, continued, tabled, no action required 50 5 10
*ZBA APPLICATION PROCESS

1) Review & acceptance at counter by staff.
2) Referral to Engineering & WPCA for review.
3) Petition returned to Zoning, Scheduled for consideration by sub committee for placement on a monthly meeting by
Zoning Official.
4) Record check for previous ZBA activity.
5) Legal ad written & submitted to Connecticut Post (Petitions to be published 10 days & 5 days before hearing).
6) Applicant notified, posting signs issued.
7) Agenda prepared & emailed or sent out. Minimum of 30 copies made for distribution at public hearing.
8) Hearing held, decisions rendered.
9) Decision notice published the Sunday following the hearing.
10) Decisions with conditions sent to applicants, minimum of a 60-day process.
FY 2011-2012 GOALS
1) Re-distribution of office tasks resulting in less time in the field for inspectors.

1) Seek the reinstatement of our support staff to enable the work load to be evenly distributed.
6 MONTH STATUS: Our ability to provide efficient service has been significantly curtailed by
the impact of the elimination of the Mini-Computer Operator.
2) This change will free up the schedules of additional inspectors to investigate complaints and
compliance with conditions of approval by applicants.
6 MONTH STATUS: We do our best to continue to maintain a good level of service to the
public, however this is becoming increasingly difficult as there is only one inspector at this
time.

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GENERAL FUND BUDGET
ZONING BOARD of APPEALS APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01456000 ZONING, BOARD OF APPEALS 81,366 88,960 88,960 65,703 -23,257
51000 FULL TIME EARNED PAY 44,423 41,882 41,882 41,882
51140 LONGEVITY PAY 1,575 1,575 -1,575
52360 MEDICARE 309 630 630 595 -35
54675 OFFICE SUPPLIES 1,777 1,949 1,949 975 -974

294
ZONING COMMISSION
MISSION STATEMENT
To promote the health, safety, community standards and general welfare of the community through
the enforcement of the Zoning Regulations.
CITY
MAYOR
COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
ZONING
ZONING
BOARD OF
COMMISSION
APPEALS
ZONING

295
GENERAL FUND BUDGET
ZONING COMMISSION BUDGET DETAIL
Dennis Buckley
Zoning Administrator
REVENUE SUMMARY
FY 2012 VARIANCE
ORG DESC
01457000 ZONING COMMISSION -218,025 -160,500 -160,500 -160,500
41254 PETITIONTOTHEP&ZCOMMISSIONFEE -104,239 -75,000 -75,000 -75,000
41255 ZONING COMPLIANCE FINE -97,859 -80,000 -80,000 -80,000
41256 LIQUOR CERTIFICATION FEE -6,490 -3,000 -3,000 -3,000
41257 PURCHASE OF ZONING REGULATIONS -957 -300 -300 -300
41258 PURCHASE OF ZONING MAPS -180 -100 -100 -100
41259 STATECONSERVATIONAPPLICATIONFE -6,584 -1,000 -1,000 -1,000
41344 LAND USE FEES -1,490 -1,000 -1,000 -1,000
41538 COPIES -227 -100 -100 -100
FY 2012 VARIANCE
ORG APPR
01457000 ZONING COMMISSION 354,729 440,920 439,697 423,569 -17,351

1457PS ZONING COMMISSION PERSONAL SVCS 258,278 306,121 306,121 313,592 7,471
2457TPS ZONING COMMISSION OTHER PERS SVC 3,564 2,550 2,550 2,625 75
3457FB ZONING COMMISSION FRINGE BENEFITS 48,482 69,165 69,165 73,382 4,217
4457EX ZONING COMMISSION OPER EXP 42,146 61,211 61,211 33,645 -27,566
6457SS ZONING COMMISSION SPEC SVCS 2,258 1,873 650 325 -1,548
PERSONNEL SUMMARY
FY 2011 FY 2012
1.0 ZONING ADMINISTRATOR 98,988 101,589 2,601

1.0 ASSISTANT ZONING OFFICIAL 60,405 61,992 1,587
1.0 ZONING ENFORCEMENT OFFICER 62,008 65,303 3,295
1.0 1.0 ZONING INSPECTOR 84,720 84,708 -12
01457000 Total 4.0 1.0 306,121 313,592 7,471

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GENERAL FUND BUDGET

ZONING COMMISSION ACTIVITY 7/08-6/09
Meetings held 11 13 22 17 18 12
Applications received 158 128 125 79 77 85
Applications heard 158 128 135 116 81 N/A
Applications granted (incl. Conditional) 139 106 110 78 76 N/A
Applications denied 8 13 12 5 9 N/A
Applications deferred 22 12 9 N/A
Change of zone 14 6 9 4 6 N/A
Amendment 2 1 1 0 2 2
Special permit 91 58 36 42 42 42
Site plan review 91 15 68 61 58 60
Coastal site plan review 47 24 53 20 21 21
Soil and sedimentation control review 24 14 7 13 4 5
No Action Required 2 0 0 N/A
DMV 5 14 8 9
8-24 Referrals/ City Business 13 11 4 10
Applications withdrawn 6 11 3 10 7 N/A
Other business 19 24
Time Extension 6 8
OFFICE ACTIVITY: APPLICATION PROCESSING
Houses & Housing units 423 266 415 255 121 91
Accessory structures 34 132 48 22 35 26
Additions 59 223 54 61 58 43
Alterations 270 44 299 179 221 166
Signs 42 303 51 62 48 36
Commercial 252 82 318 440 499 375
Liquor 45 239 70 93 84 63
Other, Letter of Zoning Compliance 166 143 217 142 136 102
INSPECTION ACTIVITY: CERTIFICATES ISSUED
Houses 61 75 52 40* 32*** 24
Other 29 22
Accessory structures 16 10 26 14 12 9
Additions 18 50 63 16 44 33
Alterations 147 168 170 97 134 101
Signs 11 7 11 13 62 47
Commercial Alterations 160 157 282 150 344 258
Other: Commercial construction new 12 11 15 17 8 6
ENFORCEMENT ACTIVITY
Complaints 589 462 547 435 534 562
Inspections 1,221 1,359 1,367 1,361 1,994 1,667
Inspection resolution 330 1,243 437 343 116 230
No violation 73 116 87 75 87 81
Inquiry 29 65 53 38 25 30
Order to Comply 167 210 384 160 207 186
Prosecutor’s summons 183 105 110 98 64 64
Resolved 198 291 353 343 499 527
Arrest warrants sought 12 10 8 6 8 7
* Number of Units (08/09) = 83

** Number of Units (1st 6 months of 2009/10) = 44
***Number of Units (2009/2010) = 232
Service Indicator Notes: Items can be heard individually or combined. A use variance by the Zoning Board of Appeals needs a
special permit by Planning & Zoning. It may or may not need a final site review, coastal review or a soil erosion review. Some
projects may just need a final site review. An application for conforming use not needing any variances but within 1,500 feet of
a coastal waterway would only be scheduled for a coastal site plan review. So basically the numbers overlap and are confusing
or misleading at best.

297
GENERAL FUND BUDGET
ZONING COMMISSION BUDGET DETAIL
Complaints: Majority are phoned in, others referred from Anti-Blight, Graffiti, Housing, Mayor’s Office, City Council Members,
the Health & Building departments.
Enforcement Activity: We verify the complaint, refer out or more than likely issue an order to comply, registered mail. When
card is returned, another inspection performed. If letter comes back then property is posted with order to comply. If no action is
taken on the part of the homeowner, a prosecutor’s summons is requested; usually a court pre-trial date is 30 to 45 days away.
Day of pre-trial needs another inspection. Prosecutor will continue cases numerous times due to legal process and/or progress
by owner. Every time there is a state’s prosecutor hearing an inspection is needed. It is not unusual to conduct 8 to 10
inspections before a property comes into compliance. It is not unusual to have a case open for 8 months, some well beyond a
year.
FY 2011-2012 GOALS
1) Replace the inspector who resigned due to poor health.

1) Our goal is to have two Commissioners appointed and one alternate appointed to prevent the
postponement of meetings and the deferment of applications, which ultimately results in
delays.
6 MONTH STATUS: New commissioners were appointed, but are yet to be sworn in. There
are still some vacancies and hopefully these will be filled in the coming months.
ZONING COMMISSION APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01457000 ZONING COMMISSION 354,729 440,920 439,697 423,569 -17,351
51140 LONGEVITY PAY 2,550 2,550 2,625 75
52360 MEDICARE 2,045 4,475 4,475 4,431 -44
52385 SOCIAL SECURITY 1,056 2,541 2,541
54675 OFFICE SUPPLIES 3,782 3,939 3,939 1,970 -1,969
56175 OFFICE EQUIPMENT MAINT SRVCS 778 1,223 -1,223
56180 OTHER SERVICES 650 650 325 -325

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HEALTH DIVISIONS: HEALTH & SOCIAL SERVICES
HEALTH ADMINISTRATION
MISSION STATEMENT
Our mission is to promote and protect the health of the people of Bridgeport through the provision of
essential health services, monitoring of programs, enforcement of laws and ordinances, and
collection of health information. Our objectives are to provide a stable and trusted vehicle of
communication, education, training and collaboration between all Health & Social Service
departments, divisions and programs. We endeavor to provide administrative leadership, support,
and oversight. We strive to incorporate technology in order to provide more efficient and effective
Department, and to support and encourage community health care planning.
MAYOR CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
HEALTH
ADMINISTRATION

299
GENERAL FUND BUDGET
HEALTH ADMINISTRATION BUDGET DETAIL
Kristin duBay Horton

Health Director
REVENUE SUMMARY
Not Applicable
FY 2012 VARIANCE
ORG APPR
01550000 HEALTH & SOCIAL SERVICES ADM 402,065 365,178 365,178 354,084 -11,094
1550PS HEALTH & SS ADM PERSONAL SVCS 116,772 136,399 136,399 144,325 7,926
2550TPS HEALTH & SS ADM OTHER PERS SVCS 1,275 1,275
3550FB HEALTH & SS ADM FRNG BENEFIT 263,569 208,634 208,634 190,603 -18,031
4550EX HEALTH & SS ADM OPER EXP 17,904 14,430 14,430 12,166 -2,264
6550SS HEALTH & SS ADM SPEC SVCS 3,819 5,715 5,715 5,715
PERSONNEL SUMMARY
FY 2011 FY 2012
1.0 DIRECTOR OF PUBLIC HEALTH 109,639 115,000 5,361

1.0 CLERK A 26,760 29,325 2,565
SECURITY GUARD
01550000 Total 2.0 136,399 144,325 7,926

300
GENERAL FUND BUDGET
HEALTH ADMIN. PROGRAM HIGHLIGHTS

HEALTH ADMINISTRATION
New Initiatives 1 3 3 3 3 3
Existing Programs 1 5 5 5 5 5
Outreach Programs 0 8 5 5 5 5
Notes: Outreach programs consist of programs done in conjunction with other departments and the community like World AIDS
Day, Recovery & Substance Abuse Luncheon, Legislative Breakfasts, MRC, Internship collaborations (FSW, SCSU), Medical
magnet tours, Community talks, presentations (6), A1c Champions, heart fair . Existing Programs: Elderly health (existing &
outreach), A1c Champions, special needs registry, MRC, Emergency preparedness. New Initiatives: Heart Fair, Health
promotion and awareness programs- pancreatic Cancer, Walks in the park (2), GIS layers, Train Vaccination, Vote and Vax,
Smoking Survey, Bridgeport Airs, Stroke Alert.
Existing and new Initiatives for 2011 – 2012 will include: Healthy Bridgeport walks (6); Healthy Heart Fair in February (1);
smoking cessation education and support group (12); obesity program in partnership with Bridgeport Hospital (4); Healthy
Homes for young children (3); Bridgeport CARES data presentation (20); BAYC Community Awareness Program (2); REACH
2020 (4); Pequonnock River Initiative (2)
FY 2011-2012 GOALS
Increase awareness, knowledge, and the implementation of Mayor Finch's 13 goals and objectives
through public health core concepts of health promotion, prevention, health equity, and social
determinants of health and its indicators. Of particular interest to the Health Administration's core
mission are the following:
1) Creating a leaner, more efficient government.
 Continue to oversee staff and monitor and administer General Fund and grant funded
programs under the Health and Social Services umbrella to ensure efficiency. Continue to
work with the Central Grants Office to secure grant funding to hire essential staff to
implement programs and accomplish goals.
 Collaborate on public-private partnerships to coordinate services and expand and
enhance funding and programs to the Bridgeport community. Have all health department
staff engage in and play a key role in ongoing community collaboratives seeking to
improve the health and well being of Bridgeport residents.
 Utilize Public Health interns to implement special projects, supplement City staff, and
continue to provide training ground for new public health professionals.
 Continue to provide Firefighter physicals which results in a cost savings to the City of over
$200,000.
 Assess ongoing programs through close process evaluation with an eye to better
implementing programs and meeting community needs.
 Provide additional opportunities for staff to continuously improve programs and their own
education through use of in-house training such as journal club and visits to model
programs in other communities.
2) Making our streets and citizens safer through health awareness programming.
 Continue to serve plan, drill and implement Public Health Emergency Preparedness to
ensure quick and effective response to public health emergencies such as pandemic flu.
 Plan and participate in community forums to raise awareness of health issues.
 Gather information from the 2010 CARES Health Assessment, RYASAP Search Institute
Data, and other resources to develop a comprehensive profile of Bridgeport resources and
needs pertaining to health and public health issues.
3) Supporting a healthier lifestyle through existing programming and the expansion of activities
and events that highlight the positive impact healthy Iifestyle choices can have on health.

301
GENERAL FUND BUDGET
 Continue to plan and implement programs for City employees and the community which
raise awareness and reduce risk factors for heart disease and stroke, diabetes, high blood
pressure.
 Engage community involvement in activities which promote a healthy lifestyle such as
Community Health Fairs and Healthy Bridgeport walks.
 Continue to provide an on-site Farm Stand for low income Bridgeport residents with a
focus on serving those residing in under-served communities.
4) Protecting our environment and greening our city which will in turn improve the health and
awareness of Bridgeport's residents.
 Continue to participate on the Asthma Council and the Bridgeport Airs Program to address
issues of indoor and outdoor air quality in Bridgeport.
 Forge relationships with other City departments regarding the Healthy Homes Initiative.

Increase awareness, knowledge, and the implementation of Mayor Finch's 13 goals and objectives
through public health core concepts of health promotion, prevention, health equity, and social
determinants of health and its indicators. Of particular interest to the Health Administration's core
mission are the following:
1) Creating a leaner, more efficient government.
 Continue to oversee staff and monitor and administer General Fund and grant funded
programs under the Health and Social Services umbrella to ensure efficiency. Continue to
work with the Central Grants Office to secure grant funding to hire essential staff to
implement programs and accomplish goals.
 Collaborate on public-private partnerships to coordinate services and expand and
enhance funding to the Bridgeport community.
 Utilize Public Health interns to implement special projects and supplement City staff.
 Continue to provide Firefighter physicals which results in a cost savings to the City of over
$200,000.
6 MONTH STATUS: The Health Department administration and its departments administer
approximately $1.5 million in grant-funded programs which promote and protect the health of
Bridgeport residents. This includes 25 new and renewal grants. Most programs are
operating well and are meeting goals and objectives in a timely manner. The Health
Department continues to work with the Central Grants Office to secure additional grant
funding to expand and enhance services for Bridgeport residents.
The Health Department has forged several successful partnerships including: Elderly
Health Screening Program in partnership with Bridgeport Hospital and Bridgeport Housing
Authority; on-site Farm Stand in partnership with the Wholesome Wave Foundation and
UCONN Cooperative Extension Program; Asthma Council in partnership with Environmental
Justice Program and Bridgeport Airs; Odyssey Project to reduce the occurrence of HIV/AIDS
in college students in partnership with GBAPP and the University of Bridgeport, to name a
few. They will continue to explore partnerships and collaborative efforts as a way of working
with the community and maximizing efforts and dollars.
Interns play a key role in the implementation of programs at the Health Department.
Interns from several universities managed the day-to-operations of the Farm Stand from July
– October. They assisted in planning and implementing special events such as the walks at
Housatonic Rails to Trails. They also helped maintain adequate office coverage.

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GENERAL FUND BUDGET
2) Making our streets and citizens safer through health awareness programming.
 Continue to serve as the Regional Public Health Emergency Preparedness Lead to plan
and prepare to respond to public health emergencies such as pandemic flu.
 Plan and participate in community forums to raise awareness of health issues.
 Gather information from the 2005 BHIP Community Health Assessment, Bridgeport Child
Advocacy Coalition, RYASAP and other resources to develop a comprehensive profile of
Bridgeport resources and needs pertaining to health issues.
6 MONTH STATUS: The Public Health Emergency Preparedness program is currently
undergoing a re-organization to make it more responsive to possible public health
emergencies. Health Department administration is working closely with DPH, CADH and
Bridgeport EOC. They will be scheduling staff and community emergency response trainings
in the near future.
The Bridgeport CARES Health Assessment was completed in the fall of 2010. It collected
valuable data which illustrated the level of health disparities in Bridgeport. This information
will be publicly released soon and will be a valuable tool in securing additional grant dollars to
address community health needs. The RYASAP SIS Data is also extremely useful and will
be used when applying for the 2011 SAMSHA Drug Free Communities Grant.
3) Supporting a healthier lifestyle through existing programming and the expansion of activities
and events that highlight the positive impact healthy Iifestyle choices can have on health.
 Continue to plan and implement programs for City employees and the community which
raise awareness and reduce risk factors for heart disease and stroke, diabetes, high blood
pressure.
 Engage community involvement in activities which promote a healthy lifestyle such as the
Community Health Fair, Farm Stand and Walks in the Park.
6 MONTH STATUS: This summer was the best year for the on-site Farm Stand. Over 2,000
low income Bridgeport residents had access to fresh fruits and vegetables from July through
October. The program was possible through a grant from the State Department of Social
Services and in partnership with Wholesome Wave Foundation and UCONN. Bridgeport
families, WIC mothers and children and seniors benefitted from the program. Dial-a-Ride
was used to transport seniors to the farm stand each week. UCONN provided a nutritionist
who did cooking demonstrations and provided healthy recipes. We are working with Central
Grants to secure additional funding to expand our sites to serve more people.
Other health initiatives included walks at Housatonic Rails to Trails and participation in
various community health fairs during the summer months. Staff is currently working on an
Employee Healthy Heart Fair and smoking cessation program to be unveiled this spring.
4) Protecting our environment and greening our city which will in turn improve the health and
awareness of Bridgeport's residents.
 Continue to participate on the Asthma Council and the Bridgeport Airs Program to address
issues of indoor and outdoor air quality in Bridgeport.
 Forge relationships with other City departments regarding the Healthy Homes Initiative.
6 MONTH STATUS: The Health Department continues to host meetings of the Asthma
Council to address issues of indoor and outdoor air quality in Bridgeport. They are looking to
secure additional grant dollars for cross-training of staff and to educate the community and
raise awareness of lead poisoning, asthma and other related issues.

303
GENERAL FUND BUDGET
HEALTH ADMIN. APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01550000 HEALTH & SOCIAL SERVICES ADM 402,065 365,178 365,178 354,084 -11,094
51140 LONGEVITY PAY 1,275 1,275
52272 WORKERS' COMP INDM - HEALT 95,000 82,300 82,300 55,700 -26,600
52288 WORKERS' COMP MED - HEALTH 158,000 115,200 115,200 90,500 -24,700
52360 MEDICARE 804 1,978 1,978 4,052 2,074
52385 SOCIAL SECURITY 2,664 8,281 8,281 8,281
52399 UNIFORM ALLOWANCE 870 875 875 -875
52504 MERF PENSION EMPLOYER CONT 6,230 16,453 16,453
52917 HEALTH INSURANCE CITY SHARE 15,617 15,617
53610 TRAINING SERVICES 2,685 1,302 1,330 1,330 28
54555 COMPUTER SUPPLIES 1,101 1,116 1,116 558 -558
54595 MEETING/WORKSHOP/CATERING FOOD 800 800 400 -400
54675 OFFICE SUPPLIES 4,545 2,304 2,304 1,152 -1,152
54680 OTHER SUPPLIES 2,041 800 800 800
54700 PUBLICATIONS 209 209 105 -104
54705 SUBSCRIPTIONS 100 100 50 -50
54725 POSTAGE 211 100 100 100
54745 UNIFORMS 330 1,000 1,000 1,000
59010 MAILING SERVICES 153 153 153
59015 PRINTING SERVICES 673

304
VITAL STATISTICS
MISSION STATEMENT
The mission of the Department of Vital Statistics is to receive and record all births, deaths, and
marriages that have occurred in the City of Bridgeport. In addition, we record adoptions, affidavits of
parentage, legal name changes, corrections, and amendments. We provide copies of vital records
upon request in accordance with Connecticut General Statutes.
CITY
MAYOR
COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
HEALTH
ADMINISTRATION
VITAL STATISTICS

305
GENERAL FUND BUDGET
VITAL STATISTICS BUDGET DETAIL
Pat McCoy
Manager
REVENUE SUMMARY
FY 2012 VARIANCE
ORG DESC
01552000 VITAL STATISTICS -450,989 -441,500 -441,500 -441,500
41247 MARRIAGE LICENSE FEE -10,198 -20,000 -20,000 -20,000
41248 BIRTH CERTIFICATES -227,218 -250,000 -250,000 -250,000
41249 DEATH CERTIFICATES -164,126 -125,000 -125,000 -125,000
41250 BURIAL PERMITS -4,545 -5,000 -5,000 -5,000
41251 CREMATION PERMITS -1,560 -1,500 -1,500 -1,500
41272 MARRIAGE LICENSE SURCHARGE -27,420 -25,000 -25,000 -25,000
41538 COPIES -15,922 -15,000 -15,000 -15,000
FY 2012 VARIANCE
ORG APPR
01552000 VITAL STATISTICS 261,249 277,850 281,750 264,331 -13,519

1552PS VITAL STATISTICS PERSONAL SVCS 185,609 193,056 193,056 175,477 -17,579
2552TPS VITAL STATISTICS OTHER PERS SVCS 4,875 4,875 5,325 450
3552FB VITAL STATISTICS FRINGE BENEFITS 43,864 47,042 47,042 57,890 10,848
4552EX VITAL STATISTICS OPER EXP 25,352 20,065 20,315 13,158 -6,907
6552SS VITAL STATISTICS SPEC SVCS 6,424 12,812 16,462 12,481 -331
PERSONNEL SUMMARY
FY 2011 FY 2012
1.0 TYPIST I 33,608 33,608

1.0 TYPIST II 35,958 35,958
1.0 ASSISTANT REGISTRAR OF VITAL 52,656 27,835 -24,821
1.0 TYPIST I (35 HOURS) 36,194 36,194
01552000 Total 5.0 164,104 175,477 11,373

306
GENERAL FUND BUDGET
VITAL STATISTICS PROGRAM HIGHLIGHTS
VITAL STATISTICS
Birth Certificates Sold 20,912 14,392 9,412 5,254 12,000 12,000
Covers Sold 48 81 15 0 0 0
Marriages 2,595 1,900 1,155 900 1,500 1,500
Licenses Issued 1,010 886 471 670 1,300 1,300
Civil Unions 10 7 1 0 0 0
Deaths 8,094 9,274 4,782 3,687 5000 6000
Burials 1,529 1,543 740 246 1,600 1,600
Cremations 375 211 186 62 500 500
The Connecticut Supreme Court decision that held that same sex couples have the right to marry will likely eliminate the
demand for new civil union licenses. A Public Act was passed that allows funeral directors to purchase burial permits in either
the town they have their business in, or the town where the death occurred. The impact of this act on burial permits is unclear
at this juncture.
FY 2011-2012 GOALS
The relocation of the office to the City Hall Annex is the primary focus and our main goal for fiscal
year 2012. We have met with Public Facilities, reviewed and participated in the drawing of the plans
for the vault and office area and subsequently had them approved by the State Public Records
Administrator pursuant to state statute. The proposal for the shelving and housing of the vital records
was prepared and a purchase order for the materials has been issued by the Purchasing Agent. The
bids for the construction of the new vault have been received and are being reviewed by the Public
Facilities Director. As soon as the moving date is determined, we will begin preparations for the
packing of the vital records in accordance with state statutes.

1) Our goals remain the same as none of our goals were met. We understand that we are
moving to a new location in City Hall Annex this budget year, but nothing is set in stone.
6 MONTH STATUS: An employee was hired in December 2010 to replace the retired clerk.
She is presently undergoing cross-training in all of the responsibilities of the office.
2) Staffing is worse due to retirements. Hopefully that will be taken care of as soon as possible.
We still serve the 100-125 customers daily, and are grateful to the assistance we have
received from the City’s Records Manager who has been temporarily assigned to Vital
Records for 15 hours a week by the Chief Financial Officer. During this assignment the staff
has been thoroughly trained on the city’s new financial program and a cash management
policy was written and implemented. The Records Manager will remain at Vital Records to
assist with a major relocation of the department to the City Hall Annex and will continue to
assist the Assistant Registrar with the management of the department.
6 MONTH STATUS: Retaining the City Record’s manager on a part-time basis has made a
vast improvement in the operation and management of the office. The personalized MUNIS
training from the manager has made our financial operation more efficient. She has been my
partner in the planning of the new office and vault. Once we are settled in our new location,
we will focus on customer service training with the goal of becoming a more people-friendly
office. It is my plan to have the records manager train me in the budget and accounting
section of MUNIS so that I may become proficient and manage my own accounts.

307
GENERAL FUND BUDGET
VITAL STATISTICS APPROPRIATION SUPPLEMENT
Fees have increased. We still serve the 100-125 customers daily, and are grateful to the
assistance we have received from the City’s Records Manager who has been temporarily
assigned to Vital Records for 15 hours a week by the Chief Financial Officer. During this
assignment the staff has been thoroughly trained on the city’s new financial program and a
cash management policy was written and implemented. The Records Manager will remain at
Vital Records to assist with a major relocation of the department to the City Hall Annex and
will continue to assist the Assistant Registrar with the management of the department.
6 MONTH STATUS: This office exceeded its revenue projection in 2010 and hopes to repeat
that feat in 2011. In 2010 it raised $450,000 in revenue. It has collected 52% of its projection
to date for 2011. This department is one of the top ten (10) revenue producing departments
for the City. We continue to honor our mission of receiving and recording all births, deaths,
and marriages that have occurred in the City of Bridgeport. In addition, we record adoptions,
affidavits of parentage, legal name changes, corrections and amendments. We provide
copies of vital records upon request in accordance with Connecticut General Statutes. We
process more that 125 walk-in requests for vital records’ assistance and 75- 90 pieces of mail
daily. We have a modest staff, the smallest in the state to accomplish this mission.
VITAL STATISTICS APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01552000 VITAL STATISTICS 261,249 277,850 281,750 264,331 -13,519
51140 LONGEVITY PAY 4,875 4,875 5,325 450
52360 MEDICARE 657 1,269 1,269 1,391 122
54540 BUILDING MATERIALS & SUPPLIE 500 500 250 -250
54675 OFFICE SUPPLIES 11,120 8,815 8,815 4,408 -4,407
55150 OFFICE EQUIPMENT 598 4,750 5,000 2,500 -2,250
55530 OFFICE FURNITURE 7,672
56040 BOOKBINDING SERVICES 2,208 2,508 7,000 7,000 4,492
56175 OFFICE EQUIPMENT MAINT SRVCS 678 1,412 2,612 1,306 -106
56205 PUBLIC SAFETY SERVICES 161 2,454 1,500 1,500 -954
56210 RECYCLING SERVICES 350 350 175 -175
59015 PRINTING SERVICES 1,334 400 -400

308
COMMUNICABLE CLINIC
MISSION STATEMENT
To identify, treat and prevent the spread of communicable disease within the City.
CITY
MAYOR
COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
HEALTH
ADMINISTRATION
COMMUNICABLE
DISEASE CLINIC

309
GENERAL FUND BUDGET
COMMUNICABLE CLINIC BUDGET DETAIL
Michelle Meade
Manager
REVENUE SUMMARY
FY 2012 VARIANCE
ORG DESC
01554000 COMMUNICABLE DISEASE CLINIC -31,380
41549 BILLED SERVICES -31,380
FY 2012 VARIANCE
ORG APPR
01554000 COMMUNICABLE DISEASE CLINIC 313,047 417,572 417,572 435,651 18,079

1554PS COMMUNICABLE DISEASE PERSONAL SVCS 222,048 292,805 292,805 298,785 5,980
2554TPS COMMUNICABLE OTHER PERS SVCS 4,085 2,550 2,550 4,475 1,925
3554FB COMMUNICABLE DISEASE FRINGE BENEFITS 73,546 88,063 88,063 111,170 23,107
4554EX COMMUNICABLE DISEASE OPER EXP 11,901 24,013 24,013 15,088 -8,925
6554SS COMMUNICABLE DISEASE SPEC SVCS 1,467 10,141 10,141 6,133 -4,008
PERSONNEL SUMMARY
FY 2011 FY 2012
2.0 PUBLIC HEALTH NURSE I 112,740 111,052 -1,688

1.0 PUBLIC HEALTH DISTRICT SUPERVISOR 69,118 71,440 2,322
1.0 NURSE PRACTITIONER 79,177 84,522 5,345
1.0 SECRETARY 31,770 31,770
01554000 Total 5.0 292,804 298,784 5,980

310
GENERAL FUND BUDGET
COMMUNICABLE CLINIC PROGRAM HIGHLIGHTS
COMMUNICABLE DISEASES
DISEASES REPORTED
Category I 13 31 36 14 17 15
Tuberculosis - Active Disease 14 15 30 17 23 19
Category II 1,406 1,681 1,819 2,025 1,809 1,800
Sexually Transmitted Diseases (STD) Syphilis 68 293 179 197 201 200
Sexually Transmitted Diseases (STD) Gonorrhea 322 536 487 505 510 500
Sexually Transmitted Diseases (STD) Chlamydia 946 1,925 1,919 1,912 2,048 2,000
SERVICES PERFORMED
Outreach: Directly Observed Therapy 14 15 30 19 23 20
Contact investigations 18 14 27 20 26 20
Epidemiological follow - up 114 110 207 213 197 200
CLINIC VISITS
Refugee Clinic Visits 66 58 0 0 0 0
TB Clinic Visits 1,642 1,639 1,466 1,363 1,024 1,200
PPD Clinic Visits 228 226 232 219 180 200
STD REPORTS
Male 727 668 721 682 433 500
Female 306 290 302 301 176 300
Total 1,033 958 1,023 983 609 800
Follow-up visits 133 80 93 102 38 50
HIV test offered 587 775 805 876 571 600
OTHER SERVICES
College Vaccinations 0 0 29 76 51 50
Firefighter Physicals 0 0 345 278 295 329
Employee Vaccinations 0 0 65 72 3
Flu Vaccinations 0 0 0 810 0 450
H1N1 Vaccinations 1,371 0
Police & Fire H1N1 Vaccinations 198 0
Note: The Refugee Clinic Program was discontinued.
FY 2011-2012 GOALS
1) To offer counseling, vaccines and medications necessary for international travel.
2) To expand the agreement with the Fire Dept. for work related physicals to include state of the
art hearing evaluations.
3) Responded to the need for school age immunizations necessary to enter/remain in school.

1) To maintain an optimal level of care as in past years.
6 MONTH STATUS: We continue to function at an optimal level of care.
2) To provide education and vaccination for H1N1 influenza.

6 MONTH STATUS: H1N1 is now included in seasonal influenza vaccine.
3) Orient and train new Public Health Nurses in the Communicable Disease Division as
contractual language forced changes.
6 MONTH STATUS: No change in nursing staff since January 2010.
4) Continue to serve as an adjunct to Sacred Heart University Nursing Students.

6 MONTH STATUS: We continue to maintain the same services.
5) Continue to offer and perform blood-borne pathogen training to outside agencies.

6 MONTH STATUS: We continue to maintain the same services.

311
GENERAL FUND BUDGET
COMMUNICABLE CLINIC PROGRAM HIGHLIGHTS
6) Continue to offer and perform mandated Hepatitis B vaccinations to city employees identified
by OSHA as high risk.
6 MONTH STATUS: Continue to work with individual departments to purchase and
administer vaccines as necessary.
7) Continue to provide a Tuberculosis Clinic. Clinical services include testing and treatment of
all persons with active or latent Tuberculosis. In October of 2008 we needed to provide
tuberculosis testing to employees of Walgreens pharmacy as part of a contact investigation.
6 MONTH STATUS: Maintained optimal level of care.
8) Provide a sexually transmitted disease clinic. Clinical services provide comprehensive STD
screening, diagnosis and treatment for all STDs including HIV.
9) Provide Directly Observed Therapy to patients with active (contagious) tuberculosis. This is
the standard of care as recommended by the State Health Department and the Centers for
Disease control.
10) Provide epidemiological follow-up for reportable and Infectious diseases. This includes but is
not limited to: Hepatitis, Salmonella, Shigella and other food-borne illnesses, Typhoid,
Measles, Mumps, Legionella, Meningitis, et cetera. Each case is reviewed and reported to
the State Department of Health. Follow-up includes contacting patients, health care facilities
and providers to ensure that these diseases are treated and controlled to prevent their
spread.

1) Conducted contact investigations of tuberculosis cases at a local business in July 2009 and
at the University of Bridgeport in March 2010. Worked in conjunction with student health
services of the university to provide necessary education, testing and follow-up of those
possibly exposed to the disease.
2) Our Nurse Practitioner continues to provide work related physicals involving EKG and
Spirometry per the agreement with the Fire Dept. with the inclusion of state of the art hearing
evaluations.
3) Maintained optimal level of care in offering flu vaccine to city residents and employees by
bringing “immunity to the community”. This endeavor involved visiting homeless shelters,
transitional living centers and home visits to physically homebound residents of the city.
4) Broadened of use of STD expedited services to routinely include express visits for
asymptomatic individuals to increase patient numbers while decreasing wait times.
5) Maintained and strengthened our relationship with the State DPH including working together
to provide in-services to city based health care facilities.
6)

312
GENERAL FUND BUDGET
COMMUNICABLE CLINIC APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01554000 COMMUNICABLE DISEASE CLINIC 313,047 417,572 417,572 435,651 18,079
51140 LONGEVITY PAY 2,550 2,550 4,475 1,925
52360 MEDICARE 1,213 3,243 3,243 3,141 -102
52385 SOCIAL SECURITY 4,909 4,909 4,909
52399 UNIFORM ALLOWANCE 423 770 770 -770
52920 HEALTH BENEFITS BUYOUT 417
54595 MEETING/WORKSHOP/CATERING FOOD 305
54645 LABORATORY SUPPLIES 468 468 468
54670 MEDICAL SUPPLIES 6,490 17,258 17,258 8,629 -8,629
54675 OFFICE SUPPLIES 1,800 1,795 1,795 1,795
54700 PUBLICATIONS 42 42 21 -21
55135 MEDICAL EQUIPMENT 50 50 25 -25
56055 COMPUTER SERVICES 895 895 895
56150 MEDICAL EQUIPMENT MAINT SRVC 742 742 742
56155 MEDICAL SERVICES 1,281 8,016 8,016 4,008 -4,008

313
GENERAL FUND BUDGET

314
ENVIRONMENTAL HEALTH
MISSION STATEMENT
To provide licenses and inspections in accordance with Connecticut General Statutes and local
ordinances for restaurant and food establishments, swimming pools, barber and beauty shops, and
child care and nursery school facilities.
CITY
MAYOR
COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
HEALTH
ADMINISTRATION
ENVIRONMENTAL
HEALTH

315
GENERAL FUND BUDGET
ENVIRONMENTAL HEALTH BUDGET DETAIL
Warren Blunt
Manager
REVENUE SUMMARY
FY 2012 VARIANCE
ORG DESC
01555000 ENVIRONMENTAL HEALTH -335,055 -328,850 -328,850 -328,850
41308 RODENT INSPECTION FEES -2,700 -4,500 -4,500 -4,500
41309 FLOOR PLAN REVIEW PLANS -4,400 -1,500 -1,500 -1,500
41332 TATTOO SHOPS -1,800 -2,250 -2,250 -2,250
41333 TRANSITIONAL LIVING HOUSES -3,000 -3,000 -3,000
41335 HAIR BRAIDING -600 -7,500 -7,500 -7,500
41337 MASSAGE ESTABLISHMENT PERMITS -300 -5,000 -5,000 -5,000
41360 DRY CLEANING LICENSE -600 -600 -600
41361 BUYING & SELLING LIVE POULTRY -150 -150 -150
41370 ITINERANT VENDOR LICENSE -2,500 -2,500 -2,500
41371 RETAIL TOBACCO LICENSE -20,000 -20,000 -20,000
41567 BARBER SHOP LICENSE -7,650 -6,000 -6,000 -6,000
41568 BEAUTY SHOP LICENSE -16,050 -16,000 -16,000 -16,000
41569 BEVERAGE LICENSE -9,250 -6,500 -6,500 -6,500
41570 DAYCARE FACILITY LICENS -7,200 -900 -900 -900
41571 ELDERLY CARE FACILITY LICENSE -200 -200 -200
41572 FOOD ESTABLISHMENT LICENSE -90,130 -85,000 -85,000 -85,000
41573 FROZEN DESSERT LICENSE -3,900 -3,500 -3,500 -3,500
41574 MILK DEALER LICENSE -100 -100 -100 -100
41575 NAIL SALON LICENSE -4,050 -3,500 -3,500 -3,500
41576 SWIMMING POOL LICENSE -4,400 -5,000 -5,000 -5,000
41577 POULTRY LICENSE -150 -150 -150 -150
41578 RESTAURANT LICENSE -107,625 -95,000 -95,000 -95,000
41579 SANDWICH SHOP LICENSE -39,100 -45,000 -45,000 -45,000
41580 TEMPORARY VENDOR LICENSE -19,000 -5,000 -5,000 -5,000
41581 VENDOR LICENSE -16,500 -10,000 -10,000 -10,000
41582 SEWAGE DISPOSAL SITE LICENSE -150
FY 2012 VARIANCE
ORG APPR
01555000 ENVIRONMENTAL HEALTH 541,145 587,179 593,179 644,703 57,524

1555PS ENVIRONMENTAL HLTH PERSONAL SVCS 390,384 434,868 434,868 454,934 20,066
2555TPS ENVIRONMENT HLTH OTHER PERS SV 19,913 11,500 11,500 12,625 1,125
3555FB ENVIRONMENTAL HEALTH FRINGE BENEFITS 108,381 123,584 123,584 162,412 38,828
4555EX ENVIRONMENTAL HLTH OPER EXP 10,466 11,227 11,227 8,732 -2,495
6555SS ENVIRONMENTAL HLTH SPEC SVCS 12,000 6,000 12,000 6,000
PERSONNEL SUMMARY
FY 2011 FY 2012

1.0 REGISTERED SANITARIAN/INSPECTOR 65,091 65,091
1.0 SUPERVISING SANITARIAN 82,350 88,247 5,897
4.0 REGISTERED SANITARIAN/INSPECTOR 245,545 259,714 14,169
01555000 Total 7.0 434,868 454,934 20,066

316
GENERAL FUND BUDGET
ENVIRONMENTAL HEALTH PROGRAM HIGHLIGHTS

ENVIRONMENTAL HEALTH
Complaints 1,500 2,000 2,600 3,500 4,200 5,000
Restaurant/Food Establishments (1) 1,069 1,099 1,245 1,240 1,488 1,500
Day Care Centers 49 46 37 37 44 50
Barber/Beauty Shops (2) 164 172 153 191 229 240
Water Samples 62 62 62 70 84 15
Swimming Pools 29 29 27 27 32 32
Summons 100 100 100 250 300 0
Sewer/Septic 1 1 0 3 3 5
Vendor- Push Carts (3) 169 181 203 145 174 178
Please Note: (1) Sandwich, Beverage, Milk & Poultry were combined to Restaurant/Food Establishment.
(2) Nail Salons and Hair Braiding were added to Barbershop & Beauty
(3) Temporary Vendors were added to Vendor/Push Carts.
Restaurant and food establishments are inspected 1-4 times a year annually, not including re-inspections. All other
establishments, including beauty shops, barber shops, nail salons, hair braiders, massage therapists, day care centers, and
vendors and temporary vendors are inspected at least once annually.
FY 2011-2012 GOALS
1) To establish a more efficient and streamlined food licensing system to consolidate the
different types of food licenses into four (4) simple Classes to simplify and expedite licensing.
The consolidation will not reduce our revenue or have any negative impact.
2) To establish a fee for rooming house inspections. Environmental Health currently inspects the
rooming houses with the Housing Code and Fire Departments and is the only agency not
collecting a fee for such inspection. This will help increase our revenue.
3) Begin enforcement of existing ordinances such as Dry Cleaning License. The existing
ordinance states the fees are $50 for each plant, $2 for each press-shop, and $50 for each
bobtail cleaner. This will increase our department’s revenue.
4) Begin enforcement of existing Tobacco Marketing Permit License. The existing ordinance
states every establishment that sells tobacco must pay $125. This will increase our revenue
by approximately $50,000.
5) To implement a weekly educational program at night for the public to speak to constituents on
a variety of environmental health topics such as: healthy homes, safe food handling,
integrated pest management, mold, bed bugs, mice, reusable sources of energy, proper
sanitation, etc. This program would help educate the public and hopefully help reduce the
number of complaints in the community and would allow the public to voice any concerns.
6) Purchase hand held PC components for our new digital computer system to maximize
efficiency and productivity for use out in the field. This will help reduce the work load of our
Mini Computer Operator and reduce wasted paper and be part of our going green initiative.
7) Hire an additional inspector to handle the increased work load of licensing new
establishments such as the Tobacco Marketing Licensing, the Dry Cleaning License and the
Rooming House License. This inspector would have to be a Registered Sanitarian.

1) Increase the number of inspectors to handle the number of complaints and inspect
restaurants on a timely basis. Also, create a new position, Office Manager, to oversee Mini
Computer Operator and organize department for proficiency.
6 MONTH STATUS: One additional Registered Sanitarian was hired to help handle the
increased work load. No position of Office Manger has been created or approved to date.

317
GENERAL FUND BUDGET
2) Expand license and regulation to cover approximately 50 Liquor Stores in the area, at a $250
license fee per store. Liquor Stores do sell food items such as water, juice, soda and ice.
6 MONTH STATUS: Met with city attorneys regarding existing ordinance for Food
Establishments to be used to license such facilities and it was agreed upon and still pending
to collect the fees from such establishments.
3) Create an educational component in an attempt at being proactive in establishing healthier

homes, adapting greener initiatives, and minimizing nuisance complaints. The program will
focus on landlords and tenants roles, responsibilities and relationships. There would be a
charge of $20.00 per participant.
6 MONTH STATUS: Our department has been very proactive in the community holding
numerous trainings at apartment complexes, health fairs, universities, churches, etc but at no
cost to the participants or the host. Environmental health is considering the fee of $20.00 for
next year’s budget.
4) Upgrade computer software to increase overall efficiency in daily operations. The current
system is outdated and has limited application. A new system would allow capacity for digital
inspections, accurate accounting and reporting measures.
6 MONTH STATUS: System has been purchased, the data is converted and our scheduled
Go Live date is January 31, 2011. The system is web based and digital and once the field
hand held components are purchased our efficiency will be greatly increased.
5) Establish a re-inspection fee for all failed inspections. Time is money and establishments that
fall should pay for re-inspection. This would increase revenues and act as a logical incentive
for establishments to be in compliance.
6 MONTH STATUS: We are currently in process in conjunction with city attorneys, and
finance department of collecting data from surrounding towns of their fee schedules and their
ordinances to present to Bridgeport City Council this year for approval for the next budget
year.
6) Increase the number of participants in the Food Handler Course to cover QFO's (Qualified
Food Operator) and managers providing extra safety measures against an outbreak.
6 MONTH STATUS: Our Food Handlers Course continues to grow and encompass more
citizens every week. The program has not expanded yet to cover QFO’s due to time and
budget constraints.
7) Increase overtime line item to $10,000. This would be for Registered Sanitarians to work after
hours with other agencies (Fire Department and Police Department) to identify illegal clubs
and stores. This would help increase revenue and get those establishments in compliance.
6 MONTH STATUS: Our line item was not increased but the Registered Sanitarians continue
to work with other agencies such as Police and Fire as needed to identify illegal clubs and
establishments and close them when necessary.

1) Found existing ordinance for Tobacco Marketing Permit of $125 per establishment and the
ordinance will be enforced in 2011 and the potential revenue could be in excess of $50,000.
2) Found existing ordinance for Licensing of Dry Cleaners that includes fees of $50 for each
plant, $2 each press shop, and $50 for each bobtail cleaner. This will be another added
source of revenue.
3) Worked in conjunction with the Bridgeport Police Department S.E.T team to successfully
inspect illegal establishments and either collect outstanding fees or close establishment. Also
worked with the Bridgeport Police Department licensing division on shutting down all illegal
push carts and vendors in the city.

318
GENERAL FUND BUDGET
4) Jennifer Eielson, Registered Sanitarian, was elected President of the Connecticut
nd
Environmental Health Association (CEHA). Jennifer Eielson was also elected 2 Vice
President of the Connecticut Association of Housing Code Enforcement Officials Inc
(CAHCEO). Albertina Baptista, Registered Sanitarian, was elected Treasurer of CAHCEO.
The presence of two of our Registered Sanitarians on these state organizational executive
boards will help put Bridgeport in a positive light throughout the entire state.
5) The department has also conducted numerous Bed Bug educational seminars throughout the
City of Bridgeport in an effort to be more proactive in handling complaints. Environmental
Health Division Director Warren Blunt and Registered Sanitarian Larry Palaia have been the
catalysts of this initiative and have established relationships with numerous agencies within
the community to handle this epidemic together. Our department will continue holding and
conducting such seminars in an effort to increase public awareness and reduce the amount
of complaints received.

319
GENERAL FUND BUDGET
ENVIRONMENTAL HEALTH APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01555000 ENVIRONMENTAL HEALTH 541,145 587,179 593,179 644,703 57,524
51116 HOLIDAY 2X OVERTIME PAY 300 300 300
51140 LONGEVITY PAY 4,200 4,200 5,325 1,125
52360 MEDICARE 2,469 5,140 5,140 5,181 41
52385 SOCIAL SECURITY 293 3,137 3,137 3,137
53715 PAGING SERVICES 2,800 2,800 1,400 -1,400
54675 OFFICE SUPPLIES 2,554 2,507 2,507 2,507
54680 OTHER SUPPLIES 1,136 1,151 1,151 575 -576
54745 UNIFORMS 601 618 618 309 -309

320
HOUSING CODE
MISSION STATEMENT
To enforce all applicable State statutes and municipal ordinances under Housing and Commercial
Code (15.12 and 15.16) to ensure safe, clean and habitable housing, to provide assistance to low and
moderately low-income neighborhoods and to prevent blight and slums. Housing Code also issues
Certificates of Apartment Occupancy (rental certificates required for most multi-family properties
within the City) and yearly rooming house and hotel licenses.
Housing & Commercial Code also provides inspection assistance to City agencies, including but not
limited to: Fire Marshal, Police, Building Official, Zoning, Tax Collector, Environmental Health and
Lead Paint Poisoning Divisions, OPED and Anti Blight Office, Community Development, City
councilpersons and community groups. Outside agencies such as DCF, United Illuminating and
Southern CT Gas Company also request inspections from the Housing & Commercial Code
Enforcement.
CITY
MAYOR
COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
HEALTH
ADMINISTRATION
HOUSING &
COMMERCIAL
CODE

321
GENERAL FUND BUDGET
HOUSING CODE BUDGET DETAIL
Richard Paoletto
Manager
REVENUE SUMMARY
FY 2012 VARIANCE
ORG DESC
01556000 HOUSING CODE -34,340 -42,000 -42,000 -42,000
41607 CERTIFICATEOFAPARTMENTRENTAL/O -26,695 -35,000 -35,000 -35,000
41608 ROOMINGHOUSE/HOTELLICENSES -5,195 -6,000 -6,000 -6,000
41609 HOTELLICENSECOMBINEDWITHROOMIN -2,450 -1,000 -1,000 -1,000
FY 2012 VARIANCE
ORG APPR
01556000 HOUSING CODE 109,892 418,425 418,958 428,509 10,084

1556PS HOUSING CODE PERSONAL SVCS 80,541 322,177 322,177 322,177
2556TPS HOUSING CODE OTHER PERS SVCS 7,275 7,275 7,875 600
3556FB HOUSING CODE FRINGE BENEFITS 23,019 83,581 83,581 94,719 11,138
4556EX HOUSING CODE OPER EXP 6,331 4,842 5,375 3,188 -1,654
6556SS HOUSING CODE SPEC SVCS 550 550 550
PERSONNEL SUMMARY
FY 2011 FY 2012

4.0 HOUSING CODE INSPECTOR 274,310 274,310
01556000 Total 5.0 322,177 322,177

322
GENERAL FUND BUDGET
HOUSING CODE PROGRAM HIGHLIGHTS

HOUSING CODE
Total Staff Hours 18,720 18,720 7,680 13,427 12,480 9,680
Complaints Processed 4,352 3,305 1,081 2,042 1,886 1822
Complaints Resolved 2,208 2,912 861 1,595 1,668 2,100
Non-compliance referred to Housing Court 73 89 34 44 48 10
INITIAL INSPECTIONS
No. of Dwellings 2,982 2,283 819 1,481 1,552 1,700
No. of Dwelling Units 4,229 3,250 1063 1,960 1,844 1,800
No. of Commercial 123 55 18 82 42 22
Subtotal 7,334 5,588 1,900 3,523 3,438 3,522
RE-INSPECTIONS
No. of Dwellings 6,899 6,303 3,052 5,446 4,296 4,000
No. of Dwelling Units 6,880 6,257 2,986 5,332 3,261 5,000
No. of Commercial 220 181 89 146 78 100
Subtotal 13,999 12,741 6,127 10,924 7,635 9,100
COMPLIANCE
No. of Dwellings 1,191 1,075 362 710 686 1,000
No. of Dwelling Units 2,167 1,815 486 915 958 1,050
No. of Commercial 41 22 13 20 24 50
Subtotal 3,399 2,912 861 1,645 1,668 2,100
PLEASE NOTE:
CURRENT STAFF (AS OF JULY 2010)
1-ACTING DEPUTY DIRECTOR *(Lost approx. 720 hours of work time due to labor relations issues)
3-HOUSING & COMMERCIAL CODE INSPECTORS
1-MINI COMPUTER OPERATOR
Procedures changed for issuing court summons. We are in the process of updating all files begun under the older process
accordingly.
It is very difficult to predict how many new complaints will be received in a given time period (tenants and citizens calling
complaints/referrals daily and referrals are received infrequently from other departments (which directly impacts the number of
initial and re-inspections)
FY 2011-2012 GOALS
1) Continue with goals set forth in 2009-2010.
2) Continue to work with Citistat to improve response time and compliance with code
enforcement complaints.
3) Work to bring in more revenue.
4) Work with incoming new health director, Ms. Kristen duBay Horton, to make sure housing &
commercial code enforcement fits into the Mayor’s and Ms. Horton’s vision of a modern and
efficient health department.

1) Explore implementation of annual inspection & possible licensure of Supportive Housing
complexes.
6 MONTH STATUS: CDBG-funded housing & commercial code inspector performed 22-
Certificate of Apartment Occupancy (CAO) inspections, in coordination with Supportive
Housing Works.
2) Explore implementation of ordinance requiring inspection & possible licensure of all college-
owned residential facilities within the City.

323
GENERAL FUND BUDGET
HOUSING CODE PROGRAM HIGHLIGHTS
6 MONTH STATUS: The process of moving offices in July and extended leave of absence of
acting deputy director temporarily delayed this project. Currently consulting with CDA
administration.
3) Expand the Healthy Homes Program.
administration.
4) Explore the adoption of the International Code Council Property Maintenance Code (to unify
and eliminate existing weak or overlapping current City Ordinances).
administration.
5) Certify all housing & commercial code inspectors as property maintenance inspectors.
administration. Funding limitations are also a factor in procuring training facilities for the
inspectors.
6) Work with Anti Blight office on back-logged (older files).

6 MONTH STATUS: Anti Blight continued until September 2010, approximately 236
inspections. Anti-Blight office currently undergoing re-organization and only requested 2-
inspections of this office in the past 3-months. We have not been given the proper supplies to
continue inspections.
7) Continue to attend community meetings and health/safety fairs.

6 MONTH STATUS: Housing & Commercial Code Enforcement has attended 1-health fair.
We continue to offer outreach through walk-ins and daily phone calls.

1) July 2010, Housing & Commercial Code Enforcement successfully completed a move and
transition from East Main Street into new facility at City Hall Annex on Broad Street.
2) We continue to work closely with Environmental Health, Lead Poisoning Prevention Program,
Anti Blight and Illegal Dumping to help the constituents resolve code enforcement issues as
seamlessly as possible.
HOUSING CODE APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01556000 HOUSING CODE 109,892 418,425 418,958 428,509 10,084
51000 FULL TIME EARNED PAY 80,541 322,177 322,177 322,177
51140 LONGEVITY PAY 7,275 7,275 7,875 600
52360 MEDICARE 571 2,829 2,829 2,707 -122
53610 TRAINING SERVICES 650 595 700 350 -245
53905 EMP TUITION AND/OR TRAVEL REIM 2,222 762 1,000 500 -262
54550 COMPUTER SOFTWARE 2,500 2,500 2,500 1,250 -1,250
54675 OFFICE SUPPLIES 809 810 1,000 1,000 190
56175 OFFICE EQUIPMENT MAINT SRVCS 550 550 550
56185 PUBLIC FACILITIES SERVICES

324
LEAD PREVENTION PROGRAM
MISSION STATEMENT
To screen children for elevated lead levels and to ensure the removal of lead hazards in accordance
with the Connecticut State Statutes, Federal Regulations, and Local ordinances.
CITY
MAYOR
COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
HEALTH
ADMINISTRATION
LEAD PREVENTION
PROGRAM

325
GENERAL FUND BUDGET
LEAD PREVENTION BUDGET DETAIL
Audrey Gaines
Manager
REVENUE SUMMARY
Not applicable
FY 2012 VARIANCE
ORG APPR
01558000 LEAD PREVENTION PROGRAM 5,071 7,199 9,100 6,050 -1,149

4558EX LEAD PREV OPER EXP 3,324 2,391 3,000 3,000 609
6558SS LEAD PREV SPEC SVCS 1,747 4,808 6,100 3,050 -1,758
PERSONNEL SUMMARY
Not Applicable

326
GENERAL FUND BUDGET
LEAD PREVENTION PROGRAM HIGHLIGHTS

LEAD PREVENTION
Children Screened 450 919 872 860 1,088 500
Children testing Positive 300 468 391 334 364 100
Screenings Confirmed 200 312 268 197 182 75
Children with reduced blood lead 72 292 248 190 233 80
Inspections 600 1,051 1,130 1,005 972 275
Hazards Found 300 627 822 614 759 150
Hazards Reduced/Abated 150 371 428 300 382 50
Abatement Plans Submitted 275 496 501 578 476 75
Management Plans Submitted 470 720 765 800 660 90
Educational Sessions 50 153 200 207 200 50
FY 2011-2012 GOALS
1) Prevent lead exposures by identifying possible or potential lead hazards before children are
affected. This can accomplished by assuring that a comprehensive lead inspection is
conducted at all properties built prior to December 1978, where children dwell or frequent.
2) Educate and enhance community knowledge regarding the identification of hazards in the home. The
effects of high blood lead levels on health and life quality. Assist with the selection of lead hazard
control methods that are safe, effective, feasible and sustainable.
3) Code Enforcement by assuring that homeowners, contractors, and other appropriate parties
subject to lead hazard control mandations are complying.
4) Identify lead poisoned children via blood screenings held in schools, homes, daycares, health
promotion events and office walk ins. Assure that children identified with positive lead
screenings obtain a confirmatory lead test.
5) Case Management of all environmental and medical actions and maintain surveillance
through the required database.
6) Assure that children’s blood lead levels reduce from the identified elevated blood lead level.
7) Assure the safe removal of lead hazards identified in homes where children dwell of locations
they frequent.
8) Increase revenue by increasing fee collection.
9) Develop an interactive question and answer web page.

1) Reduce exposure to lead toxic sources through inspections, education lead abatements and
education.
6 MONTH STATUS: 256 lead inspections were conducted of which, 38 units of the 103 units
found to have lead hazards were abated of all lead hazards. 12 educational sessions at
professional and community forums were held where, collectively, 185 were in attendance.
2) Reduce incidents of elevated blood lead levels through timely testing, screenings, case
management, and testing.
6 MONTH STATUS: 351 children were screened of which 149 required confirmatory testing.
Case management assured that 134. Through the past 6 months, program personnel timely
notification and blood results monitoring of 468.
3) Code enforcement to ensure adherence to all lead mandations.

6 MONTH STATUS: Program personnel identified 7 property owners who are chronic
violators. They face federal prosecution and fines from Environmental Protection Agency. 56
environmental cases are pending decisions in housing court at the local level.

327
GENERAL FUND BUDGET
LEAD PREVENTION PROGRAM HIGHLIGHTS
4) Surveillance to create and maintain a lead safe housing index. Track the status of all lead
poisoned children. Central to this effort is STELLAR, a case and program management tool
developed by the Centers for Disease Control. STELLAR stands for Systematic Tracking of
Elevated Lead Levels and Remediation. This software application allows for a practical
means of tracking medical and environmental activities in lead poisoning cases. The intent of
this application is to provide an electronic means of addressing the data that Programs
receive from labs, providers, clinics and case management professionals.
6 MONTH STATUS: 1888 environmental and medical events recorded.
5) Primary Prevention
6 MONTH STATUS: All ongoing daily activities.
6) Education of property owners, parents & families, and the general public about the dangers of
lead exposure through educational sessions in a variety of public venues.
6 MONTH STATUS: 12 community and professional forums educational sessions were held.
47 were held in the primary homes and alternate homes of children with elevated blood lead
levels.

1) Successfully completed a grant for the development of lead awareness and training for Board
of Education.
2) Successfully negotiated with the Board of Education to include an on line lead education
course of part of their science curriculum.
3) Nominated and named a finalist for an EPA award for outstanding education collaborative.
LEAD PREVENTION APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01558000 LEAD PREVENTION PROGRAM 5,071 7,199 9,100 6,050 -1,149
54680 OTHER SUPPLIES 932
56180 OTHER SERVICES 100 200 100 50 -150

328
HEALTH DIVISIONS: HUMAN SERVICES
HUMAN SERVICES
MISSION STATEMENT
Per the City Charter, the purpose of Human Services (formerly Human Resources Development) is
“to plan and/or coordinate programs of the city pertaining to manpower development, including
training, job placement and employment and job counseling; welfare; day care; drug abuse control
and prevention; services to youth for the prevention of delinquency; programs for the aging; the
problems of the physically handicapped; and such other programs for the development of the full
potential of individuals as may be assigned to it from time to time by ordinance or executive direction.”
CITY
MAYOR
COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
HEALTH
ADMINISTRATION
HUMAN SERVICES

329
GENERAL FUND BUDGET
HUMAN SERVICES BUDGET DETAIL
Valerie Sorrentino
Manager
REVENUE SUMMARY
Not Applicable
FY 2012 VARIANCE
ORG APPR
01575000 HUMAN SERVICES ADMINISTRATION 97,508 99,570 99,570 101,144 1,574

1575PS HUMAN SVC ADM PERSONAL SVCS 68,598 70,104 70,104 70,819 715
2575TPS HUMAN SVC ADM OTHER PERS SVCS 2,270
3575FB HUMAN SERVICES ADMIN FRINGE BENEFITS 23,083 26,789 26,789 28,020 1,231
4575EX HUMAN SVC ADM OPER EXP 3,557 2,677 2,677 2,305 -372
PERSONNEL SUMMARY
FY 2012 VARIANCE
ORG APPR

1575PS HUMAN SVC ADM PERSONAL SVCS 68,598 70,104 70,104 70,819 715
2575TPS HUMAN SVC ADM OTHER PERS SVCS 2,270
3575FB HUMAN SERVICES ADMIN FRINGE BENEFITS 23,083 26,789 26,789 28,020 1,231
4575EX HUMAN SVC ADM OPER EXP 3,557 2,677 2,677 2,305 -372

330
GENERAL FUND BUDGET
HUMAN SERVICES PROGRAM HIGHLIGHTS

HUMAN SERVICES ADMINISTRATION
GRANT/PROGRAM ADMINISTRATION
Properly administer grant funding $519,565 $551,260 $707,617 $738,235 $706,409
Complete renewal grants 12 12 13 13 13
Obtain necessary approvals & signatures for grants 12 12 13 13 13
Negotiate & draw up sub-contracts with non-profit agencies 14 15 16 16 16
Complete & submit monthly, quarterly and annual reports 64 64 64 64 64
Monitor contractual programs 14 15 16 16 16
Technical assistance to Bridgeport non-profits applying for NAA 21 26 26 18 20
Assistance to corporations who wish to contribute to NAA 4 5 5 2 2
COMMUNITY SERVICE THROUGH GRANT PROGRAMS
Programs that serve Bridgeport veterans (SSBG) 439 704 750 1,396 1,400
Programs that serve Hispanic youth & their families (SSBG) 40 34 40 53 40
Programs that serve people with disabilities (SSBG) 40 33 40 70 300
Programs that Serve Youth & Families (YSB/CDBG Grants) 1,662 2,948 2,500 2,312 2,300
Programs that promote sub. abuse prevention (RYASAP) 102,116 102,550 102,550 103,400 101,500
Elderly Health Screening Programs (DSS) 403 514 450 372 450
East Side Senior Center (SWCAA & CDBG) 152 150 250 151 175
Transportation for the Elderly & Disabled (State DOT) 5,952 6,000 6,000 6,000 6,000
SPECIAL EVENTS
Health Fair 1,500 1,500 2,000
World AIDS Day 150 100 100 200 200
Diabetes Initiative & other Health & Wellness Initiatives 1,500 1,500 2,000 600 600
Mayor's Prayer Breakfast 100 100 N/A
Alcohol & Substance Abuse Luncheon 50 50 50 50 0
Total Population Served 114,104 116,183 116,730 116,604 112,965
RYASAP/DMHAS PROGRAMS
Bridgeport Profiles theater group 1,750 800
Health Fair/Community Events 800 700
Tobacco slides @ movie theaters 100,000 100,000
Underage drinking activities 850 0
Human Services staff assists in the Program Management of several Health Department grants as well as planning and
implementing special events, health fairs and wellness activities. These are included in the Health Administration budget.
Human Services is the umbrella agency for Veterans’ Affairs, the Office for Persons with Disabilities, the Youth Services
Bureau, and the East Side Senior Center. Since our relocation to the Health Department, Human Services staff has taken on
the management of several grants in addition to the planning & coordination of special events.
NAA=Neighborhood Assistance Act DSS=Department of Social Services
SSBG=Social Services Block Grant YSB= Youth Service Bureau
SWCAA=Southwestern Connecticut Agency on Aging
FY 2011-2012 GOALS
1) Efficient operation of departments and grant programs under the Human Services umbrella.
 Oversee Veterans Affairs, Office for Persons with Disabilities and East Side Senior Center
and provide assistance and support as needed.
 Monitor progress and expenditures to ensure that programs are operating efficiently and that
grant and General Fund dollars are spent appropriately and within funding period.
 Encourage program development and expansion.
2) Grant/Program Administration
 Administer and manage new and renewal grants and sub-contracts with non-profit agencies
for health and human services programs in Bridgeport.
 Complete all required monthly, quarterly and annual reports.
 Work with Central Grants Office to secure additional grant dollars to meet community needs.
 Manage and monitor the programs and contracts under the Youth Service Bureau (YSB) and
Bridgeport United Coalition.

331
GENERAL FUND BUDGET
 Monitor the progress of the Elderly Health Screening Program and provide technical
assistance as needed.
 Work with Parks & Recreation Dept to coordinate trips under Dial-A-Ride Transportation
Program for seniors, veterans and people with disabilities
3) Neighborhood Assistance Act (NAA)

 Serve as City's liaison to State Department of Revenue Services (DRS)
 Provide technical assistance and increase participation for Bridgeport non-profits who wish to
apply for NAA tax credit program and to corporations who wish to contribute
 Obtain all necessary local approvals and submit NAA package to DRS
4) Assist Health Department Administration

 Serve as liaison between the Health Department and Central Grants Office for all new and
renewal grants
 Attend community and City Council meetings on behalf of the Health Director
 Sponsor annual community health fair and assist in the planning of wellness and health
promotion programs.

1) Efficient operation of departments and grant programs under the Human Services umbrella.
 Oversee Veterans Affairs. Office for Persons with Disabilities, Department on Aging and
 East Side Senior Center and provide assistance and support as needed.
 Monitor progress and expenditures to ensure that programs are operating efficiently and that
grant and General Fund dollars are spent appropriately and within funding period.
 Encourage program development and expansion.
6 MONTH STATUS: Assistance and monitoring are ongoing. All programs are currently operating as
efficiently as can be expected. Veterans and Disabilities have been very successful in expanding their
programs in spite of limited staff hours. East Side Senior Center continue to provide recreation,
socialization, health screening including flu shots, education and nutrition to 60 – 65 seniors each
day. The center is bright and inviting and seen as a second home to many seniors, primarily Latino.
2) Grant/Program Administration
 Administer and manage new and renewal grants and sub-contracts with non-profit agencies
for health and human services programs in Bridgeport.
 Complete all required monthly, quarterly and annual reports.
 Work with Central Grants Office to secure additional grant dollars to meet community needs.
 Manage and monitor the programs and contracts under the Youth Service Bureau (YSB),
Mayor's Substance Abuse Prevention Council and Bridgeport United Coalition.
 Implement activities under Bridgeport United Coalition (DMHAS).
 Monitor the progress of the Elderly Health Screening Program and provide technical
assistance as needed.
 Coordinate trips under Dial-A-Ride Transportation Program for seniors and people with
disabilities. Work to expand transportation dollars for seniors, veterans and people with
disabilities.
6 MONTH STATUS: Continue to manage 13 Human Services grants and 16 sub-contracts with non-
profit agencies; assist Health Dept in program and fiscal management of their grants and complete all
required reports. Continue to work with Central Grants to secure additional grant funding – will be
applying for Drug Free Communities Grant to continue efforts of Bridgeport United Coalition. Elderly
Health Screening program is providing services at 13 sites; currently administering flu vaccines.
Recently developed implementation plan for a coordinated senior transportation program which will
be administered by Parks & Recreation.

332
GENERAL FUND BUDGET
3) Neighborhood Assistance Act (NAA)

 Serve as City's liaison to State Department of Revenue Services (DRS)
 Provide technical assistance and increase participation for Bridgeport non-profits who wish to
apply for NAA tax credit program and to corporations who wish to contribute
 Obtain all necessary local approvals and submit NAA package to DRS
6 MONTH STATUS: In 2010, 20 non-profit organizations participated in the NAA program. A total of
$204,600 was pledged for these programs, Technical assistance was provided as needed.
4) Assist Health Department Administration

 Serve as liaison between the Health Department and Central Grants Office for all new and
renewal grants
 Attend community and City Council meetings on behalf of the Health Director
 Sponsor annual community health fair and assist in the planning of wellness and health
promotion programs.
6 MONTH STATUS: Continue to manage Health Dept grants and serve as liaison to the Central
Grants Office and City Council. Assisted HIV/AIDS Dept in partnering with GBAPP to secure
additional funding for testing and education. Participated in various health fairs during the summer
months and assisted with special events such as World Aids Day program.

1) Assisted Health Dept in providing a Farm Stand at our location. It was very successful. Over
2,000 low income people had access to fresh fruits and vegetables from July through
October. Through grant funding and a partnership with Wholesome Wave Foundation,
double coupons were given to WIC mothers and seniors. Dial-a-Ride was used to transport
seniors to the farm stand each week. UCONN provided a nutritionist who did cooking
demonstrations and provided healthy recipes. We are working with Central Grants to secure
additional funding to expand our sites to serve more people.

333
GENERAL FUND BUDGET
HUMAN SERVICES APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
51000 FULL TIME EARNED PAY 68,598 70,104 70,104 70,819 715
51140 LONGEVITY PAY -295
52360 MEDICARE 480 1,017 1,017 942 -75
52917 HEALTH INSURANCE CITY SHARE 17,034 19,112 19,112 19,005 -107
53705 ADVERTISING SERVICES 87 45 45 23 -22
54595 MEETING/WORKSHOP/CATERING FOOD 900
54675 OFFICE SUPPLIES 912 1,132 920 920 -212
54680 OTHER SUPPLIES 212 212 212 212
55050 CLEANING EQUIPMENT 600
55055 COMPUTER EQUIPMENT 500 800 800 800
55155 OFFICE EQUIPMENT RENTAL/LEAS 346 700 700 350 -350

334
PERSONS WITH DISABILITIES
MISSION STATEMENT
Our mission is to provide information on issues, rights, and programs for persons with any disability,
their families and the community. The office empowers persons to advocate for themselves, to assist
with direct advocacy support, when necessary, and to ultimately achieve the full inclusion of persons
with disabilities in the community. Our objectives include providing information and referral for
persons with disabilities and their families, providing advocacy/protective/safeguarding services for
persons with disabilities to help insure their rights are protected and to prevent abuse, neglect and/or
exploitation, and providing community outreach and education to community groups, agency
personnel and disability support groups.
CITY
MAYOR
COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
HEALTH
ADMINISTRATION
HUMAN SERVICES
OFFICE OF
PERSONS WITH
DISABILITIES

335
GENERAL FUND BUDGET
PERSONS WITH DISABILITIES BUDGET DETAIL
Valerie Sorrentino
Manager
REVENUE SUMMARY
Not Applicable
FY 2012 VARIANCE
ORG APPR
01576000 PERSONS WITH DISABILITIES 5,968 5,855 5,855 4,762 -1,093

4576EX PERSONS W/DISABILITY OPER EXP 5,968 2,675 5,855 4,762 2,087
6576SS PERSONS W/DISABILITY SPEC SVCS 3,180 -3,180
PERSONNEL SUMMARY
Not Applicable

336
GENERAL FUND BUDGET
PERSONS WITH DISABILITIES PROGRAM HIGHLIGHTS
PERSONS WITH DISABILITIES
Information and referrals 861 977 1,318 1,145 1,312 1,200
Note: Note: 2008-2009 and 2009 - 2010 numbers for information & referral are reduced due to reduced staff.
Office of Persons with Disabilities has also eliminated case management for advocacy and safeguarding
services as well.
FY 2011-2012 GOALS
1) To provide 1,200 information and referral contacts.
2) Serve at least 50 families through the Disabilities/Veterans food pantry.
3) Provide 50 clients with special nutritional needs the opportunity to meet with a nutritionist who
will help them eat healthy.
4) Expand services to include case-management in order to follow-up and ensure that needed
services are received; help clients apply for Renter’s Rebate, Medicare and other financial
assistance programs.
5) Attend meetings at the Disability Resource Center for the purpose of sharing information and
networking; create partnerships and have a stronger presence in the community.

1) To provide a total of 1,200 information and referral contacts.
6 MONTH STATUS: Over 500 units of service were provided from July 1, 2010 – December
2010 for over 100 individuals
2) To attend regularly scheduled meetings at the Disability Resource Center for the purpose of
information sharing and focusing on community integration and systems advocacy.
6 MONTH STATUS: A representative of the office attended meetings at the Disability
Resource Center. Meetings are held the first Thursday of every month. Many resources are
obtained during these meetings and the meetings provide a perfect venue for networking.
3) To staff and provide support to the Commission for People with Disabilities.
6 MONTH STATUS: The commission is in the process of being reformed. Meetings have not
been scheduled as of yet.
4) To serve 300 families (duplicated) each year through the Veterans/Office of Persons with
Disabilities (OPD) food pantry.
6 MONTH STATUS: To date 158 disabled persons and their families have been served
through the food pantry and follow up on each client is done to ensure that the people in
Bridgeport are receiving the benefits they are entitled to.

337
GENERAL FUND BUDGET
PERSONS WITH DISABILITIES APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01576000 PERSONS WITH DISABILITIES 5,968 5,855 5,855 4,762 -1,093
53605 MEMBERSHIP/REGISTRATION FEES 25
53610 TRAINING SERVICES 897 350 950 475 125
53705 ADVERTISING SERVICES 400 1,255 1,255 1,255
53720 TELEPHONE SERVICES 210 210 210 210
54675 OFFICE SUPPLIES 1,160 1,874 889 889 -985
54680 OTHER SUPPLIES 1,728 1,235 617 617
54705 SUBSCRIPTIONS 67 250 250 250
54725 POSTAGE 502 451 451 451
54730 PRINTING SUPPLIES 680 300 300 300
56225 SECURITY SERVICES 3,180 -3,180

338
VETERANS AFFAIRS
MISSION STATEMENT
Our mission is to ensure the provision and coordination of human services for the City's armed forces
veterans. We educate Bridgeport veterans and their families of benefits, programs and all information
to which they are entitled. We assist veterans with paperwork and advocate on their behalf. We direct
veterans to job opportunities with the State Department of Labor. We help obtain food vouchers for
their families. We direct and support Memorial Day and Veterans Day programs.
CITY
MAYOR
COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
HEALTH
ADMINISTRATION
HUMAN SERVICES
VETERANS’
AFFAIRS

339
GENERAL FUND BUDGET
VETERANS AFFAIRS BUDGET DETAIL
Jill Bruno
Manager
REVENUE SUMMARY
Not Applicable
FY 2012 VARIANCE
ORG APPR
01578000 VETERANS' AFFAIRS 58,460 72,559 72,559 101,819 29,260

1578PS VETERANS AFFAIRS PERSONAL SVCS 30,398 30,848 30,848 70,630 39,782
3578FB VETERAN'S AFFAIRS FRINGE BENEFITS 15,797 16,973 16,973 17,579 606
4578EX VETERANS AFFAIRS OPER EXP 12,266 23,281 23,281 12,881 -10,401
6578SS VETERANS AFFAIRS SPEC SVCS 1,457 1,457 729 -728
PERSONNEL SUMMARY
FY 2011 FY 2012
1.0 TRANSPORTATION COORDINATOR (35 HRS) 30,848 31,813 965

1.0 DIRECTOR V.A. 38,817 38,817
01578000 Total 2.0 30,848 70,630 39,782
340
GENERAL FUND BUDGET
VETERANS AFFAIRS PROGRAM HIGHLIGHTS
VETERANS AFFAIRS
Veterans Assisted (1) 600 825 500 700 800 450
New Programs Implemented N/A 550 475 250 140
Special Event Programming N/A 300 460 650 13
Transportation Provided (2) N/A 3,680 4,672 5,000 7,500 3,800 (1)
Veterans assisted are unduplicated.
(2) Transportation provided numbers are units of service, and thus duplicated.
FY 2011-2012 GOALS
1) To Serve Bridgeport Veterans and their dependents through assistance with essential
services.
2) To provide transportation to and from the Veterans Medical Center, Monday through
Friday.
3) To provide information & referral on entitlements for: Military benefits. Medical Benefits,
Death benefits, Addiction Services, Education, Employment, Records, Renter’s Rebate
and related programs.
4) To provide a Food Pantry for all Veterans and or their dependents who are in need.
5) To provide over 10,000 flags each year to be placed on the graves of those Veterans
buried in all Bridgeport cemeteries.
6) To provide ongoing communication with the community to raise awareness of our
services and to outreach to veterans and their families needing assistance.
7) To work together with the State of Connecticut Department of Labor and the Federal
Government Veterans Center by creating programs and providing help in our office that
would be staffed by these and other agencies. This will also help create a leaner more
efficient government and create a “one stop shop” atmosphere.
8) Work with the New Haven Vets Center to schedule the mobile veteran center at our
location quarterly to expedite all medical and disability claims.
9) Along with the Office for Persons with Disabilities a nutrition program will be created in
order to educate those with health related issues to improve or maintain their special
dietary needs.

1) To Serve Bridgeport Veterans and their dependents.
6 MONTH STATUS: The Office of Veterans Affairs provides essential services to
veterans and or their dependents. The food pantry distributes nutritional meals for those
who are in need. Over 600 Veterans and their dependents visited our office from the
months of July/2010 through December/2010.
2) To provide transportation to and from the Veterans Administration Hospital, Monday

through Friday.
6 MONTH STATUS: Within the last 6 months over 3800 rides were given to our city’s
veterans in order to obtain the much needed medical care from mild to severe medical
conditions.
3) To provide information & referral on entitlements for: Military benefits. Medical Benefits,
Death benefits, Addiction Services, Education, Employment, Records and related
programs.
6 MONTH STATUS: The Office of Veterans Affairs files a request for all military records
including their discharge documents and copies are kept on file in order to provide follow-
up services.

341
GENERAL FUND BUDGET
VETERANS AFFAIRS PROGRAM HIGHLIGHTS
4) To provide a Food Pantry for all Veterans and or their dependents who are in need.
6 MONTH STATUS: The Veterans food pantry has also combined their efforts with the
Office of Person’s living with Disabilities and distributed over 18,000 meals from
July/2010 through December/2010.
5) To provide over 10,000 flags each year to be placed on the graves of those Veterans
buried in all Bridgeport cemeteries.
6 MONTH STATUS: Volunteers gather the week before Memorial Day to place over
14,000 flags at the grave site of all veterans in all of the cemeteries in Bridgeport.
6) To provide ongoing communication with the community to raise awareness of our

services.
6 MONTH STATUS: Pearl Harbor Day, Veterans Day and Memorial Day services are
sponsored by our office and Veterans volunteer to speak at local schools and churches to
inform the public of all services that are available.
7) To work together with the State of Connecticut Department of Labor and the Federal
Government Veterans Center by creating programs and providing help in our office that
would be staffed by these and other agencies. This will also help create a leaner more
efficient government.
6 MONTH STATUS: The Office of Veterans Affairs is currently working with the State of
Connecticut’s Commissioner, Linda Schwartz in order to provide a central location in
Bridgeport whereas both offices can work together increasing the benefits in order to
better serve our existing veterans and those currently returning from war.
The Office of Veterans Affairs has been working with The U.S. Department of Veterans
Affairs Vet Center for the last year once every week. This collaboration has helped to
bring the current combat veterans in for their assessment in benefits.
The Mobile Vet Center (a 39’ RV) will be visiting us in February offering to assist with
medical claims and disabilities (service connected and non-service connected). It is our
goal to have this mobile veteran center visit our location quarterly. This will expedite all
medical and disability claims.
VETERANS AFFAIRS APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01578000 VETERANS' AFFAIRS 58,460 72,559 72,559 101,819 29,260
52360 MEDICARE 212 447 447 400 -47
52917 HEALTH INSURANCE CITY SHARE 13,237 13,595 13,595 13,552 -43
53605 MEMBERSHIP/REGISTRATION FEES 25 -25
53720 TELEPHONE SERVICES 1,000 1,000 500 -500
54595 MEETING/WORKSHOP/CATERING FOOD 3,795 3,000 3,000 1,500 -1,500
54610 DIESEL 4,000 4,000 2,000 -2,000
54615 GASOLINE 6,000 6,000 3,000 -3,000
54650 LANDSCAPING SUPPLIES 875 875 875 875
54675 OFFICE SUPPLIES 446 450 450 450
54680 OTHER SUPPLIES 6,000 6,777 6,802 3,401 -3,376
54745 UNIFORMS 1,150 1,155 1,155 1,155
56170 OTHER MAINTENANCE & REPAIR S 1,457 1,457 729 -728
342
LIGHTHOUSE PROGRAM
MISSION STATEMENT
The mission of the Lighthouse Program is to provide youth within the City of Bridgeport with
opportunities to learn and grow in a structured environment. Objectives include providing 3,500 youth
with quality after-school and summer educational and recreational programming in a structured
setting; providing a minimum of 100 high school youth with meaningful year round employment
opportunities; and increasing current advocacy and marketing efforts.
VISION STATEMENT
To provide a safe environment that compliments school day learning and fosters intellectual, cultural,
physical, social and emotional development of children by partnering with and supporting the efforts
of family, school, and community. Children, youth and adults will be provided with opportunities to
become independent lifetime learners as well as innovative, creative, and productive citizens.
MAYOR CITY COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
HEALTH
ADMINISTRATION
HUMAN
SERVICES
LIGHTHOUSE
PROGRAM/
YOUTH SERVICES

343
GENERAL FUND BUDGET
LIGHTHOUSE/YOUTH SERVICES BUDGET DETAIL
Tammy Papa
Manager
REVENUE SUMMARY
Not Applicable
FY 2012 VARIANCE
ORG APPR
01579000 LIGHTHOUSE/YOUTH SERVICES 1,338,410 1,359,719 1,359,719 1,365,411 5,692

1579PS LIGHTHOUSE PERSONAL SVCS 207,893 215,822 215,822 222,682 6,860
2579TPS LIGHTHOUSE OTHER PERS SERVICES 2,400 2,400 3,150 750
3579FB LIGHTHOUSE FRINGE BENEFITS 50,770 57,497 57,497 62,376 4,879
4579EX LIGHTHOUSE OPER EXP 14,802 15,000 15,000 11,203 -3,797
6579SS LIGHTHOUSE SPEC SVCS 1,064,944 1,069,000 1,069,000 1,066,000 -3,000
PERSONNEL SUMMARY
FY 2011 FY 2012
1.0 DIRECTOR LIGHTHOUSE PROGRAM 92,043 96,681 4,638

1.0 YOUTH PROGRAM MANAGER 49,889 51,450 1,561
1.0 PROGRAM SITE MONITOR 40,375 39,987 -388
01579000 Total 4.0 215,822 222,682 6,860

344
GENERAL FUND BUDGET
LIGHTHOUSE/YOUTH SERVICES PROGRAM HIGHLIGHTS
LIGHTHOUSE PROGRAM
After-School Program Participants 3,500 2,500 2,200 2,700 2,850 3,000
Summer Program Participants 3,800 2,600 2,150 2,400 2,350 2,600
Volunteers 0 14 20 20 68 99
Summer Youth Employment Participants 110 360 376 309 0 0
Parental Involvement 5 12 15 36 195 360
Outreach Efforts Conducted 2 20 21 10 12 12
FY 2011-2012 GOALS
1) To transition the Lighthouse Program into the Mayor’s Office of Education and Youth.
2) To work with the IT Department in the production of a community based information template
that will automatically map existing services for children.
3) To establish goals for each of the subcommittees under the Mayor’s Office of Education and
Youth.
4) To ensure goals for each subcommittee are met.
5) To maintain existing Lighthouse afterschool and summer services at 26 sites.
6) To expand and enhance the professional development opportunities offered through the new
office of Education and Youth to include subcommittee personnel.
7) To solicit one new funding source to help carry out the work of the Mayor’s Office of
Education and Youth.

1) To increase the number of middle school children attending all Lighthouse sites by
th th th
developing and offering choice program for 6 , 7 , and 8 graders. Current estimates of
middle school children are roughly 540.
6 MONTH STATUS: There are currently 424 sixth through eighth grade students attending
the Lighthouse Program. While this number is short of expectations, it generally climbs in the
spring when more outdoor and sporting activities are offered. Plans for additional choices
include wrestling, girls volleyball, girls and boys basketball, and coed flag football. We are
currently working with providers of these services and the Lighthouse sites to spark interest.
2) To develop a teen training and employment program independent of grant funding to ensure
available slots for summer and year round positions.
6 MONTH STATUS: As part of the Mayor’s office of Education and Youth, we are working
with providers of training and employment services to promote additional opportunities. The
Lighthouse Program is prepared to offer training by which students can receive certificates of
completion, but will work with others in the community to reach out for job placements.
3) To cultivate the partnerships necessary to implement a year round teen training and
employment program.
6 MONTH STATUS: See # 2 above
4) To maintain existing opportunities for professional development to all Lighthouse site

coordinators and invite outside agencies to participate when possible.
6 MONTH STATUS: To date, the Lighthouse Program has offered 9 workshops and has an
additional 18 set up for the months of February through May. This represents an increase
over last year’s offerings. Out of all the workshops, 5 were open to outside agencies not
providing services to Lighthouse.
5) To solicit additional membership for the Bridgeport After School Network.

6 MONTH STATUS: Three additional organizations have joined the Network since July.

345
GENERAL FUND BUDGET
LIGHTHOUSE/YOUTH SERVICES PROGRAM HIGHLIGHTS
6) To apply for additional earmark funding in the amount of $500,000.
6 MONTH STATUS: The Lighthouse Program is currently waiting to hear whether or not it will
receive an additional $500,000 in earmark funding. The application will be due to the federal
office of juvenile justice once funding is secured and we are invited to submit.
7) To increase the number of students served with supplemental educational tutoring services
by 20%. Current numbers are 325.
6 MONTH STATUS: Unfortunately, we have fallen short of expectations due to the number
of new providers offering tutoring. Available slots decreased and numbers of providers
increased. All past vendors are serving less students than originally anticipated. Current
Lighthouse numbers are at 235 and we anticipate an additional 30 plus Kindergarten
students later this month or in early February.
8) We are looking to complete a guide to local government functions for schools to have on
hand when they tour City Hall. This child-friendly manual will convey the mission and
activities of most municipal departments.
6 MONTH STATUS: We have some preliminary drafts in place and would like to roll this out
as part of the Mayor’s Office of Education and Youth as we believe it is a nice fit.
9) To develop a Lighthouse Program sponsored “green” initiative involving school age children
addressing local community issues.
6 MONTH STATUS: The Lighthouse Program has subcontracted with the Student
Conservation Association and is currently working in five after school locations. Children are
exposed to all types of conservation initiatives with age appropriate curriculum and class trips
to further their experience. If successful, we hope to increase the numbers of participating
sites for next year.
10) To showcase the Lighthouse Program in one culminating activity during the spring of 2011.
6 MONTH STATUS: Lighthouse staff in partnership with Neighborhood Studios is currently
working on the planning stages of this event and a venue in which to hold it. It is anticipated
rd
that it will more than likely take place the 3 week of May.

1) Put forward the “Summer in the City” brochure for the 2010 summer and have currently
completed a new winter addition as part of the Mayor’s Office of Education and Youth.
2) Planned and began implementing phases of the Mayor’s new office of Education and Youth.
3) Secured ACT Funding for the Bridgeport After School Network.

346
GENERAL FUND BUDGET
LIGHTHOUSE/YOUTH SERVICES APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01579000 LIGHTHOUSE/YOUTH SERVICES 1,338,410 1,359,719 1,359,719 1,365,411 5,692
51140 LONGEVITY PAY 2,400 2,400 3,150 750
52360 MEDICARE 1,484 3,164 3,164 3,079 -85
53610 TRAINING SERVICES 324 350 350 175 -175
53705 ADVERTISING SERVICES 445 1,500 1,500 750 -750
53750 TRAVEL EXPENSES 2,569 1,000 1,000 1,000
54675 OFFICE SUPPLIES 4,597 5,000 5,000 2,500 -2,500
56085 FOOD SERVICES 5,964 6,000 6,000 3,000 -3,000
56115 HUMAN SERVICES 1,060,000 1,060,000 1,060,000 1,060,000
56240 TRANSPORTATION SERVICES 1,980 2,000 2,000 2,000
56250 TRAVEL SERVICES -4,000

347
GENERAL FUND BUDGET
LIGHTHOUSE/YOUTH SERVICES APPROPRIATION SUPPLEMENT

348
SOCIAL SERVICES
MISSION STATEMENT
To provide for the social and economic welfare of Bridgeport residents through career development
opportunities, community outreach and referral services and hardship assistance to prevent
homelessness. The department also provides technical assistance to community agencies,
administers state and federal programs that target economically and socially disadvantaged city
residents and assists in special initiatives of a social nature as assigned by the city’s administration.
Additionally, to support legislation which helps support economically disadvantaged city residents.
The department is a social service liaison to the community and business sector.
CITY
MAYOR
COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
HEALTH
ADMINISTRATION
SOCIAL SERVICES

349
GENERAL FUND BUDGET
SOCIAL SERVICES BUDGET DETAIL
Iris Molina
Manager
REVENUE SUMMARY
FY 2012 VARIANCE
ORG DESC
01585000 SOCIAL SERVICES -25
41678 LAWSUITSETTLEMENTREIMBURSEMENT -25
FY 2012 VARIANCE
ORG APPR
01585000 SOCIAL SERVICES 138,873 137,049 234,998 150,239 13,190

1585PS SOCIAL SERVICES PERSONAL SVCS 73,042 61,723 159,943 95,477 33,754
2585TPS SOCIAL SERVICES OTHER PERS SVCS 1,846 2,325 2,325 -2,325
3585FB SOCIAL SERVICES FRINGE BENEFITS 21,032 16,044 15,773 21,283 5,239
4585EX SOCIAL SERVICES OPER EXP 5,857 6,957 6,957 3,479 -3,478
6585SS SOCIAL SERVICES SPEC SVCS 37,096 50,000 50,000 30,000 -20,000
PERSONNEL SUMMARY
FY 2011 FY 2012
CODE ENFORCEMENT RELOCATION COORD 18,656 -18,656

1.0 DIRECTOR OF SOCIAL SERVICES(40 HRS) 43,067 95,477 52,410
01585000 Total 1.0 61,723 95,477 33,754

350
GENERAL FUND BUDGET
SOCIAL SERVICES PROGRAM HIGHLIGHTS
SOCIAL SERVICES
Pathways out of poverty/ Green Up N/A N/A N/A N/A 70
SNAP Employment & Training Program 2,619 3,096 3,675 4,410 2,248
Social Services Block Grant/SAGA 2,801 2,989 3,328 3,994 2,459
Elderly Hispanic Outreach 747 232 245 270 250
CDBG - Code Violation /Hardship Relocation 386 685 788 743 450
Healthy Start Program 812 1,100 1,320 1,382 2,233
Women Infant & Children (WIC) Program 8,171 8,285 8,600 10,320 0
TOTAL 15,536 16,387 17,956 21,119 7,710
FY 2011-2012 GOALS
1) The Social Services Department’s goal is driven by the outcome requirements for the grants
programs that we administer. For the fiscal year 2012, we anticipate administering 6 grant
funded programs and remain in compliance with state and federal guidelines. The Social
Services Department will continue to seek grants funding that will enable the City of
Bridgeport to administer programs that will enhance the lives of those residents who are
socio-economically challenged.

1) The goals of the department of Social Services are driven by the outcome requirements of
the grants that we administer. For the fiscal year 2010-2011, we will continue to administer 5
grant funded programs and remain in compliance with state and federal guidelines. We
continue to provide services to the indigent and “working poor” population that we serve.
6 MONTH STATUS:
1) Pathways Out Of Poverty (Green-Up) Grant Program: 2010 - 2012

The City’s Social Services Department has partnered with the WorkPlace, Inc., to outreach 100
Bridgeport residents who are unemployed, underemployed or an ex-offender to participate in the
Green-Up Training Program. This training prepares participants to obtain employment in the green
industry. Also, training initiative evokes and enhances the Mayor’s Be Green 2020 concept.
 52 participants have participated in the program thus far.
 24 completed 101 Core Survey Courses
 12 enrolled into Occupational Skills Training
 7 completed training and received the following credentials:
o Asbestos Abatement Worker (Licensed by the State of CT)
o Lead Abatement Worker ((Licensed by the State of CT)
o OSHA 10 – Safety Card
o HAZWOPER – 40 Hours – Certificate
o Lead Safe Awareness - Certificate
 5 placed into employment
 5 retained employment
2) Supplemental Nutrition Assistance (SNAP) - Grant Program: 2007- 2010 – Extended to

3/31/11
Our Supplemental Nutrition Assistance Program (formerly Food Stamp Employment & Training) is
performance based. What this means is, we will earn a dollar amount for the following allowable
program components for each participant we serve
$150 per client per month for Structured Job Search Skills Training – one month limit
$100 per client per month for Assessment Services – one time per FY
$100 per client per month for Work experience – no time limit
$250 per client per month for Education – five months limit

351
GENERAL FUND BUDGET
$250 per client per month for Vocational/Occupational Skills Training - five months limit
Supplemental Nutrition Assistance Training Program (SNAP): Continue to provide training services to
State Administered General Assistance (SAGA) and SNAP recipients who are Able-Bodied adults
without children and former TFA recipients. Additionally, assist them in finding employment so they
can become self-sufficient.
The Social Services Department is meeting its goal with the State’s Department of Social Services for
administering the program and for FY 2011 provided services to 2,248 clients in the following
categories:
 Structured Job Search Training

 Work Experience
 Educational Program
 Vocational/Occupational
 Job Placement
We are hoping that the State will extend the contract beyond 3/31/11.
3) Social Services Block Grant/SAGA - Grant Program: 10/1/10-9/30/111
Social Services Block Grant/SAGA: Continue to provide information and referral services, emergency
services and to date is meeting its goal providing case management services to Bridgeport residents
who may or may not be State Administered General Assistance (SAGA) clients.
FY 2011, services provided is 2,459 to Bridgeport residents in the areas of Information & referral,
basic needs assessment, case management and housing referrals.
4) Elderly Hispanic Outreach - Grant Program FY 10/1/10 - 9/30/11
Elderly Hispanic Outreach: Continue to provide outreach & referral and benefit counseling to the
elderly Hispanic population in the greater Bridgeport area.
FY 2011, information & assistance and outreach services provided is 250 to elderly Hispanic and to
some elderly who were not of Hispanic origin.
5) CDBG - Grant Program: FY 7/1/10- 6/30/11
CDBG - Code Violation /Hardship Relocation: Continue to provide services to City residents primarily
through case-management, information/referral and relocation services.
FY 2011, housing code violation relocation and hardship services to has been provided to 450
Bridgeport residents. Residents who received services were low/moderate income. The Code
Violation /Hardship Relocation program was very instrumental in providing relocation services to over
100 Bridgeport residents who were displaced from their homes during the Tornado touch down in the
City on June 26, 2010.
6) Healthy Start Program - Grant Program: 7/1/10- 6/30/11 – Extended to 6/3012

Healthy Start Program: Continue this grant initiative in an effort to reduce, to the extent possible,
infant mortality and morbidity and low birth weight.
FY 2011, services were provided to 2,233 pregnant & postpartum women and children up to 3 years
of age.
7) Women Infant & Children (WIC) - Grant Program: 10/1/07- 9/30/10 – Extended to 12/31/10

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GENERAL FUND BUDGET
Women Infant & Children (WIC): Continue to provide services in the area of Nutrition, to women who
are prenatal and postpartum and infants and children up to 5 years old. The targeted population
resides in the greater Bridgeport area (Bridgeport, Easton, Fairfield, Monroe and Stratford.) The
State Department of Public Health has chosen not to have the City of Bridgeport administer the local
WIC Program Effective 12/31/10. Therefore, there is no estimated outcome.
However, the program will continue to serve participants in the greater Bridgeport area under the
auspices of Optimus Health Care and Southwest Community Health Center.

th
1) The Social Department is in its 7 year hosting the Volunteer Income Tax Assistance (VITA)
Program. Through volunteer efforts we coordinate free tax preparation on Monday and
Wednesday evenings from five pm to seven pm. During February to March 2009, we
prepared free tax returns for 100 people. Of the people served 90% are eligible for the
Earned Income Tax Credit (EITC) that is our main focus, so they can have this extra money
to spend back into the community. The month of February 2, 2011, begins another year for
this much needed service.
th
2) This will be the 7 year that the Social Services Department has been hosting “Utility Day”.
The event will be in April 2011 and we expect to assist 100+ Bridgeport residents. We will
have representatives from the Statewide Legal Services and the United Illuminating and
Southern Connecticut Gas Companies. They will meet with customers who are facing utility
shut-off to negotiate payment agreements that they can afford.

353
GENERAL FUND BUDGET
SOCIAL SERVICES APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01585000 SOCIAL SERVICES 138,873 137,049 234,998 150,239 13,190
51140 LONGEVITY PAY -619 2,325 2,325 -2,325
52360 MEDICARE 271 271 270 -1
52385 SOCIAL SECURITY -22
54675 OFFICE SUPPLIES 913 957 957 479 -478
56000 RELOCATION 37,096 50,000 50,000 30,000 -20,000

354
NON-DEPARTMENTAL
DEBT SERVICE
BUDGET DETAIL
Dawn Norton
Manager
REVENUE SUMMARY
FY 2012 VARIANCE
ORG DESC
01600000 GENERAL PURPOSE BONDS PAYABLE -2,369,395 -2,377,776 -2,377,776 -1,943,026 -434,750
41403 BUILD AMERICA BOND SUBSIDY -600,240 600,240
41404 ECONOMIC DEV BOND SUBSIDY -122,778 122,778
44514 SCHOOL DEBT SRVC REIMBURSEMENT -2,369,395 -2,377,776 -2,377,776 -1,220,008 -1,157,768
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01600000 GENERAL PURPOSE BONDS PAYABLE 3,613,027 1,228,445 1,228,445 3,694,447 2,466,002
53205 PRINCIPAL PAYMENTS 1,334,624 232,169 232,169 232,169
53210 INTEREST PAYMENTS 1,549,453 71,276 71,276 2,537,278 2,466,002
53212 NEW MONEY INTEREST 142,116 300,000 300,000 300,000
53213 TAX ANTICIPATION NOTES 245,987 400,000 400,000 400,000
56110 FINANCIAL SERVICES 315,847 200,000 200,000 200,000
56130 LEGAL SERVICES 25,000 25,000 25,000 25,000
01603000 SEWER BONDS 65,750 65,750 65,750

53205 PRINCIPAL PAYMENTS 45,000 45,000 45,000
53210 INTEREST PAYMENTS 20,750 20,750 20,750
PERSONNEL SUMMARY
Not Applicable

355
GENERAL FUND BUDGET
DEBT SERVICE PROGRAM HIGHLIGHTS
SUMMARY
Municipalities have the authority to issue general obligation debt in order to finance capital
expenditures. Debt service payments are made routinely for interest on outstanding long-term
debt and to retire debt principal as it matures. The City’s total debt increased by $8 million during
the fiscal year ended June 30, 2010. At the end of the current fiscal year, the City had total
bonded debt outstanding of $664,920,000. 100% of this debt is backed by the full faith and credit
of the City government.
“A1”, “A-“, and “A”

Moody’s Investors Service, Inc. (“Moody’s”), Standard & Poor’s Rating Group (“Standard &
Poor’s”) and FitchRatings, Inc (“Fitch”) have each assigned their municipal bond ratings of “A1”,
“A-”, and “A” respectively to the City with the understanding that there is an insurance policy
insuring the payment when due of the principal and interest of the bonds. With respect to long-
term debt of the City that is insured by Assured Guaranty Corp. or Assured Guaranty Municipal
Corp. (formally FSA), Moody’s and Standard & Poor’s have each assigned their municipal bond
rating of “AA3” and “AA+”, respectively, with the understanding that there is an insurance policy
insuring the payment when due of the principal and interest on the bonds. Fitch does not
currently rate Assured Guaranty Corp. or Assured Guaranty Municipal Corp.
The annual debt service requirements relative to the outstanding notes payable and general
obligation bonds are as follows:
YEAR ENDING GOVERNMENTAL ACTIVITIES BUSINESS-TYPE ACTIVITIES

JUNE 30, PRINCIPAL INTEREST TOTAL PRINCIPAL INTEREST TOTAL
2010 $33,052,000 $37,961,876 $71,013,876 $5,175,790 $983,240 $6,159,030
2011 33,109,000 36,306,695 69,415,695 5,121,851 830,823 5,952,674
2012 31,849,000 34,748,227 66,597,227 4,987,144 858,276 5,845,420
2013 31,902,000 33,066,535 64,968,535 4,872,859 658,598 5,531,457
2014 31,306,000 31,426,791 62,732,791 4,704,356 561,109 5,265,465
2015 32,115,000 29,723,427 61,838,427 4,675,861 465,900 5,141,761
2016 32,784,000 27,965,882 60,749,882 4,643,044 371,321 5,014,365
2017 34,873,000 26,124,150 60,997,150 3,003,642 290,462 3,294,104
2018 33,905,000 24,225,400 58,130,400 2,740,572 232,476 2,973,048
2019 35,955,000 22,264,966 58,219,966 2,525,744 178,272 2,704,016
2020 38,135,000 20,185,363 58,320,363 2,370,916 129,950 2,500,866
2021 31,390,000 18,269,727 49,659,727 834,070 94,881 928,951
2022 33,295,000 16,487,410 49,782,410 769,264 79,159 848,423
2023 29,750,000 14,716,318 44,466,318 759,188 62,808 821,996
2024 31,625,000 12,970,998 44,595,998 582,634 51,398 634,032
2025 29,770,000 11,190,576 40,960,576 567,788 38,317 606,105
2026 29,170,000 9,432,438 38,602,438 492,419 27,552 519,971
2027 26,200,000 7,720,984 33,920,984 386,358 18,664 405,022
2028 24,270,000 5,998,546 30,268,546 345,901 11,114 357,015
2029 26,125,000 4,144,318 30,269,318 205,676 5,269 210,945
2030 28,120,000 2,148,368 30,268,368 90,746 2,563 93,309
2031 80,452 794 81,246
Total $658,700,000 $427,078,995 $1,085,778,995 $49,936,275 $5,952,946 $55,889,221
The State of Connecticut reimburses the City for eligible school bond principal and interest costs.
The amount of such reimbursement for the year ended June 30, 2009 was approximately

356
GENERAL FUND BUDGET
DEBT SERVICE PROGRAM HIGHLIGHTS
$2,425,870. Additional principal and interest reimbursements approximating $16,811,645 are

expected to be received through the bonds’ maturity dates.
Governmental activity funds are used to account for financial resources used in the day-to-day
operations of the government. Business-type activities are used to account for the government's
activities where fees are charged for the services rendered, for example, utility services and the
Water Pollution Control Authority.
DEBT LIMIT
The overall statutory debt limit for the City is equal to seven times annual receipts from taxation
or $1.74 billion. As of June 30, 2010, the City recorded long-term debt of $666.8 million related
to Governmental Activities and $49.8 million related to Business-Type Activities, well below its
statutory debt limit
The City’s indebtedness does not exceed the legal debt limitation as provided by Connecticut
General Statutes and as reflected in the following schedule:
CATEGORY DEBT LIMIT INDEBTEDNESS BALANCE

General purpose 559,691,168 294,092,750 265,598,418
Unfunded pension benefit obligation 746,254,890 401,800,000 344,454,890
Schools 1,119,382,335 175,310,320 944,072,015
Sewers 932,818,613 49,936,275 882,882,338
Urban renewal 808,442,798 4,500,000 803,942,798
TOTAL $ 4,166,589,804 $ 925,639,345 $ 3,240,950,459
Indebtedness above includes bonds authorized, but not issued as follows:
CATEGORY
General purpose $ 72,352,000
Unfunded Pension Benefit Obligation $ 90,000,000
Schools $ 67,698,000
$ 230,050,000
OTHER EVENTS
On June 1, 2010, the City issued a tax anticipation note in the amount of $23,500,000 to fund
cash flows for operating expenses. The notes matured and were paid in full on August 12, 2010
with an interest rate of 1.50%.
On October 21, 2010, the City issued a tax anticipation note in the amount of $71,500,000 to fund
cash flows for operating expenses. The notes mature on February 7, 2011 with an interest rate of
1.25%.

357
GENERAL FUND BUDGET

358
NON-DEPARTMENTAL
OTHER FINANCING
BUDGET DETAIL
Dawn Norton
Manager
REVENUE SUMMARY
FY 2012 VARIANCE
ORG DESC
01610000 OTHER FINANCING USES -639,500 -1,100,000 -1,100,000 -1,100,000
41544 SALE OF CITY PROPERTY -639,500 -1,100,000 -1,100,000 -1,100,000
FY 2012 VARIANCE
ORG APPR
01610000 OTHER FINANCING USES 184,124 -3,296,692 -3,296,692 -3,878,146 -581,454

1610PS FIN SOURCE PERSONAL SVCS -4,090,319 -4,090,319 -4,671,773 -581,454
5610RC FIN SOURCE RESERVE/CONTINGEN 593,627 593,627 593,627
7610SC FIN SOURCE SUPT CONTR 184,124 200,000 200,000 200,000
SUPPLEMENTAL DETAIL
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01610000 OTHER FINANCING USES 184,124 -3,296,692 -3,296,692 -3,878,146 -581,454
50700 ATTRITION -4,090,319 -4,090,319 -4,671,773 -581,454
57005 CONTINGENCY 500,000 500,000 500,000
57010 REQUIRED RESERVE 93,627 93,627 93,627
59500 SUPPORTIVE CONTRIBUTIONS 184,124 200,000 200,000 200,000
SUMMARY
Other financing provides for the $500,000 required budgetary reserve, the $500,000 contingency
reserve, and funding for personnel services that includes the prevailing wage provisions.

359
GENERAL FUND BUDGET
360
NON-DEPARTMENTAL
SUPPORTIVE/MEMBERSHIPS
BUDGET DETAIL
Thomas R. Sherwood
Manager
REVENUE SUMMARY
Not Applicable
FY 2012 VARIANCE
ORG APPR

4620EX SUPPORTIVE CONTRIBUTIONS OPER EXP 1,355 7,189 7,189 7,189
6620SS SUPPORTIVE CONTRIBUTIONS SPEC SVCS 20,294 43,005 43,005 43,005
7620SC SUPPORTIVE CONTRIBUTIONS SUPP CONT 464,984 445,081 445,081 445,081
01630000 CITYWIDE MEMBERSHIPS 23,092 24,000 24,000 24,000

4630EX CITYWIDE MEMBERSHIPS OPER EXP 23,092 24,000 24,000 24,000
APPROPRIATION SUPPLEMENTAL DETAIL
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
53750 TRAVEL EXPENSES 2,760 2,760 2,760
54675 OFFICE SUPPLIES 720 824 824 824
56085 FOOD SERVICES 350 841 841 841
56160 MARKETING SERVICES 2,000 2,000 2,000
56165 MANAGEMENT SERVICES 7,495 7,495 7,495
56240 TRANSPORTATION SERVICES 6,783 10,000 10,000 10,000
56250 TRAVEL SERVICES 2,669 2,669 2,669
56255 CONSULTANT REIMBURSED EXPENS 13,161 20,000 20,000 20,000
01630000 CITYWIDE MEMBERSHIPS 23,092 24,000 24,000 24,000

SUMMARY
Supportive contributions and memberships support Bridgeport’s inclusion in regional & national
organizations such as the greater Bridgeport Transit Authority, The Greater Bridgeport Regional
Planning Agency, RYASAP (Regional Youth/Adult Substance Abuse Project) and provide support
for various local organizations such as the Barnum Museum.
361
GENERAL FUND BUDGET
362
LIBRARIES
BRIDGEPORT PUBLIC LIBRARY
MISSION STATEMENT
We believe that libraries change people’s lives. They are cornerstones of democracy. The Bridgeport
Public Library provides opportunities for residents to learn, enjoy and achieve. To accomplish that
mission, the Bridgeport Public Library offers free and open access to a relevant collection, staff
knowledge, and modern facilities.
LIBRARY BOARD MAYOR
PUBLIC LIBRARY

363
GENERAL FUND BUDGET
LIBRARY SERVICES BUDGET DETAIL
Scott A. Hughes
City Librarian
REVENUE SUMMARY
Not Applicable
FY 2012 VARIANCE
ORG APPR
01700000 LIBRARY ADMINISTRATION 4,741,139 6,723,003 6,723,003 6,723,003

1700PS LIBRARY PERSONAL SERVICES 2,461,404 3,107,850 3,107,850 2,524,658 -583,192
2700TPS LIBRARY OTHER PERS SVCS 58,137 42,150 42,150 48,225 6,075
3700FB LIBRARY FRINGE BENEFITS 684,085 896,000 896,000 878,682 -17,318
4700EX LIBRARY OPER EXP 1,409,178 1,928,734 1,830,234 1,839,472 -89,262
6700SS LIBRARY SPEC SVCS 128,335 748,269 846,769 1,431,966 683,697
PERSONNEL SUMMARY
FY 2011 FY 2012
1.0 CITY LIBRARIAN 102,174 104,857 2,683

1.0 MINI COMPUTER OPERATOR (35 HOURS) 36,231 41,882 5,651
1.0 SPECIAL OFFICER 31,512 31,512
LIBRARY PAGE 32,604 24,453 -8,151
7.0 1.0 LIBRARY ASSISTANT I 231,632 228,285 -3,347
6.0 1.0 LIBRARY ASSISTANT II 198,246 227,527 29,281
9.0 LIBRARY ASSISTANT III 338,183 333,325 -4,858
10.0 LIBRARIAN I 558,199 572,860 14,661
3.0 1.0 LIBRARIAN II 267,649 271,446 3,797
7.0 LIBRARIAN III 502,067 515,256 13,189
3.0 CUSTODIAN III 99,065 104,676 5,611
1.0 LIBRARY MAINTENANCE MANAGER 66,823 68,579 1,756
01700000 Total 48.0 4.0 2,464,385 2,524,658 60,273

364
GENERAL FUND BUDGET
LIBRARY SERVICES PROGRAM HIGHLIGHTS

LIBRARIES
Circulation 379,972 346,431 352,695 346,538 407,228 430,000
Reference desk transactions 127,416 97,479 90,261 85,734 75,205 75,000
Electronic resources users 150,061 152,552 158,365 138324 164,430 200,000
Number of registered borrowers 85,542 87,542 67,404 52,846 62,312 65,000
Number of active users 20,040 19,767 11,029
Cardholders 85,542 87,542 67,404 52,846 62,312 65,000
Books 512,842 502,845 505,267 511,903 491,643 500,000
Periodical subscriptions (paper) 683 679 679 634 656 660
Audio/Video resources 40,344 41,854 42,848 44,709 45,185 52,000
Public Computers, Public (1) 104 105 105 148 198 265
Public Computers, Staff 86 83 83 88 89 110
PROGRAM INFORMATION
Numb er of Adult Programs 234 236 74 227 295 200
Adult Program Total Attendance 5,280 3318 1,227 5,331 3,911 5,000
Numb er of Young Adult Programs 18 25 79 77 84 50
Young Adult Program Total Attendance 154 268 1,155 847 1,087 1,000
Numb er of Children's Programs 476 393 414 264 201 270
Children's Programs Total Attendance 8,330 6594 5,953 4,351 6,772 7,500
Numb er of Computer Training Programs 28 43 27 0 20
Computer Training Total Attendance 246 254 214 0 350
ICMA SERVICE INDICATORS
Numb er of lib raries (3) 4 4 5 4 5 5
Central library 1 1 1 1 1 1
Branches 3 3 3 3 4 4
Bookmobile 0 0 1 0 0 0
Numb er of lib rary materials/holdings
books in circulating book collection 449,981 454,503 458,245 462,283 441,116 450,000
reference materials 48,065 48,342 47,503 47,551 46,466 46,500
audio/visual materials 40,170 41,854 42,848 44,709 45,185 52,000
subscriptions to periodicals 644 679 679 634 656 660
subscriptions to online databases (2) 7 11 13 42 42 50
Annual Circulation 346,431 352,695 346,538 407,228 425,000
Central library 156,444 142,063 149,122 141,932 204,072 165,000
Branches 223,528 204,368 203,573 204,777 203,156 260,000
Bookmobile
Annual in-lib rary materials use 38,105 42,866 33,793 21,266 25,000
number of uses in central library 25,101 21,309 22,593 16,390 9,972 10,000
number of uses in branches 16,796 20,273 17,403 11,294 17,000

365
GENERAL FUND BUDGET
FY 2011-2012 GOALS
The Bridgeport Public Library will address the following six goals over the next two years:
1) Bridgeport residents of all ages will find easy access to the computers, computer
support/instruction, and electronic information they need for everyday life.
2) All Bridgeport children and students will benefit from a new emphasis as well as commitment
to them in all Bridgeport Public Library facilities, programs, and collections.
3) The Bridgeport Public Library will become a valued destination for literacy in Bridgeport.
4) The Bridgeport Public Library will develop strategic partnerships and alliances throughout the
city to benefit more residents.
5) Residents will become more aware of Bridgeport’s libraries and consider them to be vital
community resources centers.
6) Bridgeport Public Library facilities, collections, programs, and staff will be repositioned to help
focus on building community, helping people, and changing lives.

The Bridgeport Public Library will address the following six goals over the next three years:
1) Bridgeport residents of all ages will find easy access to the computers, computer
support/instruction, and electronic information they need for everyday life.
6 MONTH STATUS: The Bridgeport Public Library replaced over 100 computers for public
use citywide. The Bridgeport Public Library became a full-fledged member of Bibliomation,
Inc. with the intentions of migrating to an open source integrated library system. BPL
implemented a career and small business information center at the main library. During the
aftermath of the Tornado of 2010, the BPL was a designated place for re-charging as well as
a host site for FEMA workshops. Library resources including but not limited to free testing
databases, courses on taking civil service exams, and mobile laptop labs were used heavily
by individuals taking entry level examinations, changing careers, researching grants and
scholarships and exploring small business opportunities.
2) All Bridgeport children and students will benefit from a new emphasis as well as commitment
to them in all Bridgeport Public Library facilities, programs, and collections.
6 MONTH STATUS: The Bridgeport Public Library plays an active role in partnership with the
Bridgeport After-school Network. Private funding from Pitney Bowes and the Black Rock
Rotary Club enabled Bridgeport Public Library to implement two new teen cafes at the Main
Library and Black Rock Branch Library respectively. Bridgeport Public Library began working
with the Bridgeport Public Schools towards implementing One Card Bridgeport.
3) The Bridgeport Public Library will become a valued destination for literacy in Bridgeport.
6 MONTH STATUS: Bridgeport Public Library provides strong literacy support to the public
and parochial schools, as well as community based adult literacy programs including but not
limited to Mercy Learning, Literacy Volunteers, and Friends and Volunteers of the Library.
4) The Bridgeport Public Library will develop strategic partnerships and alliances throughout the
city to benefit more residents.
6 MONTH STATUS: Through the efforts of friends, staff and volunteers of the Library, the
Bridgeport Public Library has cultivated strong partnerships with Bridgeport based
organizations including but not limited to ABCD, AARP, Barnum Museum, Beardsley Zoo,
Bridgeport Neighborhood Trust, Bridgeport Police Department, Bridgeport Public Schools,
Caribe Youth Athletics, Census 2010, Discovery Museum, Public Allies Connecticut, Planned
Parenthood, Rotary International, RYASAP, Housatonic Community College, Fairfield
University, Fresh Start, Greater Bridgeport Transit, Sacred Heart University, University of
Bridgeport, and the Office of the US Attorney.

366
GENERAL FUND BUDGET
5) Residents will become more aware of Bridgeport’s libraries and consider them to be vital
community resources centers.
6 MONTH STATUS: Through its enhanced website and electronic communication tools the
Bridgeport Public Library increased communications to the Bridgeport Community over
1,000% and these communications are carbon-free.
6) Bridgeport Public Library facilities, collections, programs, and staff will be repositioned to help
focus on building community, helping people, and changing lives.
6 MONTH STATUS: The Bridgeport Public Library has actively de-accessioned record
amounts of obsolete materials in concert with friends and volunteers of the library and
community based agencies and stakeholders. The Bridgeport Public Library began plans to
develop a citywide library facilities master plan that will provide recommendations regarding
size, location and service priorities projected for ten (10) and twenty (20) years. This facilities
plan should enable the Bridgeport Public Library to respond appropriately and effectively to
societal change, technological and telecommunications developments, emerging role
expectations, aging facilities, and other transformations, while also maintaining and improving
continuing relevant traditional services.

1) Bridgeport Public Library increased hours of operation citywide by 20%.
2) Usage of the Bridgeport Public Library’s electronic resources increased by 20%.
3) Circulation of the Bridgeport Public Library’s reading materials increased by 15%.
4) The number of visitors to the Bridgeport Public Library increased by 20%.

367
GENERAL FUND BUDGET
LIBRARY SERVICES APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01700000 LIBRARY ADMINISTRATION 4,741,139 6,723,003 6,723,003 6,723,003
51036 FT GRIEVANCE/ARB AWARD PAY
51122 SHIFT 2 - 1.5X OVERTIME 10,839
51138 NORMAL STNDRD SHIFT DIFFER 5,112
51140 LONGEVITY PAY 42,150 42,150 48,225 6,075
52360 MEDICARE 14,406 27,674 27,674 28,233 559
52385 SOCIAL SECURITY 4,010 3,835 3,835 11,015 7,180
52399 UNIFORM ALLOWANCE 3,000 3,000 -3,000
53050 PROPERTY RENTAL/LEASE 161,648 175,000 175,000 175,000
53110 WATER UTILITY 8,500 8,500 8,500
53120 SEWER USER FEES 3,000 3,000 3,000
53130 ELECTRIC UTILITY SERVICES 145,000 145,000 145,000
53140 GAS UTILITY SERVICES 75,000 75,000 75,000
53200 PRINCIPAL & INTEREST DEBT SERV 347,686 331,634 331,634 340,872 9,238
53710 OTHER COMMUNICATION SERVICES 2,616 5,500 5,500 5,500
53725 TELEVISION SERVICES 1,798 4,500 4,500 4,500
54020 COMPUTER PARTS 1,951 4,000 4,000 4,000
54545 CLEANING SUPPLIES 15,000 15,000 15,000
54550 COMPUTER SOFTWARE 10,472 15,000 15,000 15,000
54615 GASOLINE 2,000 2,000 2,000
54660 LIBRARY SUPPLIES 14,270 30,000 30,000 30,000
54675 OFFICE SUPPLIES 14,343 23,000 18,000 18,000 -5,000
54700 PUBLICATIONS 696,671 600,000 600,000 600,000
54705 SUBSCRIPTIONS 66,539 168,500 168,500 168,500
54725 POSTAGE 20,000 20,000 20,000
55525 LIBRARY FURNITURE 8,694 123,500 30,000 30,000 -93,500
56040 BOOKBINDING SERVICES 1,383 4,250 4,250 4,250
56045 BUILDING MAINTENANCE SERVICE 181,500 181,500 181,500
56160 MARKETING SERVICES 7,500 7,500 7,500
56180 OTHER SERVICES 57,751 381,519 480,019 1,065,216 683,697
59005 VEHICLE MAINTENANCE SERVICES 2,000 2,000 2,000
59015 PRINTING SERVICES 2,500 2,500 2,500

368
EDUCATION DIVISIONS
BOARD OF EDUCATION
BUDGET DETAIL
Dr. John Ramos

Superintendent
REVENUE SUMMARY
FY 2012 VARIANCE
ORG DESC
01863000 BOE ADMINISTRATION -139,765,958 -137,906,967 -137,906,967 -137,619,726 -287,241
41521 HIGHSCHOOLATHLETIC-TICKETSALES -15,000 -15,000 -15,000
41522 SUMMER SCHOOL TUITION -24,840 -110,000 -110,000 -25,000 -85,000
44350 ECS PROPERTY TAX RELIEF -3,432,961 -3,432,961 -3,432,961
44517 AID TO NON-PUBLIC SCHOOLS -146,513 -193,642 -193,642 -165,000 -28,642
44519 LEGALLY BLIND -183,666 -358,599 -358,599 -185,000 -173,599
44520 EDUCATION COST SHARING -139,410,939 -133,796,765 -133,796,765 -133,796,765
01875000 TRANSPORTATION -2,862,886 -2,482,672 -2,482,672 -2,482,672

44515 PUBLIC SCHOOLS TRANSPORTATION -2,434,853 -2,120,153 -2,120,153 -2,120,153
44516 NON-PUBLICSCHOOLSTRANSPORTATIO -428,033 -362,519 -362,519 -362,519
*MBR=Minimum Budget Requirement, a provision of Connecticut’s State Support for Education

that sets a minimum sum per pupil that school districts must spend. ECS or Education Cost
Sharing, aims to equalize some of substantial school funding disparities that municipalities with a
large number of needy students encounter when trying to provide services. ECS provides for
grants based on a formula that multiplies three factors: (1) a base aid ratio of each town's wealth
to a designated state guaranteed wealth level (GWL), (2) the foundation, and (3) the number of
each town's resident students adjusted for educational and economic need (“need students”). A
per-student bonus is added for towns that are part of regional school districts. (A copy of the
amended ECS formula is available here: http://www.cga.ct.gov/2007/rpt/2007-R-0436.htm).
FY 2012
FY 2010 FY 2011 FY 2012 MAYOR
AGCY CAT ACTUAL CURRENT REQUEST PROPOSED
08 BOARD OF EDUCATION 192,256,923 192,418,968 192,441,841 192,418,968
10 BOE DEBT SERVICE 18,638,563 19,437,442 19,437,442 15,539,675

369
GENERAL FUND BUDGET
BOARD OF EDUCATION APPROPRIATION SUPPLEMENT
FY 2012
FY 2010 FY 2011 FY 2012 MAYOR
ORG Desc
OBJ Desc ACTUAL CURRENT REQUEST PROPOSED
01800000 PRINCIPALS 516,942 6,810,077 6,756,933 1,459,001
01800801 PRINCIPALS-BARNUM 230,517 28,693 33,689 272,431
01800802 PRINCIPALS-BEARDSLEY 247,787 23,677 44,363 147,702
01800803 PRINCIPALS-BLACK ROCK 125,727 14,233 14,727 142,206
01800804 PRINCIPALS-BRYANT 149,126 17,057 14,761 149,031
01800805 PRINCIPALS-COLUMBUS 187,472 29,479 23,126 254,769
01800807 PRINCIPALS-EDISON 125,722 14,254 14,748 142,206
01800810 PRINCIPALS-MARIN 369,224 28,613 20,443 396,513
01800811 PRINCIPALS-HALL 125,728 14,255 14,749 142,206
01800812 PRINCIPALS-HALLEN 126,994 12,389 12,883 142,704
01800813 PRINCIPALS-HOOKER 238,440 14,246 32,641 117,798
01800814 PRINCIPALS-BATALLA 364,669 40,758 42,241 414,417
01800817 PRINCIPALS-PC MAGNET 128,437 8,774 17,960 8,774
01800819 PRINCIPALS-LONGFELLOW 254,424 12,502 32,722 12,502
01800820 PRINCIPALS-MADISON 310,835 21,385 26,007 249,609
01800821 PRINCIPALS-CLASSICAL STUDIES 118,862 7,149 7,358 132,417
01800822 PRINCIPALS-TISDALE 254,160 32,789 33,609 293,111
01800825 PRINCIPALS-READ 344,557 33,702 45,101 266,837
01800826 PRINCIPALS-ROOSEVELT 255,692 34,676 35,905 293,061
01800830 PRINCIPALS-WALTERSVILLE 253,749 7,755 11,146 135,972
01800832 PRINCIPALS-JOHNSON 253,232 29,716 30,825 288,113
01800836 PRINCIPALS-WINTHROP 258,702 31,804 34,008 291,226
01800839 PRINCIPALS-CROSS 233,400 20,971 32,379 147,702
01800840 PRINCIPALS-BLACKHAM 320,090 30,335 31,105 397,141
01800841 PRINCIPALS-DUNBAR 205,241 19,755 24,540 257,964
01800842 PRINCIPALS-CURIALE 232,498 28,324 30,532 286,542
01800845 PRINCIPALS-HIGH HORIZON 127,935 14,267 14,761 144,548
01800846 PRINCIPALS-MULTICULTURAL 126,717 12,389 12,883 142,704
01800850 PRINCIPALS-948 MAIN ST 4,401 0 0 0
01800861 PRINCIPALS-BASSICK 499,837 27,733 34,645 417,880
01800862 PRINCIPALS-CENTRAL 690,045 74,076 86,287 706,131
01800863 PRINCIPALS-HARDING 431,592 44,924 9,326 554,182

370
GENERAL FUND BUDGET
FY 2012
FY 2010 FY 2011 FY 2012 MAYOR
ORG Desc
01801000 ELEMENTARY CLASSROOM TEACHERS -17,975,393 -27,810,616 -27,809,116 -82,505,546
01801801 ELEMENTARY-BARNUM 841,587 1,206,391 1,206,391 1,164,896
01801802 ELEMENTARY-BEARDSLEY 689,272 1,046,211 1,046,211 1,117,862
01801803 ELEMENTARY-BLACK ROCK 723,020 937,282 937,282 1,079,742
01801804 ELEMENTARY-BRYANT 761,629 1,030,186 1,030,186 993,761
01801805 ELEMENTARY-COLUMBUS 949,924 1,360,028 1,360,028 1,346,078
01801807 ELEMENTARY-EDISON 680,747 921,491 921,491 915,207
01801810 ELEMENTARY-MARIN 837,280 1,195,204 1,195,204 1,297,632
01801811 ELEMENTARY-HALL 599,595 827,950 827,950 936,581
01801812 ELEMENTARY-HALLEN 577,744 839,396 839,396 904,518
01801813 ELEMENTARY-HOOKER 520,395 773,914 773,914 815,697
01801814 ELEMENTARY-BATALLA 893,009 1,208,053 1,208,053 1,386,925
01801817 ELEMENTARY-PARK CITY MAGNET 902,747 1,135,323 1,135,323 1,186,393
01801819 ELEMENTARY-LONGFELLOW 501,865 847,595 847,595 1,000,266
01801820 ELEMENTARY-MADISON 1,224,893 1,762,838 1,762,838 1,748,742
01801821 ELEMENTARY-CLASSICAL STUDIES 579,172 882,878 882,878 883,415
01801822 ELEMENTARY-TISDALE 691,091 1,088,450 1,088,450 1,242,982
01801825 ELEMENTARY-READ 1,601,394 2,014,415 2,014,415 1,874,261
01801826 ELEMENTARY-ROOSEVELT 792,664 1,011,689 1,011,689 870,174
01801828 ELEMENTARY-BRIDGEPORT LEARNING 49,975 50,924 50,924 52,453
01801830 ELEMENTARY-WALTERSVILLE 867,162 1,057,938 1,057,938 1,228,559
01801832 ELEMENTARY-JOHNSON 919,512 1,379,751 1,379,751 1,412,531
01801836 ELEMENTARY-WINTHROP 979,271 1,394,066 1,394,066 1,446,787
01801839 ELEMENTARY-CROSS 676,720 849,070 849,070 813,464
01801840 ELEMENTARY-BLACKHAM 1,339,140 1,886,074 1,886,074 1,934,702
01801841 ELEMENTARY-DUNBAR 433,775 662,084 662,084 614,168
01801842 ELEMENTARY-CURIALE 1,040,696 1,319,539 1,319,539 1,158,506
01801844 ELEMENTARY-SKANE 1,930 0 0 0
01801845 ELEMENTARY-HIGH HORIZONS 740,866 998,024 998,024 985,780
01801846 ELEMENTARY-MULTICULTURAL 547,940 747,727 747,727 736,131
01801850 ELEMENTARY-948 MAIN 9,700 0 0 0
01802000 SUBSTITUTES 1,309,205 1,771,781 1,740,000 1,546,781
01802800 SUBSTITUTES-UNASSIGNED 1,277,361 0 0 0
01802813 SUBSTITUTES-HOOKER 15,637 0 0 0
01802819 SUBSTITUTES-LONGFELLOW -200 0 0 0
01802840 SUBSTITUTES-BLACKHAM 515 0 0 0
01802862 SUBSTITUTES-CENTRAL 15,395 0 0 0
01802863 SUBSTITUTES-HARDING 10,267 0 0 0
01802866 SUBSTITUTES-PARK CITY MAGNET 1,547 0 0 0

371
GENERAL FUND BUDGET
FY 2012
FY 2010 FY 2011 FY 2012 MAYOR
ORG Desc
01803000 PARAPROFESSIONALS -61,105 877,015 877,015 877,015
01803800 PARAPROFESSIONALS-UNASSIGNED 65,254 37,099 44,955 66,668
01803801 PARAPROFESSIONALS-BARNUM 0 9,885 0 56,877
01803802 PARAPROFESSIONALS-BEARDSLEY 103,224 22,574 58,177 22,574
01803803 PARAPROFESSIONALS-BLACK ROCK 32,909 10,956 11,188 44,806
01803805 PARAPROFESSIONALS-COLUMBUS 88,054 17,302 29,246 47,771
01803810 PARAPROFESSIONALS-MARIN 28,998 9,063 9,263 39,623
01803811 PARAPROFESSIONALS-HALL 25,207 9,991 9,760 50,087
01803812 PARAPROFESSIONALS-HALLEN 37,598 12,086 23,053 12,086
01803813 PARAPROFESSIONALS-HOOKER 27,413 25,895 21,673 107,851
01803814 PARAPROFESSIONALS-BATALLA 65,407 22,366 21,189 90,422
01803817 PARAPROFESSIONALS-PARK CITY MA 0 4,498 0 39,781
01803819 PARAPROFESSIONALS-LONGFELLOW 32,629 17,625 10,137 99,497
01803820 PARAPROFESSIONALS-MADISON 93,008 37,949 37,113 103,896
01803822 PARAPROFESSIONALS-TISDALE 41,614 26,418 23,060 52,713
01803825 PARAPROFESSIONALS-READ 68,799 29,721 40,087 52,184
01803826 PARAPROFESSIONALS-ROOSEVELT 96,598 34,144 37,829 96,914
01803830 PARAPROFESSIONALS-WALTERSVILLE 0 9,843 0 48,838
01803832 PARAPROFESSIONALS-JOHNSON 22,129 8,175 3,270 76,175
01803836 PARAPROFESSIONALS-WINTHROP 61,283 30,355 31,020 101,575
01803839 PARAPROFESSIONALS-CROSS 0 15,831 0 57,433
01803840 PARAPROFESSIONALS-BLACKHAM 34,330 4,347 4,940 33,926
01803841 PARAPROFESSIONALS-DUNBAR 60,821 22,166 21,215 88,341
01803842 PARAPROFESSIONALS-CURIALE 0 7,699 0 39,069
01803845 PARAPROFESSIONALS-HIGH HORIZON 0 3,219 0 40,763
01803846 PARAPROFESSIONALS-MULTI 111,263 80,280 80,328 247,604
01803850 PARAPROFESSIONALS-948 MAIN ST 28,663 9,774 11,143 60,157
01803861 PARAPROFESSIONALS-BASSICK 32,588 6,088 9,011 40,822
01803862 PARAPROFESSIONALS-CENTRAL 0 4,062 0 129,155
01803863 PARAPROFESSIONALS-HARDING 0 740 0 41,744
01804000 SCHOOL CLERICALS 29,054 2,692,222 2,682,430 66,089
01804800 SCHOOL CLERICALS-UNASSIGNED 3,500 0 0 0
01804801 SCHOOL CLERICALS-BARNUM 79,803 39,158 39,018 116,036
01804802 SCHOOL CLERICALS-BEARDSLEY 68,429 23,166 40,392 59,286
01804803 SCHOOL CLERICALS-BLACK ROCK 35,566 9,920 9,958 47,394
01804804 SCHOOL CLERICALS-BRYANT 85,402 17,430 32,731 56,889
01804805 SCHOOL CLERICALS-COLUMBUS 38,045 21,641 21,629 63,161
01804807 SCHOOL CLERICALS-EDISON 39,942 18,425 18,387 59,316
01804810 SCHOOL CLERICALS-MARIN 114,781 46,381 38,674 172,719
01804811 SCHOOL CLERICALS-HALL 31,529 17,415 17,352 51,591
01804812 SCHOOL CLERICALS-HALLEN 39,547 9,880 17,915 49,685
01804813 SCHOOL CLERICALS-HOOKER 40,808 21,801 21,789 63,161
01804814 SCHOOL CLERICALS-BATALLA 91,500 37,816 35,504 177,521
01804817 SCHOOL CLERICALS-PARK CITY MAG 35,043 21,240 21,228 58,706
01804819 SCHOOL CLERICALS-LONGFELLOW 77,833 31,400 31,426 111,318
01804820 SCHOOL CLERICALS-MADISON 71,499 28,881 29,368 116,902
01804821 SCHOOL CLERICALS-CLASSICAL STU 41,820 33,173 17,902 121,920
01804822 SCHOOL CLERICALS-TISDALE 75,904 27,443 20,692 109,528
01804825 SCHOOL CLERICALS-READ 107,822 60,568 60,548 175,482
01804826 SCHOOL CLERICALS-ROOSEVELT 76,193 27,852 27,852 103,506
01804828 SCHOOL CLERICALS-BPT LEARNING 48,543 19,341 19,345 69,535
01804830 SCHOOL CLERICALS-WALTERSVILLE 90,181 32,965 50,300 120,164
01804832 SCHOOL CLERICALS-JOHNSON 69,890 39,103 39,095 115,156
01804836 SCHOOL CLERICALS-WINTHROP 96,800 29,874 31,744 122,079
01804839 SCHOOL CLERICALS-CROSS 70,416 21,823 22,541 59,286
01804840 SCHOOL CLERICALS-BLACKHAM 156,141 63,598 62,495 218,248
01804841 SCHOOL CLERICALS-DUNBAR 77,633 39,873 39,822 116,806
01804842 SCHOOL CLERICALS-CURIALE 73,716 43,282 41,249 130,547
01804844 SCHOOL CLERICALS-SKANE 76,869 31,497 39,581 110,047
01804845 SCHOOL CLERICALS-HIGH HORIZONS 69,952 38,981 38,932 117,102
01804846 SCHOOL CLERICALS-MULTICULTURAL 43,309 24,577 19,125 66,643
01804861 SCHOOL CLERICALS-BASSICK 263,804 122,602 125,691 420,654
01804862 SCHOOL CLERICALS-CENTRAL 367,456 130,071 153,883 451,580
01804863 SCHOOL CLERICALS-HARDING 349,947 163,765 164,954 552,351

372
GENERAL FUND BUDGET
FY 2012
FY 2010 FY 2011 FY 2012 MAYOR
ORG Desc
01805000 INSTRUCTIONAL SUPPLIES 138,850 387,282 387,282 387,282
01806000 SUPPLEMENTARY SUPPLIES 16,388 18,400 18,400 18,400
01807000 HIGH SCHOOL TEXTBOOKS 0 236,374 236,374 236,374
01808000 ELEMENTARY TEXTBOOKS 69,513 657,160 663,410 663,410
01809000 PRE K - K -326,119 2,506,195 1,708,496 429,523
01809801 PREK-K-BARNUM 106,357 8,966 8,966 192,025
01809802 PREK-K-BEARDSLEY 85,066 18,158 18,158 206,926
01809803 PREK-K-BLACK ROCK 143,657 23,764 23,764 229,269
01809804 PREK-K-BRYANT SCHOOL 158,935 36,099 36,099 195,351
01809805 PREK-K-COLUMBUS 165,296 41,799 41,799 369,818
01809807 PREK-K-EDISON 0 0 0 93,580
01809810 PREK-K-MARIN 140,753 48,998 48,998 228,570
01809811 PREK-K-HALL 0 0 0 179,258
01809812 PREK-K-HALLEN 106,202 27,927 27,927 217,730
01809813 PREK-K-HOOKER 47,047 6,610 6,610 138,375
01809814 PRE K-K BATALLA SCHOOL 122,536 47,551 49,438 299,144
01809817 PREK-K PARK CITY MAGNET 68,492 32,310 32,310 164,758
01809819 PREK-K-LONGFELLOW 181,890 38,253 42,411 219,354
01809820 PREK-K MADISON 0 0 0 256,158
01809821 PREK-K-CLASSICAL STUDIES 46,820 805 859 57,925
01809822 PREK-K-TISDALE 137,755 6,697 6,697 134,309
01809825 PREK-K-READ 85,048 18,160 18,160 295,219
01809826 PREK-K-ROOSEVELT 91,388 1,134 1,134 128,326
01809830 PREK-K-WALTERSVILLE 101,043 26,766 39,281 120,058
01809832 PREK-K-JOHNSON 109,128 19,167 19,167 144,546
01809836 PREK-K-WINTHROP 131,290 24,536 34,893 203,886
01809839 PREK-K-CROSS 58,009 31,300 31,300 225,140
01809840 PREK-K-BLACKHAM 273,308 51,933 51,933 439,950
01809841 PREK-K-DUNBAR 52,529 6,611 6,611 156,683
01809842 PREK-K-CURIALE 0 0 0 132,630
01809844 PREK-K-SKANE 49,450 3,099 14,793 3,099
01809845 PREK-K-HIGH HORIZONS 152,955 27,300 36,234 150,297
01809846 PREK-K-MULTICULTURAL 31,515 0 0 77,120
01810000 BILINGUAL EDUCATION 148,838 5,498,677 5,317,052 5,498,677
01810801 BILINGUAL ED-BARNUM 302,039 45,558 47,539 395,923
01810802 BILINGUAL ED-BEARDSLEY 68,528 18,479 18,010 97,653
01810803 BILINGUAL ED-BLACK ROCK 54,016 805 6,727 805
01810804 BILINGUAL ED-BRYANT 82,211 18,627 18,158 105,522
01810805 BILINGUAL ED-COLUMBUS 420,660 68,175 67,614 505,523
01810810 BILINGUAL ED-MARIN 886,903 198,768 185,991 1,116,071
01810814 BILINGUAL ED-BATALLA 1,004,484 223,393 217,810 1,302,037
01810819 BILINGUAL ED-LONGFELLOW 63,074 14,897 14,533 82,660
01810820 BILINGUAL ED-MADISON 46,314 4,543 6,611 55,988
01810825 BILINGUAL ED-READ 0 17,424 0 75,976
01810826 BILINGUAL ED-ROOSEVELT 480,944 66,173 77,502 545,943
01810830 BILINGUAL ED-WALTERSVILLE 52,854 18,170 17,697 73,700
01810832 BILINGUAL ED-JOHNSON 72,700 21,895 6,511 204,480
01810836 BILINGUAL ED-WINTHROP 75,808 17,424 5,922 105,477
01810840 BILINGUAL ED-BLACKHAM 138,545 19,400 32,525 97,698
01810842 BILINGUAL ED-CURIALE 52,349 6,820 6,692 62,158
01810846 BILINGUAL ED-MULTICULTURAL 546,679 88,612 86,427 649,284
01810861 BILINGUAL ED-BASSICK 248,414 24,687 30,004 196,388
01810862 BILINGUAL ED-CENTRAL 61,558 18,311 17,842 84,664
01810863 BILINGUAL ED-HARDING 581,436 101,955 113,049 637,853
01810896 BILINGUAL ED-BILINGUAL 195,311 44,558 30,608 309,537
373
GENERAL FUND BUDGET
FY 2012
FY 2010 FY 2011 FY 2012 MAYOR
ORG Desc
01811000 BILINGUAL AIDES 0 63,845 63,845 63,845
01811814 BILINGUAL AIDES-BATALLA 35,360 22,163 22,219 77,095
01811896 BILINGUAL AIDES-BILINGUAL 35,136 19,291 19,529 72,973
01812000 WORLD LANGUAGES 77,433 1,737,083 1,743,577 1,737,083
01812814 WORLD LANG-BATALLA 81,186 17,826 1,244 65,857
01812846 WORLD LANG-MULTICULTURAL 32,509 6,694 6,512 52,453
01812861 WORLD LANG-BASSICK 175,694 24,971 37,976 185,412
01812862 WORLD LANG-CENTRAL 837,715 166,514 148,614 1,025,402
01812863 WORLD LANG-HARDING 434,465 56,276 38,815 540,640
01812864 WORLD LANG-AQUACULTURE 44,294 6,711 6,529 53,701
01813000 VISUAL ARTS 76,973 2,603,265 2,603,265 2,603,265
01813800 VISUAL ARTS-UNASSIGNED 408,723 78,209 68,606 476,611
01813801 VISUAL ARTS-BARNUM 92,314 1,329 18,338 45,324
01813805 VISUAL ARTS-COLUMBUS 47,933 14,636 14,272 63,655
01813810 VISUAL ARTS-MARIN 138,200 29,909 29,181 173,306
01813811 VISUAL ARTS-HALL 5,246 0 0 0
01813812 VISUAL ARTS-HALLEN 5,246 0 0 0
01813813 VISUAL ARTS-HOOKER 55,698 18,207 17,738 75,976
01813814 VISUAL ARTS-BATALLA 55,523 18,210 17,737 75,837
01813819 VISUAL ARTS-LONGFELLOW 44,083 6,691 6,563 52,453
01813820 VISUAL ARTS-MADISON 45,267 14,637 6,588 63,655
01813821 VISUAL ARTS-CLASSICAL STUDIES 51,259 14,714 14,346 69,268
01813822 VISUAL ARTS-TISDALE 76,453 24,588 7,036 189,787
01813825 VISUAL ARTS-READ 56,623 6,898 6,766 68,365
01813826 VISUAL ARTS-ROOSEVELT 85,601 8,800 5,848 105,531
01813828 VISUAL ARTS-BPT LEARNING CTR 77,599 0 13,603 0
01813830 VISUAL ARTS-WALTERSVILLE 43,078 18,068 17,615 97,167
01813832 VISUAL ARTS-JOHNSON 84,280 15,172 14,808 101,404
01813836 VISUAL ARTS-WINTHROP 77,579 35,942 18,048 166,837
01813839 VISUAL ARTS-CROSS 95,581 25,202 24,547 150,122
01813840 VISUAL ARTS-BLACKHAM 138,100 22,153 38,616 117,807
01813841 VISUAL ARTS-DUNBAR 46,588 624 6,546 624
01813842 VISUAL ARTS-CURIALE 74,953 10,606 18,119 56,452
01813845 VISUAL ARTS-HIGH HORIZON 83,673 13,967 13,603 100,226
01813861 VISUAL ARTS-BASSICK 213,277 15,218 15,014 232,813
01813862 VISUAL ARTS-CENTRAL 359,101 60,848 57,863 442,896
01813863 VISUAL ARTS-HARDING 165,796 43,323 42,256 221,723
01814000 PERFORMING ARTS 158,254 2,869,092 2,897,729 2,869,092
01814800 PERFORMING ARTS-UNASSIGNED 748,608 128,756 133,409 849,420
01814801 PERFORMING ARTS-BARNUM 160,839 9,993 31,038 109,897
01814802 PERFORMING ARTS-BEARDSLEY 47,881 18,166 17,697 73,745
01814803 PERFORMING ARTS BLACK ROCK 69,811 17,164 1,134 93,580
01814805 PERFORMING ARTS-COLUMBUS 48,510 14,043 6,633 65,318
01814810 PERFORMING ARTS-MARIN 90,419 13,512 13,253 114,055
01814814 PERFORMING ARTS-BATALLA 86,687 31,218 18,051 160,684
01814817 PERFORMING ARTS-PARK CITY MAGN 42,714 18,404 17,941 105,306
01814819 PERFORMING ARTS LONGFELLOW 22,054 5,820 0 49,959
01814820 PERFORMING ARTS MADISON SCHL 43,464 14,593 14,175 60,537
01814821 PERFORMING ARTS-CLASSICAL STUD 3,361 0 0 0
01814822 PERFORMING ARTS-TISDALE 68,917 6,709 6,581 53,701
01814825 PERFORMING ARTS-READ 101,181 16,362 21,340 65,326
01814826 PERFORMING ARTS-ROOSEVELT 98,514 1,273 7,112 1,273
01814830 PERFORMING ARTS-WALTERSVILLE 23,702 6,050 0 60,296
01814832 PERFORMING ARTS-JOHNSON 89,873 18,779 24,231 116,380
01814836 PERFORMING ARTS-WINTHROP 51,412 10,159 6,583 58,227
01814839 PERFORMING ARTS-CROSS 76,811 14,957 14,683 101,404
01814840 PERFORMING ART-BLACKHAM 81,622 35,623 17,725 143,081
01814841 PERFORMING ARTS-DUNBAR 34,458 22,374 0 149,320
01814842 PERFORMING ARTS-CURIALE 50,844 6,792 6,664 60,296
01814844 PERFORMING ARTS-SKANE 74,201 7,130 7,002 84,265
01814845 PERFORMING ARTS-HIGH HORIZON 79,655 12,766 6,588 125,585
01814861 PERFORMING ARTS-BASSICK 86,266 7,449 7,375 106,094
01814862 PERFORMING ARTS-CENTRAL HS 209,850 36,560 35,682 256,415
01814863 PERFORMING ARTS-HARDING 170,624 22,446 21,954 194,238
374
GENERAL FUND BUDGET
FY 2012
FY 2010 FY 2011 FY 2012 MAYOR
ORG Desc
01815000 ENGLISH 85,357 3,748,372 2,825,932 3,748,372
01815801 ENGLISH-BARNUM 45,717 18,135 17,666 73,700
01815805 ENGLISH-COLUMBUS 84,037 7,257 18,158 92,073
01815810 ENGLISH- MARIN 177,177 30,074 29,338 184,891
01815813 ENGLISH- HOOKER 89,689 24,843 24,242 122,885
01815814 ENGLISH-BATALLA 112,266 13,780 13,521 133,262
01815817 ENGLISH- PARK CITY MAGNET 75,062 7,143 7,015 84,265
01815819 ENGLISH- LONGFELLOW 95,414 15,026 14,658 93,616
01815822 ENGLISH - TISDALE 117,650 24,119 12,485 175,539
01815825 ENGLISH- READ 119,328 13,061 7,708 105,947
01815826 ENGLISH - ROOSEVELT 161,515 33,667 32,826 199,093
01815830 ENGLISH-WALTERSVILLE 51,142 18,149 17,676 71,679
01815832 ENGLISH- JOHNSON 42,858 14,963 0 108,906
01815836 ENGLISH-WINTHROP 156,168 21,194 16,736 156,545
01815839 ENGLISH-CROSS 128,901 25,332 24,727 160,241
01815840 ENGLISH-BLACKHAM 276,081 41,459 56,372 243,314
01815841 ENGLISH-DUNBAR 144,987 13,511 30,210 140,834
01815842 ENGLISH- CURIALE 169,141 16,102 14,399 114,950
01815845 ENGLISH-HIGH HORIZONS 112,957 16,681 1,244 147,278
01815846 ENGLISH-MULTICULTURAL 161,171 32,488 31,651 197,924
01815861 ENGLISH-BASSICK 693,005 158,976 160,955 852,314
01815862 ENGLISH-CENTRAL HS 1,448,683 279,559 295,232 1,505,802
01815863 ENGLISH-HARDING 953,909 136,560 153,330 989,213
01816000 MATH 162,321 3,640,697 2,695,588 3,640,697
01816801 MATH-BARNUM 40,332 6,716 6,588 54,325
01816805 MATH-COLUMBUS 93,898 15,161 14,793 101,440
01816810 MATH-MARIN 127,574 36,711 35,772 173,490
01816813 MATH-HOOKER 61,736 18,315 17,842 90,871
01816814 MATH-BATALLA 107,560 1,644 1,644 116,264
01816817 MATH-PARK CITY MAGNET 57,873 9,603 941 79,053
01816819 MATH-LONGFELLOW 76,811 15,063 14,699 93,580
01816822 MATH-TISDALE 80,888 32,174 17,738 136,513
01816825 MATH-READ 140,902 36,821 35,882 181,358
01816826 MATH-ROOSEVELT 55,318 6,555 14,383 49,959
01816828 MATH-BPT LEARNING CENTER 23,410 0 0 0
01816830 MATH-WALTERSVILLE 100,813 32,591 18,155 177,726
01816832 MATH-JOHNSON 78,122 24,187 17,943 140,830
01816836 MATH-WINTHROP 119,619 24,047 21,022 166,910
01816839 MATH-CROSS 110,230 25,503 24,902 175,180
01816840 MATH-BLACKHAM 153,831 29,952 14,812 210,974
01816841 MATH-DUNBAR 85,248 16,907 13,603 96,596
01816842 MATH-CURIALE 153,192 36,876 32,566 166,429
01816845 MATH-HIGH HORIZONS 47,028 6,738 6,610 55,795
01816846 MATH-BASSICK 51,665 18,186 6,680 78,872
01816861 MATH-BASSICK 583,213 60,046 90,955 513,771
01816862 MATH-CENTRAL 1,386,731 247,060 254,553 1,617,464
01816863 MATH-HARDING 734,848 102,504 156,759 759,943
01816866 MATH-PARK CITY ACADEMY 41,941 14,876 6,610 62,014

375
GENERAL FUND BUDGET
FY 2012
FY 2010 FY 2011 FY 2012 MAYOR
ORG Desc
01817000 SCIENCE 161,655 3,993,884 4,003,645 64,321
01817801 SCIENCE-BARNUM 42,296 20,259 6,563 113,614
01817805 SCIENCE-COLUMBUS 15,393 571 0 47,196
01817810 SCIENCE-MARIN 59,146 23,222 17,799 172,643
01817813 SCIENCE-HOOKER 81,186 1,190 1,244 84,944
01817814 SCIENCE-BATALLA 95,171 14,290 13,307 118,571
01817819 SCIENCE-LONGFELLOW 84,056 7,259 7,131 92,073
01817822 SCIENCE-TISDALE 62,931 3,391 6,563 3,391
01817825 SCIENCE-READ 139,659 36,813 42,028 205,250
01817826 SCIENCE-ROOSEVELT 23,627 6,674 6,492 51,206
01817830 SCIENCE-WALTERSVILLE 26,369 6,715 0 54,117
01817832 SCIENCE-JOHNSON 85,565 7,042 7,189 94,036
01817836 SCIENCE-WINTHROP 102,141 10,850 21,101 62,572
01817839 SCIENCE-CROSS 48,168 6,676 6,494 51,206
01817840 SCIENCE-BLACKHAM 152,480 15,417 31,279 187,736
01817841 SCIENCE-DUNBAR 105,574 12,648 5,922 142,081
01817842 SCIENCE-CURIALE 55,864 23,160 17,737 172,643
01817845 SCIENCE-HIGH HORIZONS 0 15,147 0 105,522
01817846 SCIENCE-MULTICULTURAL 64,666 1,055 1,109 77,120
01817850 SCIENCE-948 MAIN ST 37,229 0 14,314 0
01817861 SCIENCE-BASSICK 666,324 58,426 90,560 474,215
01817862 SCIENCE-CENTRAL 1,093,486 234,360 184,691 1,447,674
01817863 SCIENCE-HARDING 987,169 145,598 184,351 992,146
01817864 SCIENCE-AQUACULTURE 29,270 666 720 666
01817877 SCIENCE-MAKE THE GRADE 39,119 0 0 0
01817889 SCIENCE-HUMAN RESOURCES 18,661 0 0 0
01818000 SOCIAL STUDIES 127,449 4,266,239 4,296,884 4,266,239
01818801 SOC STUDIES-BARNUM 36,517 6,600 0 51,622
01818805 SOCIAL STUDIES-COLUMBUS 31,347 18,402 17,939 105,306
01818810 SOCIAL STUDIES-MARIN 108,684 36,385 35,442 150,952
01818813 SOCIAL STUDIES-HOOKER 60,237 18,258 17,789 87,605
01818814 SOCIAL STUDIES-BATALLA 100,528 12,077 13,427 118,233
01818817 SOCIAL STUDIES-PARK CITY MAGNE 48,619 13,608 6,643 67,606
01818819 SOCIAL STUDIES-LONGFELLOW 113,805 6,054 5,922 83,163
01818822 SOCIAL STUDIES-TISDALE 68,027 28,950 6,643 132,747
01818825 SOCIAL STUDIES-READ 93,915 13,490 13,231 112,600
01818826 SOCIAL STUDIES-ROOSEVELT 101,030 18,062 13,603 73,700
01818830 SOCIAL STUDIES-WALTERSVILLE 56,519 1,099 6,333 61,490
01818832 SOCIAL STUDIES-JOHNSON SCHL 44,631 18,287 17,818 81,768
01818836 SOCIAL STUDIES-WINTHROP 124,090 15,772 15,458 144,726
01818839 SOCIAL STUDIES-CROSS 101,725 25,206 24,609 151,354
01818840 SOCIAL STUDIES-BLACKHAM 184,682 36,470 35,610 216,301
01818841 SOCIAL STUDIES-DUNBAR 109,734 6,709 6,581 53,701
01818842 SOCIAL STUDIES-CURIALE 181,174 21,137 30,558 117,563
01818845 SOCIAL STUDIES-HIGH HORIZONS 84,399 17,424 16,955 104,308
01818846 SOCIAL STUDIES-MULTICULTURAL 83,590 15,382 16,955 100,226
01818861 SOCIAL STUDIES-BASSICK 422,745 77,687 68,239 528,282
01818862 SOCIAL STUDIES-CENTRAL 1,335,862 254,691 250,159 1,607,319
01818863 SOCIAL STUDIES-HARDING 651,098 130,204 119,528 862,541
376
GENERAL FUND BUDGET
FY 2012
FY 2010 FY 2011 FY 2012 MAYOR
ORG Desc
01819000 PHYSICAL EDUCATION 79,723 3,054,672 3,054,672 3,054,672
01819800 PHYSICAL ED-UNASSIGNED 853,774 126,507 146,339 944,507
01819801 PHYSICAL ED-BARNUM 126,608 13,951 13,688 144,526
01819803 PHYSICAL ED-BLACK ROCK 4,825 0 0 0
01819805 PHYSICAL ED-COLUMBUS 89,119 15,176 14,808 101,440
01819810 PHYSICAL ED-MARIN 118,368 6,713 6,635 129,735
01819811 PHYSICAL ED-HALL 5,845 0 0 0
01819812 PHYSICAL ED-HALLEN 77,032 17,428 16,955 96,596
01819813 PHYSICAL ED-HOOKER 45,211 6,709 6,581 53,701
01819814 PHYSICAL ED-BATALLA 96,179 24,859 24,254 125,172
01819817 PHYSICAL ED-PARK CITY MAGNET 84,006 12,966 16,955 104,308
01819819 PHYSICAL ED-LONGFELLOW 76,970 17,199 16,736 96,380
01819820 PHYSICAL ED-MADISON 52,307 6,820 6,692 62,158
01819825 PHYSICAL ED-READ 128,242 19,251 24,699 150,820
01819826 PHYSICAL ED-ROOSEVELT 84,582 18,504 18,035 97,653
01819830 PHYSICAL ED-WALTERSVILLE 66,145 18,394 17,925 90,871
01819832 PHYSICAL ED-JOHNSON 55,119 17,836 6,563 97,437
01819836 PHYSICAL ED-WINTHROP 6,381 0 0 0
01819839 PHYSICAL ED-CROSS 50,374 14,688 14,324 67,606
01819840 PHYSICAL ED-BLACKHAM 171,699 17,751 13,227 201,329
01819841 PHYSICAL ED-DUNBAR 42,015 14,626 14,262 63,031
01819842 PHYSICAL ED-CURIALE 47,047 6,738 6,610 55,780
01819861 PHYSICAL ED-BASSICK 113,561 30,904 13,220 209,212
01819862 PHYSICAL ED-CENTRAL 370,428 63,529 61,905 456,798
01819863 PHYSICAL ED-HARDING 287,946 48,825 41,755 392,626
01820000 HEALTH 285,756 746,096 889,450 746,096
01820861 HEALTH-BASSICK 149,651 16,725 0 251,880
01820862 HEALTH-CENTRAL 202,655 54,717 442 315,307
01820863 HEALTH-HARDING 171,498 27,846 161 288,299
01821000 FAMILY & CONSUMER SCIENCE -27,608 753,766 753,766 753,766
01821801 FAMILY & CONS SCIENCE-BARNUM 25,242 0 0 0
01821861 FAMILY & CONS SCIENCE-BASSICK 249,288 20,021 19,525 191,101
01821862 FAMILY & CONS SCIENCE-CENTRAL 394,938 52,850 60,604 462,198
01821863 FAMILY & CONS SCIENCE-HARDING 140,947 21,211 20,715 192,279
01822000 TECHNOLOGY EDUCATION 16,801 892,861 892,861 892,861
01822813 TECH ED-HOOKER 18,932 0 0 0
01822819 TECH ED-LONGFELLOW 54,134 7,255 7,127 92,089
01822861 TECH ED-BASSICK 282,979 33,449 46,229 198,806
01822862 TECH ED-CENTRAL 213,145 27,799 42,117 294,035
01822863 TECH ED-HARDING 449,696 77,133 77,133 407,333
01823000 BUSINESS EDUCATION 58,232 1,437,267 1,437,267 1,437,267
01823800 BUSINESS ED-UNASSIGNED 236,883 36,178 49,385 390,962
01823801 BUSINESS ED-BARNUM 9,824 0 0 0
01823810 BUSINESS ED-MARIN 67,529 1,073 1,127 77,120
01823819 BUSINESS ED-LONGFELLOW 10,777 0 0 0
01823840 BUSINESS ED-BLACKHAM 13,658 0 0 0
01823841 BUSINESS ED-DUNBAR 35,747 14,709 17,697 74,384
01823842 BUSINESS ED-CURIALE 48,813 7,105 6,977 92,073
01823846 BUSINESS ED-MULTICULTURAL 84,056 7,259 7,131 92,073
01823861 BUSINESS ED-BASSICK 544,130 71,553 77,757 516,711
01823862 BUSINESS ED-CENTRAL 494,585 70,786 82,800 530,545
01823863 BUSINESS ED-HARDING 278,881 36,596 35,790 364,608
377
GENERAL FUND BUDGET
FY 2012
FY 2010 FY 2011 FY 2012 MAYOR
ORG Desc
01824000 PROJECT LEAD THE WAY -31,740 321,904 321,904 321,904
01824800 PROJ LEAD THE WAY-UNASSIGNED 11,024 0 0 0
01824810 PROJ LEAD THE WAY-MARIN 52,166 0 54 83,730
01824813 PROJ LEAD THE WAY-HOOKER 18,720 0 0 0
01824826 PROJ LEAD THE WAY-ROOSEVELT 5,845 0 0 0
01824836 PROJ LEAD THE WAY-WINTHROP 6,344 0 0 0
01824839 PROJ LEAD THE WAY-CROSS 5,246 0 0 0
01824840 PROJ LEAD THE WAY-BLACKHAM 16,998 0 0 0
01824841 PROJ LEAD THE WAY-DUNBAR 5,557 0 0 0
01824842 PROJ LEAD THE WAY-CURIALE 7,660 0 0 0
01824861 PROJ LEAD THE WAY-BASSICK 134,433 35,736 34,797 188,972
01824862 PROJ LEAD THE WAY-CENTRAL 82,959 6,050 5,922 90,875
01824863 PROJ LEAD THE WAY-HARDING 18,932 0 0 0
01825000 TALENTED AND GIFTED PROGRAM 4,421 298,256 298,256 298,256
01825805 TALENTED-COLUMBUS 47,263 6,728 6,600 54,878
01825836 TALENTED-WINTHROP 167,953 29,145 28,409 201,630
01825841 TALENTED-DUNBAR 83,673 13,971 13,603 100,226
01826000 HOMEBOUND 589,645 525,000 538,390 525,000
01827000 SPECIAL EDUCATION 12,728,165 26,947,794 27,031,872 13,985,300
01827800 SPECIAL ED-UNASSIGNED 493,385 86,598 117,491 423,838
01827801 SPECIAL ED-BARNUM 350,385 78,500 78,500 447,802
01827802 SPECIAL ED-BEARDSLEY 185,341 54,967 53,568 173,674
01827803 SPECIAL ED-BLACK ROCK 215,901 49,363 49,363 273,863
01827804 SPECIAL ED-BRYANT 227,944 42,951 42,951 284,215
01827805 SPECIAL ED-COLUMBUS 401,420 81,035 81,035 530,733
01827807 SPECIAL ED-EDISON 207,489 41,578 41,578 256,486
01827810 SPECIAL ED-MARIN 465,952 97,743 90,992 664,030
01827811 SPECIAL ED-HALL 211,109 30,759 30,759 250,827
01827812 SPECIAL ED-HALLEN 150,765 24,273 31,224 154,952
01827813 SPECIAL ED-HOOKER 434,773 66,938 66,938 557,082
01827814 SPECIAL ED-BATALLA 615,072 131,136 131,136 784,541
01827817 SPECIAL ED-PARK CITY MAGNET 255,044 45,241 45,241 298,105
01827819 SPECIAL ED-LONGFELLOW 293,252 57,646 57,646 363,058
01827820 SPECIAL ED-MADISON 453,886 83,442 83,442 609,757
01827821 SPECIAL ED-CLASSICAL STUDIES A 83,607 631 13,603 49,898
01827822 SPECIAL ED-TISDALE 669,077 112,244 112,244 768,603
01827825 SPECIAL ED-READ 518,198 89,561 89,561 648,221
01827826 SPECIAL ED-ROOSEVELT 420,079 76,664 76,664 513,978
01827828 SPECIAL ED-BPT LEARNING CENTER 647,954 110,185 96,795 917,123
01827830 SPECIAL ED-WALTERSVILLE 346,209 77,530 77,530 450,573
01827832 SPECIAL ED-JOHNSON 501,566 101,684 86,166 626,436
01827836 SPECIAL ED-WINTHROP 260,539 51,429 51,429 336,875
01827839 SPECIAL ED-CROSS 259,960 37,262 49,247 169,852
01827840 SPECIAL ED-BLACKHAM 515,354 100,178 100,178 673,833
01827841 SPECIAL ED-DUNBAR 271,654 49,876 59,977 320,114
01827842 SPECIAL ED-CURIALE 314,553 45,881 45,881 381,732
01827844 SPECIAL ED-SKANE 1,145,595 230,626 181,467 1,509,917
01827846 SPECIAL ED-MULTICULTURAL 186,757 48,790 30,558 264,805
01827850 SPECIAL ED-948 MAIN ST 562,852 56,390 72,394 565,709
01827861 SPECIAL ED-BASSICK 513,452 91,617 46,608 720,598
01827862 SPECIAL ED-CENTRAL 637,248 103,543 103,543 820,162
01827863 SPECIAL ED-HARDING 648,571 154,635 112,553 908,058
01827866 SPECIAL ED-PARK CITY ACADEMY 82,525 7,127 7,127 92,073
01827879 SPECIAL ED-MEAD HALL 253,314 42,012 42,012 302,092
378
GENERAL FUND BUDGET
FY 2012
FY 2010 FY 2011 FY 2012 MAYOR
ORG Desc
01829000 SPECIAL ED AIDES 103,224 3,801,881 3,795,568 51,854
01829801 SPECIAL ED AIDES-BARNUM 127,231 63,845 72,718 250,112
01829802 SPECIAL ED AIDES-BEARDSLEY 56,139 36,785 32,472 131,346
01829803 SPECIAL ED AIDES-BLACK ROCK 72,189 33,285 33,519 129,232
01829804 SPECIAL ED AIDES-BRYANT 21,878 6,909 10,088 44,713
01829805 SPECIAL ED AIDES-COLUMBUS 62,013 32,657 33,354 127,627
01829807 SPECIAL ED AIDES-EDISON 25,783 7,200 10,278 48,968
01829810 SPECIAL ED AIDES-MARIN 193,471 86,508 109,919 477,444
01829811 SPECIAL ED AIDES-HALL 27,727 10,454 10,691 54,972
01829812 SPECIAL ED AIDES-HALLEN 27,423 10,459 10,691 54,972
01829813 SPECIAL ED AIDES-HOOKER 135,774 81,229 58,429 367,041
01829814 SPECIAL ED AIDES-BATALLA 88,845 64,947 45,992 361,833
01829817 SPECIAL ED AIDES-PARK CITY MAG 107,149 82,904 73,117 318,846
01829819 SPECIAL ED AIDES-LONGFELLOW 78,837 33,449 39,108 111,843
01829820 SPECIAL ED AIDES-MADISON 173,593 77,032 92,725 343,181
01829821 SPECIAL ED AIDES-CLASSICAL STU 33,082 22,754 19,147 116,501
01829822 SPECIAL ED AIDES-TISDALE 186,942 95,066 71,491 440,770
01829826 SPECIAL ED AIDES-ROOSEVELT 29,645 41,106 22,016 242,951
01829828 SPECIAL ED AIDES-BPT LEARNING 221,942 79,864 109,944 232,189
01829830 SPECIAL ED AIDES-WALTERSVILLE 130,177 82,489 83,425 277,197
01829832 SPECIAL ED AIDES-JOHNSON 216,587 119,506 150,470 515,306
01829836 SPECIAL ED AIDES-WINTHROP 102,771 64,476 67,685 262,594
01829839 SPECIAL ED AIDES-CROSS 32,545 29,112 22,529 118,431
01829840 SPECIAL ED AIDES-BLACKHAM 221,573 94,274 110,161 298,595
01829841 SPECIAL ED AIDES-DUNBAR 24,885 5,554 0 46,491
01829842 SPECIAL ED AIDES-CURIALE 70,910 29,965 25,393 275,805
01829844 SPECIAL ED AIDES-SKANE 475,915 206,608 235,408 818,038
01829845 SPECIAL ED AIDES-HIGH HORIZONS 21,332 0 8,705 0
01829846 SPECIAL ED AIDES-MULTICULTURAL 74,019 44,739 41,189 144,555
01829850 SPECIAL ED AIDES-948 MAIN ST 81,598 40,907 37,592 136,307
01829861 SPECIAL ED AIDES-BASSICK 164,979 80,116 81,594 431,276
01829862 SPECIAL ED AIDES-CENTRAL 299,843 159,808 156,097 665,491
01829863 SPECIAL ED AIDES-HARDING 61,668 23,580 40,928 70,222
01829879 SPECIAL ED AIDES-MEAD HALL 27,479 16,058 18,483 59,566
01830000 SPECIAL ED CLERICALS 5,215 520,982 450,051 450,051
01830800 SPECIAL ED CLERICALS-UNASSIGNE 57,027 11,780 19,497 69,535
01830850 SPECIAL ED CLERICALS-948 MAIN 418,513 96,677 159,891 588,997
01831000 SPECIAL EDUCATION EXTENDED YEA 196,372 225,000 225,000 225,000
01832000 HEARING 17,323 398,416 317,230 588,283
01832822 HEARING-TISDALE 274,664 0 68,262 0
01833000 ALTERNATIVE EDUCATION 472,802 360,589 344,530 366,310
01833866 ALTERNATIVE ED-PARK CITY ACADE 117,992 0 5,392 0
01834000 CENTRAL AT NIGHT 79,569 0 0 0
01834800 CENTRAL AT NIGHT-UNASSIGNED 411 0 0 0
01834862 CENTRAL AT NIGHT-CENTRAL 125,571 0 0 0
01835000 VOCATIONAL AQUACULTURE -450,522 856,128 680,987 943,040
01835864 VOCATIONAL AQUA-AQUACULTURE 1,052,204 -469 169,059 -469
01836000 AQUACULTURE SUPPORT STAFF 5,052 205,696 133,378 229,950
01836864 AQUACULTURE SPT STAFF 169,638 0 80,140 0
01837000 VOCATIONAL AGRICULTURE 450,403 405,948 391,698 391,698
01838000 MAGNET HIGH SCHOOLS 8,718 10,933 10,933 10,933
01839000 DISCOVERY MAGNET 13,277 618,648 865,839 1,364,186
01840000 6 TO 6 MAGNET SCHOOL 897,508 875,000 875,000 875,000
01841000 REG CTR FOR PERFORMING ARTS 227,950 240,000 240,000 240,000
01842000 EDUCATIONAL TECHNOLOGY 53,770 240,265 234,901 185,768
01842850 ED TECHNOLOGY-948 MAIN ST 123,532 0 5,573 0
01842899 ED TECHNOLOGY-PARENT CENTER 161 0 0 0
01843000 ATHLETICS 996,896 1,007,852 1,007,852 1,007,852
01843863 ATHLETICS-HARDING 0 0 0 0
01844000 INTRAMURALS 0 30,000 30,000 30,000
01845000 EXTRACURRICULAR ACTIVITIES 47,208 50,000 50,000 50,000
379
GENERAL FUND BUDGET
FY 2012
FY 2010 FY 2011 FY 2012 MAYOR
ORG Desc
01846000 ADULT ED 6,528 1,907,395 1,877,027 1,479,770
01846895 ADULT ED-ADULT ED 225,677 0 54,526 0
01847000 ADULT ED SECURITY OVERTIME 37,259 47,959 47,959 47,959
01848000 ADULT ED CUSTODIAL OVERTIME 13,898 16,000 16,000 16,000
01849000 SUMMER SCHOOL - REGULAR EDUCAT 142,242 138,318 140,000 138,318
01850000 FRINGES 32,048,872 14,668,522 14,668,522 16,484,755
01851000 DIRECTORS & SUPERVISORS 96,986 1,598,147 1,462,390 1,636,484
01851850 DIRECT & SUPERVISORS-948 MAIN 1,177,908 0 134,783 0
01852000 CLERICALS 14,332 395,696 293,711 404,381
01852850 CLERICALS-948 MAIN ST 289,692 0 91,897 0
01853000 SOCIAL WORKERS 187,732 2,842,592 2,842,069 107,977
01853800 SOCIAL WORKERS-UNASSIGNED 742,555 116,243 128,467 804,906
01853801 SOCIAL WORKERS-BARNUM 65,255 7,038 6,910 77,482
01853805 SOCIAL WORKERS-COLUMBUS 55,256 853 907 62,062
01853810 SOCIAL WORKERS-MARIN 50,683 18,229 17,760 78,458
01853813 SOCIAL WORKERS-HOOKER 58,010 18,607 18,084 105,477
01853814 SOCIAL WORKERS-BATALLA 170,236 8,453 8,375 92,073
01853819 SOCIAL WORKERS-LONGFELLOW 63,280 18,472 18,003 95,008
01853820 SOCIAL WORKERS-MADISON 82,531 7,257 7,125 92,089
01853821 SOCIAL WORKERS-CLASSICAL STUDI 82,777 7,244 7,112 92,073
01853825 SOCIAL WORKERS-READ 97,148 37,013 36,070 196,348
01853830 SOCIAL WORKERS-WALTERSVILLE 85,066 18,614 18,145 105,522
01853832 SOCIAL WORKERS-JOHNSON 82,525 7,240 7,112 92,073
01853836 SOCIAL WORKERS-WINTHROP 82,525 7,257 7,125 92,073
01853839 SOCIAL WORKERS-CROSS 62,512 15,011 14,647 90,934
01853840 SOCIAL WORKERS-BLACKHAM 85,048 18,618 18,145 105,477
01853841 SOCIAL WORKERS-DUNBAR 69,645 15,011 14,647 90,934
01853844 SOCIAL WORKERS-SKANE 84,398 18,618 18,145 105,477
01853850 SOCIAL WORKERS-948 MAIN ST 127,305 7,262 7,471 137,344
01853861 SOCIAL WORKERS-BASSICK 129,068 37,265 36,322 210,954
01853862 SOCIAL WORKERS-CENTRAL 201,106 19,822 25,270 105,522
01853863 SOCIAL WORKERS-HARDING 185,684 33,805 32,972 206,926
01853877 SOCIAL WORKERS-MAKE THE GRADE 109,835 8,808 1,244 101,404
01854000 PSYCHOLOGISTS 112,876 2,827,452 2,816,948 306,648
01854800 PSYCH-UNASSIGNED 573,043 102,453 70,097 830,242
01854801 PSYCH-BARNUM 56,301 4,236 10,158 4,236
01854802 PSYCH-BEARDSLEY 53,568 13,452 17,734 13,452
01854804 PSYCH-BRYANT 52,453 6,806 6,674 63,106
01854805 PSYCH-COLUMBUS 89,920 18,702 18,229 110,574
01854807 PSYCH-EDISON 62,686 18,287 17,818 86,319
01854810 PSYCH-MARIN 90,006 13,967 13,603 105,250
01854812 PSYCH-HALLEN 113,883 14,633 14,377 195,147
01854814 PSYCH-BATALLA 168,237 26,011 25,410 208,551
01854817 PSYCH-PARK CITY MAGNET 9,788 0 0 0
01854819 PSYCH-LONGFELLOW 89,920 18,705 18,232 110,574
01854821 PSYCH-CLASSICAL STUDIES ACADEM 19,876 0 0 0
01854822 PSYCH-TISDALE 79,605 14,834 14,466 82,246
01854825 PSYCH-READ 25,575 0 0 0
01854826 PSYCH-ROOSEVELT 67,359 7,035 6,903 81,687
01854828 PSYCH-BPT LEARNING CENTER 121,376 18,689 18,216 110,574
01854830 PSYCH-WALTERSVILLE 26,502 0 0 0
01854832 PSYCH-JOHNSON 99,729 18,685 18,216 110,574
01854836 PSYCH-WINTHROP 55,454 6,846 6,718 65,460
01854839 PSYCH-CROSS 59,552 7,311 7,129 97,170
01854840 PSYCH-BLACKHAM 54,936 0 0 0
01854841 PSYCH-DUNBAR 66,668 0 0 0
01854842 PSYCH-CURIALE 30,366 0 0 0
01854846 PSYCH-MULTICULTURAL 89,920 18,705 18,232 110,574
01854850 PSYCH-948 MAIN ST 113,589 17,234 17,848 140,124
01854861 PSYCH-BASSICK 91,542 18,685 18,216 110,574
01854862 PSYCH-CENTRAL 48,303 6,739 6,557 56,936
01854863 PSYCH-HARDING 101,337 14,386 14,127 194,356
380
GENERAL FUND BUDGET
FY 2012
FY 2010 FY 2011 FY 2012 MAYOR
ORG Desc
01855000 GUIDANCE COUNSELORS 143,544 3,223,622 3,232,333 30,211
01855800 GUIDANCE-UNASSIGNED 126,847 30,666 27,895 169,662
01855801 GUIDANCE-BARNUM 54,914 18,198 17,725 75,562
01855805 GUIDANCE-COLUMBUS 52,391 6,820 6,692 62,158
01855807 GUIDANCE-EDISON 84,280 15,161 14,793 101,404
01855810 GUIDANCE-MARIN 83,024 7,244 18,145 92,073
01855812 GUIDANCE-HALLEN 46,484 6,739 6,611 57,028
01855814 GUIDANCE BATALLA 49,548 6,803 6,675 60,296
01855817 GUIDANCE-PARK CITY MAGNET 85,066 18,631 18,158 105,522
01855819 GUIDANCE-LONGFELLOW 84,339 17,424 16,955 104,308
01855820 GUIDANCE-MADISON 20,145 0 0 0
01855822 GUIDANCE-TISDALE 83,318 6,050 5,922 90,875
01855825 GUIDANCE-READ 81,909 6,054 5,922 90,875
01855826 GUIDANCE-ROOSEVELT 63,861 18,354 17,885 86,778
01855830 GUIDANCE-WALTERSVILLE 47,830 13,951 6,626 66,394
01855832 GUIDANCE-JOHNSON 52,333 6,274 6,692 62,158
01855836 GUIDANCE-WINTHROP 85,811 0 14,828 0
01855839 GUIDANCE-CROSS 64,664 1,055 1,109 84,944
01855840 GUIDANCE-BLACKHAM 59,048 18,268 17,799 86,733
01855841 GUIDANCE-DUNBAR 60,964 13,971 213 100,226
01855842 GUIDANCE-CURIALE 30,442 827 0 52,809
01855845 GUIDANCE-HIGH HORIZONS 84,280 15,176 14,808 101,404
01855861 GUIDANCE-BASSICK 480,436 94,672 90,361 593,994
01855862 GUIDANCE-CENTRAL 777,414 142,132 139,503 953,019
01855863 GUIDANCE-HARDING 376,614 55,164 42,182 502,091
01855864 GUIDANCE-AQUACULTURE 77,064 15,063 14,699 93,580
01856000 SPEECH & LANGUAGE 64,332 1,616,930 1,616,512 67,558
01856800 SP & LANG-UNASSIGNED 453,347 80,524 68,687 601,981
01856801 SP & LANG-BARNUM 85,048 18,614 18,145 105,477
01856805 SP & LANG-COLUMBUS 22,920 0 0 0
01856812 SP & LANG-HALLEN 75,785 18,614 18,145 105,477
01856819 SP & LANG-LONGFELLOW 81,186 1,190 1,244 84,944
01856825 SP & LANG-READ 52,136 7,147 7,015 84,250
01856830 SP & LANG-WALTERSVILLE 77,579 18,504 18,035 97,653
01856832 SP & LANG-JOHNSON 69,035 19,113 18,164 66,850
01856836 SP & LANG-WINTHROP 26,782 17,903 0 65,218
01856839 SP & LANG-CROSS 40,867 6,655 6,473 49,601
01856840 SP & LANG-BLACKHAM 83,673 13,967 13,603 100,226
01856844 SP & LANG-SKANE 215,535 36,785 41,764 163,319
01856850 SP & LANG-948 MAIN ST 196,528 21,469 21,835 234,279
01856862 SP & LANG-CENTRAL 83,250 7,254 7,122 92,834
01857000 SPEECH & LANGUAGE PARAPROFESSI 3,660 205,444 138,878 278,871
01857800 SP & LANG PP-UNASSIGNED 71,231 0 21,324 0
01857850 SP & LANG PP-948 MAIN ST 73,467 0 46,169 0
381
GENERAL FUND BUDGET
FY 2012
FY 2010 FY 2011 FY 2012 MAYOR
ORG Desc
01858000 SCHOOL MEDIA SPECIALISTS 116,258 2,075,469 2,086,817 2,075,469
01858800 SCHL MEDIA SPEC-UNASSIGNED 8,913 17,424 0 72,510
01858801 SCHL MEDIA SPEC-BARNUM 60,397 18,296 17,827 82,595
01858802 SCHL MEDIA SPEC-BEARDSLEY 64,685 942 17,897 942
01858803 SCHL MEDIA SPEC BLACK ROCK 41,266 714 714 33,978
01858804 SCHL MEDIA SPEC BRYANT 45,236 6,741 6,613 55,988
01858805 SCHL MEDIA SPEC-COLUMBUS 84,824 1,183 1,183 84,944
01858810 SCHL MEDIA SPEC-MARIN 30,694 11,825 0 102,412
01858812 SCHL MEDIA SPEC-HALLEN 55,864 14,776 14,408 74,384
01858813 SCHL MEDIA SPEC-HOOKER 26,797 10,939 643 66,273
01858814 SCHL MEDIA SPEC-BATALLA 99,798 23,842 20,989 131,617
01858817 SCHL MEDIA SPEC-PARK CITY MAGN 82,531 7,259 7,127 92,089
01858819 SCHL MEDIA SPEC-LONGFELLOW 54,936 0 0 0
01858820 SCHL MEDIA SPEC-MADISON 82,531 18,614 7,112 105,477
01858821 SCHL MEDIA SPEC-CLASSICAL STUD 83,978 7,272 7,144 92,089
01858822 SCHL MEDIA SPEC-TISDALE 83,383 6,050 5,922 90,875
01858825 SCHL MEDIA SPEC-READ 35,032 23,035 1,960 117,064
01858826 SCHL MEDIA SPEC-ROOSEVELT 77,559 1,093 18,048 1,093
01858830 SCHL MEDIA SPEC-WALTERSVILLE 10,298 11,571 0 11,571
01858832 SCHL MEDIA SPEC-JOHNSON 47,048 0 0 0
01858836 SCHL MEDIA SPEC-WINTHROP 54,146 6,876 6,744 65,468
01858839 SCHL MEDIA SPEC-CROSS 81,902 6,050 5,922 90,875
01858840 SCHL MEDIA SPEC-BLACKHAM 99,875 20,399 14,806 152,610
01858842 SCHL MEDIA SPEC-CURIALE 93,842 1,371 15,028 49,898
01858845 SCHL MEDIA SPEC-HIGH HORIZONS 50,785 6,050 0 92,073
01858861 SCHL MEDIA SPEC-BASSICK 76,261 13,971 13,603 92,514
01858862 SCHL MEDIA SPEC-CENTRAL 80,563 0 54 83,730
01858863 SCHL MEDIA SPEC-HARDING 82,525 7,244 7,112 92,073
01859000 SCHOOL MEDIA PARAPROFESSIONALS 15,291 0 429,000 0
01859800 SCHL MEDIA PARA-UNASSIGNED 91,744 0 38,644 0
01859804 SCHL MEDIA-BRYANT 34,609 0 19,363 0
01859805 SCHL MEDIA PARA-COLUMBUS 27,238 0 10,583 0
01859807 SCHL MEDIA PARA-EDISON 30,440 0 22,244 0
01859810 SCHL MEDIA PARA-MARIN 30,940 0 18,771 0
01859814 SCHL MEDIA PARA-BATALLA 2,745 0 0 0
01859820 SCHL MEDIA PARA-MADISON 33,228 0 19,424 0
01859822 SCHL MEDIA PARA-TISDALE 14,337 0 10,931 0
01859830 SCHL MEDIA-WALTERSVILLE 28,775 0 18,591 0
01859840 SCHL MEDIA PARA-BLACKHAM 33,215 0 19,355 0
01859845 SCHL MEDIA PARA-HIGH HORIZONS 35,154 0 22,837 0
01859861 SCHL MEDIA PARA-BASSICK 31,064 0 10,683 0
01859862 SCHL MEDIA PARA-CENTRAL 70,039 0 42,192 0
01859863 SCHL MEDIA PARA-HARDING 26,500 0 0 0
01860000 SCHOOL NURSES 16,085 1,555,050 1,555,050 1,555,050
01860800 SCHL NURSES-UNASSIGNED 174,520 37,341 43,423 198,512
01860801 SCHL NURSES-BARNUM 62,269 22,672 22,932 79,058
01860802 SCHL NURSES-BEARDSLEY 60,879 11,697 11,822 67,669
01860805 SCHL NURSES-COLUMBUS 60,450 12,143 12,268 67,691
01860807 SCHL NURSES-EDISON 58,438 7,767 7,831 62,865
01860810 SCHL NURSES-MARIN 61,434 19,475 19,699 75,620
01860811 SCHL NURSES-HALL 61,084 19,452 19,676 75,620
01860812 SCHL NURSES-HALLEN 61,434 19,483 19,707 75,620
01860813 SCHL NURSES-HOOKER 61,434 19,421 19,645 75,620
01860814 SCHL NURSES-BATALLA 55,272 13,469 19,729 67,669
01860817 SCHL NURSES-PARK CITY MAGNET 59,685 12,189 12,314 67,691
01860819 SCHL NURSES-LONGFELLOW 59,529 12,182 12,307 67,669
01860820 SCHL NURSES-MADISON 62,269 22,695 22,955 79,058
01860822 SCHL NURSES-TISDALE 61,437 19,426 19,608 75,671
01860825 SCHL NURSES-READ 61,185 22,345 22,916 79,058
01860826 SCHL NURSES-ROOSEVELT 58,748 22,492 22,752 75,300
01860832 SCHL NURSES-JOHNSON 62,040 22,740 23,000 79,058
01860836 SCHL NURSES-WINTHROP 61,919 22,695 22,955 79,058
01860839 SCHL NURSES-CROSS 59,179 12,159 12,284 67,669
01860840 SCHL NURSES-BLACKHAM 62,269 22,679 22,939 79,058
01860841 SCHL NURSES-DUNBAR 60,672 11,974 12,207 67,669
01860842 SCHL NURSES-CURIALE 62,649 19,460 19,684 75,620
01860844 SCHL NURSES-SKANE 61,434 19,513 19,737 75,620
01860845 SCHL NURSES-HIGH HORIZONS 61,687 19,458 19,639 75,671
01860850 SCHL NURSES-948 MAIN ST 104,776 21,015 23,417 138,973
382
GENERAL FUND BUDGET
FY 2012
FY 2010 FY 2011 FY 2012 MAYOR
ORG Desc
01861000 OCCUPATIONAL THERAPY 95,145 537,449 461,583 548,376
01861800 OCCUPATIONAL THERAPY UNASSIGNE 305,686 0 51,792 0
01862000 ATTENDANCE & TRUANCY 7,256 160,152 160,152 160,152
01862828 ATTEND & TRUANCY-BPT LEARNING 20,056 16,463 18,776 68,484
01862850 ATTEND & TRUANCY-948 MAIN ST 112,728 32,298 32,379 150,160
01862861 ATTEND & TRUANCY-BASSICK 34,555 4,367 22,821 4,367
01862862 ATTEND & TRUANCY-CENTRAL 26,161 20,802 25,412 69,167
01862863 ATTEND & TRUANCY-HARDING 49,875 13,769 38,666 13,769
01863000 BOE ADMINISTRATION 362,474 1,079,596 977,126 1,110,334
01863850 BOE ADMIN-948 MAIN ST 138,602 0 7,557 0
01863891 BOE ADMIN-SUPERINTENDENT 398,401 0 34,473 0
01863892 BOE ADMIN-ASST SUPER ROOM 303 137,510 0 5,573 0
01863893 BOE ADMIN-ASST SUPER ROOM 304 144,944 0 14,867 0
01864000 BOE ADMINISTRATION CLERICALS 19,014 402,846 377,948 377,948
01864802 BOE ADMIN CLERICALS BEARDSLEY 3,579 0 0 0
01864850 BOE ADMIN CLERICALS-948 MAIN S 40,181 11,801 18,328 60,547
01864876 BOE ADM CLERICAL-BOE FACILITIE 8,860 0 0 0
01864891 BOE ADMIN CLERICAL-SUPERINTEND 147,302 34,531 37,567 248,215
01864892 BOE ADMIN CLERICAL-ASST RM303 56,319 14,562 23,321 73,417
01864893 BOE ADMIN CLERICAL-ASST RM304 48,211 12,117 18,693 68,847
01865000 LEGAL SERVICES 519,764 624,416 581,250 581,250
01866000 HUMAN RESOURCES 174,754 690,520 573,535 733,479
01866889 HUMAN RES-PARENT CENTER 399,151 0 118,195 0
01867000 PUPIL SERVICE / STUDENT ASSIGN 61,974 273,056 254,910 98,554
01867850 PUPIL SVCS-948 MAIN ST 178,694 18,402 29,498 335,772
01867890 PUPIL SVCS-SCHOOL VOLUNTEER 35,566 4,232 10,072 10,072
01868000 STUDENT DATA SUPPORT 119,401 177,657 173,502 173,757
01868800 STUDENT DATA SPT-BOE UNASSIGNE 15,930 0 0 0
01868850 STUDENT DATA SUPT-948 MAIN ST 60,453 6,625 10,780 47,845
01869000 BUSINESS OFFICE 1,396,976 1,572,204 1,572,204 1,572,204
01869851 BOE BUS OFF-BOE BUS OFF 162,180 25,202 25,202 113,532
01870000 BUSINESS OFFICE CLERICALS 12,093 231,554 222,859 76,368
01870800 BUSINESS OFFICE CLERICALS-UNAS 52,671 5,009 11,354 56,069
01870851 BUSINESS OFFICE CLERICALS-BUSO 155,630 16,175 18,525 207,085
01871000 PAYROLL 6,915 544,540 489,390 489,390
01871800 PAYROLL UNASSIGNED 8,081 0 0 0
01871871 PAYROLL-PAYROLL/BENEFITS 523,287 84,568 139,718 577,334
01872000 STOCKROOM 45,493 246,526 247,137 246,526
01872872 STOCKROOM-UNASSIGNED 209,257 60,746 60,746 331,538
01873000 INFORMATION TECHNOLOGY SERVICE 341,383 1,761,650 1,697,797 1,697,797
01873851 BOE ITS-BUSINESS OFFICE 82,015 0 0 0
01873852 BOE ITS-BOE IT 622,286 117,449 181,302 729,502
01874000 TRANSPORTATION OFFICE 14,582 225,416 203,310 203,224
01874874 TRANS OFFICE-TRANS OFFICE CITY 198,493 36,537 58,729 249,573
01875000 TRANSPORTATION 5,371,334 5,667,349 5,337,142 5,959,412
01875875 TRANS-TRANS SPED 873,021 0 332,945 0
01876000 BUS MONITORS 84,577 320,000 320,000 320,000
01876841 BUS MONITORS-DUNBAR 398 0 0 0
01876875 BUS MONITORS-TRANS SPED 219,295 0 0 0
01877000 SPECIAL ED TRANSPORTATION 5,695,466 5,193,053 5,193,053 5,193,053
01878000 PAROCHIAL/NON-PUBLIC TRANSPO 1,031,201 1,051,995 1,051,995 1,051,995
01879000 SPECIAL ED VEHICLE MAINTENANCE 205,575 377,261 377,261 377,261
01880000 SCHOOL CROSSING GUARDS -4,440 975,067 902,234 966,037
01880873 CROSSING GUARDS-CROSSING GUARD 846,987 0 74,003 0
01881000 SECURITY ADMINISTRATION 2,047 209,079 182,714 226,585
01881897 SECURITY ADMIN-SCHOOL SEC 184,897 7,697 22,505 7,697
01882000 SECURITY CLERICALS 3,529 101,102 70,133 109,935
01882897 SEC CLERICALS-SCHOOL SECURITY 75,243 0 39,098 0
383
GENERAL FUND BUDGET
FY 2012
FY 2010 FY 2011 FY 2012 MAYOR
ORG Desc
01883000 SECURITY 310,107 3,055,038 3,080,413 377,239
01883801 SECURITY-BARNUM 71,510 21,140 30,204 92,561
01883802 SECURITY-BEARDSLEY 40,871 17,519 17,483 51,365
01883803 SECURITY-BLACK ROCK SCHOOL 34,081 17,813 0 55,163
01883804 SECURITY-E. O'BRIEN TECH 35,898 9,955 9,540 42,487
01883805 SECURITY-COLUMBUS 40,697 23,967 17,049 102,730
01883807 SECURITY-EDISON 41,359 20,833 20,823 55,127
01883810 SECURITY-MARIN 80,830 26,941 27,048 93,852
01883811 SECURITY-HALL 39,298 9,502 9,540 42,487
01883812 SECURITY-HALLEN 38,806 9,609 17,503 42,487
01883813 SECURITY-HOOKER 61,651 35,786 26,114 105,884
01883814 SECURITY-BATALLA 117,232 46,091 47,412 130,278
01883817 SECURITY-PARK CITY MAGNET 41,809 20,827 20,725 55,163
01883819 SECURITY-LONGFELLOW 75,028 13,478 13,075 42,499
01883820 SECURITY-MADISON 37,248 9,502 9,497 41,878
01883821 SECURITY-CLASSCIAL STUDIES 29,963 7,889 20,823 42,487
01883822 SECURITY-TISDALE 74,626 25,262 25,226 91,751
01883825 SECURITY-READ 75,377 21,714 26,936 86,476
01883826 SECURITY-ROOSEVELT 70,457 18,946 18,955 84,365
01883828 SECURITY-BPT LEARNING CENTER 40,331 20,539 20,437 54,704
01883830 SECURITY-WALTERSVILLE 74,366 38,242 38,146 105,890
01883832 SECURITY-JOHNSON 79,042 30,427 30,454 97,626
01883836 SECURITY-WINTHROP 55,772 24,302 38,219 55,127
01883837 SECURITY-DISCOVERY MAGNET 0 9,228 0 51,336
01883839 SECURITY-CROSS 41,886 20,827 20,725 55,163
01883840 SECURITY-BLACKHAM 123,364 47,904 47,895 148,383
01883841 SECURITY-DUNBAR 76,065 19,953 26,878 41,878
01883842 SECURITY-CURIALE SCHOOL 47,216 5,133 9,540 5,133
01883844 SECURITY-SKANE 35,344 16,272 9,540 51,336
01883845 SECURITY-HIGH HORIZONS 37,579 9,257 9,295 42,040
01883846 SECURITY-MULTICULTURAL 44,970 15,970 9,540 51,336
01883850 SECURITY-948 MAIN STREET 34,379 9,585 9,623 42,499
01883861 SECURITY-BASSICK 384,865 122,655 133,969 400,187
01883862 SECURITY-CENTRAL 405,668 195,512 174,980 551,536
01883863 SECURITY-HARDING 388,304 121,528 126,702 481,900
01883864 SECURITY-AQUACULTURE 42,374 5,273 5,340 67,710
01883866 SECURITY-PARK CITY ACADEMY 36,918 2,958 9,482 2,958
01883877 SECURITY-MAKE THE GRADE 34,653 9,792 9,713 42,499
01883897 SECURITY-SCHOOL SECURITY 94,526 53,440 24,023 191,792
01884000 FACILITIES ADMINISTRATION 21,999 508,356 409,225 440,509
01884876 FACILITIES ADMIN-FAC ADM 429,726 0 98,543 0
01884878 FACILTIES ADM-BOE GARAGE 78,957 0 14,313 0
01885000 FACILITIES CLERICALS 20,543 198,724 144,197 247,501
01885876 FACILITIES CLERICALS-FACILI AD 171,117 0 53,942 0
01886000 TRADES 140,951 2,410,287 1,983,238 2,320,357
01886872 TRADES-STOCKROOM 50,013 0 10,918 0
01886878 TRADES-BOE GARAGE 1,947,136 0 442,524 156,500
01887000 CUSTODIANS -38,322 6,145,598 6,128,506 407,026
01887800 CUSTODIANS-UNASSIGNED 34,940 21,276 21,264 54,645
01887801 CUSTODIANS-BARNUM 221,143 78,027 70,884 316,399
01887802 CUSTODIANS-BEARDSLEY 166,313 74,094 60,077 227,909
01887803 CUSTODIANS-BLACK ROCK 134,958 42,293 31,401 163,432
01887804 CUSTODIANS-BRYANT 169,504 46,161 56,911 159,249
01887805 CUSTODIANS-COLUMBUS 237,964 96,935 84,169 313,060
01887807 CUSTODIANS-EDISON 76,466 26,782 35,539 99,084
01887810 CUSTODIANS-MARIN 224,112 64,445 68,571 237,245
01887811 CUSTODIANS-HALL 85,759 23,407 19,938 90,247
384
GENERAL FUND BUDGET
FY 2012
FY 2010 FY 2011 FY 2012 MAYOR
ORG Desc
01887812 CUSTODIANS-HALLEN 136,542 50,438 50,568 172,082
01887813 CUSTODIANS-HOOKER 198,485 79,554 85,167 230,544
01887814 CUSTODIANS-BATALLA 360,087 104,781 112,062 421,409
01887817 CUSTODIANS-PARK CITY MAGNET 145,514 51,515 50,057 157,286
01887819 CUSTODIANS-LONGFELLOW 199,656 66,466 49,887 222,999
01887820 CUSTODIAN-MADISON 135,020 50,467 50,409 169,606
01887821 CUSTODIANS-CLASSICAL STUDIES 147,261 61,998 64,580 170,508
01887822 CUSTODIANS-TISDALE 257,511 110,779 121,235 390,152
01887825 CUSTODIANS-READ 173,071 60,228 41,938 196,883
01887826 CUSTODIANS-ROOSEVELT 250,872 72,037 63,126 322,426
01887828 CUSTODIANS-BPT LEARNING CENTER 56,702 18,732 18,966 70,317
01887830 CUSTODIANS-WALTERSVILLE 214,385 71,260 76,714 261,126
01887832 CUSTODIANS-JOHNSON 211,920 57,736 55,867 207,429
01887836 CUSTODIANS-WINTHROP 183,910 70,203 69,751 270,916
01887839 CUSTODIANS-CROSS 172,477 52,253 63,475 236,796
01887840 CUSTODIANS-BLACKHAM 301,140 95,595 98,275 366,083
01887841 CUSTODIANS-DUNBAR 164,291 40,386 49,252 173,153
01887842 CUSTODIANS-CURIALE 198,904 63,069 69,572 260,367
01887844 CUSTODIANS-SKANE 41,884 9,513 9,551 45,621
01887845 CUSTODIANS-HIGH HORIZON 380,417 94,847 98,504 353,605
01887850 CUSTODIANS-948 MAIN ST 93,670 28,394 28,677 146,664
01887861 CUSTODIANS-BASSICK 376,835 146,034 143,160 581,174
01887862 CUSTODIANS-CENTRAL 586,203 211,711 214,904 730,719
01887863 CUSTODIANS-HARDING 428,487 148,551 147,041 506,830
01887864 CUSTODIANS-AQUACULTURE 46,193 26,829 17,652 110,729
01887866 CUSTODIANS-PARK CITY ACADEMY 44,631 25,335 17,405 50,577
01887876 CUSTODIANS-FACILTIES ADMIN 97,812 23,197 23,476 86,221
01887889 CUSTODIANS-HUMAN RESOURCES 55,699 11,529 11,567 63,385
01887895 CUSTODIANS-ADULT ED 9,470 0 0 0
01888000 PT CUSTODIANS 958 80,000 80,000 80,000
01888805 PT CUSTODIANS-COLUMBUS 6,815 0 0 0
01888812 PT CUSTODIANS-HALLEN 10,336 0 0 0
01888828 PT CUSTODIANS-BPT LEARNING CTR 10,396 0 0 0
01888839 PT CUSTODIANS-CROSS 10,167 0 0 0
01888841 PT CUSTODIANS-DUNBAR 4,274 0 0 0
01888844 PT CUSTODIANS-SKANE 10,140 0 0 0
01888845 PT CUSTODIANS-HIGH HORIZONS 10,145 0 0 0
01888861 PT CUSTODIANS-BASSICK 6,520 0 0 0
01888899 PT CUSTODIANS-PARENT CENTER 13,825 0 0 0
01889000 FRINGE JANITORS & ENGINEER RET 985,489 999,416 999,416 999,416
01890000 CUSTODIAL SERVICES 249,150 385,500 428,500 428,500
01891000 UTILITIES 6,920,520 7,569,797 7,708,436 7,708,436
01892000 REFUSE & RECYCLING 142,837 156,198 79,222 79,222
01893000 OPERATING BUILDING SERVICES 204,187 322,501 321,212 321,212
01894000 REGULATORY COMPLIANCE 48,330 838,860 758,860 813,860
01895000 VEHICLE MAINTENANCE (FACILITIE 131,637 198,300 188,300 190,300
01896000 FACILITIES MAINTENANCE & REPAI 1,809,755 1,206,695 1,213,695 1,213,695
01897000 HARDING RE-START 0 85,037 85,037 85,037
01898000 GENERAL FUND BOE ADMINISTRATIO 69,654 81,731 81,731 81,731
01899000 BOE GRANT ADMINISTRATION 0 0 1,897,527 0
385
EDUCATION DIVISIONS
B.O.E. NUTRITION SERVICES
BUDGET DETAIL
Maura O’Malley
Manager
REVENUE SUMMARY
FY 2012 VARIANCE
ORG DESC
01900902 NUTR-NUTRITION -12,353,927 -11,315,146 -11,315,146 -11,315,146
41620 CATERING SALES -30,249 -38,500 -38,500 -38,500
41621 STUDENT SALES -329,874 -395,000 -395,000 -395,000
41622 OTHER SALES -432,485 -350,000 -350,000 -350,000
42121 NUTRITION-FEDERALPORTION,CAF -8,332,145 -8,095,062 -8,095,062 -8,095,062
42617 FEDERAL BREAKFAST PROGRAM -2,906,061 -2,116,066 -2,116,066 -2,116,066
44618 STATE PORTION - LUNCH -155,535 -145,389 -145,389 -145,389
44619 STATEPORTION-BREAKFASTPROGRAM -167,577 -175,129 -175,129 -175,129
FY2011 VARIANCE
FY2009 FY2010 FY2011 MAYOR TO FY2010
ACTUAL BUDGET REQUEST PROPOSED BUDGET
GENERAL STATEMENT
This Proposed Budget is based on appropriations equaling those revenues that the Nutrition
Center realizes.

386
GENERAL FUND BUDGET
B.O.E. FOOD SERVICES BUDGET DETAIL
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
01900000 BOE FOOD SERVICES 9,051,130 8,936,434 8,936,861 9,041,266 104,832
51026 FT HOME BOUND PAY -2,483,357 -2,483,357
51108 REGULAR 1.5 OVERTIME PAY 1,007 770 770 770
51138 NORMAL STNDRD SHIFT DIFFER 2,539 598 598 598
51139 EDUCATION INCENTIVE 25 25 25
51140 LONGEVITY PAY -2,019
51154 UNUSED SICK TIME PAYOUT 35,632
51302 TEMPORARY ACTING PAY 1,800 1,800 1,800
51314 UNUSED VACATION PAY RETIREMENT 8,446
51318 PERSONAL DAY PAYOUT RETIREMENT 596
51400 GENERAL STIPENDS 500 500 500
51404 TRAVEL ALLOWANCE/STIPENDS 2,059 294 294 294
52014 DENTAL HMO - NUTRITION 2,100
52030 DENTAL PPO - NUTRITION 4,900
52112 VISION FEE - NUTRITION 1,300
52125 VISION CLMS-NUTRITION 11,200
52150 LIFE INSURANCE NUTRITION 9,628 9,700 9,700 9,700
52167 CLMS DNTL- NUTRITION CENTER 64,000
52312 WORKERS' COMP INDM - NUTRITION 57,000 43,800 43,800 25,000 -18,800
52314 WORKERS' COMP MED - NUTRITION 50,000 362,300 362,300 40,000 -322,300
52360 MEDICARE 3,684 1,405 1,405 40,021 38,616
52363 MEDICARE PART B REIMB BOE FOOD 1,200 1,400 1,400 1,400
52385 SOCIAL SECURITY 10,961 5,958 5,958 4,885 -1,073
52397 UNEMPLOYMENT 2,084
52399 UNIFORM ALLOWANCE 10,500 1,500 1,500 -1,500
52404 RX CLAIMS - NUTRITION 258,000
52420 RX ADM - NUTRITION 500
52502 MERF PENSION EMPLOYER CONT 258,288
52504 MERF PENSION EMPLOYER CONT -112,303 9,182 9,182 383,652 374,470
52701 HEALTH ASO FEES: NUTRITION 54,800
52715 CLMS MENTAL HEALTH - NUTRITION 22,500
52765 CLMS CHIROPRACTIC - NUTRITION 15,200
52865 CLAIMS DR/HSPTLS - NUTRITION 1,393,090
52917 HEALTH INSURANCE CITY SHARE -230,136 2,072,552 2,072,552
52920 HEALTH BENEFITS BUYOUT 2,830 2,830 2,830
52934 NUTRITION EMPLY HEALTH COPAY -166,599 -166,599 -166,599
53110 WATER UTILITY 7,286 8,000 8,000 8,000
53120 SEWER USER FEES 3,990 7,500 7,500 7,500
53130 ELECTRIC UTILITY SERVICES 145,570 190,000 190,000 190,000
53705 ADVERTISING SERVICES 2,805 250 1,000 1,000 750
53725 TELEVISION SERVICES 200 200 200
54010 AUTOMOTIVE PARTS 63 6,000 13,500 13,500 7,500
54020 COMPUTER PARTS 3,577 3,577 3,577
54535 TIRES & TUBES 1,000 1,000 1,000

387
GENERAL FUND BUDGET
B.O.E. FOOD SERVICES BUDGET DETAIL
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
54540 BUILDING MATERIALS & SUPPLIE 194 40,168 80,200 80,200 40,032
54555 COMPUTER SUPPLIES 204 7,000 7,000 7,000
54595 MEETING/WORKSHOP/CATERING FOOD 4,194,189 3,624,080 3,450,000 3,450,000 -174,080
54600 FOOD SERVICE SUPPLIES 471,986 522,180 432,180 432,180 -90,000
54605 FURNISHINGS 2,760 2,760 2,760
54615 GASOLINE 12,658 15,500 22,000 22,000 6,500
54620 HEATING OIL 2,385 4,787 4,787 2,402
54630 OTHER FUELS 237 2,000 3,000 3,000 1,000
54640 HARDWARE/TOOLS 6,395 21,804 75,779 75,779 53,975
54645 LABORATORY SUPPLIES 3,012 3,600 5,500 5,500 1,900
54670 MEDICAL SUPPLIES 1,000 1,000 1,000
54675 OFFICE SUPPLIES 13,322 22,000 22,000 22,000
54680 OTHER SUPPLIES 588 963 963 963
54705 SUBSCRIPTIONS 400 2,000 2,000 1,600
54720 PAPER AND PLASTIC SUPPLIES 4,633 4,633 4,633
54745 UNIFORMS 4,787 15,387 15,387 15,387
54770 SALE OF SURPLUS/OBSOLETE ITE 3,400 3,400 3,400
55030 AUTOMOTIVE EQUIPMENT 3,000 3,000 3,000
55045 VEHICLES 44,500 84,500 84,500 40,000
55050 CLEANING EQUIPMENT 1,000 1,000 1,000
55055 COMPUTER EQUIPMENT 8,000 8,000 8,000
55095 FOOD SERVICE EQUIPMENT 870 11,500 41,500 41,500 30,000
55105 HOUSEHOLD APPLIANCES 488 35,000 35,000 35,000
55110 HVAC EQUIPMENT 200 200 200
55145 EQUIPMENT RENTAL/LEASE 951 800 2,000 2,000 1,200
55150 OFFICE EQUIPMENT 13,500 13,500 13,500
55155 OFFICE EQUIPMENT RENTAL/LEAS 1,500 1,500 1,500
55530 OFFICE FURNITURE 480 480 480
55535 FOOD SERVICE FURNITURE 10,361 28,000 28,000 17,639
56010 ENGINEERING SERVICES 5,000 5,000 5,000
56015 AGRIC/HEAVY EQ MAINT SRVCS 3,892 10,157 16,000 16,000 5,843
56045 BUILDING MAINTENANCE SERVICE 12,330 40,803 30,460 30,460 -10,343
56165 MANAGEMENT SERVICES 4,000 4,000 4,000
56170 OTHER MAINTENANCE & REPAIR S 160,976 167,221 167,648 167,648 427
56175 OFFICE EQUIPMENT MAINT SRVCS 13,895 17,000 22,000 22,000 5,000
56180 OTHER SERVICES 267,863 12,816 12,816 12,816
56185 PUBLIC FACILITIES SERVICES 4,700 4,700 4,700
56210 RECYCLING SERVICES 859 859 859
56250 TRAVEL SERVICES 500 500 500
59010 MAILING SERVICES 803 300 800 800 500

388
GENERAL FUND BUDGET
B.O.E. FOOD SERVICES APPROPRIATION SUPPLEMENT
FY 2012
FY 2010 FY 2011 FY 2012 MAYOR
ORG Desc
01900000 BOE FOOD SERVICES 9,051,130 8,936,434 8,936,861 9,041,266
01900801 NUTR-BARNUM 35,652 3,260 3,260 3,260
01900802 NUTR-BEARDSLEY 30,674 4,610 4,610 3,260
01900803 NUTR-BLACK ROCK 20,969 0 0 0
01900804 NUTR-BRYANT 22,324 3,260 3,260 3,260
01900805 NUTR-COLUMBUS 49,400 4,160 4,160 3,260
01900807 NUTR-EDISON 22,730 4,610 4,610 3,260
01900810 NUTR-MARIN 47,130 3,260 3,260 3,260
01900811 NUTR-HALL 21,189 4,685 4,685 3,260
01900812 NUTR-HALLEN 20,961 3,260 3,260 3,260
01900813 NUTR-HOOKER 24,146 3,260 3,260 3,260
01900814 NUTR-BATALLA 57,133 3,260 3,260 3,260
01900817 NUTR-PARK CITY 17,962 3,260 3,260 3,260
01900819 NUTR-LONGFELLOW 27,364 22,917 22,917 22,274
01900820 NUTR-MADISON 25,620 3,260 3,260 3,260
01900821 NUTR-CLASS STUD 23,688 3,260 3,260 3,260
01900822 NUTR-TISDALE 46,881 5,135 5,135 3,260
01900825 NUTR-READ 49,337 23,077 23,077 22,034
01900826 NUTR-ROOSEVELT 30,621 3,538 3,538 3,288
01900828 NUTR-BRIDGE LRN 10,443 207 207 207
01900830 NUTR-WALTERSVIL 49,127 27,468 27,468 26,744
01900832 NUTR-JOHNSON 48,518 3,298 3,298 3,298
01900836 NUTR-WINTHROP 31,108 5,135 5,135 3,260
01900839 NUTR-CROSS 29,893 3,260 3,260 3,260
01900840 NUTR-BLACKHAM 51,802 4,985 4,985 3,260
01900841 NUTR-DUNBAR 20,881 1,630 1,630 1,630
01900842 NUTR-CURIALE 26,398 2,455 2,455 2,455
01900844 NUTR-SKANE CTR 12,115 0 0 0
01900845 NUTR-HI HORIZON 23,538 0 0 0
01900846 NUTR-MULTICUL 23,327 3,260 3,260 3,260
01900847 NUTR-SIX TO SIX 31,676 6,860 6,860 3,260
01900861 NUTR-BASSICK HS 126,385 31,143 31,143 18,593
01900862 NUTR-CENTRAL HS 267,535 3,367 3,367 2,142
01900863 NUTR-HARDING HS 217,410 4,525 4,525 3,300
01900877 NUTR-MAKE THE GRADE 7,522 250 250 0
01900902 NUTR-NUTRITION 2,247,709 2,178,785 2,178,785 2,106,390

389
GENERAL FUND BUDGET
B.O.E. DEBT SERVICE APPROPRIATION SUPPLEMENT
FY 2012 VARIANCE TO
FY2010 FY 2011 FY 2012 MAYOR FY 2011
53200 PRINCIPAL & INTEREST DEBT SERV 18,638,563 19,437,442 19,437,442 15,539,675 -3,897,767

390
GENERAL FUND BUDGET
APPENDIX GLOSSARY
ACCOUNTING SYSTEM: A total set of records that are used to record, classify, and report information on
the financial status and operation of an entity.
ADA: Americans with Disabilities Act. The ADA prohibits discrimination in all employment practices,
including job application procedures, hiring, firing, advancement, compensation, training, and other terms,
conditions, and privileges of employment. It applies to recruitment, advertising, tenure, layoff, leave, fringe
benefits, and all other employment-related activities.
ADOPTED BUDGET: The budget for the ensuing fiscal year that has been approved by the City Council &
the Mayor.
ALLOCATED COSTS (indirect cost rate): The concept of overhead budgeting is used primarily In Grant /
Special Revenue Services and for Educational In-Kind reporting purposes. It is employed as a device to
spread administrative costs to operating accounts in different funds to get a more accurate picture of true
costs. Allocated costs can include both managerial and clerical salaries, as well as benefits, sick and annual
leave, pensions and insurances of all the employees who work directly on a particular service or project.
APPROPRIATION: A legal authorization granted by the City Council to make expenditures and to incur
obligations for specific purposes. An appropriation usually is limited in amount and time it may be
expended.
ASSESSED VALUE (TAXABLE): As used in this document represents the total taxable book value of
property in the City for Municipal purposes only. It is established each year by the filing of the Grand List
with the State of Connecticut by the City Assessor.
ATTRITION: A reduction in the City’s workforces as a result of resignations, retirements and/or terminations.
AUDIT: A study of the City’s accounting system to ensure that financial records are accurate and in
compliance with all legal requirements for handling of public funds, including those set forth by state law &
City Charter.
BALANCED BUDGET: a budget projected wherein the projected expenditures are equal to the projected
revenues. The Charter of the City of Bridgeport mandates a balanced budget.
BERC: The Bridgeport Economic Resource Center. BERC provides assistance and information to
businesses wishing to relocate to or expand within the Greater Bridgeport, Connecticut area. BERC is a
privately funded, non-profit organization created by a partnership of Greater Bridgeport businesses, utilities,
institutions, city and state government.
BOE: Board of Education.
BOND: A written promise to pay a specific sum of money at a specified future date (maturity date) along with
periodic interest paid at a specified percentage of the principal (interest rate). Bonds are used typically to
manage long-term debt.
BOOTFINDER: The BootFinder, a hand-held device that looks like a radar gun and reads both moving and
stationary license plates while searching for vehicles on which taxes are owed and those that are stolen.
The BootFinder, named after the lock placed on the wheel of a scofflaw's car or truck, is connected to the
city's motor vehicle tax records and its list of stolen vehicles and license plates. It is also attached to a laptop
computer that alerts the user to ''a hit'' with an audio and visual signal.
BUDGET: A plan for the accomplishment of programs related to objectives and goals within a definite time
period, including an estimate or resources required, together with an estimate of resources available.
BUSINESS-TYPE ACTIVITES: provide the same type of services as a private entity, involve exchange
relationships - that is, a fee is charged for services rendered and there is a direct relationship between the
services provided and the fee charged for the services, and the entity is often a separate, legally constituted,
self-sufficient organization although it may be subsidized by a government.
CAFR: An acronym that stands for Comprehensive Annual Financial Report. The CAFR is the industry
standard financial report for local governments. The City’s CAFR is recognized as meeting the highest
possible level of reporting excellence and complies completely with GAAP.
CAMA: Computer assisted mass appraisal system, a computer system for the appraisal of real property,
assessment administration and tax collection for a revaluation of property.
CAPITAL IMPROVEMENT PLAN (CIP): A plan for capital expenditures to be incurred each year over a five
year period setting forth each capital project, the duration of the project, and the amount to be expended in
each year of financing those projects.
391
GENERAL FUND BUDGET
APPENDIX GLOSSARY
CATEGORY (OF REVENUE OR APPROPRIATIONS): Grouping of similar line items. Refer to Budget
Summary, Categorical Descriptions.
CBD: Central Business District.
CCTV: Closed circuit television. Closed circuit television is the use of video cameras to transmit signals to a
specific set of monitors. CCTV is often used for surveillance in areas where security is critical such as
banks, casinos, airports, and other public areas.
CDBG: Community Development Block Grant, a federal program that supports the development of housing
and community projects.
COBRA: An acronym that stands for Consolidated Omnibus Budget Reconciliation Act, which provides
certain former employees, retirees, spouses, former spouses, and dependent children the right to temporary
continuation of health coverage at group rates. This coverage, however, is only available when coverage is
lost due to certain specific events. Group health coverage for COBRA participants is usually more expensive
than health coverage for active employees, since usually the employer pays a part of the premium for active
employees while COBRA participants generally pay the entire premium themselves. It is ordinarily less
expensive, though, than individual health coverage. See
http://www.dol.gov/ebsa/faqs/faq_consumer_cobra.HTML for more information on the program.
CPPB: Certified Professional Public Buyer.
CRRA: Connecticut Resources Recovery Authority, the quasi-public agency that manages the municipal
waste and recycling for the State of Connecticut.
CRS: Community Rating System. The National Flood Insurance Program's (NFIP) Community Rating
System (CRS) is a voluntary incentive program that recognizes and encourages community floodplain
management activities that exceed the minimum NFIP requirements. It is a program sponsored by the
Federal Emergency Management Agency.
DEBT SERVICE: Principal and interest payment on bonds issued by the City to fund Capital and Other
Projects. This includes debt service on past bond issues, as well as those anticipated in the current year of
Capital Improvement Projects (C.I.P).
DECD: Department of Economic and Community Development.
DEP: Department of Environmental Protection.
DEPRECIATION: a decrease or loss in value.
DMV: Department of Motor Vehicles.
ECS: ECS or Education Cost Sharing, aims to equalize some of school funding disparities that municipalities
with a large number of needy students encounter when trying to provide services. ECS provides grants
based on a formula that multiplies three factors: (1) a base aid ratio of each town's wealth to a designated
state guaranteed wealth level (GWL), (2) the foundation, and (3) the number of each town's resident
students adjusted for educational and economic need (“need students”). A per-student bonus is added for
towns that are part of regional school districts. (A copy of the amended ECS formula is available here:
http://www.cga.ct.gov/2007/rpt/2007-R-0436.htm).
ENTERPRISE FUNDS: A fund established to account for operations that are financed and operated in a
manner similar to private business enterprises. The intent is that the full cost of providing the goods or
services be financed primarily through charges and fees thus removing the expenses from the tax rate.
EOC: Emergency Operations Center. A central location that serves as a center for coordination and control
of emergency preparedness and response for the region.
EPA: Environmental Protection Agency, a federal agency.
ESU: Emergency Services Unit. Similar to a SWAT Team, the ESU is a specially trained police unit that
responds to critical incidents such as hostage situations.
EXPENDITURES: Total charges incurred for services received or assets purchased.
FEMA: Federal Emergency Management Agency.
FISCAL YEAR: a twelve-month period for which an organization plans the use of its funds. The City of
Bridgeport’s fiscal year beings on July 1 and concludes on June 30.
FTA: Federal Transit Administration
392
GENERAL FUND BUDGET
APPENDIX GLOSSARY
FTE: An acronym that stands for full time equivalent. Employee counts represent the budgeted sum of
permanent, temporary and part-time employees.
FUND BALANCE: Represents the undesignated fund balance or excess of current assets over liabilities
available for use along with current revenues to fund the various operating budgets.
FUND: A fiscal and accounting entity with a self-balancing set of accounts in which cash and other financial
resources, all related liabilities and residual entities, or balances (and changes therein) are recorded and
segregated to carry on specific activities or attain certain objectives in accordance with specific regulations,
restrictions or limitations.
FUND STRUCTURE: The City’s accounting system is organized and operated on the basis of funds or
account groups, each of which is a separate accounting entity. Each fund is accounted for with a set of self-
balancing accounts comprised of assets, liabilities, fund equity, revenues and expenditures or expenses, as
appropriate. The three broad categories are GOVERNMENTAL FUNDS, PROPRIETARY FUNDS, and
FIDUCIARY FUNDS. They are covered briefly here, and in greater detail in the budget summary, page 26 of
this document.
GOVERNMENTAL FUNDS:
THE GENERAL FUND is used to account for the major general operations of the City, except those
required to be accounted for in a separate fund.
SPECIAL REVENUE FUNDS are used to account for revenues dedicated for a specific purpose as
prescribed by Federal or State program guidelines regarding their use.
DEBT SERVICE FUND is used for the accumulation of resources for, and the payment of, long
term bonded debt.
CAPITAL PROJECT FUNDS are used to account for the proceeds of general obligation bonds and
other financing resources for the planning, acquisition and construction or improvement of major
capital facilities such as new schools and urban renewal projects.
PROPRIETARY FUNDS:
ENTERPRISE FUND Enterprise funds are used to account for the operations of activities that are
financed and operated in a manner similar to a private business enterprise.
INTERNAL SERVICE FUND The City, by Ordinance, established an Internal Service Fund to
account for self-insured health benefit activities of the City, Board of Education (BOE) and all other
departments. Governmental Accounting Standards allow for the use of Internal Service Funds for
risk financing activities.
FIDUCIARY FUNDS:
TRUST AND AGENCY FUNDS are used to account for resources held for the benefit of parties
outside the government. The City of Bridgeport has four pension trust funds that support the
pensions of City employees.
FY: An abbreviation for fiscal year, a twelve-month period for which an organization plans the use of its
funds. The City of Bridgeport’s fiscal year beings on July 1 and concludes on June 30.
GAAP ACCOUNTING: Standards established by the Governmental Accounting Standards Board, which the
City must comply with.
GASB: An acronym that stands for Government Accounting Standards Board. GASB established standards
for state and local governmental accounting in which financial reporting results in useful information for
users.
GENERAL FUND: The major municipally owned fund, which is created with City receipts and which is
charged with expenditures payable from such revenues.
GFOA: Government Finance Officer’s Association
393
GENERAL FUND BUDGET
APPENDIX GLOSSARY
GIS: Geographic Information System (or) geospatial information system. A system designed to capture,
store, analyze, and manage data and associated information that is geographically referenced.
GOVERNMENT-TYPE ACTIVITIES: Those activities used to account for financial resources used in the
day-to-day operations of the government.
GPS: Global Positioning System.
GRAND LIST: The assessed value of all taxable property in the City.
HAZWOPER: Hazardous Waste Operations and Emergency Response Standard
HDPE: High-density polyethylene, a type of plastic.
HUD: Housing and Urban Development Agency.
INTERFUND TRANSFER: Payments from one administrative budget to another, which result in the
recording of a receipt and an expenditure.
INTERNAL SERVICE FUNDS: Used to account for and finance the City’s risk of loss for Employee Benefits,
Workers Compensation, and other liabilities.
ISO New England: A regional transmission organization (RTO), serving Connecticut, Maine, Massachusetts,
New Hampshire, Rhode Island and Vermont. ISO stands for independent service operators. It was
developed at the behest of Congress and the Federal Energy Regulatory Commission (FERC) to enable
restructuring of the electric power industry.
ITC: intermodal transportation center
LAN: Local Area Network
LED: Light-emitting diode. This light source has a higher initial purchase price, but over the long term has a
lower cost because they require much less power to output the same amount of light as a similar
incandescent bulb.
LIABILITY: Debt or other legal obligations arising out of transactions in the past, which must be liquidated,
renewed, or refunded at some future date.
LONGEVITY: Monetary payments to permanent full time employees who have been in the employ of the
City for a set number of years.
MACH: Music and Arts Center for Humanity, a Bridgeport Arts organization.
MBE: Minority Business Enterprise Program. This program aims to implement a race and gender-conscious
program to correct historic discrimination. It aims to reduce and eliminate aspects of the city’s bidding and
contracting processes that pose the greatest difficulties for Minority businesses.
MERF: the Municipal Employees Retirement Fund
MILL RATE: The Mill Rate is the rate of taxation levied on property subject to taxation under Connecticut
General Statutes. One mill is equal to 1/1000 of a dollar. For example, a tax rate of 20 mills is equivalent to
$20 per $1,000 of assessed value.
MODIFIED ACCRUAL: basis for accounting of all governmental funds and expendable trust and agency
funds under which revenues are recorded when they become measureable and available. Expenditures are
recorded when the liability is incurred, except for interest on general long-term obligations, which is recorded
when due.
MRSA: Methicillin-resistant Staphylococcus aureus (MRSA) is a bacterium responsible for difficult-to-treat
infections in humans. MRSA is a resistant variation of the common bacterium Staphylococcus aureus.
NRZ: Neighborhood Revitalization Zones.
NTOA: National Tactical Officer’s Association.
OPED: Office of Planning and Economic Development.
ORDINANCE: A law set forth by a governmental authority; a municipal regulation.
PERF: Police Executive Research Forum. This national membership organization is comprised of police
executives from the largest law enforcement agencies in the United States. They are dedicated to improving
policing and advancing professionalism through research and public policy.
394
GENERAL FUND BUDGET
APPENDIX GLOSSARY
PETE: Polyethylene terephthalate, a type of plastic.
PILOT: An acronym that stands for payments in lieu of taxes. These property tax exemptions are granted to
state-owned property, institutions of higher education & hospitals by the state of Connecticut. The payment
is equal to a percentage of the amount of taxes that would be paid if the property were not exempt from
taxation.
RECOMMENDED BUDGET: The proposed budget for the ensuing fiscal year that has been approved by
the mayor and forwarded to the City Council for their review & approval.
REQUIRED RESERVE: The City of Bridgeport appropriates a $1 million budgetary reserve. This is a
longstanding practice which is a positive factor in the City’s maintenance of its Bond Rating. All three rating
agencies have acknowledged this budgetary practice.
REVENUES: (1) Increases in the net current assets of a governmental fund type from other than
expenditure refunds and residual equity transfers; and (2) increase in the net total assets of a proprietary
fund type from other than expense refunds, capital contributions and residual equity transfers.
RFP Depot: RFP Depot is an online bidding service designed to streamline the bidding process. RFP Depot
offers an enhanced bidding process that allows bid solicitations via the internet. We anticipate the
introduction of RFP Depot will simplify the bidding process for both vendors and departments.
RFP: Request for Proposal.
RFQ: Request for Quotation.
RYASAP: Regional Youth/Adult Substance Abuse Project, a community development organization based in
Bridgeport.
SBE: Small Business Enterprise.
SERVICE INDICATORS: A statement describing an activity conducted or performed by the
department/division. A department or division usually has many Service Indicators. Service Indicators
provide information on whether service objectives are being met.
SLRB: State Labor Relations Board.
SPECIAL REVENUES: The use of these funds are prescribed by Federal or State program guidelines.
Often, the source of these funds are federal and state grants that are to be used for specific projects.
STATEMENT 34: A proposed revision by the Governmental Accounting Standards Board (GASB) in GAAP
Accounting, which requires changes in local government accounting and reporting.
SUBMITTED BUDGET: Departmental estimates of revenue and expenditures for the ensuing fiscal year,
submitted to the Office of Policy & Management, which is reviewed and used in formulating the
recommended budget.
SUPPLEMENTAL APPROPRIATION: Appropriations made by the City Council to cover expenditures that
exceed the adopted appropriation level.
SURPLUS: That portion of prior year Undesignated Fund Balance to be used to offset current year tax
revenues.
SWAT: a special police unit trained to perform dangerous operations.
TAX ABATEMENT: Legal reduction of cancellation of tax obligation.
TAX ANTICIPATION NOTES (TANS): Notes (or warrants) issued in anticipation of the collection of taxes,
usually retireable only from tax collections, and frequently only from the proceeds of the tax levy whose
collections they anticipate.
TAXABLE GRAND LIST: Reflects all property that is not subject to Section 12-81 of the Connecticut general
Statutes which exempts from taxation federal, state, municipal, church, and school property if that property
is used for the purpose for which the agent is exempted.
TOD: Transit Oriented Development
TRANSFERS IN/OUT: Transfers between city funds not technically considered revenues or expenses to
either fund.
395
GENERAL FUND BUDGET
APPENDIX GLOSSARY
TRANSMITTAL LETTER: A document, in the form of a letter that accompanies the budget when it is
presented to the City Council. It is written by the Mayor, in part to explain the considerations that went into
the planning of the budget it is attached to.
TRUST FUND: Funds used to account for assets held by a government in a trustee capacity for individuals,
private organizations, other governments and/or other funds.
WAN: Wide area network, a computer network that covers a broad area.
WIC: Women, Infants & Children, a federal nutritional program.
WPCA: Water Pollution Control Authority.
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2011-2012 Proposed Budget City of Bridgeport Connecticut

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GENERAL FUND BUDGET

CITY OF BRIDGEPORT, CONNECTICUT

CITY OF BRIDGEPORT, CONNECTICUT

CITY OF BRIDGEPORT, CONNECTICUT

CITY OF BRIDGEPORT, CONNECTICUT

UNDESIGNATED FUND BALANCE POLICY

CITY OF BRIDGEPORT, CONNECTICUT

DESCRIPTION OF FUND STRUCTURE

CITY OF BRIDGEPORT, CONNECTICUT

THE BUDGET PROCESS

CITY COUNCIL PROCESS

CITY OF BRIDGEPORT, CONNECTICUT

FOR FIRST SIX MONTHS TO OPM

TBD Tentative Scheduled Public Hearing for all City

May 03, 2011

June 7, 2011 Tuesday City Council sets mill rate

is complete); This may be a vote necessary no later than May 31st

CITY OF BRIDGEPORT, CONNECTICUT

INTERNAL SERVICE FUND

CITY OF BRIDGEPORT, CONNECTICUT

CITY OF BRIDGEPORT, CONNECTICUT

CITY OF BRIDGEPORT, CONNECTICUT

GENERAL FUND BUDGET

CITY OF BRIDGEPORT, CONNECTICUT

FY 06-07 FY 07-08 FY 08-09 FY 09-10 FY 10-11 FY 11-12

CITY OF BRIDGEPORT, CONNECTICUT

PERSONNEL SERVICES OPERATIONAL EXPENSES

CITY OF BRIDGEPORT, CONNECTICUT

CITY OF BRIDGEPORT, CONNECTICUT

CITY OF BRIDGEPORT, CONNECTICUT

DEMOGRAPHICS AND ECONOMICS

2007 Grand List Real Property Personal Motor Vehicles Totals

CITY OF BRIDGEPORT, CONNECTICUT

PRINCIPAL EMPLOYERS IN BRIDGEPORT: 2008 & 1999

POPULATION IN BRIDGEPORT/SURROUNDING AREA 1990-2007

CITY OF BRIDGEPORT, CONNECTICUT

FAIRFIELD COUNTY, CT 2000 2007

CITY OF BRIDGEPORT, CONNECTICUT

TRAVEL TO WORK 2000 2007 2000 2007

HOUSING CHARACTERISTICS MEDIAN VALUE 2000 2007

CITY OF BRIDGEPORT, CONNECTICUT

Housing Sales and Median Prices:

Comparable Cities in Connecticut Median Sale Price

$160,000 New Haven

Source: The Warren Group

CITY OF BRIDGEPORT, CONNECTICUT

MAPPING FORECLOSURES IN BRIDGEPORT, 2008

Source: New York Times

MAPPING FORECLOSURES IN FAIRFIELD COUNTY, 2008

Source: New York Times

CITY OF BRIDGEPORT, CONNECTICUT

Number and Value of Building Permits

FEDERAL FUNDING FOR NEIGHBORHOOD STABILIZATION

CITY OF BRIDGEPORT, CONNECTICUT

Program Funding Amount Description, Purpose Status

CITY OF BRIDGEPORT, CONNECTICUT

CITY COUNCIL MAYOR

INFORMATION OFFICE OF PLANNING & HEALTH &

BUILDING SANITATION &

ZONING BOARD PARKS & COMMUNICABLE

LAND USE &

MAYOR CITY COUNCIL

CITY OF BRIDGEPORT, CONNECTICUT

Honorable Bill Finch